EAST ALABAMA REGIONAL ECONOMIC AND WORKFORCE DEVELOPMENT STRATEGY A product of the CLEAR Plan 2030

Draft 2 EAST ALABAMA REGIONAL ECONOMIC AND WORKFORCE DEVELOPMENT STRATEGY A product of the CLEAR Plan 2030 The Economic Competitiveness and Education Livability Resource Teams collaborated to create the East Alabama Regional Economic and Workforce Development Strategy. This Strategy is intended to bring together existing and new efforts in furthering the 10-County East Alabama Region s Economic Competitiveness and Workforce Development in a coordinated method. AUGUST 2013

HUD Acknowledgement The work that provided the basis for this publication was supported by funding under an award with the U.S. Department of Housing and Urban Development. The substance and findings of the work are dedicated to the public. The author and publisher are solely responsible for the accuracy of the statements and interpretations contained in this publication. Such interpretations do not necessarily reflect the views of the Government. DRAFT- East Alabama Regional Economic and Workforce Development Strategy i

TABLE OF CONTENTS Introduction... 1 Livability Principles... 1 Livability Framework... 1 Public Participation Process... 2 Skills Employers Desire and Programs... 3 Career Ready Alabama... 3 Learning for Life Exploring Program... 4 Comprehensive Economic Development Strategy... 5 Goal I. Stimulate and strengthen the region's economic base and human resources.... 5 Objective 1: Provide new and varied employment opportunities.... 5 Objective 2: Provide adequate education and training opportunities.... 5 Objective 3: Provide and assist in the provision of human service programs targeted to the needs of the region.... 5 Goal II. Assist in the development and maintenance of physical infrastructure and facilities within the region's communities and encourage implementation of land use and growth management policies to address the long term goals and needs of the region.... 5 Objective 1: Develop adequate community facilities and services.... 5 Objective 2: Insure a safe, efficient and economic transportation system.... 6 Objective 3: Provide safe, decent, and sanitary housing in a suitable living environment for all residents of the region.... 6 Objective 4: Provide an adequate and accessible variety of recreational and cultural facilities for all citizens of the region.... 6 Goal III. Develop and conserve the region's natural resources.... 6 Objective 1: Provide optimal development of communities' agriculture and timberland.... 6 Objective 2: Provide optimal development and control of water resources and address flood hazard issues in the region.... 6 Objective 3: Protect and preserve valuable environmental and historic resources.... 6 Objective 4: Promote the efficient use of energy.... 6 Workforce Development Councils... 7 Region 5 Workforce Development Council... 8 R5- Goal I. Workforce Development: Provide a skilled workforce to meet the needs of Region 5 businesses and industry.... 9 Objectives... 9 R5- Goal II. Marketing & Communication: Improve communication within Region 5 to provide awareness of workforce needs.... 9 Objectives... 9 R5- Goal III. Relationships and Partnerships: Maximize exposure of the Workforce Development Council s mission to all organizations and concerned citizens within Region 5.... 9 Objectives... 9 R5- Goal IV. Education: Provide relevant, quality education opportunities to the workforce and communities of Region 5.... 9 Objective... 9 R5- Goal V. Funding: Secure all available funds for meeting identified needs within Region 5.... 9 Objectives... 9 Region 8 Workforce Development Council... 10 DRAFT- East Alabama Regional Economic and Workforce Development Strategy ii

R8- Goal I. Workforce Development: Develop a skilled workforce to meet the needs of Business and Industry in Region 8.... 10 Objectives... 10 R8- Goal II. Marketing & Communication: Improve and develop new marketing tools to re-engage the stakeholders of the region and promote outreach efforts for the citizens of Region 8.... 10 Objectives... 10 R8- Goal III. Relationships and Partnerships: Develop and maintain strategic partnerships within the region.... 10 Objectives... 10 Other Existing Plans... 11 Accelerate Alabama... 11 Statewide CEDS... 12 Workforce Retention & Economic Strategy of Calhoun County... 12 Tourism Project... 13 Brainstorming Strategies... 14 Conclusion... 15 Appendix A- 2011 CEDS Economic Development Problems and Opportunities... I DRAFT- East Alabama Regional Economic and Workforce Development Strategy iii

INTRODUCTION The East Alabama Partnership for Livability received a HUD funded regional planning grant in 2010 to create a livability plan for the 10-County East Alabama Region (Figure 1). As a part of the planning process, six Livability Resource Teams were created including Education, Economic Competitiveness, Health, Housing, Transportation, and Community Engagement. The Education and Economic Competitiveness LRTs began to work together early in the planning process due to the intertwining nature of education and workforce development. This document is the Regional Economic and Workforce Development Strategy, which the Team developed during June 2012- August 2013. During the summer of 2012, an existing conditions document was prepared for the various components that make up a livable community. For background information and data, please refer to the Economic Competitiveness portion of the existing conditions document found at www.clearplan2030.org/components. Figure 1- East Alabama Region LIVABILITY PRINCIPLES Partners for Livable Communities, a non-profit organization, was contracted to assist with the development of the CLEAR Plan 2030. They provided technical assistance and experience in cultivating livability in economic development. Partners for Livable Communities developed the following eight livability principles, which were utilized in the planning process. 1. Encourages prosperity and upward mobility 2. Champions valued communities 3. Values and protects its beauty and natural resources 4. Celebrates heritage and cultural assets 5. Thinks regionally, acts locally 6. Invests in quality and accessible education 7. Promotes a sense of place and a pride of ownership and home 8. Grows local and regional leadership LIVABILITY FRAMEWORK Partners for Livable Communities also developed a livability framework for each of the six Livability Resource Teams. The Economic Competitiveness Framework has five components, which both supports and is supported by its economy, and thrives on the quality of its people, including the workforce and the consumer base. Economic Competitiveness is focused on families. Good paying jobs in growing industries build a healthy middle class that invests in the education and health of their children and their community. An educated and healthy community attracts new and innovative people and businesses that lay down roots and create more good paying jobs along the way. A competitive economy contains a variety of industries, skills, and professionals. New products and new ideas are formed through the collaboration of professionals from varied backgrounds, and livable communities support education and workforce development initiatives from arts and media to computer programming and bioengineering. DRAFT- East Alabama Regional Economic and Workforce Development Strategy 1

Economic Competitiveness is fair. In a livable community, workforce development resources are extended to encourage an inclusive, competitive, and satisfied workforce. All citizens can afford to live and work. Opportunities for improvement and growth are available and accessible. Women and minorities hold elevated positions in government, education, business, and community organizations. People succeed based on their ability and their effort. Economic Competitiveness is focused on quality and education. In a globalizing economy, the quality of the workforce becomes increasingly more important. As the American economy increasingly moves toward an information economy, education and creativity will determine economic success. The capacity to address communities long term energy and environmental challenges, employment and infrastructure needs, and health care affordability and accessibility will depend on creative solutions and smart technology. Economic Competitiveness engages in placemaking. By encouraging the development of active and diverse destinations and by showcasing amenities, communities are able to draw new businesses and brain power. Modern companies are less influenced by the proximity to raw materials and are instead responsive to the lifestyle desires of their employees. The young, creative workforce is continually migrating to areas with lively centers and cultural attractions. Today, economic development strategies also advance design and development by leveraging a community s natural beauty and promoting its cultural and heritage resources. Economic Competitiveness is regional. Regional approaches to economic competitiveness allow initiatives to involve more stakeholders, garner greater political and economic support, and take on more ambitious projects. Moreover, approaching development on a regional scale allows planners to create infrastructure that supports economic growth, cultural vitality, and environmental stability. Regional approaches to development require the coordination of different groups and inherently require more resources to address large-scale issues. Regional approaches often reap greater rewards than efforts targeted at specific communities, and are necessary to deal with many of the challenges faced by American communities in the 21st century. PUBLIC PARTICIPATION PROCESS The residents of East Alabama had many opportunities to voice their opinion for the future of their region. A Livability Survey was conducted between November 2012 May 2013. This survey received over 5,400 responses, which exceeds the 1% population target of 5,000. Residents attended the first round of County Conversations taking place between January 2013 April 2013, and the second round during June 2013 August 2013. Furthermore, residents could join any of the Livability Resource Teams throughout the planning process. Not surprisingly, the results of the Livability Survey and the first round of County Conversations (which consisted of visioning questions) identified the main priority of jobs and high quality education. In five years, the region wants to see economic development, educational opportunities, health care, entertainment and leisure, and infrastructure investments. This prioritization reinforces the importance of the Regional Economic and Workforce Development Strategy working to promote livability in the East Alabama Region. DRAFT- East Alabama Regional Economic and Workforce Development Strategy 2

SKILLS EMPLOYERS DESIRE AND PROGRAMS Part of the discussion brought up by the joint Education and Economic Competitiveness Livability Resource Teams is the skills students need to be taught in order to be able to succeed in the workforce. The AARP Foundation and the Worksearch Information Network (WIN) identified the following skills job seekers need to have (Table 1). Table 1- Skills Employees Need Basic Critical Thinking Personal Qualities Technology Reading Learning Responsible Exchanging E-mail Writing Thinking Creatively Self Confidence Browsing the Internet Math Reasoning Self-Control Microsoft Word and Excel Oral Communication Decision Making Social Skills Listening Problem Solving Honesty Organizing Planning Integrity Adaptable and Flexible Team Spirit Punctual and Efficient Self-Directed Good Work Attitude Well Groomed Cooperative Leadership Self-Motivated Source: AARP Foundation retrieved from http://www.aarpworksearch.org/inside/pages/howemployableami.aspx on 7/24/2013 There are existing programs in the Region preparing students to succeed, teaching them the skills employers desire. These programs include Career Ready Alabama and the Boy Scouts of America Exploring Program. Career Ready Alabama Career Ready Alabama is an existing statewide initiative intended to increase career and work-ready skills for individuals. Alabama s Career Readiness Certificate (CRC) is an assessment-based credential based on the ACT s WorkKeys program. Table 2 presents the three assessments and the standards they measure. Table 2- Career Readiness Certificate Criteria Assessments Standards Applied Mathematics Test Apply mathematical reasoning, critical thinking, and problem-solving techniques to work-related problems. Locating Information Test Utilize workplace graphics, comparing, summarizing, and analyzing information displayed in graphics. Reading for Information Test Assesses individual s skill at reading text needed to do a particular job. Source: Retrieved from http://careerreadyalabama.dpe.edu/home/workkeys.aspx on 8/14/13 DRAFT- East Alabama Regional Economic and Workforce Development Strategy 3

There are four levels of Career Readiness Certificates, which can be received by scoring a specific score on all three assessments: Bronze (3 or higher on all), Silver (4 or higher on all), Gold (5 or higher on all), and Platinum (6 or higher on all). Table 3 displays the total number of Career Ready Certificates awarded in the Region. As shown, Talladega County has the highest amount of Certificates with 1,374. Table 3- East Alabama Career Ready Certificates Awarded County Platinum Gold Silver Bronze Total Calhoun 4 106 286 109 505 Chambers 4 73 373 258 708 Cherokee 2 17 38 7 64 Clay 0 7 21 9 37 Cleburne 0 5 27 8 40 Coosa 0 8 25 10 43 Etowah 3 86 251 111 451 Randolph 0 14 32 11 57 Talladega 10 260 705 399 1,374 Tallapoosa 0 56 169 63 288 Region 23 632 1927 985 3,567 State Total 187 9,264 27,908 12,251 49,610 Source: Retrieved from www.alabamacrc.org/certsummary.asp on 8/14/13 Additional information about the Career Readiness Certificate program can be found at http://careerreadyalabama.dpe.edu/. Learning for Life Exploring Program The Learning for life Exploring program is a career education program for young men and women ages 15-20. Participants are matched with a Participating Organization, where they gain practical knowledge and experience, learn life skills, and are exposed to positive leadership. The participants are organized around a career interest and promotes hands-on experience. For more information regarding the Exploring Program, visit www.learning-for-life.org/exploring. The Career Ready Alabama and Learning for Life Exploring Program are successful existing programs that promote teaching the skills people need to succeed in the workplace and should be promoted in the East Alabama Region. DRAFT- East Alabama Regional Economic and Workforce Development Strategy 4

EXISTING PLANS COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY The Comprehensive Economic Development Strategy (CEDS) is a regional planning and implementation process designed to create jobs, foster more stable and diversified economies. It is also to improve living conditions, and provide a mechanism for guiding and coordinating the efforts of persons and organizations concerned with economic development. The planning process brings together the public and private sectors to create the economic roadmap for strengthening and diversifying the regional economy. The document is comprehensively updated every five years. The 10-County East Alabama Region is encompassed in the CEDS coordinated by the East Alabama Regional Planning and Development Commission. Included in the 2011 Comprehensive Economic Development Strategy (CEDS) are goals and objectives (chapter 8 of the document). The joint Education and Economic Competitiveness Livability Resource Team discussed the visions, goals, and objectives identified in the 2011 CEDS. The Team verified the vision, goals, and objectives are still valid and felt there was no need to create something new, when the current vision, goals, and objectives are in the process of being implemented. The current vision, goals, and objectives from the 2011 CEDS are listed below and are a necessary part of the regional economic and workforce development strategy. Vision To develop an expanded economic base within the East Alabama region which efficiently and effectively utilizes the region's natural and human resources, provides full employment for the region's citizenry, and improves the area's quality of life. Goal I. Stimulate and strengthen the region's economic base and human resources. Objective 1: Provide new and varied employment opportunities. Objective 2: Provide adequate education and training opportunities. Objective 3: Provide and assist in the provision of human service programs targeted to the needs of the region. Goal II. Assist in the development and maintenance of physical infrastructure and facilities within the region's communities and encourage implementation of land use and growth management policies to address the long term goals and needs of the region. Objective 1: Develop adequate community facilities and services. DRAFT- East Alabama Regional Economic and Workforce Development Strategy 5

Objective 2: Insure a safe, efficient and economic transportation system. Objective 3: Provide safe, decent, and sanitary housing in a s uitable living environment for all residents of the region. Objective 4: Provide an adequate and accessible variety of recreational and cultural facilities for all citizens of the region. Goal III. Develop and conserve the region's natural resources. Objective 1: Provide optimal development of communities' agriculture and timberland. Objective 2: Provide optimal development and control of water resources and address flood hazard issues in the region. Objective 3: Protect and preserve valuable environmental and historic resources. Objective 4: Promote the efficient use of energy. The CEDS contains economic development problems and opportunities for each of the 10-counties. These were reviewed and updated by the LRT (Appendix A). The CEDS also contains a list of suggested and vital projects. This is found in Chapters 9 and 10 of the CEDS located at http://tiny.cc/earpdc-ceds. DRAFT- East Alabama Regional Economic and Workforce Development Strategy 6

WORKFORCE DEVELOPMENT COUNCILS Ten Regional Workforce Development Councils (WDCA) have been established. They provide a direct link to the workforce needs of business and industry at the local level. The Councils are business-driven and business-led and work with their member counties to develop a regional strategic plan and comprehensive workforce development system that supports local economic and job development activities. Business and industry representatives use the Council to ensure the community colleges prioritize teaching the skill sets necessary for present and future business needs. There are two Workforce Development Councils serving the 10-County East Alabama Region. Figure 2 displays the Workforce Development Councils for the entire State. As shown, the 10-County East Alabama Region is served by the Region 5 and Region 8 Workforce Development Councils. The Region 8 Council includes Chambers County, while the other nine counties are included in Region 5. As a part of the Workforce Development Council s mission, a Strategic Plan is created annually. This Strategic Plan identifies the top five target industries and top occupations, along with goals and objectives to help support the creation of a prepared and skilled workforce. Table 4 shows the top five target industries for both Region 5 and Region 8. As shown, most of the occupations are in the medical and manufacturing industries. Table 5 displays the top occupations identified by the two Workforce Development Councils. Table 4- Top 5 Target Industries Region 5 Region 8 Automated Manufacturing Construction Construction Healthcare Healthcare Manufacturing Services Service Tourism Figure 2- Workforce Development Council Map DRAFT- East Alabama Regional Economic and Workforce Development Strategy 7

Table 5- Workforce Development Top Occupations Region 5 Region 8 Computer User Support Specialist (15-1150) Assemblers Medical Records and Health Information Technician (29-2071) CNAs Heavy Equipment Operators: Customer Service Reps Operating Engineers & Other Construction Equipment Operators (47-2073) Green Technology Material Moving Workers (53-7199) IT Technicians Heavy and Tractor-Trailer Truck Drivers (53-3032) LPNs Electrical & Electronics Repairers, Commercial & Industrial Equipment (49-2094) Machinist Nursing: Maintenance Licensed Practical Nurses (29-2061) Quality Control Nursing Assistants (31-1014) Service Manager Metal Workers & Plastic Workers: Computer Control Programmers and Operators (51-4010) Machinists (51-4040) Plating & Coating Machine Setters, Operators, & Tenders, Metal & Plastic (51-4193) Welding, Soldering, & Brazing Workers (51-4120) The Workforce Development Council Strategic Plans for Region 5 and Region 8 are found on the following pages. REGION 5 WORKFORCE DEVELOPMENT COUNCIL The Region 5 Workforce Development Council is composed of Cherokee, Etowah, Calhoun, Cleburne, Talladega, Clay, Randolph, Coosa, and Tallapoosa Counties (Figure 3). The major partners of the Region 5 Workforce Development Council include the three Community Colleges found in the Region: Gadsden State Community College, Southern Union State Community College, and Central Alabama Community College and representatives from regional business and industries. Figure 3- Region 5 Area DRAFT- East Alabama Regional Economic and Workforce Development Strategy 8

R5- Goal I. Workforce Development: Provide a skilled workforce to meet the needs of Region 5 businesses and industry. Objectives Reduce out region recruitment and hiring by businesses and industries Decrease the number of unemployed and underemployed in Region 5 Complete funding applications for targeted training according to the schedule set by the Regional Council and GOWD R5- Goal II. Marketing & Communication: Improve communication within Region 5 to provide awareness of workforce needs. Objectives Increase outreach to business and industry to assess current and future workforce needs Increase communication of current and future workforce needs to educational partners R5- Goal III. Relationships and Partnerships: Maximize exposure of the Workforce Development Council s mission to all organizations and concerned citizens within Region 5. Objectives Increase and retain business and industry involvement in the Workforce Development Council meetings Encourage outreach to local high schools by Post-Secondary institutions to bridge vocational and career tech gaps Explore potential partnerships between other potential WFD Training Resources / Certified Workforce Development Service Providers R5- Goal IV. Education: Provide relevant, quality education opportunities to the workforce and communities of Region 5. Objective Increase the number of funding sources to meet the workforce development needs of Region 5 R5- Goal V. Funding: Secure all available funds for meeting identified needs within Region 5. Objectives Promote public/private partnerships that increase the funds available for WFD projects Maximize efforts that support an increase in state and federal funding for WFD Achieve better intra-public and public/private applications for project funding within the region DRAFT- East Alabama Regional Economic and Workforce Development Strategy 9

REGION 8 WORKFORCE DEVELOPMENT COUNCIL The Region 8 Workforce Development Council is composed of Chambers, Lee, Macon, Russell, and Bullock Counties (Figure 4). The major partners of the Region 8 Workforce Development Council include the three Community Colleges found in the Region: Chattahoochee Valley Community College, Southern Union State Community College, and Trenholm State Technical College and other major industries. Figure 4- Region 8 Area R8- Goal I. Workforce Development: Develop a skilled workforce to meet the needs of Business and Industry in Region 8. Objectives Have a minimum of 50 new participants enrolled in certification programs by September 30, 2011 Complete funding applications for targeted training according to the following schedule established by GOWD R8- Goal II. Marketing & Communication: Improve and develop new marketing tools to re-engage the stakeholders of the region and promote outreach efforts for the citizens of Region 8. Objectives Maximize utilization of our Region 8 workforce development communication system by disseminating information which includes e-mail, website, newsletters, etc. Implement a system to record visits to Region 8 website. R8- Goal III. Relationships and Partnerships: Develop and maintain strategic partnerships within the region. Objectives Increase active participation rate in the Regional Council by 5% per year Increase balance and align within the target industry of membership DRAFT- East Alabama Regional Economic and Workforce Development Strategy 10

OTHER EXISTING PLANS There are additional existing plans already serving the Region, which need to be incorporated into this Strategy. Accelerate Alabama The Alabama Economic Development Alliance created the Accelerate Alabama plan in January of 2012 by an Executive Order of Governor Robert Bentley. This plan is meant to provide direction for Alabama s economic development efforts through 2015. Three economic development drivers were identified (plus an additional other category) along with accelerators associated with each driver. Table 6 displays these drivers and accelerators. Table 6- Accelerate Alabama Recruitment Retention Renewal Other Provide a Workforce with Skills Create Statewide Organization for Align Workforce Services Aligned with Prospect Needs Innovation Support Rural Development Ensure Availability of Sites and Coordinate and Increase Enhance State Economic Infrastructure that Meet Develop ACCS Strategic Plan Commercialization Efforts Development Brand Prospect Criteria Determine Competitiveness of Financial Assistance Proactively Reach Out to Suspects/Prospects Build Capacity and Recruit Entertainment Production Develop Global Lead Generation Strategy Strengthen the Training for Existing Business and Industry Develop Small Business Assistance Initiative Implement Education/ Workforce Services Communications Program Increase Exports Support Military Assets and Contractors Develop Legislative Agenda for Innovation Build Research and Development Capacity Support Existing Industry Develop the Information Technology Sector Foster Entrepreneurship and Small Business Development Provide Financial Support for Commercialization Inventory and Understand Sustainability Efforts Support Downtown Redevelopment Programs and Other Related Initiatives Specific goals/objectives, tactics, funding sources, metrics, responsible parties and a timeline for each driver and accelerator can be found in the Accelerate Alabama document located at http://www.edpa.org/docs/acceleratealabamastrategicplan.pdf. These are integral to the State s growth and need to be incorporated into the East Alabama Strategy as well. DRAFT- East Alabama Regional Economic and Workforce Development Strategy 11

Statewide CEDS The 12 Regional Councils in the State of Alabama (the East Alabama Regional Planning and Development Commission is one) created an updated statewide CEDs, the Alabama Consolidated Comprehensive Economic Development Strategy of 2010. It outlined goals and strategies for each of the three objectives (Table 7). Table 7- State of Alabama CEDS Goals Goal Community Wellness Environmental Vitality Economic Prosperity Goal 1 Direct resources toward established communities Promote sound management of natural capital Align efforts and assets of business, government, and educational institutions Goal 2 Increase the range of choices for housing, Designate and protect critical Invest in regional development strategies health care, and education environmental areas Goal 3 Maximize human capital by increasing competencies to meet global expectations Foster statewide participation in environmental stewardship Foster a statewide collaborative spirit of leadership Source: Alabama CEDS, Retrieved from http://ceds.alabama.gov/the-vision-of-the-regional-councils-for-sustainable-economic-prosperity/ on 8/14/13 Workforce Retention & Economic Strategy of Calhoun County The Workforce Retention & Economic Strategy of 2012 was developed under contract by the East Alabama Regional Planning and Development Commission (EARPDC), Calhoun County Chamber of Commerce, and TIP Strategies, Inc. This Strategy was developed to assist in retaining employees who were formerly employed at the Anniston Army Depot. The Anniston Army Depot is in the process of incinerating chemical weapons. This was completed in September of 2011, but a majority of the workforce will remain to help remediate the facility, until 2015. The key recommendations found in the study are listed below. Initiate a comprehensive talent management strategies Formalize a regional marketing campaign around talent Work with Gadsden State community College and other higher education providers to market careers requiring technical training Foster entrepreneurship in the region Position Fort McClellan as a center of excellence within the Southeastern US around security/emergency preparedness Expand existing business recruitment activities Expand existing business retention and expansion (BRE) efforts Source: Workforce Retention and Economic Strategy of Calhoun County, August 2012 DRAFT- East Alabama Regional Economic and Workforce Development Strategy 12

Tourism Project An eight county tourism project is currently underway in East Alabama. Figure 5 illustrates participating counties. All of the counties included in the project are a part of the East Alabama Region. The only two counties missing are Etowah and Calhoun, which are the urban counties in the area. This tourism project will be integral in attracting people to East Alabama. However, it is currently under development. Visit their website, www.toureastalabama.com, for more information. Figure 5- East Alabama Tourism Project DRAFT- East Alabama Regional Economic and Workforce Development Strategy 13

EAST ALABAMA REGIONAL ECONOMIC AND WORKFORCE DEVELOPMENT STRATEGIES BRAINSTORMING STRATEGIES The combined Education and Economic Competitiveness LRT deliberated six strategies to develop a strong regional economic and workforce development strategy. An affinity brainstorming method was employed in three sessions, where participants used sticky notes to answer the question posed to them. The lettered bullets under the numbers are the strategies the Team developed to complete the desired action. 1. Align needed skills with jobs. a. Develop an effective collaborative environment between industry and education. b. Continually analyze employer needs and employment trends. c. Align education and training programs with actual needs. d. Provide learning opportunities through real life experiences. 2. Increase the number of people prepared for high wage, high growth jobs. a. Market and promote the region to national and international industries. b. Increase awareness of career opportunities in local high growth sectors. c. Enhance and increase education and training opportunities. 3. Provide training and job opportunities to enhance human capital. a. Communicate opportunities to special populations, training providers and employers. b. Identify and connect special populations to employment and training opportunities. c. Provide assistance to training providers and employers in how to accommodate special populations. 4. Support existing businesses and spur local entrepreneurship. a. Create a business incubator to provide resources to support entrepreneurs. b. Develop a marketing brand for the CLEAR Region. c. Develop a strategy to enhance the tourism industry. d. Coordinate efforts to retain existing businesses and industries. e. Enhance financial incentives/opportunities for local existing business/industry. 5. Capitalize on existing downtown areas. a. Conduct a comprehensive plan and zoning ordinance review to create appealing downtown areas, which promote opportunities for mixed-use space. b. Develop a marketing plan to accentuate downtown areas. c. Establish and promote social and commercial activities downtown. d. Design effective and safe multimodal transportation plan to and within downtown. 6. Utilize or demolish abandoned industrial and commercial sites. a. Identify and seek funding sources to improve existing sites. b. Repurpose or remediate existing properties. c. Designate and promote buildings comparable to the AdvantageSite program. d. Provide best practices regarding the permitting process for construction and demolition of buildings. DRAFT- East Alabama Regional Economic and Workforce Development Strategy 14

CONCLUSION As identified by the Workforce Development Councils, the Region s top occupations are manufacturing, construction, healthcare, and the service sector. These top occupations are in alignment with the Region s existing Comprehensive Economic Development Strategy (CEDS). Therefore, it is the Economic Competitiveness/Education LRT s recommendation to continue to implement the CEDS and the Workforce Development Councils Strategic Plans. Furthermore, the Team suggests implementation of the brainstorming strategies. The brainstorming strategies provide direct, actionable ideas in order to further the economic competitiveness of the Region. DRAFT- East Alabama Regional Economic and Workforce Development Strategy 15

Appendix A- Economic Development Problems and Opportunities APPENDIX A- 2011 CEDS ECONOMIC DEVELOPMENT PROBLEMS AND OPPORTUNITIES Calhoun County Economic Development Problems Economic Development Development of the McClellan property has been hindered by continued need for environmental cleanup, delays in constructing the Anniston Eastern Bypass, the need to improve the existing roadway system, and insufficient sewer coverage and capacity. Smaller communities, such as Weaver, are still trying to recover from the closing of Fort McClellan. Truck traffic does not have very good access to some of the industrial parks. Although local governments rely heavily upon commercial development for revenue, the State does not provide incentives for recruiting commercial development. Local Government Some feel that the state/local governments either are not obtaining or are ignoring the public s opinion about important issues that impact the community. The current tax structure makes it difficult for local governments to establish a steady revenue stream. As Internet retail sales continue to grow, local sales tax revenues will decline. Infrastructure/Transportation County and municipal road systems are underfunded and need further development. Small communities cannot locally fund badly-needed infrastructure improvements, but they do not meet the low-to-moderate income requirements to qualify for most grant funds. The county is urbanizing rapidly, but local governments do not have the resources to bring needed infrastructure into the areas that presently lack adequate infrastructure to accommodate the new residential, commercial, and industrial growth. Workforce Development There is concern that a labor shortage may occur as Baby Boomers retire. Technical education and workforce development programs need to be improved and modernized, to keep pace with changes occurring in the local economy and in the workplace. Quality of Life Some county residents feel that the state and local governments are pursuing economic development without taking measures to protect public health and the environment. Counties in Alabama do not have home rule, so they cannot enact land use controls such as zoning without first obtaining special state legislation. That legislation is difficult to obtain because many people do not understand the benefits of zoning, and fear that granting counties authority to enact zoning eventually will lead to granting counties the authority to levy taxes. The area needs better support services for senior citizens. The State needs to enhance drug prevention and treatment programs and to strengthen laws and penalties for drug trafficking. This information comes from the 2011 Comprehensive Economic Development Strategy (CEDS). It was reviewed and updated by the LRT in 2012. 2011 CEDS I

Appendix A- Economic Development Problems and Opportunities Calhoun County Calhoun County is located halfway between Birmingham and Atlanta. The county has low property taxes. The county has good transportation facilities numerous four-lane highways, Interstate 20, the Anniston Municipal Airport. The Anniston Eastern and Western Bypasses will further improve traffic movement throughout the county and access from interior parts of the county to Interstate 20. There is potential for further development of the Anniston Municipal Airport. There has been strong growth in new construction throughout the county. McClellan, a former military installation closed under BRAC in 1999, presents opportunities for new development. The McClellan staff recognize the need for well-planned, coordinated development. The county has the potential to attract semiconductor industries due to its location and to available industrial sites and workforce training programs. The county has wonderful environmental assets that add to its attractiveness and that present an opportunity for increased ecotourism. The Chief Ladiga Trail is another eco-tourism attraction, especially since it connects to the Silver Comet Trail in Georgia and links Anniston to Atlanta. Economic Development Opportunities Opportunities The county has two institutions of higher education Jacksonville State University and Gadsden State Community College (Ayers campus). The county has the potential to attract retirees. Local leaders and residents see the need for a plan to identify what facilities, services, etc. are needed to attract retirees. The county has very good medical facilities, and it is only a one hour drive from the University of Alabama-Birmingham s stateof-the-art medical facilities. Local governments have had a growing recognition of the need for cooperative efforts. Local governments have had a growing recognition of the importance of planning. Local leaders and residents have had a growing recognition that zoning protects property values. The County Commission has made efforts to obtain state legislation which would give it authority to enact and enforce zoning in the unincorporated areas. Local residents have begun to see a need for at least limited home rule. Although there is a problem with drug use and trafficking in the area, some people who have substance abuse problems could become productive members of the workforce if they receive effective treatment. 2011 CEDS II

Appendix A- Economic Development Problems and Opportunities Chambers County Economic Development Small businesses have difficulty obtaining initial capital. The county s economy has been heavily dependent on the textile industry, and most of the textile plants have closed. Workforce Development The lack of affordable daycare may prevent some people from working. Only one daycare facility is available to serve parents who work late shifts. Public school students need tutoring programs, to help them succeed in school. Health Care The county has a shortage of dentists. No dentists in the county accept Medicaid. People living in the northwest portion of the county have poor access to medical facilities. Economic Development Problems Quality of Life The county needs a litter control program. There are several poorly maintained properties, and they are having a negative impact on neighboring properties and on people s perception of the area. Low income residents need home repair assistance. There is a shortage of recreational facilities and supervised activities for all age groups Infrastructure/Transportation The rural areas need major infrastructure improvements before they can attract industry. Dirt roads are scattered throughout the county and need to be paved. Several roads and highways need to be widened to accommodate commuter and truck traffic. Bridges throughout the county need to be replaced. The county does not have a public transportation system to transport workers to their jobs. The airport needs to be expanded but is landlocked. Rail service is limited to the southeast and northwest corners of the county. Miscellaneous The courthouse needs to be upgraded and expanded. The Apalachicola-Chattahoochee-Flint water compact negotiations continue to drag out and could have major ramifications on the area depending upon their outcome. 2011 CEDS III

Appendix A- Economic Development Problems and Opportunities Chambers County Chambers County has a trainable, skilled workforce. The local community college has a workforce development program. Southern Union State Community College Valley Campus new technology building with apprenticeship program. Educational institutions in the area have an opportunity to collaborate with each other to build programs that complement each other and to reduce program duplication. The Chambers County Chamber of Commerce and the Small Business Development Centers in Columbus, GA and Auburn, AL offer classes about starting small businesses. Local leaders also are interested in developing programs to teach small business owners how to obtain a loan. The City of LaFayette could be a prime area for small business development. The county has the potential to diversify its economy, branching out into auto parts manufacturing, high tech industries, electronics businesses, and the hospitality industry (restaurants, hotels, motels). Economic Development Opportunities Opportunities The Lanett City and Chambers County school systems offer online classes and distance learning. The county s environmental amenities, such as the Chattahoochee River and the County Lake, could foster tourism development. The schools also could use the environmental amenities to create environmental education programs for children. The county has a good roadway network, rail service, and an airport that can accommodate light aircraft. The Lanett Municipal/Chambers County Airport has been expanded in order to accommodate larger aircraft and has direct Interstate access to Montgomery and Atlanta. The area south of Cusseta has an Interstate 85 exit and will attract additional industry once public water and sewer extensions are complete. The county s Public Building Authority could be expanded to perform additional functions in the future. 2011 CEDS IV

Appendix A- Economic Development Problems and Opportunities Cherokee County Economic Development Speculative buildings have been difficult to sell. Local governments have not identified potential industrial sites. The county needs to develop an industrial park that can accommodate larger businesses. The county is extremely rural. Infrastructure/Transportation Public water needs to be extended throughout the county, as the water in many private wells has been declared unsafe to drink. Sewer service is very limited. The county does not have direct Interstate access. The county needs improved highway access to surrounding areas, particularly expanding some roads from two lanes to four. There are no active rail lines in the county. Existing businesses have considered leaving the county due to poor Internet access. Natural Resources The Alabama-Coosa-Tallapoosa water compact negotiations continue to drag out and could have major ramifications on the area depending upon their outcome. Weiss Lake has a pollution problem especially untreated sewage being released upstream from Cherokee County and by some local residential, recreational, and campsite owners. Economic Development Problems Workforce Development The schools are in poor conditions, with outdated buildings, equipment, technology, and programs. Local citizens do not want to consolidate schools as a means to stretch school dollars, but they also oppose increasing taxes to provide added revenue for the existing schools. Local schools are not producing a marketable workforce. Local Government Due to rapid growth, a civic center, an animal shelter, and new fire stations; however, some county residents are opposed to building a civic center. The E-911 service needs to be upgraded and needs a formal fiscal review process. The local governments have insufficient funds to make needed infrastructure and public facility and service improvements. They also lack funds to undertake aggressive tourism and industrial development efforts. The State needs to equalize sales and ad valorem taxes to enable Cherokee County to compete with neighboring Georgia communities for retail sales. Quality of Life Rapid population growth has caused a shortage of housing for people of all income ranges. Rapid, uncontrolled, unregulated growth could harm property values. One area of concern is substandard manufactured homes, which are being brought into the area from Georgia. The State has enacted a law banning older manufactured homes and has been aggressively enforcing that law. Another area of concern is the potential for large-scale hog farming to initiate and to locate near residential developments. The county government has not used its authority to undertake planning, to regulate subdivisions, and to enact and enforce building codes. The county government does not have the authority to enact and enforce a zoning ordinance but needs that authority. Participants felt that local governments need home rule in order to improve and/or protect the area s quality of life. 2011 CEDS V

Appendix A- Economic Development Problems and Opportunities Cherokee County Cherokee County is growing rapidly. The county is a prime area for eco-tourism development, if there is a strong marketing campaign. The Appalachian Scenic Byway crosses the county and connects the county with Interstates 20 and 59. Improvements are being made to Little River Canyon Rim Road, which traverses the Little River Canyon National Preserve. Also in the county are Weiss Lake, Cherokee Rock Village, and other natural resources. There is potential to develop a park with a water theme on Weiss Lake. A Honda supplier located in Leesburg, bringing high wage jobs into the county. The rural public transportation system serves the entire county. The City of Centre has an industrial park that can accommodate smaller businesses. Economic Development Opportunities Opportunities The County Commission and the Cities of Centre and Piedmont have completed construction of the Centre-Piedmont- Cherokee County Regional Airport. The airport has a 5,000 foot runway. The County Commission is conducting a feasibility study for a countywide sewer system. Private lakefront developments have begun to install their own sewer systems. A satellite company is planning to expand the availability of cable modems. The County has formed an Industrial Development Authority with a full-time director. Gadsden State Community College has established a new Cherokee County campus. Good communication and camaraderie amongst elected official countywide. 2011 CEDS VI

Appendix A- Economic Development Problems and Opportunities Clay County Economic Development Problems Economic Development Clay County has lost a large number of jobs due to textile plant closings. The county s local governments tend to compete with one another for business opportunities instead of pooling their resources and working together on recruitment. Clay County Economic Development Opportunities Clay County is strategically located between major population and economic hubs Atlanta, Birmingham, Montgomery, Columbus. The county has an unrivaled quality of life, with good schools, a good hospital, and a very low crime rate. Real estate taxes are very low. Historic preservation efforts are being initiated in downtown Lineville. The county has excellent resources, with land available for development and a skilled labor force. Employees work together well, are dedicated to their employer, and develop good relationships with management. Clay County may experience residential and/or business growth resulting from the new Honda plant in neighboring Talladega County. Major roadways are in good condition. Cities and rural areas still have rail service. Opportunities Infrastructure/Transportation Local water systems need to extend service into the rural areas. The existing public water system is operating at full capacity and needs major upgrades before the service area can be expanded. Rural counties and cities lack funds to make the infrastructure improvements needed for business recruitment. Industry will not commit to a community that lacks infrastructure, but grant programs funding infrastructure require a commitment of job creation before they will award funds to a community. The County has no interstates or federal highways. Most of the abandoned textile plants have been modernized and can be adapted to new use. The railroad still owns and could re-open spurs into the Lineville Industrial Park and other areas. The county has an airport that can land light aircraft, and it may be feasible to expand the airport. The County Commission is seeking grants and public/private agreements to extend public water into rural areas. Local leaders and residents have a growing awareness that countywide cooperation is needed to help Clay County compete with more urbanized counties. There is interest in creating a countywide comprehensive plan, a countywide economic development plan, and a countywide infrastructure improvements plan and implementation schedule, to guide and support future growth. 2011 CEDS VII

Appendix A- Economic Development Problems and Opportunities Cleburne County Economic Development Local governments need funding to invest in eco-tourism development. Economic Development Problems Some local leaders and residents believe that eco-tourism does not generate local revenue. Local governments have felt for some time that there is little State support for rural economic development. Education Projected population growth indicates a future need to expand the school system. Infrastructure/Transportation Rural areas are having problems with water supply reliability and quality. Rural areas need fire hydrants. Although the county received grant and loan funds from the USDA to extend water service into the rural areas, many people would not commit to tapping onto system. Heflin s sewer system cannot support a large business. The Interstate 20 corridor needs infrastructure expansion and upgrades. Three local telephone carriers serve the county, which makes calling within the county difficult. Internet service and access is marginal. The county does not have an airport. The county has several unsafe bridges. 2011 CEDS VIII