Work Example 1_CEDS

MAAG Region

Comprehensive Economic Development Strategy(CEDS)

Partially Funded Through:

Project Area:Crittenden County, AR

DeSoto County, MSFayette County, TN

Lauderdale County, TNShelby County, TNTipton County, TN

Review Draft | September 2012

2 | Memphis Area Association of Governments

Regional Development District

MAAG Region

Comprehensive Economic Development Strategy | 3

2012 Comprehensive Economic Development Strategy

Credits 4

Letter from the Executive Director 5

MAAG Officers, Board Members, and Committee Members 6

CEDS Committee Members 7

Forward 8

Abstract 10

Background - Memphis Regional Snapshot 12

Community and Economic Development 38

County Profiles 48

Economic Development Vision - Regional Goals and Objectives 90

Partners & Industry Drivers 146

Suggested Projects 174

Cluster Industries 208

Action Plan 254 Performance Measures 262

Reference Section 264

Appendices 268

Table of Contents


Contributors

PREPARED BY THE OFFICE OF THEMEMPHIS AREA ASSOCIATION OF GOVERNMENTSWith the assistance of the CEDS Committee Members

OFFICE8289 Cordova Road, Suite 103 • Cordova, TN 38016Office: 901.729.2871 • Fax: 901.729.4107

STAFFPamela D. MarshallExecutive [email protected]

Joyce E. McKinneyPublic Information Officer/ Program [email protected]

Jim McDougalProgram [email protected]

Gina M. Tynan, AICPProgram Developer/Historic Preservation [email protected]

Lisa TrexlerAdministrative [email protected]

Jordan Y. ExantusGraduate Intern - CEDS [email protected]

Credits


The Memphis Area Association of Governments (MAAG) is the local development district created by the state of Tennessee to serve as the regional entity to address community and economic development issues. MAAG is also the designated development district for the region for the Economic Development Administration (EDA). In this capacity, MAAG serves Fayette, Lauderdale, Tipton, and Shelby counties in Tennessee and also provides assistance to Crittenden County in Arkansas, and Desoto County in Mississippi. As the designated development district for the EDA, MAAG is charged with developing, maintaining, and implementing a Comprehensive Economic Development Strategy (CEDS) for Fayette, Lauderdale, Tipton, and Shelby counties. The CEDS reviews the history and analyzes the current economic climate of the area. The CEDS also develops goals and objectives for the region and identifies projects that will encourage and promote community and economic development throughout the region. MAAG, working through a CEDS committee, began gathering data earlier this year to begin the process of developing the CEDS. MAAG has also researched, regional, and statewide organizations working in the community and economic development arena to determine their goals and objectives. A survey was also distributed throughout the region to identify needs of the local governments. All of the information gathered was pulled together and is presented in this CEDS. The CEDS includes:County Data ProfilesGoals and ObjectivesStrategic Projects It is our hope that this document will serve as a guide and a tool for our region over the next five years. MAAG will use this CEDS, along with the assistance of our regional partners, to guide the activities of the association and to access state and federal funding for identified projects. Thank you for your interest in the CEDS.We look forward to partnering with you to advance the MAAG region.

Letter from the Executive DirectorTo Our Readers


2012-13 MAAG Officers, Board Members, and Committtee Members

2012-13 MAAG Officers, Board Members, and Committee Members

Officers

Hugh Davis, Jr., Chairman, Fayette County, TNMichael Bursey, Vice-Chairman, Lauderdale County, TNAlonzo Beard, Secretary-Treasurer, Lauderdale County, TN

Executive Committee

Fayette County, TNHugh Davis, Jr., ChairmanRhea Taylor, Mayor of Fayette County

Lauderdale County, TNAlonzo Beard, Ripley AldermanJon Pavletic, Mayor of Ripley

Shelby County, TNKeith McDonald, Mayor of Bartlett

Tipton County, TNDavid Gordon, Mayor of Covington

Crittenden County, ARRoy Hill, Police Chief

Board Members

Mayor Mark Luttrell, Shelby County, TN Mayor A C Wharton, Memphis, TN Executive Grace Hutchinson, Shelby County, TN Mayor Henry Coats, Piperton, TN Executive Jeff Huffman, Tipton County, TN Mayor Eugene Pugh, Halls, TN Mayor Frank Fogelman, Marion, ARCounty Administrator Vanessa Lynchard, DeSoto County, MS

Key Stakeholders


CEDS Committee Members

Dr. John Gnuschke The University of Memphis

Mr. David W. Gordon Town of Covington

Mr. Mark Herbison Greater Memphis Chamber

Mr. Larry Jackson Patriot Bank

Mr. Duane Lavery HTL Advantage

Mr. Henry Lewis City of Memphis

Mr. Isaac Northern Northern, Inc.

Ms. Julie Perrine Fayette County Chamber of Commerce

Mrs. Dianne K. Polly Metropolitan Inter-Faith Association

Ms. Ginger Powell Northwest Tennessee Workforce Board

Ms. Margaret Prater Northwest Tennessee Workforce Board

Mr. Blake Swaggart Tennessee Department of Economic and Community Development

Ms. Susan Todd Lauderdale County Chamber of Commerce

Mr. Ted Townsend, III Tennessee Department of Economic and Community Development


Economic Development Administration

Mission

To lead the federal economic development agenda by promoting innovation and competitiveness, preparing American regions for growth and success in the worldwide economy.

The U.S. Economic Development Administration’s investment policy is designed to establish a foundation for sustainable job growth and the building of durable regional economies throughout the United States. This foundation builds upon two key economic drivers - innovation and regional collaboration.

Investment Priorities

Within the parameters of a competitive grant process, all projects are evaluated to determine if they advance global competitiveness, create jobs, leverage public and private resources, can demonstrate readiness and ability to use funds quickly and effectively, and link to specific and measureable outcomes. To facilitate evaluation, EDA has established the following investment priorities:

1. Collaborative Regional Innovation

2. Public/Private Partnerships

3. National Strategic Priorities

4. Global Competitiveness

5. Environmentally-Sustainable Development

6. Economically Distressed and Underserved Communities

“Innovation is key to global competitiveness,

new and better jobs, a resilient economy,

and the attainment of national economic goals.

Regional collaboration is essential for economic

recovery because regions are the centers

of competition in the new global economy and

those that work together to leverage resources

and use their strengths to overcome weaknesses

will fare better than those that do not. EDA

encourages its partners around the country to

develop initiatives that advance new ideas and creative approaches to

address rapidly evolving economic conditions.”

Forward


Memphis Area Association of Governments

Mission

It is the mission of Memphis Area Association of Governments to assist and support its members in matters related to regional planning, economic development and intergovernmental matters.

Vision Statement

Our vision is to partner with local and regional governmental leaders filling the gap as a resource to improve, promote and support economic growth in the communities we serve.

Comprehensive Economic Development Strategy (CEDS)

As the federally designated Economic Development District, MAAG is responsible for developing and implementing the region’s Comprehensive Economic Development Strategy (CEDS). The CEDS analyzes our regional economy and serves as a guide for establishing regional goals and objectives, developing and implementing a regional plan of action, and identifying investment priorities and funding sources. MAAG staff will work closely with the MAAG Board of Directors, the MAAG CEDS Committee and community leaders from the public and private sector as a guide in this effort. Updates to the CEDS will be submitted annually.

The Memphis Area Association of Governments (MAAG) is one of nine statewide development districts established by the General Assembly under the Tennessee Development District Act of 1965. Like all districts in Tennessee, MAAG is legislated to provide comprehensive planning and promote economic, community, and human resource development in its defined geographic region. As a public non-profit association of local governments, MAAG serves Fayette, Lauderdale, Shelby and Tipton counties in Tennessee, Crittenden County, Arkansas and DeSoto County, Mississippi. With offices located in Cordova, an executive director and a board of directors consisting of member government officials, state representatives, state senators, industrial representatives, and minority representatives manage MAAG. An executive committee meets four times each year to set policy and conduct business on behalf of the full board.

“Serving the communities. Meeting the needs. Making a difference.”


What is the CEDS?

Comprehensive Economic Development Strategy (CEDS)

A comprehensive economic development strategy (CEDS) is designed to bring together the public and private sectors in the creation of an economic roadmap to diversify and strengthen regional economies. The CEDS should analyze the regional economy and serve as a guide for establishing regional goals and objectives, developing and implementing a regional plan of action, and identifying investment priorities and funding sources. A CEDS integrates a region’s human and physical capital planning in the service of economic development. Integrated economic development planning provides the flexibility to adapt to global economic conditions and fully utilize the region’s unique advantages to maximize economic opportunity for its residents by attracting the private investment that creates jobs for the region’s residents. A CEDS must be the result of a continuing economic development planning process developed with broad-based and diverse public and private sector participation, and must set forth the goals and objectives necessary to solve the economic development problems of the region and clearly define the metrics of success. Finally, a CEDS provides a useful benchmark by which a regional economy can evaluate opportunities with other regions in the national economy.

Abstract


What are the components of the CEDS?

1. A background of the economic development situation of the Region with a discussion of the economy, population, geography, workforce development and use, transportation access, resources, environment and other pertinent information;2. An in-depth analysis of economic and community development problems and opportunities, including:

(i) Incorporation of relevant material from other government-sponsored or supported plans and consistency with applicable State and local workforce investment strategies; and (ii) An identification of past, present and projected future economic development investments in the Region covered;

3. A section setting forth goals and objectives necessary to solve the economic development problems of the Region;4. A discussion of community and private sector participation in the CEDS effort;5. A section listing all suggested Projects and the projected numbers of jobs to be created as a result thereof;6. A section identifying and prioritizing vital Projects, programs and activities that address the Region’s greatest needs or that will best enhance the Region’s competitiveness, including sources of funding for past and potential future Investments;7. A section identifying economic clusters within the Region, focusing on those that are growing or in decline;8. A plan of action to implement the goals and objectives of the CEDS, including:

(i) Promoting economic development and opportunity; (ii) Fostering effective transportation access; (iii) Enhancing and protecting the environment; (iv) Maximizing effective development and use of the workforce consistent with any applicable State or local workforce investment strategy; (v) Promoting the use of technology in economic development, including access to high-speed telecommunications; (vi) Balancing resources through sound management of physical development; and (vii) Obtaining and utilizing adequate funds and other resources; and

9. A list of performance measures used to evaluate the Planning Organization’s successful development and implementation of the CEDS, including but not limited to the following:

(i) Number of jobs created after implementation of the CEDS; (ii) Number and types of investments undertaken in the Region; (iii) Number of jobs retained in the Region; (iv) Amount of private sector investment in the Region after implementation of the CEDS; and (v) Changes in the economic environment of the Region; and

10. A section outlining the methodology for cooperating and integrating the CEDS with a State’s economic development priorities.


Memphis | Regional Snapshot


“Home to the world’s second busiest cargo airport, the second largest inland port on the Mississippi River, the nation’s third busiest trucking corridor and the nation’s third largest rail center, the Greater Memphis Region is truly America’s Crossroads to Commerce.”

- Greater Memphis, Regional Strategic Plan


MAAG Region

Regional Overview

Memphis is located at the heart of the Mid-South on the banks of the Mississippi River. Memphis International Airport (MEM) delivers more than 10 million passengers here annually, with I-55 and I-40 running through the city center (within 400 miles of Atlanta and St. Louis), driving here is convenient as well. Amtrack service running from New Orleans to Chicago adds yet a third connection to the wider region.

As the world’s second busiest cargo airport, the second largest inland port on the Mississippi River, the nation’s third busiest trucking corridor and the country’s third largest rail center, the Greater Memphis Region is truly America’s Crossroads to Commerce.

Comprised of six growing counties, the region offers a wide array of economic development assets. With a population of 1.2 million, the region includes four of the largest 25 cities in Tennessee and boasts numerous world-class research institutions, cultural and creative events, and recreational activities.

The region is also home to the corporate headquarters of Federal Express, Autozone, AOC, International Paper, ServiceMaster, and Pinnacle Airlines as well as research and manufacturing facilities for large medical device companies including Medtronic, Smith & Nephew, and Wright Medical.

The Memphis area has strong civic leadership and is addressing some of its most critical issues. The historically more rural counties surrounding Memphis are also starting to grow rapidly and have the ability to take advantage of Memphis’ growth while at the same time maintaining their very high quality of life.

At present, there are more than 20

innovation and entrepreneurship

organizations in the region that together

have accounted for over 12,000 new jobs and $3.1 billion

of new capital investment over the

past four years.


Historical Context

Tennessee Delta In A National Economy

Prior to World War II, Tennessee was predominantly rural. While the manufacturing sector was growing, agriculture and extractive industries were the dominant sectors of Tennessee’s economy. Unemployment was high, income levels were low,and Tennessee, in general, was considered to be economically disadvantaged.

Following the war, and particularly during the decades of the 1950s, 1960s, and most of the 1970s, Tennessee grew rapidly as an industrial state, primarily due to its location, abundant and low cost labor, low labor union activity, and low energy costs resulting from Tennessee Valley Authority (TVA) power facilities. Ultimately, manufacturing replaced agriculture asthe dominant sector of the economy.

From the middle of the 1970s to the present, Tennessee’s economic conditions have become increasingly similar to those of the United States. Expansions and contractions of the national economy have been mirrored by similar changes in the economy of Tennessee. Employment growth and unemployment rates follow the same swings, although they are somewhat more exaggerated in Tennessee because of the somewhat heavier concentration of manufacturing production which is more cyclical than other sectors of the economy. Per capita income has maintained at 87percent of the national average in 2000 to 2006.

Like the nation, Tennessee has evolved from an agricultural and extractive based economy to an economy based on manufacturing. It is now transitioning into an economy based on the service sector.

History


Population and Housing (2010 Census)

Memphis - MSACrittenden County

DeSoto CountyFayette County

Lauderdale CountyShelby CountyTipton County

Population1,267,10750,902161,25238,41327,815927,64461,081

White46.2%45.2%70.4%68.2%61.2%38.7%76.7%

Black45.3%51%

21.8%28%

34.8%51.9%18.7%

Latino5%2%5%

2.2%2%

5.6%2.1%

Asian1.9%0.6%1.2%0.5%0.2%2.3%0.6%

Other1.6%1.2%1.6%1.1%1.8%1.5%1.9%




Households473,66219,02657,74814,5059,795350,97121,617

Families68.2%69.9%75.9%76%

70.2%65.9%76.6%

Families W/ Kids31.7%33%

37.9%26.9%30.7%30.6%35.2%

Married W/ Kids18.1%16.3%26.2%19.5%16.3%16.5%23.7%

Single Mothers11.2%13.9%8.9%5.4%

11.9%11.8%8.7%

Note: Lauderdale County has a significant portion of its population (9.8%) NOT living in households, but institutionalized instead. Of this figure, almost all are male.




HousingUnits 531,52121,48961,63415,66911,256398,27423,199

Occupied89.1%88.5%93.7%92.6%87%

88.1%93.2%

Vacant10.9%11.5%6.3%7.4%13%

11.9%6.8%

Occupied by Owner

63.6%57.8%76%

82.1%63.4%60.4%74.5%

Occupied by Renter

36.4%42.2%24%

17.9%36.6%39.6%25.5%

Note: Shelby County has approximately 47,303 vacant properties

Demographics


Economic Indicators

Memphis - MSACrittenden CountyDeSoto CountyFayette CountyLauderdale CountyShelby CountyTipton County

Total Housing Units531,52121,48961,63415,66911,256398,27423,199

Foreclosure Rate1 in 1,2331 in 1,5351 in 2,1251 in 9791 in 1,4071 in 6901 in 663

SeverityModerate/HighModerateModerateHighModerateHighHigh


Households Receiving Food Stamps (Estimate)79,7833,9624,5291,6401,95561,3593,079

Ratio17%21%8%11%20%17%14%

Total Households473,66219,02657,74814,5059,795350,97121,617

Source: American Community Survey

Source: U.S. Bureau of Labor Statistics

Note: Memphis MSA = Memphis Metropolitan Statistical Area


Mean Household Income($)63,97647,81467,71472,82944,63965,48059,466

Per Capita Income ($)24,12618,24124,53126,89816,00625,00221,585

Median Household Income ($)46,26033,71659,41856,72932,89444,70549,378

Source: American Community Survey


Key Economic Statistics: Memphis Metropolitan Statistical Area (MSA)

905srotces lla rof latoT00 ,166 21,012,93011 Agriculture, forestry, �shing and hunting e D21 Mining, quarrying, and oil and gas extraction b 1,74822 Utilities 398 23,158

535,528966,91noitcurtsnoC3231-33 Manufacturing 35,420 1,746,463

939,679,1017,53edart elaselohW24955,154,1278,85edart liateR54-44

48-49 Transportation and warehousing 54,619 2,110,472313,213535,6noitamrofnI15

348,928,1219,02ecnarusni dna ecnaniF2553 Real estate and rental and leasing 7,085 274,85254 Professional, scienti�c, and technical services 18,817 980,59155 Management of companies and enterp 776,298,2013,92sesir56 Administrative and support and waste management

and remediation services47,165 1,218,676

234,253392,11secivres lanoitacudE16904,762,3448,57ecnatsissa laicos dna erac htlaeH26

056,091834,6noitaercer dna ,tnemniatretne ,strA1772 Accommodation and food services 55,676 905,78381 Other services (except p 418,936098,42)noitartsinimda cilbu

03707deifissalc ton seirtsudnI99

Annual payroll

($1,000)

me 99 ot 02b ployeesSource: U.S. Census Bureau, 2010 County Business Patterns.

Number of establishments

Paid employees (number)

Memphis, TN-MS-AR Metro Area 2010 40me 994 ot 052e ployees

slatot level rehgih ni dedulcni era atad ;seinapmoc laudividni rof atad gnisolcsid diova ot dlehhtiWD

Memphis, TN-MS-AR Metro Area 2010 2,212Memphis, TN-MS-AR Metro Area 2010 2,575

Memphis, TN-MS-AR Metro Area 2010 2,835Memphis, TN-MS-AR Metro Area 2010 267

Memphis, TN-MS-AR Metro Area 2010 1,413

Memphis, TN-MS-AR Metro Area 2010 276






Memphis, TN-MS-AR Metro Area 2010 9Memphis, TN-MS-AR Metro Area 2010 29


Geographic area name

2007 North American Industry

Classi�cation System (NAICS)

code

Meaning of 2007 North American Industry Classi�cation System (NAICS) code

Year code

Employment Sectors

IndustryYear Ago

(1,000)This Month

(1,000)Change/

Year

% Change(Growth

Rate)Date

Total nonfarm 593 602.4 9.4 1.6 May 12, 2012Mining, Logging, and Construction 19.4 20.9 1.5 7.7 May 12, 2012Manufacturing 44.8 44.3 -0.5 -1.1 May 12, 2012Durable Goods 23.6 23.7 0.1 0.4 May 12, 2012Non-Durable Goods 21.2 20.6 -0.6 -2.8 May 12, 2012Wholesale Trade 32.9 32.4 -0.5 -1.5 May 12, 2012Retail Trade 62.5 64.6 2.1 3.4 May 12, 2012Transportation and Utilities 62.7 62 -0.7 -1.1 May 12, 2012Information 6.2 5.9 -0.3 -4.8 May 12, 2012Financial Activities 27.4 27.7 0.3 1.1 May 12, 2012Professional and Business Services 80 81.7 1.7 2.1 May 12, 2012Education and Health Services 81.2 86.1 4.9 6 May 12, 2012Leisure and Hospitality 66.1 65.8 -0.3 -0.5 May 12, 2012Other Services 23.4 23.5 0.1 0.4 May 12, 2012Government 86.4 87.5 1.1 1.3 May 12, 2012

Employment Growth by Sector

Economic Characteristics


Key Economic Statistics: Memphis Metropolitan Statistical Area (MSA)

GDP (millions of current dollars) (2010)

65,025

Unemployment Rate / Change (May 2012)

8.8% / The unemployment rate has dropped 1.1% since May of 2011 when the rate for Memphis MSA was 9.9%. The rate in the City of Memphis is 10%.

Employment Growth

As of May 2012, employment has risen by 1.6% in the past year.

Employees and Earning

The Memphis MSA Labor Force has approximately 620,570 people, of which 565,870 people are currently employed. The median household income is $46,260. The income levels have remained relatively consistent over the past 10 years.

New Home Sales

New home sales across the region have fallen sharply since 2007. Going along with this trend, housing prices have dropped from their 2007/2008 peak prices by as much as 23% in the most adversely affected counties. While price deflation has slowed, 2012 saw an 1.28% decrease in Housing Price Index across the MSA. Currently, median home value in Memphis MSA is $135,000.

Sources: US Census Bureau - 2007 Economic Census US Census Bureau - State and Metropolitan Area Data Book Bureau of Economic Analysis Tennessee Department of Labor and Workforce Development

Credit Card Debt

National statistics paint a good picture of what type

of debt American’s are dealing with and who is

most adversely impacted by this debt.

1 ‐ 19.9 $2,077 16.90%20 ‐ 39.9 $3,739 13.00%40 ‐ 59.9 $4,986 10.50%60 ‐ 79.9 $8,310 11.10%80 ‐ 89.9 $11,426 10.00%90 ‐ 100 $15,581 7.50%

Income Percentile

Median Credit Card Debt

Credit Card Debt as % of Income

Source: Index Credit Cards

Note: The Government or public sector (not listed in

Employment Sectors Chart) accounts for approximately

12% of all Employment in the Memphis MSA. Of the

GDP, government accounts for 7,578 million. As of May, 2012 this sector has grown

by 1.3% in the last year.


Memphis Metropolitan Statistical Area (MSA)

Mississippi Delta Region

Encompassing 240 counties and parishes in portions of eight states, the Delta region has deep historical and cultural roots and is home to more than 9.5 million people. Relative to the overall economic well-being of the United States, the Delta region continues to experience pervasive economic and social distress. While many areas of the American South have prospered in the modern economy, growth and prosperity in the Delta has remained largely uneven. Indeed, only 10 of the region’s 240 counties and parishes are not defined as economically distressed.

Geography


Contents

MAAG Region

Comprised of six rapidly growing counties, the region offers a wide array of economic development assets. With a population of 1.2 million, the region includes four of the largest 25 cities in Tennessee and boasts numerous world-class research institutions, cultural and creative events, and recreational activities. As a result, the Greater Memphis Region has become a highly sought after recreational and commercial destination.


MAAG Region Clusters

1M+ SQ FT RETAIL

RETAIL CLUSTER

OFFICE CLUSTER

INDUSTRIAL CLUSTER

MAJOR INSTITUTION

AIRPORT AREA

FORTUNE 500 PUBLIC COMPANY

I-69 ALIGNMENT

I-55

I-40

HIGH TECH CORRIDOR

POPLAR AVE

Legend

Geography


Hubs and Corridors

EARLE

CRAWFORDSVILLE

JANNETTE

HUGHES

EDMONDSON

MARION

WEST MEMPHIS

JERICHO

BIRDSONG

JOINER

BASSETT

WILSON

DYESSGARLAND

BURLISON

GILT EDGE

COVINGTON

BRIGHTON

ATOKA

MUNFORD

MILLINGTONGALLAWAY

ARLINGTON

OAKLAND

ROSSVILLE

PIPERTON

COLLIERVILLE

GERMANTOWN

LAKELAND

BARTLETT

MEMPHIS

HOLLY SPRINGS

BYHALIA

OLIVE BRANCH

SOUTHAVEN

HORN LAKE

WALLS

TUNICA

HERNANDO

GILMORE

TURRELL

SUNSET

Proposed MS 304

Fund

ed T

N 3

85

Propos

ed I-6

9 Alig

nmen

t

240

40

55

55

55

78

240

300

40

240

40

Paul W. Barret Pkwy.

HORSESHOE LAKE TOWN

64

72

385

MS 304

Propos

ed I-6

9 Alig

nmen

t


Counties

MAAG Region - Population Change 2000 - 2010

Source: US Census Bureau

Growth


LegendBlock Groups2000 – 2010 Population Change

1 .5% to 128.8%

1.0% to 1 .4%

0.1% to 0 .9% (M ean: 0 .6% )

-0 .2% to 0%

-0 .7% to -0 .3%

-37 .6% to -0 .8%

Zero Popula tion

Tracts2000 – 2010 Population Change

1 .5% to 128.8%

1.0% to 1 .4%

0.1% to 0 .9% (M ean: 0 .7% )

-0 .2% to 0%

-0 .7% to -0 .3%

-21 .3% to -0 .8%

Zero Popula tion

Counties2000 – 2010 Population Change

1.5% to 9.0%

1.0% to 1.4%

0.1% to 0.9% (M ean : 0 .5% )

-0 .2% to 0%

-0.7% to -0 .3%

-5.5% to -0 .8%

States2000 – 2010 Population Change

1.5% to 3 .2%

1.0% to 1 .4%

0.1% to 0 .9% (Mean: 0 .9% )

LegendBlock Groups2000 – 2010 Population Change

1 .5% to 128.8%

1.0% to 1 .4%

0.1% to 0 .9% (M ean: 0 .6% )

-0 .2% to 0%

-0 .7% to -0 .3%

-37 .6% to -0 .8%

Zero Popula tion

Tracts2000 – 2010 Population Change

1 .5% to 128.8%

1.0% to 1 .4%

0.1% to 0 .9% (M ean: 0 .7% )

-0 .2% to 0%

-0 .7% to -0 .3%

-21 .3% to -0 .8%

Zero Popula tion

Counties2000 – 2010 Population Change

1.5% to 9.0%

1.0% to 1.4%

0.1% to 0.9% (M ean : 0 .5% )

-0 .2% to 0%

-0.7% to -0 .3%

-5.5% to -0 .8%

States2000 – 2010 Population Change

1.5% to 3 .2%

1.0% to 1 .4%

0.1% to 0 .9% (Mean: 0 .9% )

Block Groups

MAAG Region - Population Change 2000 - 2010

Source: US Census Bureau


MAAG Region Growth History

1945 1960 1975 1990 2000

Metro Area EvolutionThe Memphis metro area has been growing and evolving over thepast 55 years. At mid-century after the end of World War II, what wasto become the Memphis region was a scattered pattern of small citiesradiating from the traditional center city of Memphis. By the end ofthe 20th-century this same area had grown to become a large andcontinuously urbanized three-state, �ve-county and 16-citymetropolitan area with more than one million people. Over the 55years of evolution, the entire social, economic and cultural fabric haschanged.

• Transition to peacetime economy begins. The Defense Depot, Millington NavalAir Station, Chickasaw Ordinance, Firestone, Ford Motor, Fisher Aircraft, andKennedy Hospital brought 30,000-40,000 new workers into the city of Memphisfrom the region and all across America. The new International HarvesterPlant is at full production.

• Construction begins on the new four-lane Memphis Arkansas Bridge.• Pent-up housing demand created 10,000 construction jobs. Downtown

Memphis is the core commerce and entertainment center for the entire region.The �rst suburban shopping center, Poplar Plaza, was built in 1949.

• Main Street in downtown Memphis was closed to automobiles to make wayfor the 4,000-foot Mid-America Mall in an e�ort to revive the urban core.

• The new Hernando DeSoto Bridge added greater access to Arkansas in the west.• The �rst regional malls opened in 1966 and 1971 and begin the trend toward

returning Memphis to being the retail center for the region.• Federal Express begins to impact the economic structure of the region with

the growth of warehousing in the southeast Shelby County area. BellbrookIndustrial Park is the �rst of many huge concrete tilt-up distribution facilitiesnear the Memphis International Airport.

• Urban sprawl spills outside of the new Interstate loop for the �rst time.

• Memphis urbanization spreads beyond county and state lines.• There are now four enclosed regional malls o�ering retail venues for the region.• Following the 1990 census, the Memphis metropolitan area added Fayette

County, Tennessee, bringing the total to �ve counties: Shelby, Fayette, Tipton,DeSoto, and Crittenden.

• Millington economy transitions from a military training base to the headquartersfor the Navy Bureau of Personnel with wage scales of base personnel changingfrom the lowest in the Navy to the highest. Downtown Memphis begins steadyrevival with housing, o�ce, and entertainment growth.

• Downtown renaissance quickens: Civil Rights Museum, Rock ‘n’ Soul Museum,Harbor Town, Peabody Place, and Pyramid.

• A new second perimeter expressway takes shape that links the edges ofurbanization and takes two states to have enough room for it.

• Annexation accelerates, stretching urban boundaries.• DeSoto County Mississippi experiences dramatic growth as municipal boundaries

and urbanization expand.• Memphis International Airport achieves major hub status with Northwest

Airline’s largest service expansion ever. New regional jets allow all-jet serviceto the Memphis super-region and beyond. KLM o�ers non-stop international�ights to Amsterdam.

• AutoZone Park opens and recognized as one of the best baseball stadiumsin the nation.

• Tennessee municipalities were empowered to annex territory by ordinancewithout submitting state approval in 1955. Annexations became more frequent.

• Major U.S. highways such as Hwy 70 ran through downtown centers acrossthe region carrying high tra�c loads and creating busy Main Street scenes.

• The Interstate system that began in 1958 begins to take shape. The I-40 andI-55 expressways bypassed town centers in the region.

• The Memphis Harbor project strengthened the region’s world connections.• White Station Tower and Clark Tower were built near the Poplar/I-240

interchange to begin the east Memphis “Edge City.”• A huge new airport terminal complex was completed in 1963.• Following the 1960 census, the Memphis metropolitan area (MSA) included

Crittenden County Arkansas, the �rst addition beyond Shelby County.

The Memphis metro area has been growing and evolving over the past 67 years. At mid-century after the end of World War II, what was to become the Memphis region was a scattered pattern of small cities radiating from the traditional center city of Memphis. By the end of the 20th-century this same area had grown to become a large and continuously urbanized three-state, five-county and 16-city metropolitan area with more than one million people. Over the 67 years of evolution, the entire social, economic and cultural fabric has changed.

Growth


(From Regional Sourcebook)

1945 1960 1975 1990 2000

























1945 1960 1975 1990 2000

























1945 1960 1975 1990 2000



























Memphis International Airport

The arrival and dramatic growth of FedEx at Memphis-Shelby County International Airport (MEM) positioned air logistics and supporting ground services as the primary economic engine of the region, and attracted time-critical industries of all types. In 2007, the airport handled 3.7 million metric tons of cargo, 94 percent due to FedEx, which processed over 2 million packages per night, on average. With approximately 300 daily national and international cargo flights, the hub covers the globe.

Transportation


Contents

Memphis Moves

Transportation, Infrastructure and Logistics are the vertebrae of a thriving economy. Memphis’ reputation as a distribution hub and its tremendous investments into Multi-Modal transportation prime it for future success.


MAAG Region Transportation

Overview - Transportation

Runway

For over 20 years, the Memphis International Airport has been North America’s busiest air cargo airport. As a passenger hub for Delta Airlines and a SuperHub for FedEx, Memphis International is the only dual passenger and cargo hub in the world. Companies locate near the airport to take advantage of some of the latest drop-off times for overnight shipping in the country.

• Shipped 3.9 million metric tons in 2011• 8 all-cargo airlines• 35th busiest passenger airport• 3rd largest UPS sorting facility in the US • Minimal Closure Airport: Memphis has more sunny days each year than Jacksonville, FL

Roads

A critical part of Memphis’ intermodal infrastructure is the ability to take cargo from planes and barges and quickly distribute these via truck.

• The nation’s 3rd-busiest trucking corridor (I-40 between Little Rock and Memphis) connects the Atlantic and Pacific Coasts and runs directly through Memphis• Likewise, I-55 is America’s primary north/south corridor for the Midwest• Memphis is the half-way point of the new 2,600 mile, I-69 superhighway connecting Canada to Mexico currently under construction• Memphis is the starting point of the new Interstate 22 Corridor, a straight shot to Birmingham and Atlanta

Memphis is located at the nexus of both population and transportation in the U.S. With one of the world’s leading cargo airports, five class-one railroads, the U.S.’s 2nd-largest inland port, seven interstates and U.S. highways and an abundance of logistics support-service providers, Memphis offers superior operational value and flexibility throughout the supply chain.

Memphis is one of the country’s most reliable locations in terms of ability to operate 24-7-365.

More experienced logistics workers per capita than any other U.S. city

International gateway for product export and import via four Foreign Trade Zones

Transportation


Transportation Inventory

Rail

Rail still remains the primary artery for the flow of goods from all major North American deep-water seaports on both the Pacific and Atlantic coasts to the continent’s interior. Memphis, a city built around the railroad, provides access to North America via train within less than 48 hours.

• 3rd-largest rail center in the United States behind Chicago and St. Louis• One of only four U.S. cities served by 5 or more of the U.S.’s 6 long-haul Class I rail systems (Norfolk Southern, Burlington Northern/Santa Fe, Union Pacific/Southern Pacific, CSX and Canadian National)• Home to six fully operational rail yards with a total current container capacity of more than 2 million annual lifts• By train, Memphis can reach 45 states (including Canada & Mexico) within 2 days• Single system shipment to all 48 contiguous states, Alaska, Mexico, and Canada• Memphis is home to five of the largest wide-span cranes in the country because of BNSF’s $200 million newly expanded intermodal facility

River

Memphis was founded in 1827 on the Mississippi River, America’s primary river artery. Memphis’ early economy was built on access to the River and because the River continues to be a vital component of the U.S.’s transportation network, the River has remained a critical intermodal advantage of the Memphis area

• U.S. Customs collects more import duties from the Port of Memphis than most major U.S. sea ports, including the port of New Orleans• The International Port of Memphis is the 2nd-largest inland port on the shallow daft portion of the Mississippi and the 4th-largest inland port in the U.S.• The largest still water harbor on Mississippi• Port of Memphis handles more than 16 million tons annually• The International Port of Memphis is also home to the Valero petroleum refinery, the only refinery in the State of Tennessee


MATA is the largest transit provider in the state of Tennessee. MATA provides four types of transportation services: fixed-route bus, paratransit, vintage rail trolley, and special event shuttle service. In 2006, MATA provided service for more than 11 million personal trips.

Fixed-route Bus Service: MATA operates 39 bus routes serving four cities: all 39 routes serve Memphis (TN), three routes serve West Memphis (AR), three routes serve Germantown (TN), one route serves Bartlett (TN) and one route serves Collierville (TN).

All MATA fixed-route bus service is ADA accessible. MATA owns 195 fixed-route buses, of which 166 are in the active fleet. The 2006 fixed-route bus service ridership was 10,519,005.

MATA

Public Transportation


Main Street Trolley

MATA has a total of 35 trolley station/stops that are ADA accessible with canopies or 24 station locations as defined by cross-streets (counting inbound and outbound stops as one station location).

The Main Street Trolley operates along the beautifully updated Main Street Mall and serves many downtown landmarks. The famous Pinch District, Cook Convention Center, Civic Center Plaza, Court Square, Peabody Place, Beale Street, National Civil Rights Museum, FedEx Forum and the South Main Historic Arts District can all be easily accessed by the Main Street Trolley. Riders can take the Riverfront Loop Trolley to visit the Tennessee Welcome Center, the grounds of the Pyramid Arena and Mud Island with its Mud Island Monorail, the 5-block long River Walk, and the Mississippi River Museum. The Madison Avenue line features public art at each trolley station along the route. Each of the six artworks - which range from mosaic murals to sculptures - are designed to reflect the community in which the transit station is located.



Region

Tourism is an important component of the regional economy. Memphis is the home of the Blues, the birthplace of rock and roll, the site of Graceland, and the gateway to Tunica Resorts. The Beale Street Historic District is the most visited attraction in Tennessee, with more than 4.2 million visitors per year.

Tourism


Contents

Memphis

The Beale Street area and larger portions of downtown have become the entertainment district for the Memphis metropolitan area, attracting many local residents for a night or afternoon out and demonstrating the cross-subsidization between tourism and quality of life.


MAAG Region Tourism Impacts

Memphis & Shelby County Tourism Economic Impact

At a Glance• More than 10 million visitors a year• 47.7 thousand jobs in tourism and hospitality in Memphis and Shelby County• $2.9 billion in visitor expenditures• $1.8 billion payroll• $125 million in local and state taxes

Visitor Expenditures• Average daily expenditures by the convention delegate: $397• Average daily expenditures by the corporate traveler: $340• Average daily expenditures by the leisure traveler (2.80 persons): $427• Average daily expenditures by the day tripper: $60

Overview• Memphis has more than 60 tourist attractions• Total attraction attendance figures for Memphis and Shelby County in 2010: 2,708,977• More than 4 million visitors go to Beale Street Historic District, in downtown Memphis, making it the most visited attraction in Tennessee• Average days stayed in Memphis per party: 2.86 (per website conversion study)• Average trip expenditure: $1,157 (per website conversion study)• In 2010, memphistravel.com received 7,405,701 page views and 910,777 visits

Memphis leisure traveler feeder marketsBased on Memphis-area visitor center traffic and inquiries:TN (Nashville), MO (St. Louis), AL (Birmingham), MS (Jackson), OH (Cincinnati), GA (Atlanta), LA (Baton Rouge), IL (Chicago), TX (Dallas-Ft. Worth, San Antonio and Houston)and AR (Little Rock).

Tourism


ContentsSM

Economic ImpactMemphis & Shelby County


Community and Economic Development


Survey Analysis

A. What are the (top 3) concerns in your area relating to industrial development?

New Industrial Site BuildingPublic Improvements Marketing of Existing Buildings Financing Programs Job Skills Training61.9% (13) 52.4% (11) 52.4% (11) 33.3% (7) 57.1% (12)

B. What are the (top 2) concerns in your area relating to business development?

Downtown/Commercial Revelopment Marketing Assistance Tourism Small Business Assistance47.6% (10) 38.1% (8) 38.1% (8) 71.4% (15)

D. What are the (top 3) concerns in your area relating to planning and management?

Administration/Financial Assistance Local Leadership Training Development Controls Information Management57.1% (12) 57.1% (12) 14.3% (3) 14.3% (3)

Mapping/GIS Redistricting Federal/State Programs Grantwriting/Administration14.3% (3) 9.5% (2) 71.4% (15) 52.4% (11)

C. What are the (top 3) concerns in your area relating to community development?

A�ordable Housing Transportation Facilities Educational Facilities Cultural/Recreational Facilities Health Care Facilities 38.1% (8) 19.0% (4) 42.9% (9) 47.6% (10) 9.5% (2)

Environmental Protection Telecommunications Infrastructure/Public Works Services for Elderly Child Care14.3% (3) 23.8% (5) 52.4% (11) 19.0% (4) 9.5% (2)

The following survey was distributed to the MAAG partners from across the region for input in the plan. The statistical results are listed here and the responses to the short response questions are utilized to populate this document. MAAG received feedback from 21 respondents.

CEDS Survey Instrument


Short Response Questions

6. What are the immediate (1-Year) priorities for economic development in your area?

7. What are the long-term (5-Year) priorities for economic development in your area?

8. What are the major opportunities and challenges relating to economic development in your area?

9. What are the major opportunities and challenges relating to economic development in the Memphis MSA (Metropolitan Statistical Area)?

Responses from this question have been utilized to populate other sections of this document. Therefore, they are not discussed here.


Key Challenges and Opportunities (CEDS Survey Responses)

What are the major opportunities and challenges relating to economic development in the Memphis MSA (Metropolitan Statistical Area)?

The major challenge facing this region is the education for the students in primary and secondary school. We must change the way we teach and we must increase the students’ abilities in math, science and computers.

A discussion of opportunities for economic development in the greater Memphis area has to start with improving our image as it relates to education and crime. The MSA has so many positive attributes it’s hard to list them all. If we had great schools and a low crime rate we would be overrun with businesses wanting to move to Memphis.

The challenge is to get the area’s vacancy rate down and lease rate up. Otherwise the area is ideally suited for continued expansion for the logistic industries as well as manufacturing.

The biggest challenge to economic development is lack of population and workforce growth resulting in increased tax revenues and demand for goods and services. We do not seem to make the connection between planning, developing and maintaining attractive healthy communities and people/jobs/workforce recruitment retention and attraction. We also continue to create sprawl-producing plans and fail to realize the cost of such development.

Unskilled workforce

Co-operation between the various/different municipal bodies.

Economic Development Challenges


CEDS Survey Responses

Better coordination and planning across state lines.

Negative perceptions by outsiders.

Cultural achievements and promotions

The MSA needs to find a way to better grow high-value economic activity, while attracting/retaining talent. Regional collaboration on a broader range of issues should be pursued.

The greatest opportunity is the availability of Greenfield sites that still exist within Shelby County for commercial and industrial development. The challenges are:

1. Securing these sites for sale by the private owners 2. Enhancement of the sites with required infrastructure improvements 3. Ensuring political cohesiveness in Shelby County... eliminating impediments to growth

The north I-240 loop is underutilized because the I-40 North flyover on to I-240 has not been built. The third bridge over the Mississippi River must be a northern route to take advantage of the northern part of I-385 from US 51 North to I-40 at exit 24.


Key Challenges and Opportunities (Memphis ED - 2008)

1 The population dynamics of Memphis-Shelby County have seen an exodus of higher income, high skill, well educated adults and their

families to other Memphis metro counties and regions. Remaining in the central core is a high poverty population of people, who are more reliant on social services and less likely to excel in school and the workforce. These trends leave Memphis-Shelby County with compromised workforce quality and competitiveness, and exacerbate issues of crime and educational performance.

2 Memphis-Shelby County does not market itself effectively to the outside world in terms of advertising its key strengths and assets. It

also fails to instill a sense of hope and love-of-place in many of its current residents. The result is that Memphis is perceived externally in a limited way, has difficulty recruiting top professionals and companies to the community, and finds its existing residents increasingly dissatisfied with life in the City and County.

3 Structural issues related to anti-competitive tax rates and incentives policies position Memphis-Shelby County as less robust than many

competitor areas and put it at a disadvantage relative to the retention, expansion and recruitment of quality, value-added firms.

4 Despite its history of entrepreneurship and small business development, Memphis-Shelby County has seen this “culture” of enterprise-creation

fade in recent years. Currently, Memphis-Shelby County does not have the institutional capacity necessary to seed and grow “gazelle” or high-growth firms and other high-value local companies.

5 Memphis-Shelby County has one of the most under-funded and under-staffed economic and community development programs in the

United States among large city/county areas. This results in a dearth of the programs, key personnel, and marketing channels necessary to grow and recruit businesses in Memphis-Shelby County.

POPulATIOn DynAMICS &uRbAn SPRAwl

MARKETInG&PlACEMAKInG

InCEnTIvES

EDuCATIOn &InFRASTRuCTuRE

InvESTMEnT

Note: Since 2008 the Memphis region has been working towards addressing these problems and has implemented several projects aiming to improve the economic conditions associated with these areas. As such, the language above may be slightly overstated. There is still much work to be done, however.

Economic Development Challenges


Crime

Overview

Crime is a community attribute that, in part, determines the attractiveness of a region and, as such, a region’s crime rate is often considered a factor in its economic success.

In general, worsening economic conditions increase the attractiveness of criminal activity because the opportunitycost of committing a crime (forgoing wages, employment,etc.) is reduced. The hypothesis is that improving economic conditions will result in less crime.

Typically, changes in economic conditions and deterrence (policing) affect property crimes more than they affect violent crimes. The high levels of poverty in Memphis and the accompanying levels of property crimes, coupled with the relatively low crime levels in the wealthier surrounding suburbs suggest that improving economic conditions for Memphis’ disadvantaged residents is a key step in improving the investment climate for the region going forward.

Memphis

Research indicates that economic conditions are not strongly correlated with the incidence of violent crime in American cities; property crimes however are. Consequently, the high incidence of property crimes in Shelby county are understandable considering the high level of poverty that exists there. As such, addressing the core issues relating to poverty in the inner city is an essential step in addressing crime in the region and bringing about positive change. Workforce development, education and community organizing & outreach are the most effective methods of community development. From a geographic standpoint, “smart growth” must be encouraged to help balance the region’s tax base, environmental assets, services and jobs.

“The MSA has so many positive attributes it’s hard to list them all. If we had great schools and a low crime rate we would be overrun with businesses wanting to move to Memphis.” - CEDS Committee Member


TACIR on Growth

TACIR: Tennessee Advisory

Commission on Intergovernmental

Relations

Managing Growth

Smart Growth

Smart growth is about finding ways to manage sprawl and improve our total quality of life. But smart growth is not just about sprawl.

It is also about:

• Finding new sources of economic vitality for rural towns and counties that are spiraling downward with a loss of jobs, tax revenue, social services and people.

• Finding ways to preserve the scenic beauty and other environmental assets of places that have began to attract tourism, second-home, and retirement development.

• Rejuvenating decaying cities and inner suburbs. Smart growth, then, is not about curtailing all growth. Instead, it is about each community planning wisely for the future.

Challenges of Sprawl

Urban sprawl actually creates a need for new private and public infrastructure, schools, and businesses to serve the new development. The costs of new construction often subtract from maintenance of the old infrastructure, schools, and business. The old city, however, does not just evaporate into the ether; it remains and becomes a physical and geographic blight that is more costly to fix, police, and maintain as a social commodity. In addition, the sheer sizeof the modern metropolitan area becomes costly to run—too much depreciation for the tax revenues or the business revenues to cover effective replacement.

urban sprawl

—the tendency of the modern city to grow

geographically more rapidly than it grows in

population—

creates economic and social burdens

for the city.

Regional Considerations


Green Energy DeploymentTennessee Department of Labor and Workforce Development

Tennessee is at the forefront of investment in key areas of renewable energy (RE) and energy efficiency (EE) technology, including alternative fuels, energy conservation, solar photovoltaic, and electric and hybrid vehicles. Investment in energy technology is viewed as a key to the state’s economic development and job creation.

Areas of most promise for alternative energy resources in Tennessee include biomass, geothermal heat pumps, hydropower, solar photovoltaic, wind, and energy efficiency.

Part of Tennessee’s loss of manufacturing jobs in the 1990’s and early 2000’s could be replaced by jobs in renewable energy, particularly in the manufacture of wind and solar components.

Green Job Growth


County Profiles


Crittenden County, Arkansas

Crittenden County

Crittenden County was formed October 22, 1825, and was the 12th county to be formed in Arkansas Territory and was named for Robert Crittenden. The county is a rich, delta farmland with the Mississippi River forming the eastern boundary. Marion is the county seat. The Mississippi River, two interstates, and three major railroads provide transportation options with Memphis just across the river. Years ago, when the Mississippi River changed its course, a natural lake was formed and it is now called Horseshoe Lake that features boating and water skiing. Wapanocca National Wildlife Refuge has 1,800 acres of freshwater impoundment that takes in a cypress-willow swamp teeming with wildlife. The largest manmade attraction in the county is the Southland Greyhound dog-racing park. As of the 2010 census, Crittenden County had a population of 50,902 residents.

County Profile


Key Statistics

31srotces lla rof latoT00 ,295 402,11011 Agriculture, forestry, fishing and hunting a D22 Utilities b D

9652noitcurtsnoC32 ,35531-33 Manufacturing 1,467 58,624

14568edart elaselohW24 ,1872edart liateR54-44 ,120 44,929

48-49 Transportation and warehousing 2,495 95,429DbnoitamrofnI1501762ecnarusni dna ecnaniF25 ,666

53 Real estate and rental and leasing 149 4,51154 Professional, scientific, 8223secivres lacinhcet dna ,09755 Management of companies and enterp 297sesir ,85756 Administrative and support and waste management

and remediation services497 12,020

Dcsecivres lanoitacudE161ecnatsissa laicos dna erac htlaeH26 ,982 64,903

71 Arts, entertainment, 8373noitaercer dna ,22472 A 1secivres doof dna noitadommocc ,452 17,07681 Other services (except public administration) 696 12,882


Annual payroll

($1,000)

me 942 ot 001c ployeesSource: U.S. Census Bureau, 2010 County Business Patterns.



me 91 ot 0a ployeesslatot level rehgih ni dedulcni era atad ;seinapmoc laudividni rof atad gnisolcsid diova ot dlehhtiWD

me 99 ot 02b ployees

Crittenden County, Arkansas 2010 96Crittenden County, Arkansas 2010 5













code


Year code

National State CrittendenGrade K-8 5.8% 6.3% 9.4%Grade 9-12 8.7% 10.9% 15.8%High School Graduate 29.9% 36% 35.7%Some College; No Degree 19.7% 21.2% 21.1%Associates Degree 7.8% 6.1% 4.2%Bachelors Degree 17.8% 13.1% 9.7%Graduate Degree 10.4% 6.5% 4.1%

Education Attainment

Employment Sectors

National State CrittendenMedian household income (dollars) $51,914 $39,267 $33,716Mean household income (dollars) $70,883 $53,253 $47,814Per capita income (dollars) $27,334 $21,274 $18,241

Economic Indicators



Challenges and Opportunities (From CEDS Survey)

What are the long-term (5-Year) priorities for economic development in your area?

Improve image, attract upscale retail and related businesses and industry.

What are the major opportunities and challenges relating to economic development in your area?

Getting over the perception that, because of the River, we are too far away and don’t have viable sites.

Overcoming negative perceptions.


The challenge is to get the area’s vacancy rate down and lease rate up. Otherwise the area is ideally suited for continued expansion for the logistic industries as well as manufacturing.


Health Profile

Health Outcomes 7069

Premature death 12,811 11,719-13,902 5,466 9,580

65Poor or fair health 22% 18-25% 10% 19%Poor physical health days 3.7 3.1-4.4 2.6 4Poor mental health days 4.7 3.6-5.7 2.3 3.7Low birthweight 13.30% 12.4-14.1% 6.00% 9.00%

Health Factors 7365

Adult smoking 24% 20-29% 14% 23%Adult obesity 38% 33-42% 25% 32%Physical inactivity 33% 29-38% 21% 31%Excessive drinking 11% 8-15% 8% 12%Motor vehicle crash death rate 22 17-27 12 25Sexually transmitted infections 1,136 84 503Teen birth rate 88 83-93 22 61

33Uninsured 19% 17-21% 11% 20%Primary care physicians 1,947:1 631:1 867:1Preventable hospital stays 80 72-88 49 81Diabetic screening 82% 75-89% 89% 81%Mammography screening 55% 48-63% 74% 62%

74High school graduation 71% 74%Some college 50% 45-54% 68% 52%Unemployment 11.10% 5.40% 7.90%Children in poverty 46% 39-53% 13% 27%Inadequate social support 27% 22-34% 14% 21%Children in single-parent households 60% 55-66% 20% 35%Violent crime rate 1,484 73 523

75Air pollution-particulate matter days 1 0 0Air pollution-ozone days 13 0 2Access to recreational facilities 4 16 7Limited access to healthy foods 19% 0% 12%Fast food restaurants 65% 25% 50%

Health Behaviors

Clinical Care

Social & Economic Factors

Physical Environment

County Health Rankings - 2012 Arkansas Rank (of 75)

Mortality

Morbidity

Crittenden County Error MarginNational

Benchmark*


Agricultural Profile: Crittenden County, AR

Number of Farms

Land in Farms

Average Size of Farms

2007 2002 % Change

Market Value of Products Sold

Crop Sales (100%)Livestock Sales (0%)

Average Per Farm

$99,628,000

$99,628,000$295,000

$374,542

$64,016,000

$268,974

+ 56

+ 39

266

313,688 Acres

1,179 Acres

238

305,671 Acres

1,284 Acres

+ 12

+ 3

- 8

Government Payments

Average Per Farm Receiving Payments

$9,794,000

$46,198

$10,014,000

$71,021

- 2

- 35

Crittenden County Arkansas

2007 2002 % change

Number of Farms 266 238 + 12

Land in Farms 313,688 acres 305,671 acres + 3

Average Size of Farm 1,179 acres 1,284 acres - 8

Market Value of Products Sold $99,628,000 $64,016,000 + 56

Crop Sales $99,333,000 (100 percent) Livestock Sales $295,000 (0 percent) Average Per Farm $374,542 $268,974 + 39

Government Payments $9,794,000 $10,014,000 - 2

Average Per Farm Receiving Payments $46,198 $71,021 - 35

Crittenden County Arkansas

2007 2002 % change



Average Size of Farm 1,179 acres 1,284 acres - 8


Crop Sales $99,333,000 (100 percent) Livestock Sales $295,000 (0 percent) Average Per Farm $374,542 $268,974 + 39

Government Payments $9,794,000 $10,014,000 - 2


Source: USDA National Agricultural Statistics Service


Agricultural Profile: Crittenden County, AR

Crittenden County – Arkansas Ranked items among the 75 state counties and 3,079 U.S. counties, 2007

esrevinU knaR etatS ytitnauQ metI 1 U.S. Rank Universe 1 MARKET VALUE OF AGRICULTURAL PRODUCTS SOLD ($1,000) Total value of agricultural products sold Value of crops including nursery and greenhouse Value of livestock, poultry, and their products VALUE OF SALES BY COMMODITY GROUP ($1,000) Grains, oilseeds, dry beans, and dry peas Tobacco Cotton and cottonseed Vegetables, melons, potatoes, and sweet potatoes Fruits, tree nuts, and berries Nursery, greenhouse, floriculture, and sod Cut Christmas trees and short rotation woody crops Other crops and hay Poultry and eggs Cattle and calves Milk and other dairy products from cows Hogs and pigs Sheep, goats, and their products Horses, ponies, mules, burros, and donkeys Aquaculture Other animals and other animal products TOP CROP ITEMS (acres) Soybeans for beans Wheat for grain, all Cotton, all Rice Sorghum for grain TOP LIVESTOCK INVENTORY ITEMS (number) Layers Cattle and calves Colonies of bees Horses and ponies Ducks

99,628 99,333

295

81,845 -

17,239 -

(D) (D)

- (D) 16

113 - -

22 (D)

- (D)

168,018 54,149 32,745 32,318 12,110

905 707 (D) 243 182

37 14 75

17 - 9 -

55 (D)

- 66 61 75

- -

38 (D)

- (D)

3 2 9

18 4

51 74 15 69 13

75 75 75

59 -

23 74 70 60 29 75 75 75 45 71 72 71 41 67

47 49 23 36 39

75 75 70 75 69

896 376

3,012

325 -

71 -

(D) (D)

- (D)

2,246 2,970

- -

2,238 (D)

- (D)

25 277 83 32

153

1,713 2,934

(D) 2,789

690

3,076 3,072 3,069

2,933 437 626

2,796 2,659 2,703 1,710 3,054 3,020 3,054 2,493 2,922 2,998 3,024 1,498 2,875

2,039 2,481

627 135

1,158

3,024 3,060 2,640 3,066 2,733

Other County Highlights

Economic Characteristics QuantityFarms by value of sales: Less than $1,000 $1,000 to $2,499 $2,500 to $4,999 $5,000 to $9,999 $10,000 to $19,999 $20,000 to $24,999 $25,000 to $39,999 $40,000 to $49,999 $50,000 to $99,999 $100,000 to $249,999 $250,000 to $499,999 $500,000 or more Total farm production expenses ($1,000) Average per farm ($) Net cash farm income of operation ($1,000) Average per farm ($)

48 8 6

15 20 3

11 -

30 27 35 63

88,292

331,925

25,837 97,133

Operator Characteristics Quantity

Principal operators by primary occupation: Farming Other Principal operators by sex: Male Female Average age of principal operator (years) All operators by race 2: American Indian or Alaska Native Asian Black or African American Native Hawaiian or Other Pacific Islander White More than one race All operators of Spanish, Hispanic, or Latino Origin 2

184 82

254 12

54.7

1 2

60 -

334 7

- See "Census of Agriculture, Volume 1, Geographic Area Series" for complete footnotes, explanations, definitions, and methodology. (D) Cannot be disclosed. (Z) Less than half of the unit shown. 1 Universe is number of counties in state or U.S. with item. 2 Data were collected for a maximum of three operators per farm. Source: USDA National Agricultural Statistics Service


DeSoto County, Mississippi

DeSoto County

Bordered by Tennessee to the North, the Mississippi River and rich Delta farmland accent DeSoto County’s Western border. Industrial growth and community development thrive all over the county. Arkabutla Lake, and the Coldwater River to the South, offer outstanding recreational benefits to residents and visitors alike. A unique blend of a metropolitan market mixed with traditional rural life. DeSoto County has grown into a destination county for individuals, families and corporations. DeSoto County continues to be one of the fastest growing counties in the nation, which has been most noticeable in the cities of Southaven, Olive Branch and Hernando. As of 2000, the population was 107,199. By 2010, the county had grown to a population of 161,252.

County Profile


00 Total for all sectors 40,717 1,200,08211 Agriculture, forestry, �shing and hunting 42 54122 Utilities c D

236,85506,1noitcurtsnoC3231-33 Manufacturing 3,219 135,131

447,721843,3edart elaselohW24504,371212,7edart liateR54-44

48-49 Transportation and warehousing 4,500 154,643911,8212noitamrofnI15

524,14579ecnarusni dna ecnaniF2553 Real estate and rental and leasing 369 11,24454 Professional, scienti�c, and technical services 1,093 34,09355 Management of companies and enterp 378,2bsesir56 Administrative and support and waste management

and remediation services4,129 111,859

719,9404secivres lanoitacudE16254,002321,5ecnatsissa laicos dna erac htlaeH26

321,8515noitaercer dna ,tnemniatretne ,strA1772 Accommodation and food services 5,970 75,34081 Other services (except p 556,83728,1)noitartsinimda cilbu


Annual payroll

($1,000)

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Source: U.S. Census Bureau, 2010 County Business Patterns.



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totalsme 99 ot 02b ployees

DeSoto County, Mississippi 2010 265DeSoto County, Mississippi 2010 3









DeSoto County, Mississippi 2010 2,521DeSoto County, Mississippi 2010 4



Classi�cation System

(NAICS) code


Year code

National State DeSotoGrade K-8 5.8% 6.8% 2.1%Grade 9-12 8.7% 12.9% 6.4%High School Graduate 29.9% 32.9% 45.3%Some College; No Degree 19.7% 19.5% 19.7%Associates Degree 7.8% 8.6% 9.8%Bachelors Degree 17.8% 12.5% 13.9%Graduate Degree 10.4% 6.8% 2.7%


Employment Sectors

Key Statistics

National State DeSotoMedian household income (dollars) $51,914 $37,881 $59,418Mean household income (dollars) $70,883 $52,484 $67,714Per capita income (dollars) $27,334 $19,977 $24,531

Economic Indicators


Page intentionally left blank


Health Outcomes 12

Premature death 7,845 7,348-8,342 5,466 10,811

1Poor or fair health 16% 14-18% 10% 22%

County Health Rankings - 2012 Mississippi Rank (of 82)

Mortality

Morbidity

DeSoto County Error MarginNational

Benchmark*

Poor or fair health 16% 14 18% 10% 22%Poor physical health days 3.4 3.0-3.8 2.6 4.1Poor mental health days 3.7 3.2-4.2 2.3 4.1Low birthweight 8.20% 7.8-8.7% 6.00% 11.80%

Health Factors 613

Adult smoking 25% 23-28% 14% 24%Adult obesity 33% 30-35% 25% 36%Physical inactivity 30% 28 33% 21% 33%

Health Behaviors

Physical inactivity 30% 28-33% 21% 33%Excessive drinking 10% 9-12% 8% 11%Motor vehicle crash death rate 23 20-26 12 31Sexually transmitted infections 454 84 803Teen birth rate 48 45-50 22 65

8Uninsured 18% 16-19% 11% 21%Primary care physicians 2,185:1 631:1 1,155:1P t bl h it l t 72 67 77 49 95

Clinical Care

Preventable hospital stays 72 67-77 49 95Diabetic screening 85% 81-89% 89% 80%Mammography screening 61% 57-65% 74% 58%

4High school graduation 79% 71%Some college 62% 59-65% 68% 54%Unemployment 7.80% 5.40% 10.40%Children in poverty 15% 11-19% 13% 32%I d i l 21% 18 24% 14% 25%


Inadequate social support 21% 18-24% 14% 25%Children in single-parent households 30% 27-33% 20% 44%Violent crime rate 177 73 317

64Air pollution-particulate matter days 0 0 1Air pollution-ozone days 11 0 3Access to recreational facilities 11 16 7Limited access to healthy foods 13% 0% 11%

f d


Fast food restaurants 49% 25% 55%

Health Profile


Agricultural Profile: DeSoto County, MS

Number of Farms

Land in Farms


2007 2002 % Change



Average Per Farm

$30,314,000

$26,357,000$3,958,000

$61,866

$21,396,000

$33,483

+ 42

+ 85

490

141,639 Acres

289 Acres

639

142,851 Acres

224 Acres

- 23

-1

+29

Government Payments


$2,659,000

$24,848

$2,417,000

$29,121

+ 10

- 15

DeSoto County Mississippi

2007 2002 % change

Number of Farms 490 639 - 23

Land in Farms 141,639 acres 142,851 acres - 1

Average Size of Farm 289 acres 224 acres + 29


Crop Sales $26,357,000 (87 percent) Livestock Sales $3,958,000 (13 percent) Average Per Farm $61,866 $33,483 + 85

Government Payments $2,659,000 $2,417,000 + 10


DeSoto County Mississippi

2007 2002 % change










Agricultural Profile: DeSoto County, MS

DeSoto County – Mississippi Ranked items among the 82 state counties and 3,079 U.S. counties, 2007

esrevinU knaR etatS ytitnauQ metI 1 U.S. Rank Universe 1 MARKET VALUE OF AGRICULTURAL PRODUCTS SOLD ($1,000) Total value of agricultural products sold Value of crops including nursery and greenhouse Value of livestock, poultry, and their products VALUE OF SALES BY COMMODITY GROUP ($1,000) Grains, oilseeds, dry beans, and dry peas Tobacco Cotton and cottonseed Vegetables, melons, potatoes, and sweet potatoes Fruits, tree nuts, and berries Nursery, greenhouse, floriculture, and sod Cut Christmas trees and short rotation woody crops Other crops and hay Poultry and eggs Cattle and calves Milk and other dairy products from cows Hogs and pigs Sheep, goats, and their products Horses, ponies, mules, burros, and donkeys Aquaculture Other animals and other animal products TOP CROP ITEMS (acres) Soybeans for beans Wheat for grain, all Corn for grain Forage - land used for all hay and haylage, grass silage, and greenchop Cotton, all TOP LIVESTOCK INVENTORY ITEMS (number) Broilers and other meat-type chickens Quail Cattle and calves Colonies of bees Layers

30,314 26,357 3,958

21,137 -

3,420 (D) (D) 235 (D) 798 (D)

1,499 - -

17 (D)

- (D)

44,386 13,031 7,921 7,688 5,851

(D) 11,800 5,962

(D) 1,372

41 16 63

14 -

20 (D) (D) 38 43 16 35 61

- -

25 (D)

- 2

11 10 26 43 23

32 7

63 2

37

82 82 82

82 -

60 80 79 74 48 82 76 81 50 75 77 77 47 72

68 61 82 82 60

61 48 81 75 76

1,978 1,300 2,544

974 -

237 (D) (D)

1,742 (D)

1,763 (D)

2,459 - -

2,385 (D)

- (D)

555 618

1,257 1,958

275

(D) 121

2,366 (D)

1,363

3,076 3,072 3,069

2,933 437 626

2,796 2,659 2,703 1,710 3,054 3,020 3,054 2,493 2,922 2,998 3,024 1,498 2,875

2,039 2,481 2,634 3,060

627

2,476 1,386 3,060 2,640 3,024



191 74 46 60 41 10 15 4 8

10 13 18

31,655 64,602

3,636 7,421



169 321

420 70

59.1

1 -

62 -

677 1

1 See "Census of Agriculture, Volume 1, Geographic Area Series" for complete footnotes, explanations, definitions, and methodology. (D) Cannot be disclosed. (Z) Less than half of the unit shown. 1 Universe is number of counties in state or U.S. with item. 2 Data were collected for a maximum of three operators per farm. Source: USDA National Agricultural Statistics Service


Fayette County, Tennessee

Fayette County

Located 30 minutes east of downtown Memphis, Fayette County has a strong agricultural heritage as well as a rapidly growing industrial, distribution and residential base. With a population of 38,413, the county will soon be home to Norfolk Southern’s largest and most sophisticated intermodal center and has available industrial and corporate sites with greatproximity to major interstates (I-40, I-55, I-269) and railways.The county’s largest employers include Medegen MedicalProducts, Kellogg, Troxel, AOC, and Memphis Contract Packaging.

Fayette County is known for its agricultural and historic heritage. Antebellum homes and working farms throughout the county are a testament to our roots and residents take pride in our architectural treasures. Aside from its residential attractiveness, Fayette County offers an abundance of natural settings to enjoy, with some of the finest hunting and fishing around. Whether you are visiting historic sites, fishing in one of our lakes, paddling the Wolf River or strolling through one of our festivals, you will always find something for your enjoyment in Fayette County.

County Profile


00 T 333,622490,6srotces lla rof lato11 Agriculture, forestry, �shing and hunting a D22 Utilities b D

104,81894noitcurtsnoC3231-33 Manufacturing 2,038 90,469

534,6351edart elaselohW24705,81168edart liateR54-44

48-49 Transportation and warehousing 107 3,682898,327noitamrofnI15670,9022ecnarusni dna ecnaniF25

53 Real estate and rental and leasing 28 66954 Professional, scienti�c, and technical services 118 6,95255 Management of companies and enterp 036,22491sesir56 Administrative and support and waste management

and remediation servicese 11,098

Dcsecivres lanoitacudE16800,81955ecnatsissa laicos dna erac htlaeH26

Dbnoitaercer dna ,tnemniatretne ,strA17662,4793secivres doof dna noitadommoccA27

81 Other services (except p 999,4072)noitartsinimda cilbu99 Industries not classi�ed a D




code


Year code

Fayette County 0550102eessenneT ,Fayette County 30102eessenneT ,Fayette County 10102eessenneT ,Fayette County 290102eessenneT ,Fayette County 440102eessenneT ,Fayette County 920102eessenneT ,Fayette County 080102eessenneT ,Fayette County 220102eessenneT ,Fayette County 50102eessenneT ,Fayette County 430102eessenneT ,Fayette County 710102eessenneT ,Fayette County 920102eessenneT ,Fayette County 30102eessenneT ,

330102eessenneT ,ytnuoC etteyaF

Fayette County 30102eessenneT ,Fayette County 150102eessenneT ,Fayette County 40102eessenneT ,Fayette County 630102eessenneT ,Fayette County 360102eessenneT ,Fayette County 10102eessenneT ,

100 to 249 employees

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me 99 ot 02b ployees




Annual payroll

($1,000)

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c

National State FayetteGrade K-8 5.8% 6.3% 8.3%Grade 9-12 8.7% 10.8% 17.2%High School Graduate 29.9% 35.5% 37.2%Some College; No Degree 19.7% 18.9% 19.8%Associates Degree 7.8% 5.9% 3.9%Bachelors Degree 17.8% 14.6% 9.2%Graduate Degree 10.4% 7.9% 4.6%


Employment Sectors

Key Statistics

National State FayetteMedian household income (dollars) $51,914 $43,314 $56,729Mean household income (dollars) $70,883 $59,212 $72,829Per capita income (dollars) $27,334 $23,722 $26,898

Economic Indicators





Our opportunities are significant. Growth is coming to Piperton one way or the other. Our challenge is to guide the growth in a way that allows property taxes to remain low and the quality of life for our residents to remain high.

Education is our number one priority regarding economic development.

The biggest challenge will be to change the concept of a “good job”.

Our challenge is to guide the growth in a way that allows property taxes to remain low and the quality of life for our residents to remain high.



Premature death 8,289 7,319-9,259 5,466 9,093

13Poor or fair health 13% 10-18% 10% 19%Poor physical health days 3.7 2.6-4.8 2.6 4.1Poor mental health days 2.5 1.3-3.7 2.3 3.4Low birthweight 9.80% 8.8-10.9% 6.00% 9.40%

Health Factors 2032

Adult smoking 20% 13-30% 14% 24%Adult obesity 36% 30-42% 25% 32%Physical inactivity 31% 26-37% 21% 30%Excessive drinking 6% 3-13% 8% 9%Motor vehicle crash death rate 23 17-30 12 22Sexually transmitted infections 401 84 478Teen birth rate 54 49-59 22 55

28Uninsured 16% 14-18% 11% 16%Primary care physicians 1,416:1 631:1 837:1Preventable hospital stays 89 79-99 49 86Diabetic screening 82% 74-90% 89% 85%Mammography screening 65% 56-74% 74% 63%

15High school graduation 85% 79%Some college 54% 49-59% 68% 55%Unemployment 10.70% 5.40% 9.70%Children in poverty 20% 14-26% 13% 26%Inadequate social support 17% 11-26% 14% 19%Children in single-parent households 32% 25-38% 20% 35%Violent crime rate 515 73 713

70Air pollution-particulate matter days 0 0 1Air pollution-ozone days 3 0 8Access to recreational facilities 5 16 8Limited access to healthy foods 29% 0% 11%Fast food restaurants 52% 25% 52%

Rank (of 95)

Mortality

Morbidity

Fayette County Error MarginNational

Benchmark*

Health Behaviors

Clinical Care



County Health Rankings - 2012 Tennessee

Health Profile


Agricultural Profile: Fayette County, TN

Number of Farms

Land in Farms


2007 2002 % Change



Average Per Farm

$35,200,000

$27,136,000$8,064,000

$36,975

$38,034,000

$42,543

- 7

- 13

952

227,434 Acres

239 Acres

894

273,817 Acres

306 Acres

+ 6

- 17

- 22

Government Payments


$5,812,000

$12,471

$2,837,000

$8,320

+ 105

+ 50

Fayette County Tennessee

2007 2002 % change



Average Size of Farm 239 acres 306 acres - 22

Market Value of Products Sold $35,200,000 $38,034,000 - 7

Crop Sales $27,136,000 (77 percent) Livestock Sales $8,064,000 (23 percent) Average Per Farm $36,975 $42,543 - 13


Average Per Farm Receiving Payments $12,471 $8,320 + 50

Fayette County Tennessee

2007 2002 % change





Crop Sales $27,136,000 (77 percent) Livestock Sales $8,064,000 (23 percent) Average Per Farm $36,975 $42,543 - 13





Agricultural Profile: Fayette County, TN

Fayette County – Tennessee Ranked items among the 95 state counties and 3,079 U.S. counties, 2007

esrevinU knaR etatS ytitnauQ metI 1 U.S. Rank Universe 1 MARKET VALUE OF AGRICULTURAL PRODUCTS SOLD ($1,000) Total value of agricultural products sold Value of crops including nursery and greenhouse Value of livestock, poultry, and their products VALUE OF SALES BY COMMODITY GROUP ($1,000) Grains, oilseeds, dry beans, and dry peas Tobacco Cotton and cottonseed Vegetables, melons, potatoes, and sweet potatoes Fruits, tree nuts, and berries Nursery, greenhouse, floriculture, and sod Cut Christmas trees and short rotation woody crops Other crops and hay Poultry and eggs Cattle and calves Milk and other dairy products from cows Hogs and pigs Sheep, goats, and their products Horses, ponies, mules, burros, and donkeys Aquaculture Other animals and other animal products TOP CROP ITEMS (acres) Cotton, all Soybeans for beans Forage - land used for all hay and haylage, grass silage, and greenchop Corn for grain Wheat for grain, all TOP LIVESTOCK INVENTORY ITEMS (number) Cattle and calves Hogs and pigs Horses and ponies Quail Layers

35,200 27,136 8,064

12,830 -

11,624 (D) (D)

1,959 (D) 675 66

5,267 442 788

7 1,486

(D) (D)

36,661 29,225 17,584 15,186 7,542

20,647 (D)

2,626 (D) 790

24 13 52

13 - 6

53 (D) 20 52 9

46 48 51 8

88 5

30 (D)

6 11 41 16 14

44 5

14 10 67

95 95 95

94 60 25 91 82 93 63 95 94 95 85 90 94 94 50 95

25 79 95 94 81

95 93 95 58 94

1,861 1,284 2,174

1,152 -

105 (D) (D) 818 (D)

1,910 1,560 1,670 1,657

952 2,708

130 (D) (D)

72 706

1,161 1,037

821

1,393 (D) 345 (D)

1,836

3,076 3,072 3,069

2,933 437 626

2,796 2,659 2,703 1,710 3,054 3,020 3,054 2,493 2,922 2,998 3,024 1,498 2,875

627 2,039 3,060 2,634 2,481

3,060 2,958 3,066 1,386 3,024



494 92 53 95 74 18 19 9

28 33 19 18

42,030 44,149

2,667 2,801



343 609

800 152

58.3

7 5

146 -

1,227 22

5

See "Census of Agriculture, Volume 1, Geographic Area Series" for complete footnotes, explanations, definitions, and methodology. (D) Cannot be disclosed. (Z) Less than half of the unit shown. 1 Universe is number of counties in state or U.S. with item. 2 Data were collected for a maximum of three operators per farm. Source: USDA National Agricultural Statistics Service


Lauderdale County, Tennessee

Lauderdale County

Located along the Mississippi River with a population of 27,815 and employers such as Marvin Windows & Doors, Komatsu and newly located Quaprotek, Lauderdale is recognized as an emerging location for multiple industrial sectors. The county currently contains five certified industrial sites that have existing infrastructure and ready access to transportation and logistics hubs. With increased participationin the West Star Leadership program, Delta Leadership Institute and Leadership Lauderdale, the county is systematically developing a group of leaders who can help the county succeed and grow well into the future.

County Profile


National State LauderdaleMedian household income (dollars) $51,914 $43,314 $32,894Mean household income (dollars) $70,883 $59,212 $44,639Per capita income (dollars) $27,334 $23,722 $16,006

Economic Indicators

00 T 814,031944,4srotces lla rof latoDagnitnuh dna gnihsif ,yrtserof ,erutlucirgA11

22 Utilities b D255,127noitcurtsnoC32

693,83801,1gnirutcafunaM33-13081,92527edart elaselohW24

44-45 Retail trade 743 15,12248-49 T Dbgnisuoheraw dna noitatropsnar51 Information e D

358,6881ecnarusni dna ecnaniF25141,183gnisael dna latner dna etatse laeR35

638bsecivres lacinhcet dna ,cifitneics ,lanoisseforP45Dasesirpretne dna seinapmoc fo tnemeganaM55

56 Administrative and support and waste management and remediation services

b 1,328

637,61945ecnatsissa laicos dna erac htlaeH26852anoitaercer dna ,tnemniatretne ,strA17

252,3162secivres doof dna noitadommoccA27958,2471)noitartsinimda cilbup tpecxe( secivres rehtO18

Dadeifissalc ton seirtsudnI99


Annual payroll

($1,000)



me 99 ot 02b ployeesme 994 ot 052e ployees


Lauderdale County, Tennessee 2010 1me 91 ot 0a ployees


Lauderdale County, Tennessee 2010 20Lauderdale County, Tennessee 2010 33












code


Year code

National State LauderdaleGrade K-8 5.8% 6.3% 12%Grade 9-12 8.7% 10.8% 20.6%High School Graduate 29.9% 35.5% 41.3%Some College; No Degree 19.7% 18.9% 14.3%Associates Degree 7.8% 5.9% 3%Bachelors Degree 17.8% 14.6% 5.3%Graduate Degree 10.4% 7.9% 3.4%


Employment Sectors

Key Statistics



What are the immediate (1-Year) priorities for economic development in your area?

Recruitment of retail and industry to our area and major marketing of Tourism

increase the number of National Career Readiness Certificate holders and skilled workers WIA and/or other grant funds amount to be determined

What are the long-term (5-Year) priorities for economic development in your area?

Provide a well trained workforce to attract new industry and/or encourage existing industry to expand. WIA and/or other grant funds amount to be determined.


Unskilled workforce, lack of industrial jobs due to lay-offs and industry closings, lack of money to market tourism, lack of recreational facilites for our youth.

The economy itself. Loss of jobs, lack of retail, lack of recreational facilities.


Unskilled workforce

Major Opportunities - Memphis Area Mega Site is nearby, as well as the Port of Cates Landing. Also, due to layoffs, there is an abundance of qualified workforce. Challenges - funding availability to assure that workforce is trained.




Premature death 11,053 9,675-12,430 5,466 9,093


County Health Rankings - 2012 Tennessee Rank (of 95)

Mortality

Morbidity

Lauderdale County Error MarginNational

Benchmark*

Poor or fair health 22% 17-28% 10% 19%Poor physical health days 5.8 4.1-7.4 2.6 4.1Poor mental health days 3.8 2.5-5.1 2.3 3.4Low birthweight 11.80% 10.6-13.0% 6.00% 9.40%

Health Factors 9595

Adult smoking 35% 27-45% 14% 24%Adult obesity 36% 30-42% 25% 32%

Health Behaviors


85Uninsured 19% 17-21% 11% 16%Primary care physicians 3,325:1 631:1 837:1

Clinical Care

y yPreventable hospital stays 135 121-148 49 86Diabetic screening 83% 74-92% 89% 85%Mammography screening 55% 45-65% 74% 63%

94High school graduation 70% 79%Some college 29% 24-33% 68% 55%Unemployment 15.70% 5.40% 9.70%Children in poverty 32% 23-42% 13% 26%


Children in poverty 32% 23 42% 13% 26%Inadequate social support 28% 20-36% 14% 19%Children in single-parent households 40% 33-47% 20% 35%Violent crime rate 769 73 713



Limited access to healthy foods 0% 0% 11%Fast food restaurants 47% 25% 52%

Health Profile


Agricultural Profile: Lauderdale County, TN

Number of Farms

Land in Farms


2007 2002 % Change



Average Per Farm

$44,022,000

$41,679,000$2,342,000

$73,126

$38,142,000

$61,125

+ 15

+ 20

602

192,232 Acres

319 Acres

624

215,072 Acres

345 Acres

- 4

- 11

- 8

Government Payments


$5,356,000

$13,000

$2,804,000

$8,419

+ 91

+ 54

Lauderdale County Tennessee

2007 2002 % change








Lauderdale County Tennessee

2007 2002 % change










Agricultural Profile: Lauderdale County, TN

Lauderdale County – Tennessee Ranked items among the 95 state counties and 3,079 U.S. counties, 2007

esrevinU knaR etatS ytitnauQ metI 1 U.S. Rank Universe 1 MARKET VALUE OF AGRICULTURAL PRODUCTS SOLD ($1,000) Total value of agricultural products sold Value of crops including nursery and greenhouse Value of livestock, poultry, and their products VALUE OF SALES BY COMMODITY GROUP ($1,000) Grains, oilseeds, dry beans, and dry peas Tobacco Cotton and cottonseed Vegetables, melons, potatoes, and sweet potatoes Fruits, tree nuts, and berries Nursery, greenhouse, floriculture, and sod Cut Christmas trees and short rotation woody crops Other crops and hay Poultry and eggs Cattle and calves Milk and other dairy products from cows Hogs and pigs Sheep, goats, and their products Horses, ponies, mules, burros, and donkeys Aquaculture Other animals and other animal products TOP CROP ITEMS (acres) Soybeans for beans Cotton, all Corn for grain Wheat for grain, all Forage - land used for all hay and haylage, grass silage, and greenchop TOP LIVESTOCK INVENTORY ITEMS (number) Cattle and calves Horses and ponies Quail Goats, all Layers

44,022 41,679 2,342

22,008 -

16,263 (D) (D) 92

- (D)

2 1,628

(D) 11 20 (D)

- (D)

56,705 45,119 24,736 7,714 5,395

7,304 758 750 513 239

19 10 86

5 - 3

10 49 73

- (D) 93 88 (D) 65 72 (D)

- 94

5 5 9

13 91

85 68 19 72 90

95 95 95

94 60 25 91 82 93 63 95 94 95 85 90 94 94 50 95

79 25 94 81 95

95 95 58 95 94

1,667 996

2,743

949 -

77 (D) (D)

2,055 -

(D) 2,873 2,414

(D) 2,226 2,293

(D) -

2,857

463 59

851 808

2,240

2,233 1,750

444 1,440 2,577

3,076 3,072 3,069

2,933 437 626

2,796 2,659 2,703 1,710 3,054 3,020 3,054 2,493 2,922 2,998 3,024 1,498 2,875

2,039 627

2,634 2,481 3,060

3,060 3,066 1,386 3,023 3,024



317 63 30 45 35 9

15 3

21 18 19 27

44,450 73,837

7,213

11,982



206 396

502 100

58.7

2 -

33 -

794 1



Shelby County, Tennessee

Shelby County

Historically known as “America’s Distribution Center”, Memphis is now also known worldwide as “America’sAerotropolis” and a global hub for FedEx. According to the 2010 census, Memphis is the 20th largest city in the U.S. and the largest city in Tennessee, ranking it larger than Atlanta, Boston, Denver, St. Louis and Washington DC. The Memphis metro economy (as measured by gross metro product) is larger than the economy of 12 states and is ranked 44th out of 366 metro areas in the United States. Memphis is home to three Fortune 500 headquarters (FedEx, AutoZone, and International Paper) and was named in 2010 by Site Selection magazine as one of the Top 10 Metro Area’s for site relocation in the nation and by Inc. magazine as one of the “Best Places to do Business in America.”

County Profile


00 Total for all sectors 419,469 18,398,81111 Agriculture, forestry, �shing and hunting c D21 Mining, quarrying, and oil and gas extraction 37 1,18522 Utilities a D23 Construction 16,092 700,57331-33 Manufacturing 25,926 1,357,669

923,387,1758,03edart elaselohW2444-45 Retail trade 44,622 1,132,13848-49 Transportation and warehousing 46,523 1,820,39851 Information 6,060 291,964

300,637,1616,81ecnarusni dna ecnaniF2553 Real estate and rental and leasing 6,372 254,99054 Professional, scienti�c, and technical services 16,938 922,70255 Management of companies and enterp 970,368,2849,82sesir56 Administrative and support and waste management

and remediation services41,221 1,055,921

693,513864,9secivres lanoitacudE16637,198,2637,46ecnatsissa laicos dna erac htlaeH26

143,071053,5noitaercer dna ,tnemniatretne ,strA1772 Accommodation and food services 36,608 531,01881 Other services (except p 381,265518,02)noitartsinimda cilbu


me 91 ot 0a ployees


Annual payroll

($1,000)



Shelby County, Tennessee 2010 24me 942 ot 001c ployees


Shelby County, Tennessee 2010 1,679Shelby County, Tennessee 2010 1,925

Shelby County, Tennessee 2010 2,262Shelby County, Tennessee 2010 192

Shelby County, Tennessee 2010 1,167

Shelby County, Tennessee 2010 227



Shelby County, Tennessee 2010 957Shelby County, Tennessee 2010 344

Shelby County, Tennessee 2010 1,469Shelby County, Tennessee 2010 3,149


Shelby County, Tennessee 2010 7Shelby County, Tennessee 2010 2





code


Year code

National State ShelbyGrade K-8 5.8% 6.3% 3.4%Grade 9-12 8.7% 10.8% 7.4%High School Graduate 29.9% 35.5% 31.5%Some College; No Degree 19.7% 18.9% 21.8%Associates Degree 7.8% 5.9% 7.1%Bachelors Degree 17.8% 14.6% 18.8%Graduate Degree 10.4% 7.9% 10.1%

Employment Sectors

Key Statistics


National State ShelbyMedian household income (dollars) $51,914 $43,314 $44,705Mean household income (dollars) $70,883 $59,212 $65,480Per capita income (dollars) $27,334 $23,722 $25,002

Economic Indicators


Opportunities and Challenges (From CEDS Survey Responses)

Short/Long term concerns

Infrastructure repair and maintenance.

Addressing vacant/blighted property.

The Shelby County tax rate is very high. The County Commission should be challenged regarding this rate. They are one of the biggest deterrents to economic development based on this concern.

Small business development is fragmented in Shelby County. There should be one place to go for help.

The City and County should ask many tax exempt entities such as churches, not for profits, colleges and universities which receive public services to pay for them.

Open avenues for world trade and exchange. Development through university research and local investment to implement proposed projects State local and business investments.

From all available information, workforce-related issues are our most significant challenges -- for all sectors. With the commitments to the Canadian National Railway, Electrolux and Nucor, little land at the Frank C. Pidgeon Industrial Park is still available -- and no large blocks. In fact, Shelby County has a very limited supply of shovel-ready industrial sites of moderate-to-large size. And while many older properties are on the market, they often lack the interior height and other characteristics that users are looking for. As a result, Brownfield redevelopment and new site development (typically requiring new infrastructure) will be of growing importance.

Shelby County is looking at a new economic development planning process to identify priorities and associated action plans, and at the same time building its basic development capacity and programming (e.g., small business assistance and Brownfield redevelopment).

If the County undergoes a new economic development planning process, it will identify priorities. In the interim, building on strengths (e.g., Airport/air cargo, other transportation/distribution/logistics, bio-medical devices, and tourism) and launching new initiatives that are currently in-development (e.g., industrial bio-agriculture) would be on the list. Continuing and accelerating recent progress on workforce development issues is critical -- including the education/preparation of the emerging workforce, training of the incumbent workforce, and the retention/attraction of


CEDS Survey Responses (Shelby County)

talent (of all ages). So too, continued and enhanced efforts to grow the economic vitality of Shelby County’s minority communities and neighborhoods. Finally, reigniting development in the downtown core and linking to a more robust South Main District.

1. Inventory all available industrial properties in Bartlett and reserve 2. Certify two - four 20 acre industrial sites thru the TN ECD program 3. Secure the commitment of the local Medical Device Industry for a Training and Innovation Center 4. Engage real estate developers to offer “build-to-suit” proposals 5. Develop an entrepreneurial incubator to service the suburban and rural areas 6. Work with the City of Bartlett to strengthen its retail sector (# of establishments and shoppers) 7. Develop a Tourism Strategy for NE Shelby County and the bordering counties

In Millington the Veterans Parkway Road Project is scheduled to be completed in November. It will give access to the land the Navy provided for industrial development. The project is over $20M.

The location of the third bridge over the Mississippi River is the most important decision that will be made concerning economic development over the next 50 years. A northern route is a necessity for the northern part of Shelby County to have the opportunities of future development. The flyover from I-40 on to I-240 northern route is required to fully utilize the I-240 northern loop. The through traffic needs access to the northern loop to take volume off the southern loop that is over utilized now.

Training for Entrepreneurs and for those interested in Entrepreneurship- $100,000 with a ROI that is multiplied. Increasing the ability for the locally owned MWBEs to be a part of the economic opportunity in Shelby County Create programs that allow the community to understand that the development of the MWBE economic community is an integral part of our development as a community. MWBE community is the fastest growing in the country, greatest opportunity for employment

Development of a system that allows small and local owned businesses to be able to succeed in the Memphis and Shelby County market.


The biggest challenge to economic development is lack of population and workforce growth resulting in increased tax revenues and demand for goods and services. We do not seem to make the connection between planning, developing and maintaining attractive healthy communities and people/jobs/workforce recruitment retention and attraction.

Opportunities: lower wages are enticing to new start up businesses Challenges: Money

The biggest challenge to economic development is lack of population and workforce growth resulting in increased tax revenues and demand for goods and services. We do not seem to make


Opportunities and Challenges Continued...

the connection between planning, developing and maintaining attractive healthy communities and people/jobs/workforce recruitment retention and attraction. We also continue to create sprawl-producing plans and fail to realize the cost of such development.

Locate new business. Better governmental efficiency, especially at the county level. Poor planning in Shelby County has resulted in problems which will never be solved (the Lamar Corridor).

Lack of coordination and leadership at the Memphis and Shelby County level.

Lack of an educated public which limits investments and support from business Location of city for numerous tourist and distribution ventures

Strategic challenge -- Shelby County needs to transition to a higher-value economic model as surrounding counties become ever more competitive for warehousing & distribution. Available/suitable workforce (including the education/training of the emerging workforce, training of the incumbent workforce, and the retention/attraction of talent is the largest overall tactical challenge, followed by the availability of mid/large size industrial sites. Biggest opportunities may be in industrial bio-agriculture and increased tourism.

The Long Term priorities will mirror the immediate priorities by being an extension of those programs through enhancements and refinements. One of the main goals in this period is to develop a Training and Innovation Center for the Medical Device Industry. The Center will serve as a clearinghouse for new and improved technologies as well as a source for maintaining a reliable pipeline of qualified machinist and technicians to sustain and grow the industry.

Economic Development is becoming more important to the cities that are facing how to pay for the schools that they are now taking on. New business and property taxes will be needed to pay for these new expenditures.

Opportunities include the current support that is in the community. Challenges are the ability to infuse the support that the government agencies are trying to foster into a formula that allows the success to be mirrored in the corporate community. Both public and private entities should be able to look to locally owned small businesses to provide sales and services to the corporate community.



Premature death 10,334 10,097-10,570 5,466 9,093



Mortality

Morbidity

Shelby County Error MarginNational

Benchmark*

Poor or fair health 16% 14 18% 10% 19%Poor physical health days 3.5 3.1-3.8 2.6 4.1Poor mental health days 2.8 2.5-3.2 2.3 3.4Low birthweight 11.10% 10.9-11.3% 6.00% 9.40%

Health Factors 6655


Health Behaviors

Physical inactivity 29% 26-31% 21% 30%Excessive drinking 12% 10-15% 8% 9%Motor vehicle crash death rate 16 15-17 12 22Sexually transmitted infections 1,194 84 478Teen birth rate 66 65-67 22 55

12Uninsured 17% 16-18% 11% 16%Primary care physicians 719:01:00 631:01:00 837:01:00P t bl h it l t 65 63 67 49 86

Clinical Care




Inadequate social support 20% 17-23% 14% 19%Children in single-parent households 51% 49-53% 20% 35%Violent crime rate 1,478 73 713


f d



Health Profile


Agricultural Profile: Shelby County, TN

Number of Farms

Land in Farms


2007 2002 % Change



Average Per Farm

$37,027,000

$34,344,000$2,683,000

$60,699

$31,619,000

$50,430

+ 17

+ 20

610

170,182 Acres

279 Acres

627

168,776 Acres

269 Acres

- 3

+ 1

+ 4

Government Payments


$4,502,000

$15,685

$1,496,000

$7,558

+ 201

+ 108

Shelby County Tennessee

2007 2002 % change






Government Payments $2,279,000 $964,000 + 136


Shelby County Tennessee

2007 2002 % change






Government Payments $2,279,000 $964,000 + 136




Agricultural Profile: Shelby County, TN

Shelby County – Tennessee Ranked items among the 95 state counties and 3,079 U.S. counties, 2007

esrevinU knaR etatS ytitnauQ metI 1 U.S. Rank Universe 1 MARKET VALUE OF AGRICULTURAL PRODUCTS SOLD ($1,000) Total value of agricultural products sold Value of crops including nursery and greenhouse Value of livestock, poultry, and their products VALUE OF SALES BY COMMODITY GROUP ($1,000) Grains, oilseeds, dry beans, and dry peas Tobacco Cotton and cottonseed Vegetables, melons, potatoes, and sweet potatoes Fruits, tree nuts, and berries Nursery, greenhouse, floriculture, and sod Cut Christmas trees and short rotation woody crops Other crops and hay Poultry and eggs Cattle and calves Milk and other dairy products from cows Hogs and pigs Sheep, goats, and their products Horses, ponies, mules, burros, and donkeys Aquaculture Other animals and other animal products TOP CROP ITEMS (acres) Soybeans for beans Cotton, all Corn for grain Forage - land used for all hay and haylage, grass silage, and greenchop Wheat for grain, all TOP LIVESTOCK INVENTORY ITEMS (number) Cattle and calves Horses and ponies Goats, all Layers Quail

23,539 21,036 2,503

8,962 -

3,290 38 (D)

8,271 (D) 442 12

1,204 (D)

- 16

1,226 (D) 32

24,389 10,918 9,376 7,908 6,353

7,029 1,975

649 606 520

42 18 85

17 -

11 59 (D)

7 42 23 75 91 82

- 76 6

(D) 28

14 12 23 80 15

86 21 63 74 24

95 95 95

94 60 25 91 82 93 63 95 94 95 85 90 94 94 50 95

79 25 94 95 81

95 95 95 94 58

2,152 1,422 2,723

1,279 -

245 2,210

(D) 331 (D)

2,238 2,386 2,547

(D) -

2,413 164 (D)

1,562

773 222

1,199 1,927

887

2,258 563

1,187 2,025

507

3,076 3,072 3,069

2,933 437 626

2,796 2,659 2,703 1,710 3,054 3,020 3,054 2,493 2,922 2,998 3,024 1,498 2,875

2,039 627

2,634 3,060 2,481

3,060 3,066 3,023 3,024 1,386



288 79 62 64 36 6

16 4

13 12 6

14

26,084 43,473

2,474 4,123



249 351

478 122

59.5

4 2

43 -

851 2



Tipton County, Tennessee

Tipton County

Located just north of Shelby County, Tipton County boast three major industrial parks that are home to companies such as Unilever, Charms Company Delfield and Mueller. The county, which has over 61,000 residents, also has additional certified industrial sites and is conveniently located to leverage all of Shelby County’s assets as well as the eventualgrowth of the West Tennessee Megasite in Haywood County.

County Profile


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Dbnoitcartxe sag dna lio dna ,gniyrrauq ,gniniM1222 Utilities b D23 Construction 637 24,06231-33 Manufacturing 1,365 50,59942 Wholesale trade 260 9,28044-45 Retail trade 1,798 36,70148-49 T 878,3101gnisuoheraw dna noitatropsnar51 Information b D

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Dasesirpretne dna seinapmoc fo tnemeganaM5556 Administrative and support and waste management

and remediation services567 17,244

Dasecivres lanoitacudE16144,83413,1ecnatsissa laicos dna erac htlaeH26

Dbnoitaercer dna ,tnemniatretne ,strA17741,9419secivres doof dna noitadommoccA27202,7674)noitartsinimda cilbup tpecxe( secivres rehtO18


Annual payroll

($1,000)



slatot level rehgih ni dedulcni era atad ;seinapmoc laudividni rof atad gnisolcsid diova ot dlehhtiWDme 91 ot 0a ployees


Tipton County, Tennessee 2010 3me 99 ot 02b ployees


Tipton County, Tennessee 2010 60Tipton County, Tennessee 2010 103


Tipton County, Tennessee 2010 36

Tipton County, Tennessee 2010 2











code


Year code

National State TiptonGrade K-8 5.8% 6.3% 7.1%Grade 9-12 8.7% 10.8% 14.8%High School Graduate 29.9% 35.5% 38.9%Some College; No Degree 19.7% 18.9% 21.8%Associates Degree 7.8% 5.9% 6%Bachelors Degree 17.8% 14.6% 8%Graduate Degree 10.4% 7.9% 3.6%


Employment Sectors

Key Statistics

National State TiptonMedian household income (dollars) $51,914 $43,314 $49,378Mean household income (dollars) $70,883 $59,212 $59,466Per capita income (dollars) $27,334 $23,722 $21,585

Economic Indicators



Premature death 9,229 8,382-10,076 5,466 9,093



Mortality

Morbidity

Tipton County Error MarginNational

Benchmark*

Poor or fair health 26% 21 30% 10% 19%Poor physical health days 4.5 3.5-5.5 2.6 4.1Poor mental health days 3 2.2-3.8 2.3 3.4Low birthweight 9.70% 8.9-10.5% 6.00% 9.40%

Health Factors 4690


Health Behaviors


35Uninsured 16% 14-17% 11% 16%Primary care physicians 1,783:1 631:1 837:1P t bl h it l t 82 74 90 49 86

Clinical Care




Inadequate social support 22% 17-28% 14% 19%Children in single-parent households 35% 30-40% 20% 35%Violent crime rate 667 73 713


f d



Health Profile


Agricultural Profile: Tipton County, TN

Number of Farms

Land in Farms


2007 2002 % Change



Average Per Farm

$23,539,000

$21,036,000$2,503,000

$39,232

$23,731,000

$33,143

- 1

+ 18

600

92,299 Acres

154 Acres

716

115,917 Acres

162 Acres

- 16

- 20

- 5

Government Payments


$2,279,000

$17,669

$964,000

$9,179

+ 136

+ 92

Tipton County Tennessee

2007 2002 % change








Tipton County Tennessee

2007 2002 % change










Agricultural Profile: Tipton County, TN

Tipton County – Tennessee Ranked items among the 95 state counties and 3,079 U.S. counties, 2007

esrevinU knaR etatS ytitnauQ metI 1 U.S. Rank Universe 1 MARKET VALUE OF AGRICULTURAL PRODUCTS SOLD ($1,000) Total value of agricultural products sold Value of crops including nursery and greenhouse Value of livestock, poultry, and their products VALUE OF SALES BY COMMODITY GROUP ($1,000) Grains, oilseeds, dry beans, and dry peas Tobacco Cotton and cottonseed Vegetables, melons, potatoes, and sweet potatoes Fruits, tree nuts, and berries Nursery, greenhouse, floriculture, and sod Cut Christmas trees and short rotation woody crops Other crops and hay Poultry and eggs Cattle and calves Milk and other dairy products from cows Hogs and pigs Sheep, goats, and their products Horses, ponies, mules, burros, and donkeys Aquaculture Other animals and other animal products TOP CROP ITEMS (acres) Cotton, all Soybeans for beans Corn for grain Wheat for grain, all Forage - land used for all hay and haylage, grass silage, and greenchop TOP LIVESTOCK INVENTORY ITEMS (number) Quail Cattle and calves Pheasants Horses and ponies Goats, all

37,027 34,344 2,683

16,363 -

17,159 (D) (D) 139 (D) (D) 52

2,436 - 2

34 142 (D) (D)

51,478 44,035 21,642 12,255 5,966

(D) 8,499

(D) 1,078

424

23 11 83

11 - 2

19 (D) 67 60 (D) 48 80

- 84 54 53 46 42

4 8

11 7

88

3 83 3

52 77

95 95 95

94 60 25 91 82 93 63 95 94 95 85 90 94 94 50 95

25 79 94 81 95

58 95 50 95 95

1,823 1,127 2,695

1,057 -

72 (D) (D)

1,938 1,690

(D) 1,658 2,179

- 2,671 1,950 1,412

(D) (D)

53 557 908 636

2,156

(D) 2,131

(D) 1,285 1,629

3,076 3,072 3,069

2,933 437 626

2,796 2,659 2,703 1,710 3,054 3,020 3,054 2,493 2,922 2,998 3,024 1,498 2,875

627 2,039 2,634 2,481 3,060

1,386 3,060 1,544 3,066 3,023



259 63 51 61 54 16 26 9

14 19 16 22

42,387 69,487

476 781



289 321

531 79

58.6

- -

51 -

804 9




Economic Development Vision


Contents


Regional Goals and Objectives (Cited in CEDS)

Content of the CEDS borrows from goals expressed by these and other locally produced development strategies, this document does not by any means express a comprehensive scope of every separate entity’s complete agenda. These visionary plans influence the region and are therefore relevant to MAAG’s CEDS efforts in the region.

Principal Partners

Memphis Area Association of GovernmentShelby County Fayette CountyLauderdale CountyTipton CountyDeSoto CountyCrittenden CountyMemphis Economic Development Growth Engine (EDGE)TN Department of Tourist DevelopmentTN Department of Economic and Community DevelopmentTN Housing Development AgencyTN Department of Environmental Conservation

Economic Development vision


Regional Actors

Regional ECD

Suburban Chambers

County Chambers of Commerce

Regional Workforce Development Goup

Memphis Urban Area Metropolitan Planning Organization

Rural Planning Organizations


Memphis/ Shelby County

Project Overview

Memphis Fast Forward – a unique, highly structured andstrategic, interlocking, collaborative effort – was launchedin response to growing concern among Memphis andShelby County leaders that their community was underperforming and that the absence of a shared agendawas contributing to fragmentation and lack of focus on the key levers for economic success and quality of life.

Thanks to the hundreds of people and organizations workingcollectively toward the shared vision and goals of theinitiative, crime is dramatically down, job creation is up,an entrepreneurial ecosystem has emerged, anti-gangand anti-blight programs are reclaiming neighborhoods,school reform programs lead the nation, talent is at thetop of the civic agenda, and government is executingprograms to save money and become more efficient.

This initiative — spearheaded by Memphis Tomorrow, Mayor Herenton, Mayor Wharton and the Greater Memphis Chamber — is inclusive of strategic plans for:

1. Economic Development — MemphisED2. Education and Workforce Development — PeopleFirst!3. Public Safety — Operation Safe Community4. Government efficiency — City and County Efficiency Plans

The intent of the Memphis Fast Forward economic growth initiative is:

“To make an extremely bold and aggressive move over the next five years to position Memphis/Shelby County as a major economic center of the Southern United States, and a place where economic prosperity is accessible to all its residents”.

Memphis Fast Forward

“To create jobs, make our community

safer, produce a better-educated

workforce, and create a more efficient local

government.”


Organizational Infrastructure


Memphis Economic Development Plan

Project Overview

Government, nonprofit, and business leaders launched theaggressive MemphisED economic development agendafor Memphis and Shelby County just as the worst recessionin generations began to grip the global economy. It was both the worst time and the best time to embark on an economic development plan of action. While on the one hand the recession was a strong dampener, it was fortuitous that our community had a definitive agenda to pursue while other cities were left to scramble to address the global economic meltdown.

The results of MemphisED, as an integral part of Memphis Fast Forward, would be impressive if the economy had been high-performing, but with most of its first five years coinciding with the recession, its results are nothing short of momentous. Through its emphasis on levers for change – entrepreneurship, talent, distinctive assets, target industries, and stepped-up business recruitment and expansion – MemphisED was able to generate more than 15,000 new jobs with average annual wages of $39,943; new capital investment of $4.2 billion; and new minority business receipts of $576 million in spite of the storms of recession.

Additionally, the plan called for a streamlining of governmenteconomic development decision-making through a joint City and County economic development policy leader that could speak on behalf of both City and County Mayor. That objective was met and exceeded with the establishment of the Memphis Shelby County Economic Development Engine (EDGE).

Partners and “Strategy Leaders”

1. Memphis Bioworks Foundation - Innova & EmergeMemphis

2. LaunchYourCity Inc.

3. University of Memphis

4. The Mid-South Minority Business Council Continuum

5. Greater Memphis Chamber

6. Memphis Convention and Visitors Bureau

7. City of Memphis

8. Leadership Academy

9. Memphis Music Foundation

10. Memphis & Shelby County Film and Television Commission

11. Riverfront Development Corporation

12. Downtown Memphis Commission

13. Shelby Farms Park Conservancy

14. MPACT Memphis



Strategies

Strategy One: Create a national entrepreneurship “center of excellence” to drive the creation of new high-value ventures and jobs.Strategy Two: Make the University of Memphis Technology Transfer Office one of the best in the country.Strategy Three: Grow market share of minority firms through an incubator and loan fund.Strategy Four: Implement an internal marketing campaign.Strategy Five: Recruit new businesses.Strategy Six: Strengthen the Memphis and Shelby County tax/incentive structure.Strategy Seven: Continue growth of the logistics industry and development of the Aerotropolis.Strategy Eight: Execute Battelle bioscience plan and develop/execute strategies for bioagriculture and biologistics.Strategy Nine: Establish a business development center specifically for the music industry.Strategy Ten: Grow film and TV production.Strategy Eleven: Grow the tourism industry.Strategy Twelve: Retain and expand existing businesses and facilitate supplier diversity.Strategy Thirteen: Enhance Downtown and riverfront development.Strategy Fourteen: Establish Shelby County’s park system as one of the premier in the country, beginning with the development of a Master Plan for Shelby Farms Park.Strategy Fifteen: Recruit and retain knowledge workers.


People First

Project Overview

From the beginning of Memphis Fast Forward, the partnersknew the ultimate success of the ambitious economic development strategies hinged on a workforce with highereducational attainment and with skills for a knowledge basedeconomy.

Memphis and Shelby County are fortunate to have a widearray of programs and resources that support human capitaldevelopment along the full “cradle-to-career” pipeline, as well as a unique-in-this-lifetime reform context within which to transform public education.

At the same time, there are critical gaps in educationalachievement and workforce preparation. In Memphis,about one-third of the labor force is unemployed or not looking for a job, and when combined with underemployment, workforce issues create one of the community’s most serious obstacles to optimal economic performance.

PeopleFirst was established to identify and accelerate promising and potentially game-changing education andworkforce development initiatives, and to align and propelexisting resources that are helping move citizens into the economic mainstream.

There are no quick fixes or easy answers to creating theworkers needed for a new economy, and PeopleFirst hasbeen deliberate and methodical in organizing its strategiesand setting them in motion. PeopleFirst is a work in progress, and to be successful, it always will be. While this initiative of Memphis Fast Forward has not moved into implementationas quickly as others, the emphasis on collaboration and innovative answers has produced a rich, new conversation in our community about the importance of workforce and talent development that is producing encouraging new answers for the future.

Partners and “Strategy Leaders”

1. Le Bonheur Division of Community Health & Wellbeing

2. Shelby County Office of Early Childhood and Youth

3. Memphis City Schools/Shelby County Schools

4. Shelby County Head Start/Early Head Start

5. Ready, Set, Grow! at University of Memphis

6. Stand for Children

7. University of Memphis

8. Southwest Tennessee Community College

9. Leadership Memphis/Memphis Talent Dividend

10. Memphis Shelby Achieves

11. Memphis Bioworks Foundation

12. Workforce Investment Network

13. The Leadership Academy

14. MPACT Memphis



Strategies

Strategy One: Prenatal health and early parenting.

Strategy Two: High-quality early learning.

Strategy Three: Great teachers and leaders.

Strategy Four: Instructional reform and higher standards.

Strategy Five: Student supports: academic, health, and mental health.

Strategy Six: Post-secondary preparation in middle and high school.

Strategy Seven: Parent involvement.

Strategy Eight: Post-secondary completion.

Strategy Nine: Career pathways and workforce development.

Strategy Ten: Talent outreach and engagement.


Operation: Safe Community

Project Overview

Launched in late 2006, Operation: Safe Community (OSC) is an historic and ambitious crime reduction initiative spearheaded by top government, criminal justice, and business leaders in partnership with schools, citizens, and faith and community-based organizations.

Its foundation is a strategic plan comprised of 15 research backed, data-driven strategies for how law enforcement – both by itself and in specific types of strategic community partnerships – can produce a meaningful reduction in crime. But beyond the plan, the initiative was a call to action — to governments, houses of worship, neighborhoods, schools, businesses, media, and others — to help advance the implementation of that plan.

The goal was quite simple: to make Memphis-Shelby County one of the safest communities of its size in the nation by 2011. It was an ambitious – some thought audacious - goal, and while it has not yet been fully realized, today Memphis and Shelby County can celebrate a dramatic and momentous reduction of crime since Operation: Safe Community’s baseline year of 2006.

Partners and “Strategy Leaders”1. Memphis Police Director; Shelby County Sheriff

2. U.S. Attorney

3. State Representative John DeBerry; State Senator Mark Norris

4. State Senator Jim Kyle; County Commissioner Mike Carpenter

5. Shelby County Mayor; Shelby County Sheriff

6. Professor Richard Janikowski, University of Memphis

7. Memphis City Schools Superintendent; Shelby County Schools Superintendent

8. Harold Collins, Special Assistant to District Attorney

9. Juvenile Court Judge

10. Tennessee Department of Children’s Services Deputy Commissioner

11. Tennessee Board of Probation and Parole Chairman

12. Memphis Mayor

13. Councilman Shea Flinn; Councilman Jim Strickland

14. Commissioner Mike Carpenter; Bartlett Mayor

15. U.S. Marshall; New Salem Missionary Baptist Church



Strategies

Strategy One: Expand data-driven police deployment.

Strategy Two: Expand Project Safe Neighborhoods (PSN).

Strategy Three: Toughen state laws for gun crime.

Strategy Four: Reduce prosecutor caseload.

Strategy Five: Expand drug court.

Strategy Six: Implement a gang intervention strategy.

Strategy Seven: Establish comprehensive school safety plans.

Strategy Eight: Expand mentoring for truant youth.

Strategy Nine: Launch the Justcare 180 program.

Strategy Ten: Reduce juvenile repeat offenses.

Strategy Eleven: Expand and coordinate adult offenderre-entry programs.

Strategy Twelve: Address problem properties.

Strategy Thirteen: Build an aggressive communication campaignthat promotes tough consequences for crime.

Strategy Fourteen: Implement a domestic violence initiative.

Strategy Fifteen: Implement Fugitive Safe Surrender initiative.


Government Efficiency

Project Overview

In Memphis Fast Forward’s first five years, it has been a driving force in making local government more efficient and effective, and by working as a full partner with the Memphis and Shelby County mayors, major milestones have been achieved. Few of these improvements in operations and cost savings receive headlines, but they are no less newsworthy, because they are substantially reducing costs and creating a culture of excellence in Memphis and Shelby County governments.

As the economic growth program for our community, Memphis Fast Forward recognized early that the presenceof a high-performing government is fundamental to creatingan environment in which businesses feel confident in creating new jobs and making investments. Wise stewardship of tax dollars through strategic investments, efficient operations, and leadership contribute to a vision that can be supported by both the public and private sectors.

The concentration on government efficiency has produced a battery of significant changes to improve operations, advance financial planning, align functions, and reduce costs. Mayor Wharton, while county mayor from 2002-2009, launched, with the strong support of Memphis Fast Forward, a comprehensive plan of government efficiency, and once elected mayor of Memphis in October 2009, he immediately began a similar initiative there. Upon taking office in September 2010, Mayor Luttrell continued county government’s emphasis on efficiency programs and built on them by adding his own objectives and priorities.



Outcomes

Five Year Highlights

• Put efficient and effective government as a major priority on the civic agenda.

• Executed a variety of strategies that saved more than $75 million.

• Cuts costs and added new revenue streams as city and county governments dealt with the negative impact on revenues caused by the recession and cuts in federal funding.


Five Year Highlights: 2007-2012

• Major violent crime down by 22.8%.• Major property crime down by 25.5%.• National policing models established: Blue C.R.U.S.H. (Crime Reduction Utilizing Statistical History) and Real Time Crime Center.• New mandatory sentencing for gun crimes and aggravated robberies enacted.• Business robberies down by 67.7%, carjackings by 69.5%, and bank robberies by 60.6%.• New anti-blight laws enacted and 500 problem properties lawsuits pursued.• Family Safety Center established for victims of domestic abuse.• $2.5 million in state funding secured for drug treatment/ drug court for nonviolent offenders.• More than 15,000 new jobs created with average annual wages of $39,943.• New capital investment of $4.2 billion generated.• New minority business receipts of $576 million generated.• Innovation and entrepreneurship accelerated by new investment firm for startups/high growth ventures (INNOVA); new minority business incubator (CEED); Memphis Bioworks biosciences incubator; new Office of Tech Transfer at University of Memphis; Emerge Memphis expansion; and the founding of LaunchYourCity.• Memphis Music Resource Center established, with membership grown to 2,300.• Memphis Research Consortium established and $10 million in State funding secured to spark new research and jobs in targeted industries. • Revenues at Memphis Cook Convention Center increased by 20% and bookings by 41%.• MemphisConnect.com marketed Memphis to more than 100,000 unique visitors from 3,800 cities worldwide.• Shelby Farms Park Master Plan developed and implementation begun; Greenline established.



Five Year Highlights

• Memphis and Shelby County Economic Development Growth Engine (EDGE) established to streamline City/County economic development operations under one entity and to establish a single economic development policy chief who can speak and act on behalf of both City and County Mayor.• State legislative and policy changes, combined with the Gates Foundation- funded Teacher Effectiveness Initiative and Tennessee’s Race-to-the- Top award, have placed Memphis on the cutting edge of national K-12 education reform.• Revisions to Tennessee’s K-12 school funding formula (Basic Education Program) enacted, providing $65 million in new revenues for city and county school systems.• Memphis City Schools expanded the number of students in Pre-K by 50%, from 2,746 to 4,120.• Memphis City Schools’ new teacher recruitment partnership with The New Teacher Project increased the pool of high-potential teacher candidates from 21 in April 2010 to 1,800 in April 2011.• New teacher evaluation systems were enacted by the State of Tennessee and implementation is well underway at Memphis City Schools (MCS) and Shelby County Schools (SCS).• Stand for Children bolstered parent engagement among Memphis City Schools’ parents with the creation of 44 parent/teacher teams.• Memphis Bioworks established sector-based workforce development consortia, and secured nearly $7 million in federal grants, for workforce training to fill jobs in renewable energy/energy efficiencies, medical research and health information technology, and environmental occupations.• Ready, Set, Grow! at University of Memphis assisted17 childcare centers in primarily low-income neighborhoods in achieving the gold standard of national accreditation from the National Association for the Education of Young Children (NAEYC). These centers serve approximately 1,500 children.• City and county government-executed efficiency strategies saved more than $75 million.


Memphis Shelby Growth Alliance

Initiative Overview

The new Memphis Shelby Growth Alliance is now under way, replacing the successful MemphisED program that completes its five-year effort on June 30, 2012.

The Growth Alliance will build on its predecessor’s emphasis on broad-based public-private collaboration, strategic focus and emphasis on measurable results, and laser-like attention to improving the economic trajectory for our community.

The Growth Alliance will replace MemphisED as the economic development component of Memphis Fast Forward, the umbrella plan created when the mayors of Memphis and Shelby County approached Memphis Tomorrow in 2007 for help in developing an interlocking web of priorities to propel and super-charge the Memphis and Shelby County economy. These resulted in an agenda that targeted education/workforce development – PeopleFirst; public safety – Operation Safe Community; city and county government efficiency; and economic development – MemphisED.

The specific mission of the Growth Alliance is to identify and support initiatives that will create jobs and encourage long-term economic growth throughout Memphis/Shelby County. It will be led by a diverse alliance of approximately 50 economic development, business, community and government leaders collaborating on strategies to grow jobs and expand the economy.




Bill Evans, Director and CEO of St. Jude Children’s Research Hospital since 2004, will chair the new organization, whose core activities include:

• Developing a strategic agenda of specific initiatives with game- changing impact• Coordinating implementation teams for each initiative• Measuring and monitoring progress• Communicating results• Advocating for public/private investment• Aligning government policies in support of agenda

The results of MemphisED – originally chaired by Tom Schmitt of FedEx, then Joe DeVivo of Smith & Nephew Orthopeadics can be read here. As MemphisED completes its fifth and final year, the Growth Alliance will be ramping up. Some MemphisED strategies will continue under the Growth Alliance and new ones will be added, according to Reid Dulberger, vice-president of Greater Memphis Chamber and MemphisED administrator.

“For each strategy, the Growth Alliance will assemble teams of local leaders and entities to develop an implementation plan,” he said. “These will include action steps, resources, timetable, projected impact, and metrics. The Growth Alliance will approve each work plan, then provide oversight and assistance during the implementation stage.”

Dulberger said that MemphisED did not have a board per se, but that it “learned from Operation Safe Community the value that a large, broad-based board can provide.” The Growth Alliance Board will include all eight mayors in Shelby County, all seven chambers of commerce, and other public/private leaders.

It also will include a board member and the president of EDGE (Economic Development Growth Engine), the economic development organization which the Memphis and Shelby County mayors created to bring a greater strategic focus to the use of public incentives and public priorities. EDGE will bring together for the first time six economic development organization that were previously scattered throughout local government.


Greater Memphis Region

Project Overview

Memphis has the highest share of logistics workforce in the nation (18 percent including wholesale), and these numbers have been growing. For example, between 2005 and 2007 Memphis added 37,325 logistics jobs, $3.4 billion in new logistics investment, 164 relocated logistics companies, and 255 expansions of existing logistics companies. It is Memphis’ aviation assets, though, especially its FedEx world hub, that make possible long-distance fast-cycle logistics — the lifeblood of high-tech firms.

Memphis has every opportunity to bolster existing and addnew clusters of medical and bioscience facilities; corporate offices; microelectronics, information and communication technology firms; tourist and entertainment venues; hotels; exhibition, trade and wholesale merchandise marts.

Memphis’ transportation infrastructure has developed somewhat haphazardly and is now showing strain. Likewise, much of its commercial development in the airport area isstrip rather than cluster centers, with numerous facilities that have little to do with the airport mixed with those that are airport-linked.

With the recent and planned upgrades on the airport grounds itself, attention is being directed towards a renewal in the immediate surrounding area — the “Airport City” district.

What are the ultimate goals of the Aerotropolis strategy?

1. Business attraction, retention and job creation2. Improve connections to airport from business parks, residential areas and downtown3. Infrastructure improvements and congestion mitigation4. Increase airport cargo and passenger activity5. Improve internal and external perceptions of Memphis as a place to live, work and do business.

“Memphis has the fastest, most agile and arguably the most connected

airport on the globe.”

“Areas within six miles of airports are adding jobs much faster than the overall job growth

rate of the suburban ring within which the

airport is located.”

Memphis Aerotropolis


Contents

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Tennessee Overview

Project Overview

On April 21, 2011, Governor Bill Haslam and ECD Commissioner Bill Hagerty announced the Jobs4TN plan, laying out the administration’s economic development strategy. The new approach to job creation is the result of a 45-day top-to-bottom review of the department and involved interviews with more than 300 stakeholders, community leaders, and national experts as well as feedback gathered from seven roundtables across the state.

Jobs4TN is the blueprint for making Tennessee the No. 1 location in the Southeast for high-quality jobs, and the plan includes four key strategies:

Strategy #1: Prioritizing Key Clusters and Existing BusinessesStrategy #2: Establishing Regional “Jobs Base Camps”Strategy #3: Investing in InnovationStrategy #4: Reducing Business Regulation

Ultimate Goal: Tennessee Becomes No. 1 in the Southeast for High-Quality Jobs

Strategy #1: Prioritizing target clusters and existing industries: Tennessee will focus its recruitment efforts on six target clusters in which the state has a clear competitive advantage: automotive; chemicals and plastics; transportation, logistics and distribution services; business services; health care; and advanced manufacturing and energy technologies. ECD will also partner with other state agencies such as the Department of Agriculture, the Tennessee Film, Entertainment and Music Commission, and the Department of Tourism to support additional key clusters. In 2010, expansion of existing business accounted for nearly 86 percent of new jobs created in Tennessee. The state will focus on helping existing businesses expand and remain competitive through a targeted outreach program. A new “existing business toolkit” of incentives and resources will be created for Tennessee companies.

Jobs 4 Tn Plan


Strategy #2: Establishing regional “jobs base camps” across the state: ECD will fundamentally restructure its field staff to establish a “jobs base camp” in each of nine regions across the state. Each base camp will work with local partners to develop and/or revise a regional economic development plan and align existing federal and state resources around that plan. ECD will select regional directors to run each “jobs base camp” over the next 30 to 45 days. A key function of these jobs base camps will be reaching out to rural counties to incorporate them into broader regional economic development strategies that leverage existing resources and maximize the assets of rural communities. A newly-created position of Assistant Commissioner of Rural Development will help lead this effort.

Strategy #3: Investing in innovation: Governor Haslam announced on May 5, 2011 a $50 million initiative designed to support innovation across the state. The goal of the program, called INCITE for its focus on innovation, commercialization, investment, technology and entrepreneurship, is to raise Tennessee’s profile in innovation-based economic development and drive growth in the creation of knowledge-based jobs.

Innovation Coordination - ECD will work with each of the nine regions to develop a strategic plan for economic development, each containing a strategy for developing innovation using the region’s unique assets.

Commercialization - ECD will launch a series of initiatives designed to help move new products and technologies from the research lab to the marketplace faster.

Entrepreneurship - ECD will fund a new or existing business incubator in each of the state’s nine economic development regions.

Strategy #4: Reducing business regulation: Haslam has asked ECD to lead a review of federal and state business regulations. Over the coming months, ECD will work with existing Tennessee businesses, business advocacy groups and state agencies to identify federal and state laws and regulations inhibiting job growth. After performing a cost-benefit analysis of regulations identified as burdensome, ECD will present recommendations to the governor and the state’s congressional delegation in Fall 2011.


Regional Cluster Industries

Automotive

• Motor Vehicles• Automotive Parts• Automotive Components• Forgings & Stampings• Flat Glass• Production Equipment• Small Vehicles & Trailers• Tires & Inner Tubes

Chemical Products & Plastics

• Intermediate Chemicals & Gases• Packaged Chemical Products• Other Processed Chemicals• Refractories• Ammunition• Plastic Materials, Resins & Products• Paints & Allied Products• Synthetic Rubber• Carbon Fiber & Advanced Composite

Transportation, Logistics, &Distribution Services

• Air & Land Transport• Transportation Arrangement & Warehousing• Merchandise, Apparel, Accessories, Food Products, Farm Material & Supplies Wholesaling• Catalog & Mail-order• Airports & Bus Terminals• Trucking Terminals

Competitive Advantage Cluster Industries

TNEDC has identified the following sectors

as being target industries for

future economic development and

consider the region to have a competitive advantage in these

industries.

- Jobs4TN Plan

Jobs 4 Tn Plan


Healthcare

• Surgical Instruments & Supplies• Dental Instruments & Supplies• Medical Devices & Equipment• Diagnostic Substances• Healthcare Services• Healthcare IT• Biological and Biotechnology Products• Health Insurance Products

Business Services

• Headquarters• Data and Call Centers• Financial Services• Online Information Services• Computer Services & Programming• Facilities Support Services

Advanced Manufacturing &Energy Technologies

• Motors, Generators & Batteries• Refrigeration & Heating Equipment• Appliances• Lighting Fixtures & Electrical Parts• Turbines & Turbine Generators• Clean Energy Products• Electric Services


Delta Regional Authority

Project Overview

VisionAfter decades of decline, the Delta Region will achievea pattern of sustained growth. Increasing capitalinvestment and productivity will establish the regionas a magnet for talent and innovation, and willnurture a sense of place within each community.

MissionThe DRA will serve as a regional focal point forresources, planning, and ideas. The DRA will be acatalyst for investment in the communities and in thepeople of the Mississippi Delta.

Strategic Goals

• Goal 1: Advance the productivity and economic competitiveness of the Delta workforce.

• Goal 2: Strengthen the Delta’s physical and digital connections to the global economy.

• Goal 3: Create critical mass within Delta communities.

Management GoalMaintain organizational excellence and continue to berecognized as a steward of public resources.

Regional Development Plan


Contents


Delta Regional Authority

State Goals and Objectives

Tennessee has adopted the goals of the National Education Goals Panel to guide the development of the state’s education programs. These goals are the following:

1. All Children will start school ready to learn.This goal recognizes that education starts in the home and in preschool programs, and that this experience is vitally important to success in school. It focuses on high quality and developmentally appropriate preschool programs, and on educating parents about the importance of early learning.It also focuses on early childhood health so that early learning is not handicapped by physical or emotional problems.

2. High school graduation rates will increase.Graduation from high school provides students with the minimum of skills which are necessary for future employment and an acceptable quality of life. Students will be encouraged to at least finish 12 years of public education, and those who leave school early will be encouraged to return to school to complete their GED.

3. Students will demonstrate competency over challenging subject matter, and learn to use their minds so they may become responsible citizens, further their learning, and become productive citizens in the nation’s modern economy.This goal requires performance. Not only will students take classes in mathematics, sciences, and social sciences, but they will establish mastery of such subjects. Additionally, students will be able to apply the skills mastered in the classroom to solving problems in their everyday lives, andbe able to function as productive citizens in modern society.

4. Teachers will have access to programs for their continuing education and improvements of their teaching skills so they can more effectively instruct and prepare students for life in the 21st century.Goal 4 is wide ranging. It includes continuing education in

Regional Development Plan


State Goals and Objectives Continued

teachers’ areas of competency. It includes improvements in the methods of instruction. It includes the development of networks and partnerships among diverse elements of the community to encourage and support programs for the professional development of educators.

5. Students will be world class achievers in mathematics and science.Math and science are increasingly important not only in manufacturing, but in a broad spectrum of business activity. This goal recognizes this, and encourages a higher level of achievement in these areas than has been the case.

6. Every adult will have the ability to read, and have the knowledge and skills necessary to compete in a world economy and to be good citizens in this nation.This goal involves not only adult literacy, but life-long learning. Not only must adults develop basic competencies in reading, comprehension, and the ability to perform basic mathematical functions, but they must also embrace this as a life-long endeavor. In the changing world of work, skills quickly become outdated, and the workforce must be constantly improved if the region is to maintain its competitive position.

7. Schools will be free of drugs, violence, and the threat of violence, and will offer students a disciplined environment conducive to learning.Students can not learn effectively when their school environment not only detracts from learning, but poses danger to them. Goal seven provides that education administrators, teachers, parents, local governments, and communities at large ensure that students have a risk-free environment in which to study. This goal includes not only the school campus, but education regarding the dangers of drugs, alcohol, firearms, and other situations in the home and community at large.

8. Schools will involve parents in the social, emotional, and academic growthof children.This final goal may be the most basic of all. There is probably no one who exerts more influence on the growth of children than their parents. The efforts of the educational systems will be significantly more effective if parents become active partners with the schools in the education and social maturation of the students. Not only will parental participation in the educational process ensure more attention to learning by students, it will also assist in holding teachers and administrators to a higher level of accountability for the education process.


Memphis

Project Overview

An effective transportation network is vital to the economic success of the Memphis Urban Area MPO region and the general well-being of the region’s population. The purpose of the plan is to develop specific long and short-range investment strategies for all modes of transportation to accommodate the projected growth in the region based upon cooperative input from all the region’s stakeholders and members of the public.

Six Principles of Livability

Provide more transportation choices - Develop safe, reliable, and economical transportation choices to decrease household transportation costs, reduce our nation’s dependence on foreign oil, improve air quality, reduce greenhouse gas emissions, and promote public health.Promote equitable, affordable housing - Expand location and provide energy-efficient housing choices for people of all ages, incomes, races, and ethnicities to increase mobility and lower the combined cost of housing and transportation.Enhance economic competitiveness - Improve economic competitiveness through reliable and timely access to employment centers, educational opportunities, services and other basic needs by workers, as well as expanded business access to markets.Support existing communities - Target federal funding toward existing communities—through strategies like transit-oriented, mixed-use development, and land recycling—to increase community revitalization, to increase the efficiency of public works investments, and to safeguard rural landscapes.Coordinate and leverage federal policies and investment - Align policies and funding to remove barriers to collaboration, to leverage funding, and to increase the accountability and effectiveness of all levels of government to plan for future growth, including making smart energy choices, such as locally generated renewable energy.Value communities and neighborhoods - Enhance the unique characteristics of all communities by investing in healthy, safe, and walkable neighborhoods—rural, urban, or suburban.

“The Memphis Urban Area 2040 Long-

Range TransportationPlan will provide

multi-modal transportation solutions that

support sustainable growth, economic

vitality, and livabilitywhile maintaining the

natural and urban environment”

long-Range Transportation Plan


Tennessee

Project Overview

MissionThe mission of the Tennessee Department of Economic and Community Development (ECD) is to foster higher-paying, better-skilled jobs by recruiting new industries and helping existing businesses grow.

The Governor’s Three-Star program, which is administered through ECD’s Community Development Division, assists urban and rural communities in their effort to achieve excellence in community and economic development. The program fosters community consensus toward accomplishing development goals and objectives, thus creating an environment for businesses and citizens of Tennessee to profit and succeed.

Participating communities are guided through a strategic program of essential planning, issue prioritization, action planning and measurement. All of the criteria are developed by local economicand community development professionals and various state agencies.

The foundation of the Three-Star program is the Five-Year Asset-Based Strategic Plan, which reflects the development issues of the community and the challenges communities face in an everchanging economic environment. This comprehensive plan is the product of countless meetings, hours of debate and endless compromises among the community’s leaders, but the end product will create new employment opportunities, improve family income and develop a strong leadership base for economic growth.

Once the plan is complete, communities must put their plan into practice, moving beyond strategy development to excellence in execution. The success of executing a strategic plan is determinedby how the community positions itself to potential investment and the ability of its leaders to network and to build relationships at the state and national level.

Communities who show performance excellence in the program will be awarded with incentives and grants to address their development issues.

ECD is committed to partnering with each community in the state to create prosperity and establish sustainable economic and community development growth.

Three-Star Plans have been established in Fayette, Tipton and

Lauderdale Counties. These plans contain recommendations,

goals and strategies for economic development

specefic to the needs of those areas.

Tn Three-Star Program


Contents


Haywood, Tipton & Lauderdale Counties

Project Overview

VisionThe HTL Advantage Region continuously improves the level of business and personal wealth as well as quality of life through education, workforce development, organizational leadership, and sustainable resource utilization.

MissionTo develop and implement economic development programs that result in ongoing growth and profitability for business and a highly regarded place for individuals to live.

Goals1. Achieve Further Development of Megasite property with utility infrastructure planning.2. Enhance the infrastructure attributes of industrial and commercial sites within the HTL ADVANTAGE region to improve economic development recruitment efforts.3. Develop and Implement HTL ADVANTAGE Marketing and Recruitment Program.4. Expand the Regional Information Database.5. Expand and Enhance the Educational/Training/ Skills Development Programming in the HTL ADVANTAGE Region to Improve Workforce Readiness.6. Improve Leadership Development to Further Enhance Professional Image and Business Attraction Environment.7. Implement Region-wide Business Retention and Expansion Program.8. Develop Regional Proposal Package for Attraction Purposes.9. Enhance Regional Cooperation Efforts.

Strategic Objectives and Definitions of Victory

1. MEGASITE PROPERTY DEVELOPMENT:

Victory – Completion of Engineering Study of Megasite Utilities for Enhanced Marketability to Potential Industry – 12-24 months

2. INFRASTRUCTURE DEVELOPMENT:

Victory (1) – Megasite Infrastructure Implementation Plan Tailored to Prospective Businesses for Greater Marketability to Potential Industry (Level and Type of Infrastructure Development and Funding Sources) 3-5 years

Victory (2) – Enhanced Utility and Transportation Infrastructure which Leads to Better Economic Development Opportunities

Strategic Development Plan


3. MARKETING AND RECRUITMENT:

Victory – Promotional Materials, Website Development, Recruitment Visit(s) to/with National Site Selector(s) to Enhance Professional Image of HTL ADVANTAGE – 9-12 months

4. REGIONAL ECONOMIC DEVELOPMENT INFORMATION DATABASE:

Victory – Incorporation of Regional Labor Supply Study and Freight Study to Provide Potential Clients Improved Data for Location Analysis Purposes – 12-18 months

5. WORKFORCE/EDUCATION/TRAINING:

Victory – Significantly Lower Unemployment Rates and an Improved and Ready Workforce for Recruitment Purposes

6. LEADERSHIP DEVELOPMENT:

Victory – (a) Establishment of Leadership Teams, (b) Approval of Potential Resources from Various Program Initiatives for Infrastructure Needs to Enhance Industrial Recruitment Efforts – 6-12 months

7. BUSINESS AND JOB RETENTION:

Victory – Formalized Three County Business Retention Team to Better Serve Local Existing Industries and Businesses – 12-24 months

8. PROPOSAL DEVELOPMENT AND MAINTENANCE:

Victory – Regional-based Proposal Package to Better Showcase Regional Assets to Potential Business and Industry – 6-12 months

9. OTHER REGIONAL COOPERATION EFFORTS:

Victory – Regional Cooperation Resulting In Increased Stakeholders and Investors for Improved Development Opportunities – On-going


City of Memphis: Consolidated Plan 2008-2010

Project Overview

Memphis has determined the following priority housing needs:

1. The City of Memphis and the private sector needs to increase the supply of new and/or rehabilitated affordable rental housing. The majority of new and rehabilitated rental housing should be developed to primarily respond to the needs of all renter household types (small/large- related, elderly and other) whose incomes is less than 50% of the MFI.2. Although a lesser priority housing need than in last ten years, Memphis needs to continue to provide assistance to first time homebuyers.3. Memphis needs to continue to implement and design housing rehabilitation and repair programs and to fund activities that preserve and prevent the loss of existing housing.4. In targeted areas, Memphis needs to implement the development and construction of new, single-family, owner-occupied and multi-family/rental housing that is based upon the specific need of that area.5. Due to the increase in foreclosures, Memphis needs to develop alternatives to predatory lending and home loan programs/refinancing options.6. Where possible, Memphis needs to remove identified barriers to the production of affordable housing to include enhance and concentrated code enforcement, review and revisions of zoning regulations and local building codes.

Housing Objective I: To assist in the development and production of affordable rental housing.Housing Objective II: To assist in the development and production of single-family housing.Housing Objective III: To provide assistance to homeowners to preserve and prevent loss of their properties.Housing Objective IV: To provide direct and indirect housing assistance to homeowners.

Housing and Community Development


Housing

Homeless Objective I: To assist the development of permanent supportive housing for homeless individuals, persons with children and chronically homeless individualsHomeless Objective II: To assist the development of new emergency shelters (beds/units) for homeless individuals and women with children who may be subjected to domestic violence.Homeless Objective III: - To assist the development of a permanent supportive housing and a quasi-emergency (Safe Haven type) of facility for homeless mentally ill persons who are unable to access emergency or traditional permanent or transitional housingHomeless Objective IV: To make available funding that will help to maintain the current inventory of transitional and emergency housing for homeless persons and families with children

Special Needs Objective I: To make funding available that will assist the development of permanent supportive housing for Special Needs sub-populationsSpecial Needs Objective II: To continue to give preference to funding requests that propose to provide supportive services to Special Needs sub-populationsSpecial Needs Objective III: To make funding available that will respond to the increased demand for tenant-based rental assistance for income eligible persons within the Special Needs sub-populationsSpecial Needs Objective IV: To continue to give preference to funding requests that propose to develop new or rehabilitate public facilities which provide supportive services to income eligible Special Needs sub-populations


City of Memphis: Consolidated Plan 2008-2010

The following priority needs were established for non-housing, community development:

1. Infrastructure improvements are needed to encourage re-investment in targeted areas2. Commercial improvements, small business development, job-creation and employment training programs are tools needed to complement all targeted economic development activities3. Elimination of slum and blight conditions are needed to support redevelopment and revitalization efforts in targeted areas;4. Neighborhood planning and citizen input is needed to guide area redevelopment5. Public services and facilities are needed to provide social services for low-moderate income youth and their families and the elderly;

Long Term Objectives1. To encourage participation of Non-Profit Organizations in the redevelopment of targeted areas2. To support organizations that provide public services that create employment alternatives and training, and help to assist the expansion of small business opportunities in targeted areas3. To increase the number of neighborhood and public facilities in targeted areas

Short Term Objectives1. To implement demolition and clean-up initiatives to remove slum and blight conditions in areas targeted for redevelopment2. To provide infrastructure improvements that support the redevelopment of targeted areas3. To develop area/neighborhood redevelopment plans4. To develop Neighborhood Resource Centers (public facilities) in target areas

Neighborhoods, Community & Economic Development Objective I: To develop and identify funding for plans that propose adaptive reuses of vacant properties that contribute to slum and blight in targeted areas/neighborhoods.Neighborhoods, Community & Economic Development Objective II: To give preference to grant requests from organizations and businesses that provide employment training and job opportunities that provide a living wage and to expand small business development efforts in targeted areasNeighborhoods, Community & Economic Development Objective III: To fund activities that provide recreational, after school, and life enrichment opportunities for youth from primarily low/moderate income families.

Housing and Community Development


Community Development

Neighborhoods, Community & Economic Development Objective IV: To fund non-profit organizations that provide essential, supportive and public services to senior and elderly persons and programs that seek to improve the self-sufficiency of very-low to moderate-income persons.Neighborhoods, Community & Economic Development Objective V: To provide funding and support for the renovation and development of public facilities that serve the elderly, special needs populations, and very-low to moderate income persons

Summary of FY 2008 Annual Action Plan


Implementation Plan

Top-Ranked Recommendations

Over a four-month period, the seven committees of Sustainable Shelby brainstormed, discussed, debated, and agreed on recommendations that would have the most impact in creating a sustainable community.

The committees developed about 300 possible recommendations. Each committee then selected its top 7-9 recommendations and presented them at the Digital Congress at the FedEx Institute of Technology to all committee members. Following the presentations, all 130 committee members ranked the recommendations, using wireless keypad technology, and in addition, Steven Ethridge of Ethridge & Associates cast an equal number of votes representing public opinion based on the results of the scientific poll conducted by his company.

In this way, the Digital Congress produced a list of 52 recommendations that came from this ranking process that combined public opinion and the opinion of the committee members. These 52 recommendations then became the focus for developing the detailed strategies of this report.

FINAL 52 RECOMMENDATIONS & Recommending Committees

1. Create/reinvest in a great public realm that includes parks, schools, streets, that are appropriately scaled—one size does not fit all. land use and development

2. Create/reinvest in great neighborhoods—not merely subdivisions—that are “complete,” walkable, and provide a sense of neighborhood. land use and development

3. Amend existing Technical Codes (Building, Plumbing, Electric, Mechanical and Fuel Gas) by June 30, 2009 to eliminate identified obstacles to sustainable growth. building codes

4. Produce a Comprehensive Plan for Memphis and Shelby County that includes guiding principles that provide a clear, predictable, positive vision. land use and development

5. Design new public buildings to be flexible and adaptable to potential changes in future use. public buildings and purchasing policies

Great NeiGhborhoods for a Great CommuNity

Sustainable Shelby Implementation Plan

A Future of Choice, Not Chance

Sustainable Shelby


Recommendations

6. The public sector should emphasize the adaptive reuse of existing buildings. public buildings and purchasing policies

7. Amend local regulations for demolition activities to identify and enact incentives that encourage building reuse when feasible and material recycling when demolition is needed. building codes

8. Provide incentives for reclaiming declining property in established neighborhoods. neighborhood rebirth

9. Adopt comprehensive, community-based watershed management strategies as the driver of water quality, quantity and habitat decisions environment and natural resources

10. Create/enhance bike routes and pedestrian facilities to identify routes that can easily be stripped for bicycle lanes, ensure dedicated funding through capital improvement program for the above identified routes, and install “share the road” signs. transportation and traffic

11. Improve the coordination and efficiency of public sector purchasing by conducting periodic needs assessments, leveraging buying power with other municipalities, and by changing the annual budgeting process to incentives reductions in spending and energy consumption within County government. public buildings and purchasing policies

12. Convert government fleets to alternative energy efficiency and multi-fuel source. transportation and traffic

13. Identify Priority Development Areas and develop incentives for sustainable buildings in these Areas. public incentives

14. Significantly decrease overall community consumption, specifically the consumption of non-local, non-renewable, non-recyclable materials, water, energy, and fuels. The County should take a leadership role in encouraging sustainable procurement, extended producer responsibility, and should explore innovative strategies to become a zero waste County. Environment and Natural Resources

15. Decrease emissions of toxic and greenhouse gases. transportation and traffic


Shelby County

16. Reduce, toward the ultimate goal of eliminating, the exposure of people and other organisms to harmful levels of environmental contaminants, with the focus being not just on separate hazards but on the way they and the ecosystems they affect are interrelated. All policies enacted will work with the goal that no one geographic or socioeconomic group in the County is being unfairly impacted by environmental pollution. environment and natural resources

17. Emphasize connectivity on most development. transportation and traffic

18. Direct more CIP funding for maintenance and updating of infrastructure and community facilities. neighborhood rebirth

19. Develop an efficient multimodal system that moves goods and services effectively, maximizes the use of intermodal transportation facilities, and minimizes impacts on residential areas. transportation and traffic

20. Use Comprehensive Planning as the guide for public investment by city and county governments. land use and development

21. Adoption of 2003 Edition of the International Code Council Energy Council Energy Council Energy Conservation Code with appropriate and applicable amendments to be effective by December 31, 2008. building codes

22. Develop incentives to accomplish the goals of other Sustainable Shelby committees. public incentives

23. Develop incentives for all sustainable projects, and expedite permitting for these sustainable projects. public incentives

24. Develop and implement cost-effective, convenient, collaborative plans for community cleanliness. neighborhood rebirth




Sustainable Shelby


Recommendations

25. Conduct a public planning process for the County that outlines specific measures to implement protection, conservation & resource targets. environment and natural resources

26. Create an entity and funding source focused on revitalizing commercial neighborhood centers, including incentives. neighborhood rebirth

27. Establish a single source contact within local government to evaluate proposed economic development projects with enhanced sustainable components, and empower that entity to grant appropriate public economic incentives. building codes

28. Require applicants to quantify specific economic and environmental benefits during the application process, such as carbon footprint calculators, and ensure that the work required to obtain the incentive is delivered. public incentives

29. Streamline and improve property acquisition and assembly for redevelopment in established neighborhoods. neighborhood rebirth

30. Recreate and empower the Planning Commission. land use and development

31. Locate new public buildings strategically in order to take advantage of existing and planned mass transit, reduce travel distance for a building’s users, and encourage private development in suitable areas with excess capacity and existing infrastructure. public buildings and purchasing policies

32. Identify existing sustainability opportunities (recycling, green building, etc) and use those benefits as a baseline for developing incentives for other categories. public incentives

33. Work with banks and mortgage companies to market Energy Efficient Mortgage (EEMs) for qualified new and existing homes and commercial businesses. public incentives

34. Create complete walkable and bikeable neighborhoods. transportation and traffic


Sustainable Shelby

35. Design safer streets to use street design and traffic calming techniques to slow down traffic, to create better sidewalk and intersection design of pedestrian facilities, and to educate bicyclist, pedestrians, and drivers on how to safely share the road. transportation and traffic

36. Plan and develop a sufficient open space system that will be diverse in uses and opportunities and includes natural function/ wildlife habitats as well as passive and active recreation with an equitable distribution of parks, trees, pathways, and bikeways throughout the community. environment and natural resources

37. Continue to increase diversity and equal opportunity among providers of goods and services to Shelby County government by setting measurable goals and tracking progress over time. public buildings and purchasing policies

38. Provide an analysis of the public transportation system, identify the deficiencies of the existing system, and expand or improve its network to ensure adequate accessibility to all neighborhoods. neighborhood rebirth

39. Increase the efficiency of the current transit network to develop performance measuring criteria for transit facilities and increase the frequency and reliability of transit vehicles. transportation and traffic

40. Consider ways to incentivize alternative modes of transportation. public incentives

41. Encourage responsible consumption within Shelby County government through energy audits, educational programs, and the creation of a new “Sustainability Officer” position. public buildings and purchasing policies

42. Encourage community members of all ages to understand the basic principles of sustainability and use those principles to guide their decisions and actions. environment and natural resources




Sustainable Shelby


Recommendations

43. Recognize the importance of context appropriate design for new public buildings and incorporate “Community Impact Statements” and Design Guidelines addressing issues of neighborhood impact into the planning process. public buildings and purchasing policies

44. Encourage appropriate density in established neighborhoods. neighborhood rebirth

45. Demonstrate to the public the benefits of sustainable growth and development. transportation and traffic

46. Establish a funding mechanism and revenue source for sustainability issues, and ensure that all involved agencies are trained on implementation requirements. public incentives

47. Re-build the City from inside-out placing emphasis on areas where public investment will yield its greatest immediate return. land use and development

48. Promote civic knowledge, pride, and rights through partnerships between education, government, and neighborhoods. neighborhood rebirth

49. Work with the City and County Boards of Education and the Tennessee Board of Regents to identify opportunities to educate students and faculty on Building Code issues that promote sustainable growth. building codes

50. Establish a local speaker’s bureau that would seek and/or establishopportunities to educate those involved in the construction industry and the general public of the advantages of using sustainable building design methods and materials. building codes

51. Create better support systems and communication infrastructure for neighborhood associations. neighborhood rebirth

52. Set goal for equitable urban land use and transportation planning and policies to create compact, ACCESSIBLE mixed-use projects, forming urban villages designed to maximize mixed income housing, Organic recycling, urban and rooftop gardening, reduced energy use, and also to encourage walking, bicycling and use of existing and future public transit systems. environment and natural resources


Shelby County

Project Overview

Shelby County Government was awarded the HUD Sustainable Communities Regional Planning Grant to develop the Mid-South Regional Greenprint and Sustainability Plan. The plan is designed to establish a unified vision for a region-wide network of green space areas including parks, greenways, trails, byways, blue ways, conservation lands, natural areas, wildlife management areas, open space areas, and other similar spaces. The plan will be focused on open space, but will establish a regional, comprehensive framework to address housing and neighborhood land use, community health and wellness, alternative transportation and fuels, parks and greenways planning, resource conservation and environmental protection, workforce development and regional employment, social equity, and data mapping.

Developing a Greenprint will help our region to:• Connect where people live to the natural environment, employment, goods and services, and recreational activities;• Preserve and protect undeveloped land as open space to support future development of quality communities, agriculture, and environmentally sensitive lands;• Provide alternative transportation routes for pedestrians and bicyclists to connect people and low- income neighborhoods to job centers, bus routes, and needed goods and services;• Support the design and implementation of pedestrian- friendly communities that can reduce vehicular traffic and improve personal health and well-being;• Protect important landscapes that support outdoor recreation, such as wildlife viewing and fishing, as well as sustain quality drinking water sources;• Create opportunities to restore natural habitats and wetlands within the built environment;• Reduce public and private sector energy consumption;• Identify areas most appropriate for new communities; and• Enhance the economic vitality and quality of life of the overall community as a place to live, work and play in order to promote population and employment growth.

Regional Greenprint & Sustainability Plan


Greenprint & Sustainability Plan (Currently in Development)

We anticipate that this project will achieve the following short-terms outcomes:• Analysis of existing land use and conservation areas• Analysis of existing plans for land use and conservation areas• An objective data-based process for evaluation of potential land uses• Allowance for plan updates• Case-making for conservation-funding• Comparison of existing land uses to needs of current population and projected growth• Visualization of patterns and connections to assess green space connectivity and obstacles to connectivity• Identification of gaps in data• Identification of land to be protected and/or transformed as conservation lands and associated uses

Additionally, we believe that the mapping, report, and process will result in the following long-term results:

• A multi-jurisdictional alliance of public, private and non-profit groups and organizations demonstrating leadership on green space issues and collaborating to implement initiatives that will create a region-wide network of parks, trails, and natural areas• Improved visibility for important green space issues and collective action for promotion, advancement and advocacy of key issues• Improved, informed community decision-making regarding issues affecting green spaces• Increased public awareness of green space issues and benefits and support for green space initiatives• Increased collaboration among green space supporters and stakeholders to achieve common goals• Enlarged, enhanced, better connected green space and trail network• More equitable distribution of green space resources• Improved public accessibility to green spaces• Improved connectivity between people, neighborhoods, facilities and communities• Improved ability to attract/retain a quality workforce in the Mid-South area• Increased public, private and non-profit investment and funding for green space initiatives• Enhanced environmental quality including water quality, natural habitat, wildlife corridors, etc.• Improved recreational facilities and opportunities• Increased usage of green space facilities, and• Improved stewardship of natural spaces and resources



Key Recommendations:

1. Lamar Avenue/U.S. 78 Corridor Improvements2. Holmes Road Corridor Improvements3. Interstate 40/Interstate 55 Interchange Modifications4. Construction/Completion of I-69/I-2695. Third Mississippi River Bridge Crossing

Infrastructure Recommendations - Tennessee• Lamar Avenue/U.S. 78 Corridor Improvements• Holmes Road Corridor Improvements• Completion of I-69/I-269• Third Mississippi River Bridge Crossing• Improve Rail Access to Frank C. Pidgeon Industrial Park• I-55 and Crump Boulevard Interchange Modification.• Upgrade At I-55 And Mclemore Interchange And Access Road To President’s Island• SR 78 and Inland Port Highway Accessibility, Port of Cates Landing• Reconstruct I-240 and Airways Boulevard interchange• Complete East Shelby Drive intersection improvements: I-55 to Lamar Avenue• Plough Boulevard and Winchester Road Interchange design completion• Expansion of Millington Regional Jetport terminal building and construction of new hangers and storage hangers.• Widen US 72 (Poplar Avenue) between SR 57 to Shelby Drive from 2 to 5 lanes

Regional Freight Infrastructure Plan


Infrastructure Recommendations

• Widen US 72 (Poplar Avenue) between Shelby Drive to SR 196 from 2 to 4 lanes• Widen SR 57 (Poplar Avenue) between SR 385 to Tchulahoma Road from 2 to 4 lanes• Port of Cates Landing Access to CN• Upgrade Tennken Railroad excepted tracks and rehabilitation of tracks and bridges to support 286k load limits• Brownsville, TN Mega Site Rail Access• Widen Hacks Cross Road to 4 lanes• I-40/I-240 East Interchange Phase 2• I-240 Midtown Widening and Interchange Improvement• I-240 and Poplar Interchange Improvements

Infrastructure Recommendations - Mississippi• Lamar Avenue/U.S. 78 Corridor Improvements• Completion of I-69/I-269• Construction of I-22• Upgrade Mississippi Central Railroad to support 286,000-pound load limits Tunica Mega Site Rail Access

Infrastructure Recommendations - Arkansas• Interstate 40/Interstate 55 Interchange Modifications with an emphis on Regional Freight Infrastructure Third Mississippi River Bridge Crossing• Construction Of Rail Marshalling Yard And Rail Access To Port Of Helena• West Memphis Port Access to UP• West Memphis Airport 10 Year Capital Plan


Recommendations for Memphis Area InfrastructureTelecom and broadband


Contents


MAAG Region

Each county in the region has developed a Hazard Mitigation Plan. The plans are developed in coordination with the Tennessee Emergency Management Agency (TEMA) and the Federal Emergency Management Agency (FEMA) and are used to better prepare the residents of the area for any of the natural or man-made hazards that are identified as having the potential for widespread damage to people and property.

The following table depicts the various hazards that are addressed in the plans. This table also describes what methods were used to identify these hazards and lists some reasons for including these hazards in the mitigation plans.

These plans identify

hazards, establish goals and objectives,

and identify mitigation projects. These plans are developed with the input

of people representing un-incorporated areas

of the county and each municipality, including city, county, state and federal governmental

officials, department heads, people with

knowledge and expertise about the various

hazards identified, volunteers who work in

the area of emergency management, and community leaders.

Hazard Mitigation Plans


Hazard Mitigation Goals

Shelby County Goals:

Goal 1: Protect the lives and health of citizens from the effects of natural and man-made hazards.

Goal 2: Minimize future loss from all hazardous incidents by reducing the vulnerability of public and private property.

Goal 3: Encourage public and commitment to hazard mitigation, by communication mitigation benefits.

Goal 4: Strive to protect business and industry by reducing there economic vulnerability.

Goal 5: Acquire vulnerable properties to prevent future losses.

Tipton County Goals

Goal #1 – Protect public health, safety and welfare by increasing the public awareness of existing hazards and by fostering both individual and public responsibility in mitigating risks due to those hazards.

Goal #2 – Reduce loss of life and property from future flooding events inTipton County.

Goal #3 – Reduce the repeated flooding of the transportation infrastructures inthe County.

Goal #4 – Improve the County’s Technical Capability by using the existing Geographic Information System (GIS) in conjunction with HAZUS-MH to generate natural hazards information for the County and Municipalities.

Goal #5 – Minimize losses to existing and future structures within hazard areas.

Goal #6 – To reduce loss of life and property from future tornado events in Tipton County.


MAAG Region

Goal #7 – To reduce loss of life and property from future earthquake events inTipton County.

Goal #8 – Reduce the risk of failure and/or structural damage to the transportation infrastructure in the event of an earthquake occurring in Tipton County

Goal #9 – Reduce the risk associated with inclement winter weather by developing a efficient clean-up plan

Lauderdale County Goals and Objectives

Statement of Goals:

1. Provide the residents of Lauderdale County a safe environment through minimum exposure to the risk of natural hazards. 2. Protect and properly manage the community’s identified flood plains. 3. Promote public awareness of natural hazards and individual activities that can lessen exposure to those hazards.

Statement of Objectives

1. Identify, implement, and annually evaluate a hazard mitigation planning process to eliminating risk associated with natural and technical hazards.

2. Continue as a program participant in good standing with the NFIP through the enforcement of local codes and regulations and the mitigation of past violations.

3. Create an ongoing, community-wide, public information program targeting earthquake and flood preparedness.




Fayette County Goals

I. Severe Winter Storms/Tornadoes/Severe Thunderstorms/Windstorms

1. Advocate educational programs to alert citizens of the importance of having NOAA weather radios. 2. Improve efficiency of the Global Connect Emergency Notification Calls System 3. Continue improvement on sending warning messages via NOAA weather radios used in conjunction with a special receiver 4. Obtain early warning sirens for Piperton and Rossville 5. Continue training weather spotters across the county, especially in smaller jurisdictions 6. Develop SOPs to be activated when these types of events occur. EMA to work with local agencies such as Fayette Cares and Red Cross 7. Acquire emergency generators 8. Encourage utility companies to cut back, clean up, and maintain power line and road right-of-ways 9. Offer Community Emergency Response Team (CERT) classes to community 10. Safe rooms built in new or existing homes 11. Community shelters at fire stations, public buildings, schools, and/or available churches with basements 12. Public accountability program that have designated people check on their neighbors 13. Homes and businesses to have disaster and first aid kits that contain supplies for three people for three days 14. Install underground electric lines to new housing developments/subdivisions 15. Initiate and enforce building codes, if they aren’t already in place 16. Cut trees close to houses 17. Have a list of available generators for use during times of disasters 18. Conduct educational programs on the safe use of generators 19. Education of public on safe practices and preparation for severe weather 20. Flagging or marking system to identify houses/buildings that have been checked out when a disaster occurs 21. Alternative housing identified for those displaced as a result of disaster events 22. Heavy duty equipment to clear road and power line right-of-ways 23. Alternative communication center

II. Earthquakes

1. Advocate for new construction of schools and public buildings to include reinforced safe rooms and hallways 2. Have a disaster and first aid kit that has supplies for three people for three days available in every home and business


MAAG Region

3. Identify and have listed gas line cutoffs in the county 4. Have an evacuation plan in place 5. Initiate a system of building codes, permits, and inspections, if not already in effect 6. Continue to educate the public about the possibility of earthquakes, what to expect if an earthquake happens in this county, and how to prepare for such a disaster 7. Alternate water source 8. Alternate communication center

III. Flooding

1. Possible ‘buy out’ of homes in flood prone areas 2. Continue to encourage City of Braden to participate in NFIP 3. Keep ditches clear 4. Elevate level of roads and install larger culverts on roads subject to flooding 5. Do not allow building construction in flood zones 6. Post additional high water signs to identify areas on roads subject to flooding 7. Have a plan for alternate routes around flood areas 8. Keep storm drains clear 9. Alternative communication center

IV. Technological Hazards

1. Collect and monitor Tier II reports 2. Update the BEOP and input data into CAMEO 3. Develop a level I HAZMAT Response Team 4. Have evacuation and detour plans in place 5. Develop training and obtain equipment to handle hazards 6. Need first aid training in handling of hazardous materials 7. Evacuation shelters to be identified for use in emergencies 8. Educate the public on how to deal with hazardous material events 9. Alternative housing identified for those displaced as a result of disaster events 10. Some type of warning system to be initiated 11. Alternative communications center




V. Droughts

1. Develop public awareness of water conservation methods 2. Develop SOPs for activation in the event of an impending drought 3. Have a plan in place to reduce water use 4. Affected people to have an alternate water source available for livestock and dry hydrants when a severe drought occurs 5. Clean out ponds that are filling up with sediment 6. Need more training on response to droughts 7. Issue no burn permits during droughts 8. Announcements and enforcement of times of NO BURNING

VI. Terrorist Events

1. Have a surveillance system for critical buildings 2. Evacuation and detour plans in place 3. More awareness and education 4. Need more security 5. Need more training on response to terrorist 6. Have more awareness of standard operating procedures for handling bomb threats 7. The public to be made aware of the need for being more cognizant of what is going on around them 8. Flagging and marking system to be put in place to identify houses/buildings that had been checked when a disaster occurs 9. People to pay attention to their surroundings and to get involved when they recognize something out of the ordinary 10. Alternative communication center

VII. All Hazards

1. Continue to educate the public and first responders about hazards and hazard mitigation 2. Make readily available, and distribute literature to inform citizens and companies about how to easily and inexpensively mitigate known hazards, especially non-structural mitigation activities for existing buildings 3. Continue to participate in locally and nationally recognized awareness programs 4. Continue to review both new and existing buildings and infrastructure for code compliance, hazard risk, and retrofitting to reduce/eliminate the adverse effects of the hazards


INCITE Co-Investment Fund

Program Overview

1.What is the INCITE Co-Investment Fund?The Tennessee Department of Economic and Community Development (“ECD”) is creating the INCITE (Innovation,Commercialization, Investment, Technology and Entrepreneurship) Co-Investment Fund (the “Fund”) using $29.7 million of federal funding Tennessee was awarded under the State Small Business Credit Initiative (“SSBCI”). The Fund’s design has been approved by the U.S. Department of Treasury, who administers the SSBCI program. The purpose of the Fund is to increase access to seed-, early- and expansion-stage capital for Tennessee businesses. The Fund is designed to be selfsustaining and to complement Tennessee’s existing capital access initiatives.

2. What is the State Small Business Credit Initiative?SSBCI is a $1.5 billion federal program administered by the U.S. Department of Treasury to strengthen state programs that provide access to capital. SSBCI is expected to spur up to $15 billion in new lending to small businesses and small manufacturers. SSBCI allows states, territories and eligible municipalities to create new or build upon existing state smallbusiness financing programs, including capital access programs, collateral support programs, loan participation programs, loan guarantee programs and venture capital programs.

3. What are the goals of the Fund?The goals of the Fund are:

• Create and retain high-quality jobs in Tennessee;• Provide Tennessee companies access to additional seed-, early-, and expansion-stage venture capital, in part by attracting and leveraging significant private capital investment;• Accelerate technology commercialization from Tennessee research institutions to Tennessee companies; • Minimize administrative costs and maximize funding to Tennessee companies.

State Programs


Contents

4. How does the Fund work?The Fund will be set up to maximize eligibility and will not target specific investors, companies, or industry sectors. Any person or entity meeting the criteria of an approved investor (“Approved Investor”) will be eligible to apply for Co-Investment funding for any qualified investment (“Qualified Investment”). The amount of Co-Investment funding available for a specific transaction is discussed below. Proceeds from the liquidation of securities from Qualified Investments held by Tennessee Technology Development Corporation (“TTDC”) will be allocated among and distributed to TTDC and Approved Investors. The Fund’s share of these proceeds will be reinvested into the program until December 31, 2016.

5. How does the Fund differ from TNInvestco?The ultimate goal of both programs is to expand access to capital for high-potential, high-growth companies in Tennessee. However, the Fund will function differently than the TNInvestco Program. Under the Fund, any investor that meets the Approved Investor criteria and submits a Qualified Investment will be eligible to take advantage of the program on a first come, first served basis. The Fund is funded by federal funds from the SSBCI managed by the U.S. Department of Treasury. Under the TNInvestco Program, ten firms were selected and seeded to make direct investments in Tennessee companies. The TNInvestco Program is funded by state funds.

6. Who administers the Fund?TTDC is administering the Fund on behalf of ECD.


MAAG Region

TOuRISM

AGRICulTuRE

HI-TECH

SCIEnCES

HEAlTH &

wEllnESS

The following section identifies some of the Partners and Industry Drivers that MAAG has identified as future or current stakeholders in the the CEDS effort and economic development for the region.

This does not represent a comprehensive list of all stakeholders in the region, but rather a starting point from which MAAG can work towards expanding its network to incorporate more agencies and organizations into its endeavors.

Partners | Industry Drivers


EnERGy&REnEwAblES

CREATIvEInDuSTRIES

EDuCATIOn

MAnuFACTuRInG

OTHER


Training Providers

Baptist Memorial Hospital College of Health SciencesBridgesCareer Academy National Career Readiness Certificate, CRC - Fayette CountyNational Career Readiness Certificate, CRC - Shelby CountyNational Career Readiness Certificate, CRC - Tipton CountyChristian Brothers University Concorde Career College Crichton College Daycare Personnel Training Services LLC DeVry University-Tennessee Employment Solutions LLC Harding Univ Grad School of Religion Health-Tech Institute of Memphis High-Tech InstituteHigh-Tech Institute-Memphis Institute of Allied Health and Commerce Itt Technical Institute, Memphis Jett Barber College Last Minute Cuts School of Barbering and Cosmetology Lemoyne-Owen College Lowenstein House Mason Academy of Cosmetology Massage Institute of Memphis Memphis Academy of Barbering Memphis City Schools Memphis College of Art Memphis Institute of Barbering, INC. Memphis Theological Seminary Memphis Urban League, INC. Methodist Hospital Mid-south Community College National Educational Training Centers, LLC New Directions Hair Academy-The Beauty Institute New Horizons Computer Learning Center - Memphis New Wave Hair Academy Omni Adult Training Center Personal and Career Development

workforce Development


Workforce Development

Plaza Beauty School PrivateFirst Class Driving Academy Pro Way Hair School Pyramid Beauty and Barber School Remington College - Memphis Rhodes College Roadmaster Drivers School of West Memphis, INC Shelby County Schools Southern College of Optometry Southern Institute of Cosmetology Southwest Tennessee Community College Supplemental Services, INC. of Tennessee Swift Driving Academy Swift Professional Driving Academy Techskills - MemphisTenn Technology Center at Covington Tenn Technology Center at Memphis Tennessee Academy of Cosmetology The University of Memphis The Work Place, INC / Bridges, INC Tipton County Schools United Cerebral Palsy - Memphis Works University of Phoenix-Memphis Campus University of Tennessee at Memphis Vatterott College Vatterott College - Memphis Visible School-Music and Worships Arts College William Moore School of Technology


Schools

MEMPHIS CITY SCHOOLSSHELBY COUNTY SCHOOLS

CHARTER SCHOOLSCharter schools are independent public schools of choice. They control their own budget, curriculum, and staffing. Memphis’ charter schools maximize students’ potential by focusing on specific areas of academic interests and employing creative learning techniques. Charter programs prepare children for college by learning how to function productively in a global and technologically advanced society.

Circles Of Success Learning Academy (Cosla)City University Boys Preparatory AcademyCity University School Of Liberal ArtsFreedom Preparatory AcademyKipp Diamond AcademyKipp Memphis Collegiate High SchoolKipp Memphis Collegiate Middle SchoolMemphis Academy Of Health SciencesMemphis Academy Of Science And Engineering (Mase)Memphis Business AcademyMemphis College Preparatory Elementary SchoolMemphis School Of ExcellenceNew Consortium Of Law And Business (Memphis)New Consortium Of Law And Business (Shelby County)Omni Prep Academy - North Pointe Lower SchoolOmni Prep Academy - North Pointe MiddlePower Center AcademyPromise AcademySoulsville Charter SchoolSouthern Avenue Charter School Of Academic Excellence And Creative ArtsStar AcademyVeritas College Preparatory Charter School

workforce Development


Workforce/Community Development

PRIVATE SCHOOLSThere are more than 35 SACS-accredited private and parochial schools in the Memphis area. These schools have a combined enrollment of over 15,000. Covering pre-school through high school education, they offer a range of programs for all kinds of learning styles, many featuring alternative teaching methods. All stress outstanding academic standards.

Bornblum Solomon SchechterBriarcrest Christian SchoolsCentral Day SchoolChrist Methodist Day SchoolChrist The King Lutheran SchoolChrist The Rock Christian AcademyEvangelical Christian SchoolFayette AcademyFirst Assembly Christian SchoolGrace-St. Luke’s Episcopal SchoolHarding AcademyHutchison SchoolImmanuel Lutheran SchoolLamplighter Montessori SchoolLausanne Collegiate SchoolMacon Road Baptist SchoolMargolin Hebrew Academy - Feinstone Yeshiva Of The SouthMaria Montessori SchoolMemphis Junior AcademyMemphis University SchoolNew Hope Christian AcademyPresbyterian Day SchoolRossville Christian AcademySt. George’s Independent School, GermantownSt. George’s Independent School, MemphisSt. George’s Independent School, ColliervilleSt. Mary’s Episcopal SchoolSbec (Southern Baptist Educational Center)Tipton-Rosemark AcademyWest Memphis Christian SchoolWestminster AcademyWoodland Presbyterian School


SPECIAL EDUCATION SCHOOLS

The Bodine SchoolMadonna Learning CenterMemphis Oral School For The DeafPhoenix School For Creative LearningShady Oaks School

CATHOLIC SCHOOLSThe Catholic Diocese of Memphis administers 25 schools in the Memphis area, serving preK to 12th grade students. Tuition for Catholic diocese schools does not include individual school fees. Some schools offer family discounts and scholarships. An asterisk (*) indicates a private, non-diocesan school that sets its own tuition.

Catholic Diocese Of MemphisBishop Byrne Middle And High SchoolChristian Brothers High SchoolDe La Salle Elementary At Blessed SacramentHoly Names ElementaryHoly Rosary SchoolImmaculate Conception Cathedral Schools *Immaculate Conception High SchoolIncarnation Elementary SchoolLittle Flower SchoolMemphis Catholic Middle And High SchoolOur Lady Of Perpetual Help SchoolOur Lady Of Sorrows SchoolResurrection Catholic SchoolSt. Agnes Academy/St. Dominic School *St. Ann School - BartlettSt. Anne Catholic SchoolSt. Augustine SchoolSt. Benedict At Auburndale *St. Francis Of Assisi Elementary SchoolSt. John School

Schoolsworkforce Development


St. Joseph SchoolSt. Louis SchoolSt. Michael Parish SchoolSt. Patrick SchoolSt. Paul School

Workforce/Community Development


Greater Memphis Chamber

Agency Overview

VisionOur vision is for the Greater Memphis Area to be globally recognized as a community with an exceptional quality of life, in which diverse citizens flourish in an environment of acceptance and economic prosperity.

The Greater Memphis Chamber exists to improve our quality of life by consistently strengthening our quality of place.

They are a diverse organization of civic, community, business and professional leaders – whose collective mission is:

Economic Development:To strengthen our area’s existing business and to serve as a catalyst for new commerce and economic development.

Community Development:To foster partnerships that build a qualified workforce linked to targeted industry, efficient infrastructure and an environment that stimulates growth.

Member Development:To accelerate our members’ growth and success by connecting people, programs and resources.


Organizational Overview

The Greater Memphis Chamber has several specialized business councils to focus on the growth of specific sectors that help grow the overall Memphis economy. The purpose of these councils is to carry out the overall mission of the Chamber, with a focus on a specific sector.

• America’s Aerotropolis

• Business Continuity Council (MemphisFirst)

• Chamber Ambassadors

• Construction Professionals

• Environmental Council

• International Business Council

• Public Policy Committee

• Regional Economic Devleopment Council

• Regional Logistics Council

• Small Business Council


Downtown Memphis Commission

Agency Overview

The Downtown Memphis Commission (DMC), formerly known as the Center City Commission, is the organization charged with advancing Memphis and Shelby County by making Downtown Memphis a better place to work, live, learn, invest and visit. The DMC is an independent development agency that is not funded by City or County taxes. The DMC is primarily funded by a special assessment on commercial properties in the Central Business Improvement District (CBID), the area referred to as Downtown Memphis, and fees paid by private Downtown developers. All of Memphis and Shelby County benefit from the work done by the DMC, but citizens and property owners outside of Downtown do not contribute to the DMC’s operations or incentives.

The DMC’s aim is to attract more people to Memphis and Shelby County with a vibrant Downtown that is densely populated, authentic, mixed-use, walkable, clean, safe and fun. The City of Memphis and Shelby County governments established the Downtown Memphis Commission to capitalize on Downtown’s role as the economic, cultural, and governmental heart of the city and county. The DMC is the official partnership between local government and the private business community in Downtown’s development.


Visi

on


Memphis Bioworks

Agency Overview

The mid-November groundbreaking for Memphis Specialty Laboratory is a major step forward by Memphis Bioworks Foundation toward its goal of building a unique biomedical economy for Memphis and Shelby County.

It’s a success story that’s a major chapter in the history of Memphis Fast Forward.

At a time when dozens of cities were announcing bioscience initiatives that have since evaporated, Memphis Bioworks Foundation, with the help of Battelle Technology Partnership Practice, identified a unique niche that guaranteed Memphis a foothold in this growth sector of the economy.

In its 10-year history, the Bioworks project has attracted more than $100 million in investments in the research park that lies at the heart of its plans. Funding has come from Memphis Fast Forward, Plough Foundation, Baptist Memorial Healthcare Corporation, Methodist Healthcare, First Tennessee Bank, AutoZone, State of Tennessee, City of Memphis Government, Shelby County Government, and others.

The $21 million Memphis Specialty Laboratory’s 26,000 square feet become the crucial cornerstone for the UT-Baptist Research Park, a world-class center for economic development and entrepreneurship in the biosciences. Specifically, it achieves the foundation’s vision of Memphis as America’s premier orthopedic, musculoskeletal, spinal, and neurological implant center.

The biomedical sector has quietly been a key part of the regional economy, but the work of Memphis Bioworks Foundation will ramp it to the next level. The UT-Baptist Research Park is one of the few in the nation in a major city’s urban center, and it is a major anchor for the Midtown Medical Center.


Memphis Bioworks

Best of all, the Specialty Laboratory will keep $3-5 million here at home, money now being spent for biomedical research in laboratories outside of Memphis. But it’s more than just about the money, because when we keep research here, we broaden the foundation of work and experience here that can attract other research to our community.

Construction of Memphis Specialty Laboratory will take 14-16 months, and when completed, it will house 14 laboratories with special designs for the testing and potential commercialization work that is needed for U.S. Food and Drug Administration approval. The building will be a model of “green” construction, with a green roof for lunchtime activities and special events, light pollution reduction, heat island mitigation, and other sustainable features.

In keeping with the focus of Memphis Fast Forward on game changers, Memphis Specialty Laboratory is creating momentum for the research park, attracting new tenants, bringing new technologies to our community, expanding health care research, and retaining local spending.

Memphis Bioworks Foundation has been building brick by brick a best-in-class organization with:

• A charter school focusing on math and science for low- income students• Broad-based support for the $500 million research park which will create 9,000 jobs• New postsecondary programs in biosciences and technology• 45,000-square foot bioscience incubator for science and technology companies• Alignment of public and private support for economic development opportunities in biosciences and technology


Workforce Investment Network

Agency Overview

The Workforce Investment Network (WIN) is a community resource that prepares job seekers for jobs and helps connect them with employment opportunities in Memphis, Shelby County, and Fayette County. We identify and pre-screen qualified talent for local businesses, and in some instances provide grants to employers to help defray the cost of training their workforce. We provide job seekers with a variety of services, such as assessments, resume develoment, job search assistance, and when a job seeker is suitable and eligible we help fund the job skills training needed to find and keep a good job. Working together, we can make a difference—for our residents, for our businesses, for our community.

WIN was created in 2000 as a result of the passage of the Workforce Investment Act of 1998. WIN works in partnership with other agencies and operates a one-stop center that integrates the resources and activities of several federal programs, including Unemployment Insurance, Job Service, Veteran Services, Adult Basic Education, Vocational Rehabilitation, and the Department of Human Services. By fusing these programs into one focused workforce development service location, WIN is able to refer individuals to appropriate support services, to prepare and find jobs for job seekers, and to source qualified talent for industry, thereby creating success for the entire community.

Since opening our doors in 2000, WIN has helped nearly 28,000 individuals in Memphis, Shelby County and Fayette County receive the services and training needed to secure better jobs. We believe that what we accomplish is just as important as how it is accomplished. We’re committed to achieving measurable results, while remaining excellent stewards of the Workforce Investment Act funds that allow us to operate.

EQUIPPING PEOPLE.

GROWING BUSINESSES.

STRENGTHENING COMMUNITY.


Workforce Investment Network

WIN by the Numbers

In 2010, WIN:

• Served 3,012 disadvantaged adults, 277 dislocated workers, and 1,313 youth

• Provided workforce training to 2,809 participants through 48 different training and service providers

• Helped 3,389 applicants gain a national Career Readiness Certificate, an important industry job credential

Current Initiatives:

• WIN is partnering with three major employers, providing $75,000 in Incumbent Worker Training funds to help improve and update their employees’ job skills, thereby avoiding a potential lay-off.

• WIN Is partnering with several other employers, providing over $300,000 in On-the-Job Training (OJT) funds to help defray the cost of training new and existing employees in skills that will help them to excell in the workplace.

• WIN is leading the “Made in Memphis” initiative - surveying local area advanced manufacturers about the skills necessary for individuals to succeed in their work environments, and sharing that information with area training providers so they can develop and offer training to create a skilled workforce responsive to industry needs.


Emerge Memphis

Agency Overview

Emerge Memphis is a non-profit economic development initiative that provides business support services to Mid-South startup companies and entrepreneurs coupled with flexible space options to provide the proper context for rapid startup growth.

Purpose

EmergeMemphis provides services and support for fast growing start-up businesses, emerging growth firms, and small businesses whose success may be significant to the growth of the local economic base. They select clients with the fundamentals necessary for long-term growth and success.

Organization Breakdown

• Entrepreneurial and economic development non-profit (501c3) providing assistance to Memphis area entrepreneurs and their startups.

• General-purpose business incubator with emphasis on innovation, service, technology women and minority owned startups.

• Provider of business strategy coaching training, education, and leadership development for startups, growing small businesses, and entrepreneurs.

• Flexible office space solution for growth oriented entrepreneurs.


Emerge Memphis

Key Goals and Objectives:

• Rapidly grow successful entrepreneurial companies

• Produce financially viable / freestanding firms that remain in the local area

• Commercialize new technology

• Leverage experience of on-site consultants

• Flexible arrangements for space and shared office services

• Management consulting

• Access to local firms and business leaders

• Create jobs

• Keep innovative companies in Memphis

• Enhance economic diversification


Greater Memphis Accelerator Consortium

Agency Overview

On November 3, 2011 Tennessee Governor Bill Haslam and Economic and Community Development Commissioner Bill Hagerty announced that the Greater Memphis Accelerator Consortium would be established as one of nine new entrepreneurial projects in each Tennessee Economic Development District. The Accelerator Consortium is a unique collaborative project supported by twenty-five entrepreneurial service providers, economic development entities, institutions of higher education and government entities serving Fayette, Lauderdale, Shelby and Tipton counties in southwest Tennessee.

The Greater Memphis Accelerator Consortium assists entrepreneurs and potential entrepreneurs to establish and grow new business enterprises through intensive mentorship-driven programs targeting new business development in locally strong business sectors, including technology- based businesses, medical device and biotechnology businesses, and the emerging field of biobased products. Specific projects and services will include:

Seed HatcheryA mentorship-driven early stage investment program for general innovation and information technology startups. A selected group of start-up companies will participate in an intensive 90-day program to launch their business enterprises.

ZeroTo510A unique, medical device-focused accelerator, focused on a key regional strength of Memphis: biomedical device research and manufacturing. The goal of ZeroTo510 is to help medical device startups to achieve the Food and Drug Administration’s 510(k) premarket notification filing.


Greater Memphis Accelerator Consortium

Startup Mentor NetworkStartups that are part of a support network have a much greater probability to succeed. To ensure that all startups in the Memphis Accelerator Region have access to world-class mentors and programming, the Consortium provides a network of qualified startup mentors. This network of mentors is centrally administered and offers a wealth of experience in various startup areas. Mentors will be available to aspiring and new entrepreneurs, and to existing startup companies.

Entrepreneurship OutreachTo support and augment the reach of the accelerator programs a concerted outreach effort will be launched to recruit suitable participants for the program. A key area of recruitment focus will be to attract minority and women-owned businesses, as well as entrepreneurs in rural communities. These efforts will ensure that these underrepresented populations are given the opportunity to participate in the proposed entrepreneurial programs.

PartnersBartlett Area Chamber of Commerce, City of Covington, City of Memphis, City of Ripley, City of Collierville, City of Germantown, Covington/Tipton Chamber of Commerce, Dyersburg State Community College/Jimmy Naifeh Center, EmergeMemphis, Fayette County Government, Greater Memphis Chamber of Commerce, The Growth Coach, HTL Advantage, Innova Memphis, Lauderdale County Government, Launch Memphis, Memphis Area Association of Governments, Memphis Bioworks Foundation, MemphisED, Memphis Research Consortium, The MMBC Continuum, Seed Hatchery, Shelby County Government, Shelby County Chambers of Commerce Alliance, Solidus, Tipton County, Germantown Chamber of Commerce, Collierville Chamber of Commerce, The University of Memphis FedEx Institute of Technology, and The University of Tennessee Research Foundation.


Community LIFT (Leveraging Investments for Transformation)

Mission Statement

Community L.I.F.T.’s mission is to revitalize neighborhoods through strategic investments in the areas of human capacity-building, and economic and community development that results in sustainable thriving communities.

Community L.I.F.T., Corp also known as LIFT, emerged in Memphis, TN to accomplish several goals, namely to:

• Revitalize Distressed Neighborhoods• Build the Human Capacity of those in Distressed Neighborhoods• Improve Economic and Residential Vitality in Distressed Neighborhoods• Improve Quality of Life of Citizens

Company Summary

Community L.I.F.T., Corp is a local community development intermediary. Intermediaries, such as LIFT, play a pivotal role in linking citywide institutions often they connect and bring in foundations, corporations, government, banks and nonprofits for comprehensive community revitalization.

Intermediaries perform four vital functions: (1) mobilization of capital in the form of grants and loans – including project and operating support and development financing; (2) provision of technical assistance in financial packaging, project development, and local institution building; (3) providing a neutral third party that promotes quality standards and brings increased outcome drivenaccountability; and (4) legitimization of community development organizations, enhancing perceived technical competence and reducing risk to both public and private sector funders.

1

The Board of Directors Chairman: Mr. Archie Willis, President of Community Capital Vice Chairman: Mr. Robert Fockler, President of Community Foundation Secretary: Ms. Shante Avant, Director of Grants & Programs, Women’s Foundation Treasurer: Jay Cofield, Vice President Global Revenue, Federal Express Dr. Kenneth Robinson, Executive Director of The Works CDC Mr. Mike Frick, President Memphis Bank of America Ms. Maura Sullivan, Deputy Chief Administrative Officer of City of Memphis Mr. Josh Poag, President of Poag & McEwen Mr. Robert Montague, Executive Director of Binghampton Development Corp. Ms. Michelle Fowlkes, Executive Director of Shelby County Crime Commission Mr. Herman Strickland, Sr. Vice President & Manger of Diversity Banking, First Tennessee Mr. R.J. Stidham, Team Leader, HUD College of Experts Mr. Tyrone Burroughs, President of First Choice Sales & Merchandising Company Ms. Emily Trenholm, Executive Director of Community Development Council is a nonvoting member of the body.

21st Century Comprehensive Neighborhood-Level Community & Economic Development

Contact:Contact:Contact:Contact: Eric RobertsonEric RobertsonEric RobertsonEric Robertson

41 Union Avenue, Suite 20041 Union Avenue, Suite 20041 Union Avenue, Suite 20041 Union Avenue, Suite 200 901.515.7058901.515.7058901.515.7058901.515.7058

[email protected]@[email protected]@communitylift.org


Community LIFT

Activities and Services

Through a comprehensive planning process it was determined that five objectives were paramount.

1. Build the capacity of Memphis’ local community development corporation (CDC) industry to increase the amount of safe, decent low-income and affordable housing

2. Increase access to human capacity-building and social services targeted to the particular needs of the residents within a given neighborhood

3. Develop neighborhood-level economic development strategies to address unemployment to eliminate commercial blight and return needed goods and services

4. Improve the built environment by implementing comprehensive neighborhood plans that address neighborhood cleanliness, problem properties, blight removal, recreation, urban design, walkability and land use

5. Connect and engage local and national foundations, corporations, and banks to the redevelopment of Memphis’ large number of distressed neighborhoods


The Memphis Office of Resources and Enterprise

Agency Overview

Priorities

1. Create safe and vibrant neighborhoods

2. Grow prosperity and opportunity for all

3. Invest in our young people

4. Advance a culture of excellence in government

City of Choice Strategic Imperative: Grow Minority Business and Wealth Creation

Work Objectives

• Set coordinated strategy for City agenda relating to minority and women-owned business development• Facilitate coordination and collaboration among city and community stakeholders• Work with Memphis Business Diversity Oversight Commission (MBDOC) to review City purchases and develop procurement goals based on opportunities for SMWBEs • Maintain database of viable local SMWBEs to match them with City procurement opportunities • Drive increased community support resources for SMWBE growth that match City procurement goals• Regularly communicate information, progress and achievements to partners and general public.

Goals

• Identify, facilitate and communicate purchasing and partnering opportunities with minority businesses.• Grow the pool of minority and women-owned businesses offering high quality products and services.• Increase community prosperity, purchasing power, and quality of life.

Connecting Businesses Resources

& Opportunities to make Memphis a

“City of Choice” for All


Rural Planning Organizations (TDOT-Long Range Planning Division)

Organizational Overview

The Tennessee Department of Transportation (TDOT), in partnership with the state’s nine regional development organizations, formed 12 Rural Planning Organizations (RPOs) in late 2005 to complement the existing 11 Metropolitan Planning Organizations (MPOs). Prompted by the January 2003 federal rules on rural consultation, the state established these entities to serve as a formal mechanism to gather local official input for statewide and regional plans. The state structured the RPOs based on the MPO model.

The RPO is responsible for the coordination of the long range transportation planning process in the state’s 12 RPOs as set forth in TDOT’s Long Range Transportation Plan. (To view the plan visit the TDOT website: www.tdot.state.tn.us/longrange/rpo/)

The West Tennessee RPO is made up of three counties including Lauderdale County, Tipton County, and Fayette County. The four westernmost miles of Fayette County are included within the Memphis Urban Area Metropolitan Planning Organization (MPO) Boundary.

The purpose of the RPOs is to:

1. Involve local and regional officials in multi-modal transportation planning through a structured process

2. Review long-term needs as well as short-term funding priorities

3. Make recommendations to TDOT based on the needs and priorities

The goal is to ensure quality, competence, and fairness in the transportation decision making process.


RPO

Each RPO must adopt organizational bylaws, operate an executive board and technical committees, and provide proactive input to the TDOT on transportation investments based on land use and strategic planning efforts.

While the Tennessee Department of Transportation is still ultimately responsible for statewide transportation planning, the RPO process is intended to serve as the primary tool to increase local input and to pursue a more comprehensive approach to multi-modal planning in the state.


Shelby County Chambers of Commerce Alliance

MISSION

To serve as a voice for business regarding legislation and policy that affect business efficiency and profitability. Seek solutions to complex issues by working closely with elected officials and governmental agencies. Serve as a forum where elected officials and governmental agencies can meet with business leaders to discuss and address pertinent issues.

We envision leading our community to:

• Retain and expand current business and economic growth and stability• Grow both the number and quality of new employment opportunities• Work to improve our quality of life assets drawing new economic growth to our communities

The Shelby County Chambers Alliance serves as an advisory body for each participating chamber of commerce on legislative and policy issues that affect the business community along the TN 385/I-269 Corridor of Shelby County. It is comprised of business people who are concerned with the impact that legislation and bureaucracy can have on the general business climate as well as specific industries. The ALLIANCE is concerned with infrastructure needs, such as roads, communications, utilities, water, rail & air transport and any other issues that have a direct impact on the efficiency of doing business in a competitive environment.

The Membership of the ALLIANCE is a consortium of suburban chambers of commerce in Shelby County. Participation in the ALLIANCE is a voluntary decision by the governing bodies of each suburban chamber of commerce in Shelby County. The ALLIANCE is comprised of business people who are members of the participating chambers of commerce and meet the criteria established by their respective chamber. By identifying and prioritizing needs we can implement processes to address and overcome those needs.


The structure of the Shelby County Chambers Alliance is governed by an Advisory Board composed of representatives selected by the participating chambers of commerce. The Advisory Board is comprised of an Executive Committee that is the only voting body of the Alliance. The Committee has one Vice-Chair per participating chamber of commerce. Each chamber is responsible for selecting a Vice-Chair to represent their organization on the Executive Committee. Any actions taken by the Alliance must be approved by a unanimous vote of the Executive Committee.


MAAG Region

Title Page

Suggestd Projects and Projected Impacts


Contents


Fayette County

Goals, Objectives & Strategic Action Steps

Planning and Infrastructure Development

GOAL : TO PLAN TO GROW AND GROW INTO OUR PLANSOBJECTIVE 1: Identify and assess infrastructure needs Strategic Action Steps:

• Update infrastructure inventory• Continue to monitor and identify utilities• Survey business/government for current/future needs

1. New Water Tank 2. Water & Sewer 3. Sewer

• Seek funding for Broadband county wide• Finalize Master Plan for Oakland• Finalize Master Plan for Fayette County

OBJECTIVE 2: Fully utilize federal stimulus dollarsStrategic Action Steps:

• Bridge Rossville – Intermodal related• Sewer Somerville – Phase II Rehab


GOAL : ENCOURAGE A VIBRANT AND PROGRESSIVE COMMUNITY THAT OFFERS A CARING AND COOPERATIVE ENVIRONMENTObjective 1: Ensure adequate affordable housing for all citizensStrategic Action Steps:

• Conduct ongoing assessment of availability and encourage redevelopment where necessary

Objective 2: Expand current public library Strategic Action Steps:

• Expand current location • Open a satellite facility

Objective 3: Support local arts endeavorsStrategic Action Steps:

• Assist with arts and culture events and festivals throughout the county

Objective 4: Educate municipality leadership about grants.Strategic Action Steps:

• Communicate with JECDB







Goals, Objectives and Strategic Action Steps

Objective 5: Start/Enhance County ParksStrategic Action Steps:

• Update County goals for parks• Seek out funding for park projects

Objective 6: Recruit Additional Primary CareStrategic Action Steps:

• Evaluate Community Need

Leadership Development

GOAL : ENCOURAGE COMMUNITY INVOLVEMENT BY PROVIDING AN OPPORTUNITY FOR CITIZENS TO LEARN THE RURAL HERITAGE AND CURRENT GOVERNMENT STRATEGIESObjective: Encourage active participation in leadership positionsStrategic Action Steps:

• Continue adult leadership education• Establish a youth leadership program• Encourage elected officials and government employees to complete MTAS/CTAS training• Encourage economic development training for Mayors - CEDS

Economic Development

GOAL : CREATE AN ATMOSPHERE CONDUCIVE TO PROGRESSIVE GROWTHObjective 1: Promote existing industry, business retention and expansion, and economic development in Fayette CountyStrategic Action Steps:

• Continue quarterly round table• Provide current, needed information to facility and HR managers

Objective 2: Recruit new industry and businesses Strategic Action Steps:

• Provide tools and incentives for new industry• Use existing industry to identify potential prospects• Promote land and buildings available for industrial use• Promote Intermodal and Megasite to recruit new business

Objective 3: Recruit and retain small businessStrategic Action Steps:

• Maintain and enhance the website to promote local businesses


Fayette County

• Offer seminars pertinent to issues affecting the success of small business • Utilize BERO & TSBDC for new and existing small business counseling• Continue monthly business luncheon

Objective 4: Promote local farmers and identify opportunities for developmentStrategic Action Steps:

• Promote local agricultural events• Encourage the utilization of the new farmer’s market for agriculture and/ or civic organizations• Continue county-wide “Farm Day” for 5th graders• Encourage participation in 4-H

Objective 5: Promote local attractions and identify opportunities for developmentStrategic Action Steps:

• Continue Promotion of existing cultural and civic events 1. Fayette County Cotton Festival 2. Heritage Festival 3. International Bird Dog Field Trial Championship 4. Gallaway Day 5. Oakland in October• Utilize LaGrange Cultural Foundation to obtain funding for arts and cultural projects • Open a railroad museum• Identify driving tour route of Fayette Co. and obtain funding

Education and Workforce Development

GOAL : PREPARE CITIZENS TO FULFILL THEIR MAXIMUM POTENTIAL AND MEET THE EXISTING FUTURE DEMANDS OF THE WORKPLACE

Objective 1: Design an appropriate curriculum at local institutions to prepare qualified workersStrategic Action Steps:

• Work with WIN• Establish an Education Coalition

Objective 2: Encourage employers and employees to make use of the Career Readiness CertificatesStrategic Action Steps:

• Utilize industrial roundtable to educate employers on the benefits• Hold public seminars• Encourage unemployed to obtain CRC for future employment


Objective 3: Focus on raising ACT scores of local students and increase graduation ratesStrategic Action Steps:

• Continue Prep ACT courses offered• Engage and educate parents as to the importance of graduation

Objective 4: Continue education and literacy programs for citizens.Strategic Action Steps:

• Continue Adult Literacy Program• Continue GED Program• Utilize WIN for adult education opportunities• Support Education Foundation funding for classroom projects• Seek funding for participation in STEP Program through REDI

Objective 5: Strive for 100% participation in Imagination Library, Governor’s Books from Birth.

• Continue to identify and enlist participants

Objective 6: Recruit and build Community College Facility for Fayette• Initiate Fundraising• Finalize economic impact study



Lauderdale County



REGIONAL GOAL: SUPPORT REGIONAL INFRASTRUCTURE ENHANCEMENT FOR RECRUITMENT PURPOSEREGIONAL OBJECTIVE: Ensure industrial sites in the HTL region are “Deal Ready”.Regional Strategic Action Steps:

• Identify potential sites for certification.• Participate in WTIA Deal Ready process• Achieve Deal Ready Certification

GOAL: A DEVELOPED AND SUSTAINABLE COMMUNITYOBJECTIVE 1: Promote completion of road projects and upgrades of state routes through Lauderdale CountyStrategic Action Steps:

• Continue to push TDOT for construction of I-69 route• Pursue Hwy. 19 widening route project to I-40• Pursue widening of Cleveland St. (State Route 208)

OBJECTIVE 2: Continue to work on Broadband & Fiber Optic InitiativeStrategic Action Steps:

• Continue to secure grants to enhance fiber optic/broadband for businesses & industry and distance learning opportunities• Continue work with schools to enhance telecom capabilities and accessibilities for students

OBJECTIVE 3: Continue upgrades to existing utilitiesStrategic Action Steps:

• Continue utility upgrades in county to meet 20-yr growth projections• Keep sewer line upgrade and automated meter reading.

OBJECTIVE 4: Identify Potential Land for Ind. ParksStrategic Action Steps:

• Identify additional potential industrial sites• Offer seminars pertinent to issues affecting the success of small business









GOAL: SAFE AND CLEAN COMMUNITY FOR ALL AGESOBJECTIVE 1: Recruit RetireesStrategic Action Steps

• Develop a Chamber Committee to explore retiree recruitment• Retiree Committee to explore retiree Recruitment

OBJECTIVE 2: Litter Free CountyStrategic Action Steps

• Designate each year as Litter Free Year in Lauderdale• Have a bi-weekly article about litter and provide incentives to youth to pick-up trash.• Explore possible new litter laws locally• Explore additional grants to help with problem• Provide incentives for youth to pick-up trash• Give backpacks to kids in school to promote litter pick-up.• Participate in National Litter Day celebration• Work with local clubs like Rotary & Exchange to offer programs on litter prevention.• Put in place additional stealth cameras at dump sites.

OBJECTIVE 3: Improve Quality of LifeStrategic Action Steps

• Promote and grow Labor day events and parade• Add programs/events to promote a better quality of life in Lauderdale County• Maintain current facilities • Enforce Building Code in City & County• Promote wellness initiatives to reverse health trends & better health care in the county• Promote public safety

• Add bicycle patrols in some areas• Look into feasibility of new Fire Station-Ripley (using stimulus/disaster funding)• Continue upgrading & adding equipment

• Work with county to create a regional healthcare/nursing school using old hospital building• Look at feasibility of adding additional security cameras at the Parks• Development of the Ripley City Center• Imageplus Partnership with WMC-TV 5• Promote Arts & Culture through community events held throughout the year – Pops on the Square, Armed Forces Day @ Veterans Museum, Black History Month Celebration @ Alex Haley Museum & Interpretative Center, Tomato Festival, Fair, Fort Pillow reenactment



REGIONAL GOAL 1: SUPPORT HTL IN RECRUITING MAJOR INDUSTRIAL PROSPECTS TO REGION REGIONAL OBJECTIVE 1: Support the State of TN Mega Site Regional Strategic Action Steps:

• Acquire additional funding for infrastructure • Keep in place infrastructure and develop land• Achieve Deal Ready Certification – mega-site

REGIONAL OBJECTIVE 2: Support and enhance economic development marketing and recruitment efforts by HTLRegional Strategic Action Steps:

• Develop and keep updated regional marketing materials• Develop & keep updated regional web site

REGIONAL GOAL 2: ENHANCE BRE EFFORTSREGIONAL OBJECTIVE 1: Establish regional business and industry retention teamRegional Strategic Action Steps:

• Determine/identify members• Determine goals

GOAL 1: OBJECTIVE 1: Improve Advertising/MarketingStrategic Action Steps: For Lauderdale County

• 1. Keep website updated• 2. Work to enhance placement with search engines

GOAL 2: Diversified EconomyOBJECTIVE 1: Increase Tourism EffortsStrategic Action Steps:

• Promote tourism in county by strengthening tourism committee with local and county officials and representatives from tourist areas• Document for Tourism development action plan and goals• Advertise• Place Digital frames in local tourist areas and hotels and keep events updated

OBJECTIVE 2: Promote & Recruit Ag Businesses/Promote Farmer’s MarketStrategic Action Steps:

• Pursue Ag Enhancement grants from the Dept. of Ag and the State• Promote Century Farms• Promote and grow local fair & festival• Encourage local producers to continue growing tomatoes and help them market them better• Promote the Cannery• Work with Bit & Spur Club to promote events

Lauderdale County


• Encourage TN Tech Center to provide more ag service industry training-hydraulics/ pneumatics• Encourage local ag industry to further investigate value-added products• Investigate Sawgrass business opportunites

OBJECTIVE 3: Marketing of RetailStrategic Action Steps:

• Improve tools for advertising/promoting• Keep inventory of vacant buildings current• Retail Committee to explore what types of retail businesses to recruit• Continue to develop updated retail info/demo such as daytime population through postal counts• Form alliance with Ripley’s Downtown group• Improve websites placement with search engines

OBJECTIVE 4: Support Local BusinessesStrategic Action Steps:

• Promote Chamber Bucks• Provide educational opportunities for small businesses• Identify local business needs

OBJECTIVE 5: Identify Retail Services to TargetStrategic Action Steps:

• Participate in a WTN Retail Alliance Franchise Expo• Participate in TVA’s Consumer Connection Program• Explore possible retail incentives• Continue involvement with ICSC & WTN Retail Alliance

OBJECTIVE 6: Continue to Promote and Advertise Current Tourist AttractionsStrategic Action Steps:

• Develop and promote day trips and market to Tour Bus companies• Continue to Participate in the Miss. River Corridor Plan• Update and print tourist related materials• Promote tourism through web site• Continue ongoing promotion of local tourist attractions

• Ft. Pillow State Park• Alex Haley Home and Museum• Veterans Museum• Lauderdale County Museum• Specialty Shopping• Outdoor Recreation – hunting, fishing, birdwatching, waterslide

• Create better signage for tourist attractions• Place digital frames at local attractions to promote Lauderdale County



GOAL 1: Business/Industry Friendly EnvironmentOBJECTIVE 1: Continue work with existing industryStrategic Action Steps:

• Identify needs of local industry• Keep lines of communication open• Partner with existing industry on long-term needs related to infrastructure• Keep Industry informed of state assistance and programs• Provide tours of local industry for Allies• Continue Qtrly. Plant Mgrs. Meeting• Continue involvement with WEOC• Continue corporate visits

OBJECTIVE 2: Job Creation & New InvestmentStrategic Action Steps:

• Elimination of fees and increasing guarantees for businesses that borrow through SBA• Investing in infrastructure in transportation – roads, bridges, rail & water• Partner with existing industry to see expansion needs• Incentives for Energy Efficient jobs• Incentives/PILOTS

OBJECTIVE 3: Have a Union-free communityStrategic Action Steps:

• Promote EFCA Awareness• Lobby legislators to fight legislation

OBJECTIVE 4: Expand Recruiting EffortsStrategic Action Steps:

• Continue to work with State, WTIA, TVA & consultants to identify potential projects• Develop a group to identify incentives for retail.• Provide as much information possible electronically thru web site – add GIS maps & satellite imagery• Utilize GIS


REGIONAL GOAL: INCREASE PARTICIPATION IN WEST STAR AND DELTA LEADERSHIP INSTITUTEREGIONAL OBJECTIVE: Successfully recruit participantsRegional Strategic Action Steps:

• Identify participants• Recruit Participants

GOAL: INCREASE PARTICIPATION IN LEADERSHIP LAUDERDALERegional Strategic Action Steps:

• Identify participants• Encourage elected officials to participate• Get alumni more involved to strengthen program• Budget and encourage continued training for developing existing leaders

Lauderdale County


Education and Workforce Development

REGIONAL GOAL 1: IDENTIFY DETAILED LABOR POOL FOR HTL REGIONREGIONAL OBJECTIVE 1: Identify LaborRegional Strategic Action Steps:

• Determine definition of available labor supply• Conduct survey• Use results as recruitment tool

GOAL: EDUCATED AND SKILLED CITIZENS & WORKFORCEOBJECTIVE 1: Enhance Continuing Ed. Opportunities and outcomesStrategic Action Steps:

• Increase quality of technology programs offered based upon workforce data & projected needs in the area.• Work with local schools on soft skills like communication, interviews, attendance, etc.• Offer more dual credit courses• County-wide marketing program to identify and offer continuing education programs• Explore joint ventures for UTM-TTC-DSCC• More aggressively promote TN Scholars/TN Diploma Project• Promote employer involvement through tutoring• Use local leadership classes/alumni to assist with educational needs in community• Expand and Promote STEP Program

OBJECTIVE 2: Promote GEDStrategic Action Steps

• Work to secure additional funds to expand program.• Promote program in community to increase completion of GED.

OBJECTIVE 3: Enhance Post Secondary Opportunities and outcomesStrategic Action Steps

• Promote career readiness certificates with local industry and encourage job profiling• Expand awareness of and enrollment in online courses.• Continue to market UTM, TTC and DSCC.• Promote a more positive image of jobs in mfg.• Increase completion and placement in post secondary programs.

OBJECTIVE 4: Enhance PreK-12 Opportunities and OutcomesStrategic Action Steps

• Continue to support Education Foundation and Books From Birth program.• Monitor student achievement levels and develop plans to meet or exceed state goals.• Promote parental involvement.• Work with the State to continue expansion of Pre-K program in county.• Implement annual principal/teacher performance measures, extensive professional development in leadership & effective instructional practices.



Tipton County







REGIONAL GOAL: SUPPORT REGIONAL INFRASTRUCTURE ENHANCEMENT FOR RECRUITMENT PURPOSEREGIONAL OBJECTIVE: Ensure Industrial sites in HTL Advantage region are “Deal Ready” or shovel ready.Regional Strategic Action Steps:

• Support Haywood/Lauderdale counties in their participation with WTIA in the Deal Ready process.• Support Tipton County to maintain shovel ready industrial sites.

GOAL: PLANNED AND SUSTAINABLE GROWTHObjective 1: Prepare New Industrial Site with Adequate InfrastructureStrategic Action Steps:

• Locate and secure funds for Infrastructure improvements• Market and promote industrial sites

Objective 2: Provide Adequate Fire Protection and Public Utilities for All of Tlpton CountyStrategic Action Steps:

• Determine needs - fire protection, funding• Long-term planning for local utility needs• Secure funding• Support and Promote Broadband Tech. in rural areas

Objective 3: Efficient Movement of Traffic through Tipton CountyStrategic Action Steps:

• 1Support location of interchanges/5 exits on I-69• Plan to coordinate traffic flow with I-69 and existing major roads and future major roads• Request short line rail, truck terminal & assoc. infrastructure between Rialto industrial Park and Mega Site in Haywood Co.• Long-term road improvement plan throughout county





GOAL: SAFE, HEALTHY COMMUNITY FOR ALL AGESObjective 1 : Clean Up County - Litter Free TCStrategic Action Steps:

• Support County adopt-a-hwy programs• Provide & improve litter pick-up on county roads using county inmates• Use community service labor directly from General Sessions Court to pick up roadside litter on weekends• Continue litter-free education program and Go-Green efforts in schools• Search for grants to fund expansion of existing recycling facilities and equipment• Continue 4 Recycling Convenience Sites in TC• Encourage State to re-implement Hazardous Waste Program

Objective 2: More Park and Recreational FacilitiesStrategic Action Steps:

• Seek architectural firm - design, cost for Cobb-Parr Park/Newman Annex• Seek additional funding sources - private and public for Cobb-Parr/ Newman Annex• Support Tenn. Parks and Greenway Foundation land purchase at Randolph to develop park and rec. opportunities along the Miss. River Co. complete building public park at Drummonds• Brighton to complete Football/Soccer Field

Objective 3: New Senior Citizen Multi-Purpose FacilityStrategic Action Steps:

• Plan to partner with as many funding sources to utilize and finance facility

Objective 4: Facility for Adults with Special NeedsStrategic Action Steps:

• Research funding sources• Determine needs (van purchased)

Objective 5: Provide for Veterans of TCStrategic Action Steps:

• Identify eligible veterans• Identify services and needs



REGIONAL GOAL: INCREASE PARTICIPATION IN WEST STAR AND DELTA REGIONAL LEADERSHIP INSTITUTEREGIONAL OBJECTIVE: Successfully recruit participantsRegional Strategic Action Steps:


GOAL 1: INCREASE AWARENESS AND PARTICIPATION IN LOCAL LEADERSHIP PROGRAM-TOTALOBJECTIVE: Successfully recruit participantsStrategic Action Steps:


GOAL 2: ELECTED OFFICIALS PARTICIPATION IN EDUCATION OPPORTUNITIESOBJECTIVE: Educate elected officialsStrategic Action Steps:

• Identify Training opportunities• Encourage participation of elected officials


REGIONAL GOAL 1: SUPPORT HTL IN RECRUITING MAJOR INDUSTRIAL PROSPECTS TO REGIONREGIONAL OBJECTIVE 1: Support Mega Site ReadinessRegional Strategic Action Steps:

• Support additional investment for Mega Site

REGIONAL OBJECTIVE 2: Support and enhance economic development marketing and recruitment efforts by HTL Adv. & REDlRegional Strategic Action Steps:

• Develop and update regional marketing materials• Update regional web site• Continue extensive efforts to bring industry to the region

REGIONAL GOAL 2: ENHANCE BRE EFFORTSREGIONAL OBJECTIVE 1: Establish regional business and industry retention teamRegional Strategic Action Steps:

• Determine/identify members• Determine goals

Tipton County


GOAL: THRIVING AND SUSTAINABLE BUSINESS & INDUSTRYObjective 1 : Develop and Implement Retention and Expansion ProgramStrategic Action Steps:

• Continue TVA Synchronist program• Visit CEO’s annually• Continue with golf tournament for industry• Continue Celebrate Munford’s promotion of business• Continue Women in Business event

Objective 2: Establish New Industrial ParkStrategic Action Steps:

• Seek funding - Purchase land• Develop needed infrastructure• Market/website/display• Provide incentives (based on prospective industry)

Objective 3: Increase Retail BaseStrategic Action Steps:

• Update retail want list• Update expanding retailers list• Develop marketing materials• Promote strengths to recruitees• Follow-up and thank you to recruitees and existing retailers• Heritage Day in Covington• Continue DT Merchants Associations Co. Wide

Objective 4: Promote AgricultureStrategic Action Steps:

• Continue Century Farm Program• Continue to promote corn maze at Gilt Edge• Promote Neola Farms

Objective 5: Promote TourismStrategic Action Steps:

• Meet with state tourism officials and Memphis/Shelby County officials to determine if financing and planning resources are available• Contact other communities that have been successful in promoting tourism• Develop a local tourism committee to work full time on tourism issues and projects• Consider establishment of a Rural Tourism Council• Promote hosting of State and Regional sporting tournaments• Promote local events on web site• Establish So. Tipton Co. Chamber of Commerce/Welcome Center thru funding with the transportation enhancement program



Education/Workforce Development

REGIONAL GOAL 1: SUPPORT REDlREGIONAL OBJECTIVE 1: Increase educational obtainment of workforceRegional Strategic Action Steps:

• Participate and sponsor regional REDI events

GOAL: PROGRESSIVE EDUCATION SYSTEMObjective 1: Better Pre-K and Early Childhood EducationStrategic Action Steps;

• Maintain governor’s pre-k funding• Identify readiness levels of children• Maintain & increase enrollment in Imagination Library Program• Promote participation of seat belt safety programs in elementary schools

Objective 2: Additional School ConstructionStrategic Action Steps:

• Identify current space• Growth rate projections and areas of growth• Identify suitable locations for future schools

Objective 3: Increased Middle and High School LearningLevelsStrategic Action Steps:

• Offer more AP courses & Dual Enrollment• Recruit teachers in shortage areas (math/science/spec. ed. foreign language)• Increase & Develop Distant Learning Centers (E4ten) - courses such as Latin, German, etc.• Improve high school graduation rates and ACT Scores

Objective 4: Increased Post Secondary Education &TrainingStrategic Action Steps:

• Develop needs assessment to link training and industrial needs• Retain funding to maintain DSCC and TN Tech Center course work• Promote and maintain Adult Education program• Promote and participate in REDI• Explore funding options for REDI program thru federal workforce dev dollars, industrial tax abatement programs & foundation funding

Objective 5: Increased Community InvolvementStrategic Action. Steps:

• Increase, promote, & recognize student scholarships from business & civic clubs• Encourage parents/grandparents/others to volunteer at schools• Promote Student Recognition Programs• Support Tipton Co. Education Foundation

Tipton County


Crittenden County

Project Overview

The City of West Memphis just received an $11 million DOT grant to extend rail to its port. Our near term priority is to get that project off the ground and market that new asset. The project will provide several hundred construction jobs during the next 12 months.

Our 5 year plan is to use the rail extension cited above as a catalyst for the further development of the surrounding area. We have a Master Rail plan for approximately 2,500 acres adjacent to the Port and believe there is a market for rail served industrial space. Although the Memphis and north Mississippi industrial space market is overbuilt at the moment, there is little available rail served space and any new developments will have to move east into Marshall County or Fayette County. Our project will have access to both of the western railroads and won’t compete with Memphis and Mississippi industries that use the eastern railroads. We could see as much as 5 million square feet of rail served space being developed, that would probably not all happen in the next five years but we would hopefully see a million or more. We do not have capital costs defined yet and we would look to private developers to fund the work with the City providing truck route and utility extensions. For a million square feet of new rail served space we could see 300 to 400 new jobs.

Infrastructure Investments


Lauderdale County

Project Overview

Recruitment of new industry in our area and this is done thru funding to HTL Advantage a reginal partnership for Haywood, Tipton and Lauderdale Counties. We are also working to bring in new commercial retial businesses and also targeting tourism in our county with additional marketing efforts. We are also working to purchase industrial property in Halls for $238,000 and also working to make improvements to the North Industrial Park in Ripley $144,336.

There are continued efforts to grow and strenghten events and festivals in our area. The county is working to bring in a rural health clinic. We also hope to work and get one of our industrial sites certified thru the State of Tennessee.

Community Investments


Fayette County

Project Overview

The new Memphis Regional Intermodal Facility is being built on a 312-acre site in Rossville, Tenn., and is expected to open in late 2012. The $105 million terminal is a part of the railroad’s multi-state, 2,500-mile and $2.5 billion Crescent Corridor program of projects to establish a high-speed intermodal freight rail route linking the Gulf Coast and the Northeast.

The terminal will have the capacity to handle more than 327,000 containers and trailers annually. It will utilize the latest in gate and terminal automation technology, which shortens the waiting time for trucks entering the terminal, thereby reducing exhaust emissions and improving truck driver productivity.

The new intermodal facility will expand the role of freight rail, enhancing the region’s competitiveness and spurring economic growth.

Because of its strategic location, the facility will help make intermodal freight transportation more truck competitive between the South and major Northeast markets.

The facility will support logistics park and industrial development opportunities on adjacent land and in the area.

The facility will create or benefit a projected 6,200jobs by 2020 in the Memphis region, including FayetteCounty and northern Mississippi.

Memphis Regional Intermodal Facility


DATE:5/20/09

Rossville, TN Fayette County

SOURCE:AMEC Image ServerUGSG 7.5' Quad: Rossville, TN10/02/09

PROJECTION: TN SP FIPS 4100 (ft)DATUM: NAD83

GeorgiaAlabama

Tennessee

Kentucky

Mississippi

Missouri

ArkansasSouth Carolina

Illinois

North Carolina

Louisiana

Virginia

West Virginia

Fayette Co.

Project Boundary

US Hwy 72

Norfolk Southern Main Line

Proposed Independently Developed Access Road

(not part of MRIMF development)

TENNESSEE

MISSISSIPPI

State Route 57

Memphis Regional Intermodal Facility0 1,750 3,500 5,250 7,000875Feet

Proj

ect L

ocat

ion MeMPhis regionaL

interModaL FaciLity

www.nscorp.com10.1109.496.X


New Bridge Project

Background

Over the past several years, TDOT has conducted broad studies to determine if a new Mississippi River bridge would be feasible in the metropolitan Memphis area. These studies collected preliminary data on the existing highway transportation system, natural environment and socio-economic characteristics of the area.

Highway corridors and several bridge locations were screened based on their potential environmental and community impacts, engineering issues and estimated cost. These studies determined that a new bridge is feasible and recommended how to move forward to the next level of detail.

Moving Forward – Thinking Ahead

The Southern Gateway project team will take a rigorous and detailed look at how to improve cross-river travel for multiple modes of transportation in and around Memphis, including a detailed analysis of freight movement by highway and railroad. The multi-year environmental and planning process will:

• collect data and information on existing transportation modes (bicycle/pedestrian, highway, rail, transit) and environmental conditions (wetlands, endangered species, etc.);• consider future transportation needs and conditions;• develop alternative approaches for improving cross- river travel;• evaluate reasonable alternatives according to engineering, environmental, social and economic factors;• consider community needs and public input;• identify a preferred alternative for improving cross-river travel; and

Southern Gateway Project (3rd bridge)


• study construction funding options including tolling and private partnerships.

These efforts will be presented in an Environmental Impact Statement (EIS) – a document that will outline the anticipated costs, benefits and impacts of the improvement alternatives that were considered. An environmental study is required for projects that use federal funding or require federal permits. It will serve as the basis for future design and construction efforts, and ensure compliance with environmental laws.


Frank C. Pidgeon Induatrial Park @ Port of Memphis

Project Overview

The Frank C. Pidgeon Industrial Park is designed to provide companies with the most efficient access to every major market in North America. The park’s location in the center of America’s distribution system is equally efficient for the export of goods to major ports of the world. If your company plans to produce or distribute goods in North America, no other industrial park offers more capacity, more unique facilities or more transportation options than does the Frank C. Pidgeon Industrial Park.

Port of Memphis


Presidents Island @ Port of Memphis

Project Overview

The International Port of Memphis encompasses approximately 150 to 200 industries with employment in the range of 5,000 to 6,000 people. The International Port of Memphis averages about 3,000 railcar movements per month and moved 16.8 million tons of material by barge in the last reported year, which was 1999. The Port is served by three of the 5 major railways that service the City of Memphis and two major interstates; I-40 running coast to coast and I-55 running from Chicago to New Orleans. Within the 15 mile river limitation of the International Port of Memphis, there are open site locations. However, the 1,000-acre industrial portion of the Presidents Island complex is currently 95+% occupied.


Fayette County

Project Overview

Fayette County is currently working to create a higher education center. Classes and Degrees will be offered by Southwest Tennessee Community College, University of Memphis, Tennessee Technical Center at Whiteville and they are close to getting UT Martin on board as well. This project is extimated to cost $5.5 Million. The hope is to have this project completed by August 1, 2014. There is no quantifiable number of jobs that will be created directly through this facility other than the 20 or so teachers and staff of the school. However, this center has the pontential to impact every family in the region for many years to come. The county is about to launch a capital campaign which they hope will net at least $3 million. Other funding will include federal grants, state grants, grants from private foundations, donations from private individuals and rent from the lease with the participating institutions. The county hopes to create an environment which will help elevate the level of the workforce, to enable current industry to stay in Fayette County and create an environment for future industrial development including but not limited to the Memphis Regional Mega Site in Haywood County and the future development of the industrial area around Norfolk Southern’s Intermodal Facility in Rossville, TN which is located in Fayette County.

Fayette County will work with the local industry to make sure that the programs and degrees offered at this facility will match their immediate needs and we will continue in the years to come to develop and redevelop programs to make sure the county continues to offer the right programs.

“Education is our number one priority

regarding economic development and we feel there is no better

way to accomplish our goals than to find

a way to build the Higher Education

Center in Somerville.“

Higher Education Center


Fayette County (SW Fayette, Piperton)

Project Overview

The most critical economic development needs in southwest Fayette county (ie, Piperton) are water and wastewater infrastructure and schools. For wastewater, once the new treatment plant is in place there will be a need to run a network of collection lines and install collection basins. Costs depend on how far they go. A few hundred thousand dollars should go a long way. Several incremental options are available for improving the water system starting at around $500k. The ultimate solution will be to eventually put in a water treatment plant and water tower in the south part of the city. A treatment plant will cost about $3 million and the water tower (needed now) will cost about $800k. We have a commitment from a resident to build a school. A committee is working on a charter school application. Part of their task will also be to determine how much it will cost to run the school system and where the money will come from. The above infrastructure is needed in order to grow industry and commercial development. The schools are needed to grow our residential community. Jobs will come from industrial and commercial development, and the number of jobs will depend on what industries and commercial businesses we can attract. The number will be in the hundreds. Needs for the next year would be, a water system tie in to MLGW and system upgrades for about $500K. and a water tower in the south part of the city for about $800k. Also sewer lines for about $400k. Piperton is a small city expecting rapid growth. There is a need for infrastructure which will allow for growth, but limited resources are available due to the current low population and limited commercial development (for tax revenue). Piperton can cover some of the above costs, but will need help from grants where possible.

Longer term (5 yr) needs would be extending our sewer lines for another $500k and adding a water treatment plant for around $3 million. Funds would need to come from grants and low interest loans.

“Our opportunities are significant. Growth is coming to Piperton one way or the other. Our challenge is to guide the growth in a way that allows property taxes to remain low and the quality of life for our residents to remain high.”

Infrastructure Investments


Shelby County

Project History

SR 3/Elvis Presley Boulevard serves as an important link between Memphis and Hernando, Mississippi, and provides access to Graceland, an important tourist destination. Elvis Presley Boulevard is also the spine of the Whitehaven community, serving as the area’s primary commercial corridor, although the commercial viability of the corridor and the overall appearance of the area have declined since the 1970s. The City of Memphis has initiated a number of revitalization and planning efforts in the corridor aimed at recruiting and retaining businesses and creating a more attractive “gateway” to the Whitehaven community, Graceland, and the City of Memphis itself.

In July of 2008, the Tennessee Governor, Memphis and Shelby County Mayors, and other city officials met in Memphis to discuss funding avenues for improving the Elvis Presley Boulevard corridor. One outcome of this meeting was the preparation and submittal of a Transportation Enhancement Grant application submitted to TDOT for the priority project segment, which is located in vicinity of Graceland between Winchester and Craft Roads. The other outcome was the initiation of a Transportation Planning Report (TPR) to study improvements to the corridor. A kickoff meeting with stakeholders was held on December 1, 2008. The project was amended into the Memphis Urban Area Metropolitan Planning Organization’s Transportation Improvement Program (TIP) in August of 2009.

Elvis Presley blvd Corridor Improvements


Elvis Presly Boulevard Project

Project Purpose

The Elvis Presley Boulevard Improvements Project is intended to support planned economic development and enhance opportunities for redevelopment in the Whitehaven community. The improvements will address safety issues and roadway deficiencies along Elvis Presley Boulevard, enhance multimodal travel in the Whitehaven area, and support Memphis’ tourism goals.

Project Description

The project involves almost 3 miles of improvements along Elvis Presley Boulevard, from Shelby Drive to Brooks Road. Projects elements will include:

• roadway improvements;• streetscape improvements;• pavement enhancement;• bicycle/pedestrian improvements;• sidewalks, crosswalks;• signage;• street lighting;• utility enhancements;• drainage improvements;• and intersection signalization.

This will substantially improve the operational, functional, and aesthetic characteristics of the roadway.


Shelby County

Project Overview

Bass Pro Shops Inc. plans to open its Memphis retail center in the Pyramid by fourth quarter 2013, according to the company’s president.

In addition to an estimated 220,000 square feet of retail space, the Memphis destination will include a 200-room hotel, a bowling alley, restaurant, aquarium, indoor shooting range and an arena for demonstrations and workshops. The finished product, according to Wharton, will be a “hunting, fishing and sporting paradise.”

Hagale said the company decided to include the hotel to take full advantage of the more than 46 percent of visitors that typically stay overnight when they visit Bass Pro locations in other cities.

“This is an incredible and iconic space,” Hagale said. “We impact overnight stays in hotels, restaurants and fuel sales outside of our buildings.”

While Bass Pro officials wouldn’t comment on the current budget, the project has been estimated at about $191 million.

The company’s lease agreement with the city is for 20 years with options for seven renewal periods of five years each. The Pyramid measures 265,740 square feet and sits on 40 acres.

The deal will generate $20 million in lease payments to the city during the 20-year period and is estimated to create 600 to 1,000 new jobs.

In addition to Bass Pro’s investment, the project is getting $41 million in Federal Recovery Zone Facility bonds and $27.7 million in Recovery Zone Economic Development bonds.

Robert Lipscomb, who has been part of the project since it was first announced in 2005, said the project is “a great deal for everybody.”

“We’re guaranteed a million dollars (in annual rent), whether they make one dime in sales or not,” Lipscomb said. “That’s from a building that has been empty for seven years.”

Source: A look inside Bass

Pro’s Pyramid plans

Memphis Business Journal

by Michael Sheffield,

Date: Thursday, June 21, 2012

bass Pro Shops @ the Pyramid


Contents


Project Summaries

Lauderdale CountyCounty: Lauderdale Active Projects

Project Type Owner Project Name FY Start/End Location Project Cde. Est. CostLibraries, Museums, and Historic Sites

TN Dept. of Environment & Conservation

Campground Upgrade 2010 / 2012 Fort Pillow State Historical Park

0000451 $860,000

Libraries, Museums, and Historic Sites

TN Dept. of Environment & Conservation

Exhibits Upgrade 2013 / 2014 Fort Pillow State Historical Park

0001999 $450,000

County: Lauderdale Active Projects Total $1,310,000

PINI Project Summary - RCIPPage 1 of 42011Inv. Yr: 9/6/2012 2:34:46 PM

Total: $2,554,000

County: Tipton Active ProjectsProject Type Owner Project Name FY Start/End Location Project Cde. Est. CostBusiness District Development

Brighton Brighton Downtown Revitalization

2007 / 2012 Brighton 0001329 $1,200,000

Business District Development

Tipton County Tipton County Conference Center 2014 / 2015 Brighton, Tennessee MA843010 $2,500,000

County: Tipton Active Projects Total $3,700,000


County: Tipton Active ProjectsProject Type Owner Project Name FY Start/End Location Project Cde. Est. CostCommunityDevelopment

Tipton County Multi-Purpose Conference Facility

2012 / 2015 Tipton County 0001326 $10,000,000

County: Tipton Active Projects Total $10,000,000


Tipton County

Total: $13,700,000

County: Shelby Active ProjectsProject Type Owner Project Name FY Start/End Location Project Cde. Est. CostLibraries, Museums, and Historic Sites

Collierville White Church Renovations 2012 / 2014 White Church Historic Site 0012280 $193,000


Germantown Germantown Library Expansion 2012 / 2013 Germantown Community Library

0011654 $2,750,000


Memphis Frayser Library 2012 / 2014 Frayser 0001500 $10,685,000


Memphis Pink Palace Planetarium Rehab 2012 / 2013 Pink Palace in Memphis 0012369 $2,000,000


Memphis Pink Palace Rehab 2012 / 2022 Pink Palace in Memphis 0012370 $20,000,000


Memphis Pink Palace Major Maintenance 2012 / 2015 Pink Palace in Memphis 0012371 $308,000


Memphis Brooks Museum Major Maintenence

2012 / 2015 Brooks Museum Memphis 0012372 $224,000


Memphis Parkway Village Library 2012 / 2014 Parkway Village MA793840 $9,868,000


Memphis Cobblestone Landing 2007 / 2012 Riverfront MA794097 $6,279,800


Millington Millington Central High School Library

2012 / 2014 School St-Millington TN - Millington Central High School

0011565 $5,000,000

County: Shelby Active Projects Total $57,307,800

PINI Project Summary - RCIPPage 1 of 42011Inv. Yr: 9/6/2012 2:31:28 PMShelby County

TACIR Economic Development Projects


Beale Street Landing

Total: $211,868,569

County: Shelby Active ProjectsProject Type Owner Project Name FY Start/End Location Project Cde. Est. CostBusiness District Development

Memphis Uptown Redevelopment - Phase 2 2010 / 2012 Uptown Redevelopment Area 0011650 $6,500,000



County: Shelby Active ProjectsProject Type Owner Project Name FY Start/End Location Project Cde. Est. CostCommunityDevelopment

Collierville HW Cox Community Center Expansion

2013 / 2014 HW Cox Community Center 0012282 $600,000

CommunityDevelopment

Memphis Douglas Comm Center Addition 2012 / 2013 Douglas Comm center 0012361 $2,035,000


Memphis Riverfront Redevelopment 2009 / 2012 Riverfront MA793971 $110,297,769


Memphis beale street landing 2008 / 2012 riverfront near beale st MA794095 $35,028,000




MAAG Region

CLUSTER TITLE PAGE

Cluster Industries


Contents

CLUSTER TITLE PAGE


“Although the Memphis area has had success luring large manufacturers to the area recently, total local manufacturing employment continues its downward trend.

From 2002 to 2012, total manufacturing employment in the Memphis area declined by about 20 percent, according to data from the U.S. Bureau of Labor Statistics. That percentage decline translates to about 10,000 fewer manufacturing jobs locally in the last decade. Nationally, manufacturing employment declined 23 percent from 2002 to 2012.”

- Memphis Business journal

Manufacturing


Manufacturing Profile: Memphis MSA and Counties

Number ofestablishments

Establishments with 20+

employeesNumber of employees

Annual Payroll($1,000)

Total value of shipments

($1,000)

Total capital expenditures

(new and used)($1,000)

44 17 1,396 55,134 701,251 21,125

133 47 4,822 208,155 1,663,506 32,341

49 20 2,337 92,652 889,776 19,319

16 8 2,281 70,007 372,934 21,485

704 248 31,108 1,490,689 17,969,681 318,243

36 11 2,080 81,501 774,196 10,100

982 351 44,024 1,998,138 22,371,344 422,613

Year

42 1,467 58,624

111 3,219 135,131

44 2,038 90,464

15 1,108 38,396

616 25,926 1,357,669

29 1,365 50,599

889 35,420 1,746,463

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2007

Mem

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SA

2007

2007

2007

2007

2007

2007

2010

2010

2010

2010

2010

2010

2010

Key Employment Sector Profile


Manufacturing Profile: Memphis MSA

Sources: US Census Bureau - 2007 Economic Census US Census Bureau - State and Metropolitan Area Data Book Bureau of Economic Analysis Jobs 4 TN


7,751

Employment Growth

As of May 2012, the Manufacturing Sector has grown by (negative) -1.1% in the past year


As of 2007, Manufacturing accounted for approximately 6.7% of the jobs in the Memphis MSA region.

Of the total earnings in the region, these workers accounted for approximately 10%.

Of the employees working in the Manufacturing sector, approximately 54% produce Durable Goods, and approximately 46% produce NonDurable Goods.

Private-sector establishments: 889Private-sector workers: 35,420Annual payroll: $1,746,463,000Pay per worker: $49,307Workers per establishment: 39.8

Job Openings

According to “Online advertised jobs data”, there are approximately 347 job openings in manufacturing. This ranks 4th amongst all industries in the Memphis MSA.

Top Firms in Memphis Area

1. Smith + Nephew

2. UTC-Carrier Corp.

3. Thomas & Betts Corp.

4. Sharp Manufacturing Co. of America

5. SFI of Tennessee


“Health care has emerged as one of the fastest-growing components of the nation’s economy, and Memphis’ health care community is among the nation’s top 50.The health care sector in the Memphis area is second in the state with 2,807 companies employing 75,224 workers. The Bluff City has the 49th largest health care economy in the U.S., ranked by its number of private-sector health care establishments.”

- Memphis Business journal

Health Care and Social Assistance


Health Care and Social Assistance Profile: Memphis MSA and Counties

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Mem

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Receipts/Revenue ($1,000)

Number of employees


Sales, receipts, or revenue from administrative

records (%)

Sales, receipts, or revenue

estimated (%)

117 166,216 1,897 65,483 6 11.7

208 424,370 4,172 157,536 6.5 10.7

51 48,418 649 18,757 13.6 36.9

31 36,678 845 15,211 6.6 7.8

2,166 6,542,480 62,091 2,623,903 18.1 6.4

85 96,595 1,224 35,375 18.9 10.7

2,658 7,314,757 70,878 2,916,265

2007

2007

2007

2007

2007

2007

Year

2010 116 1,982 64,903

242 5,123 200,4522010

2010 51 559 18,008

2010 29 549 16,736

2010 2,262 64,736 2,891,736

2010 88 1,314 38,441

2010 2,835 75,844 3,267,409



Health Care and Social Assistance Profile: Memphis MSA

Employment Growth

As of May 2012, the Health Services and Education Sector has grown by 6% in the past year.


Private-sector establishments: 2,835Private-sector workers: 75,844Annual payroll: $3,267,409,000Pay per worker: $43,080Workers per establishment: 26.8

Job Openings

According to “Online advertised jobs data”, there are approximately 791 job openings in Health Care and Social Services. This ranks 1st amongst all industries in the Memphis MSA.

Sources: US Census Bureau - 2007 Economic Census US Census Bureau - State and Metropolitan Area Data Book Bureau of Economic Analysis

Top Employers in Memphis Area

1. Baptist Memorial Hospital

2. University Of Tennessee

3. Accredo Health, Inc.

4. St Jude Children’s Research Hospital

5. Methodist Healthcare Memphis Hospitals


“The emergence of Memphis as a global logistics hub has not gone unnoticed. In fact, a growing number of companies have discovered the logistics advantages offered in Memphis, and have expanded, relocated or opened new facilities here to capitalize on them. Anchored by Memphis International Airport and fueled by the presence of FedEx’s world headquarters and super-hub, the Memphis economy of today is healthy and diverse.”

- Greater Memphis Chamber

Transportation and Warehousing


Transportation and Warehousing: Memphis MSA and Counties


Number of employees

Annual Payroll($1,000)Year

D - Withheld to avoid disclosing data for

individual companies; data are included in

higher level totalsb - 20 to 99 employees

c - 100 to 249 employeese - 250 to 499 employees

65 2,838 108,521

129 4,096 160,760

23 108 3,526

17 216 5,048

1,013 54,150 1,940,530

23 98 3,958

1,297 62,138 2,247,193

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Mem

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2008

2008

2008

2008

2008

2008

2010

2010

2010

2010

2010

2010

2010

65 2,495 95,429

146 4,500 154,643

22 107 3,682

10 b D

957 46,523 1,820,398

25 101 3,878

1,255 54,619 2,110,472



Transportation and Warehousing Profile: Memphis MSA

Employment Growth

As of May 2012, the Transportation Sector has grown by (negative) -1.1% in the past year



Job Openings

According to “Online advertised jobs data”, there are approximately 162 job openings in Transportation and Warehousing Services. This ranks 9th amongst all industries in the Memphis MSA.



1. Federal Express Corporation

2. United States Postal Service

3. Flextronics Logistics USA Inc.

4. Pinnacle Airlines Corp 5. Ozark Motor Lines, Inc.


“Memphis owes its reputation as America’s DistributionCenter to its geographic location and to the firms that were able to perceive the need for national supply and distribution networks, and then to use the city’s geographical advantages and logistics support services to fill that need.”

- Aerotropolis Strategy

Wholesale Trade


Wholesale Trade Sector: Memphis MSA and Counties


Number of employees


2010

67 857 43,622

117 3,001 116,432

31 184 8,060

19 777 34,170

1,520 33,711 1,859,936

24 266 9,685

1,795 38,217 2,045,541

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2008

Mem

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2008

2008

2008

2008

2008

2008

2010

2010

2010

2010

2010

2010

2010

61 865 41,187

113 3,348 127,744

29 153 6,435

17 725 29,180

1,469 30,857 1,783,329

21 260 9,280

1,730 35,710 1,976,939



Wholesale Trade Profile: Memphis MSA

Employment Growth

As of May 2012, the Wholesale Trade Sector has grown by (negative) -1.5% in the past year



Job Openings

According to “Online advertised jobs data”, there are approximately 109 job openings in Wholesale Trade Services. This ranks 10th amongst all industries in the Memphis MSA.



1. Fred’s, Inc

2. Sharp Electronics Corporation

3. Sysco Memphis, Llc

4. At&T Mobility Llc

5. Concord Efs, Inc


Finance and Insurance


Finance and Insurance Sector: Memphis MSA and Counties


Number of employees


2010

50 280 9,538

212 1,096 43,103

42 251 10,472

26 188 6,969

1,710 20,007 1,847,047

60 335 12,445

2,167 22,555 1,943,851

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2008

Mem

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2008

2008

2008

2008

2008

2008

2010

2010

2010

2010

2010

2010

2010

43 267 10,666

193 975 41,425

34 220 9,076

26 188 6,853

1,556 18,616 1,736,003

49 265 11,907

1,961 20,912 1,829,843



Finance and Insurance Profile: Memphis MSA


4,026

Employment Growth

As of May 2012, the Finance Sector has grown by 1.1% in the past year.



Job Openings

According to “Online advertised jobs data”, there are approximately 236 job openings in Finance and Insurance Services. This ranks 7th amongst all industries in the Memphis MSA.



1. Servicemaster Consumer Services Limited Partnership

2. Sedgwick James, Inc

3. Marsh USA Inc

4. Primerica Financial Services, Inc

5. Lipscomb & Pitts Insurance, Llc


1. First Tennessee Bank National Association

2. Raymond James

3. Concord Efs, Inc

4. Vining-Sparks Securities Inc 5. Magna Bank, Inc

Finance

Insurance


Professional, Scientific and Technical Services


Professional, Scientific and Technical Services Profile: Memphis MSA and Counties


Receipts/Revenue ($1,000)

Number of employees



records (%)


estimated (%)

54 D c D D D

175 77,946 921 28,789 26.7 16.7

40 17,199 261 7,952 33.3 45.9

18 3,410 30 943 54.2 33.6

1,919 2,247,248 16,842 926,261 16.5 10.8

40 D e D D D

2,281 2,396,638 18,691 979,553

Year

D - Withheld to avoid disclosing data for individual companies;

data are included in higher level totals

b - 20 to 99 employeesc - 100 to 249 employeese - 250 to 499 employees

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2007

2007

2007

2007

2007

2007

2010

2010

2010

2010

2010

2010

2010

55 322 8,097

179 1,093 34,093

29 118 6,952

18 b 836

1,846 16,938 922,702

41 142 3,285

2,195 18,817 980,591



Professional, Scientific and Technical Services Profile Memphis MSA

Employment Growth

As of May 2012, the Professional, Scientific and Technical Services Sector had grown by 2.1% in the past year.


Number of establishments: 2,195Number of workers: 18,817Annual payroll: $980,591,000Pay per worker: $52,112Workers per establishment: 8.6

Job Openings

According to “Online advertised jobs data”, there are approximately 169 job openings in Professional and Technical Services. This ranks 8th amongst all industries in the Memphis MSA.



1. US Army Corps Of Engineers

2. The Terminix International Company Limited Partnership

3. Petroleum Partners

4. Baker, Donelson, Bearman, Caldwell & Berkowitz

5. Shelby County


“From the antique and vintage stores of Cooper Young/Midtown, to the art galleries and boutiques of the historic South Main District, designer stores in East Memphis and one-of-a-kind gift shops all over town, the Memphis mantra of “that unique Memphis groove - funky and traditional, but always one-of-a-kind - extends to shopping, too”

- Memphis Travel

Retail Trade


Retail Trade Profile: Memphis MSA and Counties


Sales($1,000)

Number of employees


175 750,517 2,313 44,884

471 2,069,453 7,895 177,988

82 126,612 580 11,760

82 151,836 809 14,332

3,300 11,932,863 49,554 1,177,676

164 404,163 1,690 33,007

4,479 15,818,343 64,473 1,490,991

Year

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Mem

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2007

2007

2007

2007

2007

2007

2010

2010

2010

2010

2010

2010

2010

158 2,120 44,929

474 7,212 173,405

80 861 18,507

87 743 15,122

3,149 44,622 1,132,138

158 1,798 36,701

4,277 58,872 1,451,559



Retail Trade Profile: Memphis MSA


4,405

Employment Growth

As of May 2012, the Retail Trade Sector had grown by 3.4% in the past year.



Job Openings

According to “Online advertised jobs data”, there are approximately 663 job openings in Retail Trade Services. This ranks 3rd amongst all industries in the Memphis MSA.



1. Autozone, Inc.

2. Sewell-Allen, Inc.

3. Fred’s, Inc

4. Wal-Mart Stores, Inc.

5. Nova Factor, Inc.


“Barbecue is the backbone of the Memphis dining scene. You’re never far from the scent of a smoker - and the fragrant lure of slow-cooked pork is impossible to resist.

Foodies of all types agree the city is quickly becoming deliciously more dimensional in terms of its vibrant restaurant scene. From downtown to midtown all the way to the East Memphis business district, a number of James Beard Award winning chefs are bringing their talents to Memphis...”

- Memphis Travel

Accomodation andFood Services


Accomodatiton and Food Services Profile: Memphis MSA and Counties


Sales($1,000)

Number of employees



records (%)


estimated (%)

82 65,142 1,626 17,607 6.9 4.5

260 256,752 6,230 67,064 15 7.3

39 12,553 355 3,312 33.7 29.8

20 9,726 318 2,984 19.2 12.6

1,724 1,787,964 39,318 501,534 10.4 9.8

61 29,779 846 7,491 29.9 10.8

2,257 3,489,621 62,998 954,939

Year

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2007

2007

2007

2007

2007

2007

2010

2010

2010

2010

2010

2010

2010

79 1,452 17,076

271 5,970 75,340

36 397 4,266

20 261 3,252

1,679 36,608 531,018

60 914 9,147

2,212 55,676 905,783



Accomodation and Food Services Profile: Memphis MSA

Employment Growth

As of May 2012, the Leisure and Hospitality Sector had grown by (negative) -0.5% in the past year.


Private-sector establishments: 2,212Private-sector workers: 55,676Annual payroll: $905,783,000Pay per worker: $16,269Workers per establishment: 25.2

Job Openings

According to “Online advertised jobs data”, there are approximately 346 job openings in Accomodation and Food Services. This ranks 5th amongst all industries in the Memphis MSA.



The roots of agriculture run deep in The Delta. While no longer the principal employment sector, farming remains a vital component of the Memphis Region’s economy.

Agriculture


Agricultural Profile: Memphis Metropolitan Statistical Area (MSA)

Number of Farms

Land in Farms


2007 2002 % Change



Average Per Farm

$270,387,000

$249,885,000$19,845,000

$76,814

$216,938,000

$58,035

+ 25

+ 32

3,520

1,137,474 Acres

323 Acres

3,738

1,222,104 Acres

327 Acres

- 6

- 7

- 1





“We want consumers to know buying local is not just good for the economy, but it is also healthier... knowing where your food comes from and getting the freshest products makes for a healthier lifestyle and encourages self responsibility” - Joe Gaines, Asst. Commissioner of Market Development, Tennessee Department of Agriculture.


Contents Management of Companies and Enterprises


Management Profile: Memphis MSA and Counties


Number of employees


2010

7 212 5,461

7 14 2,177

4 229 25,338

1 a D

521 28,634 2,734,082

1 a D

541 29,136 2,767,953

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2008

2008

2008

2008

2008

2010

2010

2010

2010

2010

2010

2010

7 79 2,857

11 b 2,873

3 194 22,630

1 a D

492 28,948 2,863,079

2 a D

516 29,310 2,892,677



a - 0 to 19 employeesb - 20 to 99 employees




Management Profile: Memphis MSA


Private-sector establishments: 516Private-sector workers: 29,310Annual payroll: $2,892,677,000Pay per worker: $98,692Workers per establishment: 56.8



Contents Administrative andSupport and WasteManagement andRemediation Services


Administrative and Support and Waste Management and Remediation Services


Number of employees


2010

25 425 7,206

108 3,676 106,565

32 221 8,508

8 39 1,240

1,251 45,694 1,331,276

35 548 16,941

1,483 50,958 1,481,337

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2008

2008

2008

2008

2008

2010

2010

2010

2010

2010

2010

2010

30 497 12,020

119 4,129 111,859

33 e 11,098

11 b 1,328

1,167 41,221 1,055,921

36 567 17,244

1,413 47,165 1,218,676



a - 0 to 19 employeesb - 20 to 99 employees




Administrative and Support and Waste Management and Remediation Services


Number of Establishments: 1,413Number of Workers: 47,165Annual payroll: $1,218,676,000Pay per worker: $25,838Workers per establishment: 33.4

Trends

Despite a significant loss of jobs in Shelby County, this sector grew in every other MAAG Region County. This trend is most likely attributed to urban sprawl and the increasing demand for services in the surrounding counties.




Action Plan


Contents



TargeTsEconomic

Development

Transportation Access

Environmental Protection and

Conservation

Workforce Development

Promotion of Hi-Tech

Balancing Resources

Fundraising

Public Health

Action Plan

The Plan of Action will guide the implementation of the Goals and Objectives identified throughout the CEDS by ensuring the CEDS is implemented in a way that will:

• Promote economic development and opportunity, • Foster effective transportation access, • Enhance and protect the environment • Maximize effective development and use of the workforce consistent with any applicable state or local workforce investment strategies, • Promote the use of technology in economic development, including access to high-speed telecommunications, • Balance resources through sound management of physical development, and • Obtain and utilize adequate funds and other resources.

To implement the CEDS, MAAG will work closely with committee members and partners; use local, state, and federal economic development programs to develop projects; and work with partners to ensure that the CEDS is incorporated into other regional and statewide plans. MAAG will also provide support services to member governments and nonprofits in areas such as economic and community development, historic preservation, housing, rural planning, rural tourism, and small business financing.

ECONOMIC AND COMMUNITY DEVELOPMENTThis action plan is organized around economic and community development efforts with emphasis on small business and industrial development. To carry out this effort, MAAG provides staff assistance to the region’s communities in planning and facilitating economic and community development projects.

Grant Writing and AdministrationUnder the supervision of the executive director, a three member staff will work with state and federal agencies throughout the year to prepare grant/loan proposals for infrastructure improvement projects for member governments. Projects may include those such as water treatment facilities, water line extensions, industrial park improvements, rural fire protection, and city parks. State and federal agencies include but are not limited to the Economic Development Administration, Rural Development Administration,

Action Plan


Action Plan

Delta Regional Authority, TN Department of Economic and Community Development, and the TN Department of Environmental Conservation. Efforts to obtain grant/loan funds for infrastructure projects will be made throughout the year. Staff will work with communities who express specific needs and will meet with local officials, gather data, attend public hearings, and provide necessary resolutions and notices in order to develop these projects further. Staff will also work with member governments to administer approved projects.

Comprehensive Economic Development Strategy (CEDS)As the federally designated Economic Development District, MAAG is responsible for developing and implementing the region’s Comprehensive Economic Development Strategy (CEDS). The CEDS analyzes our regional economy and serves as a guide for establishing regional goals and objectives, developing and implementing a regional plan of action, and identifying investment priorities and funding sources. MAAG staff will work closely with the MAAG Board of Directors, the MAAG CEDS Committee and community leaders from the public and private sector as a guide in this effort. A new CEDS will be developed this year with updates submitted annually.

Data CollectionMAAG recognizes the region’s need for maintaining relevant demographic information and using it in the economic and community development planning process. Throughout the year, staff will collect, analyze, and disseminate statistical and demographic information for the region. This information will be used in the development of proposals, special projects, and to guide the development of the CEDS. MAAG will continue to monitor and provide information to the Economic Development Administration’s economic development representative on area plant closings and the number of employees affected. These efforts should help MAAG maintain accurate and timely updates of the region’s CEDS.

HISTORIC PRESERVATIONIn FY 2013, MAAG will apply to the Tennessee Historical Commission for a Federal Preservation Grant that will allow MAAG to become involved in Historical Preservation within the Greater Memphis region. Activities will include preservation planning studies for towns, neighborhoods, and historic districts, the preparation of nominations to the National Register of Historic Places, planning or pre-development work necessary to undertake restoration of an historic property, and restoration of historic properties. Other activities may include conducting architectural, archaeological, and historic site surveys to identify and record historic districts, sites, buildings, structures, and objects significant to Tennessee’s history.

HOUSING It is the intent of MAAG to serve as a resource to improve, promote and support economic growth in the communities we serve. Crucial to economic development


is the access for very low- and low-income persons to affordable, quality housing. To promote planning and economic development of the region, MAAG provides housing services to local governments, not-for-profit entities and individuals. MAAG will work with the Tennessee Housing Development Agency (THDA) to identify, administer and promote housing programs throughout the region.

Market AnalysisDuring the first part of FY2013, MAAG plans to conduct a Housing Market Analysis of housing programs and housing partners within Fayette, Lauderdale, Shelby and Tipton counties. This will include reaching out to local governments and not-for-profit entities to identify those organizations providing housing services, identifying what those services include and listing the eligibility requirements. While working with the local governments and not-for-profit entities, MAAG also plans to pinpoint the needs within the region. Needs may be identified as, but not limited to: homebuyer education, affordable housing, down payment and mortgage assistance, repair and rehabilitation services, and multi-family housing. Once the resources and needs are identified, MAAG will use this information to match available resources to identified needs that will promote affordable, quality housing throughout the region.

Technical Assistance/Customer ServiceThe development of a Housing Market Analysis for the Greater Memphis region will allow MAAG staff to concentrate on providing technical assistance and customer service to local governments and not-for-profit entities. MAAG staff will gain a thorough knowledge of the housing market and will make referrals to area residents looking for housing assistance. MAAG staff will also provide assistance to local governments and not-for-profit entities to take advantage of housing programs offered by THDA, Rural Development Administration and Housing and Urban Development. Assistance will be provided in areas of project development, grant writing, and project administration.

OutreachThroughout the year, MAAG will promote existing housing programs offered by MAAG and THDA. As the Housing Market Analysis progresses, MAAG will begin promoting additional programs offered by other government agencies and not-for-profit entities. Promotion of housing programs includes developing and obtaining

Memphis Area Association of GovernmentsAction Plan


Action Plan

promotional materials, making presentations about housing programs to local governments and community leaders, making information about MAAG and THDA housing programs available on the MAAG website, and presenting and participating in local and regional housing conferences and tradeshows.

Emergency Repair ProgramMAAG will continue to administer the Emergency Repair Program (ERP) for THDA. The ERP provides grants to low income senior homeowners to repair or replace an essential system and/or a critical structural problem. MAAG staff will partner with local not-for-profit entities and local governments to identify homeowners and make essential repairs to make the home livable.

RURAL PLANNING

I-269 PlanningThe planning staff of MAAG is participating in the economic development and environmental planning of the I-269 Corridor in Fayette and Shelby counties in TN. The I-269 Corridor is currently the only planned urban loop off of the I-69 “NAFTA” Highway. The 1,790 mile long I-69 highway will connect Port Huron, Michigan and Laredo, Texas and will provide a direct link from Monterrey, Mexico to Toronto, Canada. The Shelby County portion of the I-269 loop extends approximately 35 miles in length and approximately 2,000 feet in width. MAAG staff will be instrumental in the planning process which will provide a great opportunity to consider effective economic, social, community, environmental, and transportation planning for the region for the 21st century.

Community PlanningMAAG staff will become the planners for at least two communities in fiscal year 2013. These two communities are Henning, TN and Somerville, TN. MAAG will act as the community planning staff for these two jurisdictions and the activities will include, land use planning, transportation planning, economic development planning, environmental planning, geographic information planning, as well as zoning and subdivision issues. Close contact and working relationships with local officials and communities will be essential to assure that plans are accepted and implemented by the local communities.

In addition to the Tennessee counties mentioned, MAAG will be actively assisting some of the communities in Crittenden County, Arkansas in their community planning needs. The planning areas will be the same as above. MAAG currently participates in the West Memphis Metropolitan Planning Organization for transportation planning activities and hopes to expand participation and assistance to the Crittenden County communities through community planning.


Rural Planning OrganizationMAAG has recently been designated as the West Tennessee Rural Planning Organization. The Rural Planning Organization is the Tennessee Department of Transportation’s local presence in the rural communities to facilitate transportation planning and to coordinate those plans with surrounding communities and the state. MAAG will bring rural community officials together periodically to assess their transportation needs and then design plans to accomplish those needs.

Solid WasteMAAG will be the district office for Shelby, Fayette, Tipton, and Lauderdale counties to coordinate the Tennessee Department of Environmental and Conservation Department’s rules and regulations regarding solid waste. MAAG will work closely with its four counties and their Solid Waste Boards to coordinate requirements and policy between the state and the local governments. At the same time, MAAG will assist the local jurisdictions in designing and implementing their Solid Waste Plans to assure their effectiveness and compliance.

Tennessee Advisory Commission on Intergovernmental Relations (TACIR)The General Assembly, through the Public Infrastructure Needs Inventory Act, has directed that the Tennessee Advisory Commission on Intergovernmental Relations(TACIR) shall annually compile and maintain an inventory of needed public infrastructure within the state. On a county-by county basis, the following categories of infrastructure will be inventoried: transportation (roads, bridges, airports, etc.); water and wastewater; industrial sites; municipal solid waste; K-12 facilities; recreation; low and moderate income housing; telecommunications; public health buildings; public buildings; and other public facilities as deemed necessary by the TACIR.

RURAL TOURISM In 2011, MAAG received the regional tourism organization designation grant from the Tennessee Department of Tourist Development (TDTD) for the Greater Memphis region that includes Fayette, Lauderdale, Shelby and Tipton counties in Tennessee. Aware of the fact that tourism is the second highest generator of revenue in the state, MAAG formed a Tourism Advisory Board (TAB) made up of tourism-focused representatives from each county.

Memphis Area Association of GovernmentsAction Plan


Action Plan

The TAB meets quarterly to assess and discuss opportunities for tourism promotion in the rural communities covered by MAAG, to bring awareness to the value of tourism within the served communities and to develop promotional guidance to tourism-related businesses for growth. The MAAG TAB has developed a tourism generating promotion called Day Trippin’ to brand the increased focus on rural tourism in the region. In addition, counties may submit requests for mini-grants allocated through the TDTD grant to promote specific projects and/or events in their communities. Requests are submitted to MAAG and reviewed for approval based on set guidelines. Each project that is allocated funding will be monitored throughout the year by MAAG staff.

SMALL BUSINESS FINANCINGMAAG will continue to promote job creation by assisting area small businesses in acquiring financing through, among others, the EDA Revolving Loan Program and the Rural Development Agency Intermediary Relending Program. MAAG will maintain staff that is experienced in the review, packaging, administration and/or referral of the most appropriate loan programs to best meet the needs of interested businesses.MAAG staff will strive to improve upon the current year’s efforts, in doing so will maintain close contact with area chambers of commerce and banks so that those organizations will be more aware of our efforts and the availability of alternative financing options. Efforts will be made to meet with and update the MAAG Loan Committee on a regular basis. MAAG staff will actively pursue opportunities to address civic groups and organizations so as to extend the knowledge and understanding and availability of the Revolving Loan Fund program and the RDA Intermediary Relending Program.

EDA Revolving Loan Fund (RLF)The RLF is a funding source for small businesses that was established by the Economic Development Administration to create access to capital by start-up and ongoing businesses that are viable, but do not currently meet commercial lending standards. The loans emanating from this source assist small businesses in need of working capital and startup expenses and encourage innovative and entrepreneurial efforts from the community.

RDA Intermediary Relending Plan (IRP)The IRP performs the same function and requirements as the RLF with the exception that the IRP is specifically targeted to small businesses in the designated rural areas, and this program is sponsored by the U. S. Department of Agriculture. Uses of this IRP capital include working capital and startup expenses that encourage the innovation and entrepreneurial spirit and activity that is the genesis of strong economies. This is a new program for MAAG. The MAAG staff looks forward to being proactive in promoting the program and being the lender of the program for Fayette, Tipton, Lauderdale counties in TN and portions of Shelby County, TN.



Jobs Created

Investments

Jobs Retained

Private Sector Investment

Changes in the economic climate of

the region

Performance Measures

In order to assure the success of any economic development plan, a formal plan of evaluation must be undertaken. To assess the implementation of the CEDS and to ensure its success, the CEDS will be evaluated on a yearly basis by reviewing the demographics of the region as well as the projects and investments made in the region.

The local demographics will be analyzed and then compared to those of the region, state, and nation. The evaluation will include demographics such as employment and unemployment, per capita income and poverty, educational attainment, and cluster development. It will also look at the number of jobs created and retained in the region.

The second area of evaluation will include a review of the goals and objectives identified for continued relevancy and then updated as necessary. Additionally, an inventory of completed projects will be prepared along with the type investment and the impact on the region including jobs created, private investment made, and any other direct and indirect benefits.

Performance Measures


Sources and Works Cited

Memphis Regional Sourcebook.http://www.memphisregion.com/default.asp

United States Censushttp://2010.census.gov/2010census/

Greater Memphis Chamberhttp://www.memphischamber.com/The-Chamber.aspx

Tennessee Advisory Commission on Intergovernmental Relations (TACIR)http://www.tn.gov/tacir/

U.S. Economic Development Administrationhttp://www.eda.gov/

Delta Regional Authorityhttp://www.dra.gov/

U.S. Bureau of Economic Analysishttp://www.bea.gov/

United States Department of Laborhttp://www.dol.gov/

STATS Americahttp://www.statsamerica.org/

Tennessee Department of Labor and Workforce Developmenthttp://www.tn.gov/labor-wfd/labormarketinfo.shtml

United States Department of Agriculture – Tennessee Rural Developmenthttp://www.rurdev.usda.gov/TN-Home.html

Tennessee Department of Transportationhttp://www.tdot.state.tn.us/

Memphis Urban Area Metropolitan Planning Organizationhttp://www.memphismpo.org/

West Memphis MPOhttp://mpo.midsouthcc.edu/

The following list of resources has

been utilized in the production of this

document. The majority of the

other information presented in this

plan comes directly from members of

these organizations or sources otherwise cited directly in the

text.

Reference Section


Sources

Tennessee Housing Development Agencyhttp://www.thda.org/

Federal Reserve Bank of St. Louishttp://www.stlouisfed.org/

Sparks Bureau of Business and Economic Research – University of Memphishttp://sbber.memphis.edu/

Center for Business and Economic Research – University of Tennesseehttp://cber.bus.utk.edu/

United States Bureau of Labor Statisticshttp://www.bls.gov/home.htm

Tennessee Department of Economic & Community Developmenthttp://www.tn.gov/ecd/

Tennessee Valley Authorityhttp://www.tvasites.com/index.html

Workforce Investment Networkhttp://www.workforceinvestmentnetwork.com/

The Leadership Academyhttp://www.leadershipacademy.org/

Leadership Memphishttp://www.leadershipmemphis.org/default.aspx

Fayette County Chamber of Commercehttp://www.fayettecountychamber.net/

Tipton County Chamber of Commercehttp://tiptonco.com/

Lauderdale County Chamber of Commercehttp://www.lauderdalecountytn.org/

DeSoto County Chamber of Commercehttp://desotocounty.com/


Sources

West Memphis Chamber of Commercehttp://www.wmcoc.com/

Memphis City Schoolshttp://www.mcsk12.net/

Memphis Fast Forwardhttp://memphisfastforward.com/

Memphis Bioworkshttp://www.memphisbioworks.org/index.cfm

HTL Advantage Tennesseehttp://www.htladvantage.com/

County Health Rankingshttp://www.countyhealthrankings.org/#app/

Memphis Area Transit Authorityhttp://matatransit.com/default.aspx

The Southern Gateway Projecthttp://www.southerngatewayproject.com/index.asp

Memphis Area Association of Governmentshttp://maagov.org/

Sustainable Shelbyhttp://www.sustainableshelby.com/

The Division of Housing and Community Development and The Memphis Housing Authorityhttp://www.cityofmemphis.org/framework.aspx?page=4

Memphis Travelhttp://www.memphistravel.com/

Jobs4TNhttp://www.tn.gov/ecd/Jobs4TN.html

Hoovershttp://www.hoovers.com/100004996-1.html


Sources

Port of Memphishttp://www.portofmemphis.com/index.asp

Memphis Business Journalhttp://www.bizjournals.com/memphis/

Downtown Memphis Commissionhttp://www.downtownmemphiscommission.com/dmchome.asp

FEMAhttp://www.fema.gov/multi-hazard-mitigation-planning

USDA Census of Agriculturehttp://www.agcensus.usda.gov/index.php

TN 3-Star Programhttp://www.tn.gov/ecd/CD_three_star.html

Memphis Intermodal Facilityhttp://www.thefutureneedsus.com/project-updates/memphis-regional-intermodal-facility/

Tennessee Technology Development Corporationhttp://www.tntechnology.org/incite/


AppendicesTop Companies (Sales)

HILTON WORLDWIDE, INC. (Operations Center)Memphis, TN, United States$79,000.00M FedEx CorporationMemphis, TN, United States$42,680.00M

Methodist Healthcare Memphis HospitalsMemphis, TN, United States$27,000.00M

International Paper CompanyMemphis, TN, United States$26,034.00M

Federal Express CorporationMemphis, TN, United States$25,766.00M

AutoZone, Inc.Memphis, TN, United States$8,072.97M

Jabil Global Services, LLCMemphis, TN, United States$5,609.00M

ServiceMaster Holding CorporationMemphis, TN, United States$3,940.30M

The ServiceMaster CompanyMemphis, TN, United States$3,205.87M



Sedgwick James, IncMemphis, TN, United States$2,589.40M

Mueller Industries, Inc.Memphis, TN, United States$2,417.80M

Thomas & Betts CorporationMemphis, TN, United States$2,297.53M

FedEx Freight CorporationMemphis, TN, United States$2,135.50M

Fred’s, Inc.Memphis, TN, United States$1,879.06M

Verso Paper Holdings LLCMemphis, TN, United States$1,722.49M

Verso Paper Corp.Memphis, TN, United States$1,722.49M

First Horizon National CorporationMemphis, TN, United States$1,618.45M

First Tennessee Bank National AssociationMemphis, TN, United States$1,606.31M


Memphis ED “Status Report”

Work Example 1_CEDS

Documents

Transcript of Work Example 1_CEDS