north central planning & development district · 2018-05-02 · north central planning &...

North Central Planning &

Development DistrictCOMPREHENSIVE ECONOMIC DEVELOPMENT

STRATEGY (CEDS)

2017-2022

THIS PLAN FOLLOWS THE NEW GUIDELINES RELEASED BY THE ECONOMIC DEVELOPMENT ADMINISTRATION IN FEBRUARY 2015.

TABLE OF CONTENTS

Introduction……………………………………………………….1

District Overview…………………………………………………3

Summary Background………………………………………….4

Regional and County Fact Sheets………………………….13

SWOT Analysis…………………………………………………...23

Regional Service Priorities……………………………………..24

Action Plan………………..…………………………….............25

Evaluation Framework…………………………………………33

Appendices……………………………………………………..35

• Kel McDowell: Kosciusko Attala Partnership

• Charles Fancher: Attala County

• George Johnson: Carroll County Development Association

• Jim Neill: Neil Farms

• Janie Mortimer: Grenada Economic Development District

• Darrell Robinson: Grenada County

• Earline Smith: Holmes Community College, Workforce

• Larry Davis: Holmes County

• Angela Curry: Greenwood-Leflore-Carroll Economic Development Foundation

• John Coleman: Express Grain

• Sue Stidham: Montgomery County Economic Development Partnership

• Mark Middleton: Screw Conveyor

• Larry Hart: City of Water Valley

MISSION STATEMENT

To guide community and economic

development activities within the NCPDD

region by providing an inclusive and

coordinated process that is regional in

scope, and to support strategies that

leverage area assets for the benefit of

the residents and region.

CEDS Committee

The CEDS committee consists of members from each of the

seven counties in the region, with representatives from the

public, private, and nonprofit sectors.

Special thanks to the Center for Population Studies and State Data Center of

Mississippi for assistance researching and collecting Census data for the

Background Summary of the CEDS (Dr. John Green, Cliff Holley, Lynn Woo,

and Alex Fratesi).

North Central Planning & Development District

“Providing Service from the Delta to the Hills”

North Central Planning and

Development District is a 4,194 square-mile region ranging from flat, fertile Delta land to steep, rolling hills and hardwood forests. The District includes seven counties: Attala, Carroll, Grenada, Holmes, Leflore, Montgomery, and Yalobusha. This area is home to over 125,000 people.

Yalobusha

Grenada

Leflore

Carroll

Holmes Attala

Comprehensive Economic Development Strategy, 2017-2022North Central Planning and Development District

INTRODUCTION

North Central Planning and Development District (NCPDD) is designated as an Economic Development District (EDD) through the Economic Development Administration (EDA).

As an EDD, NCPDD is responsible for developing a Comprehensive Economic Development Strategy (CEDS).

A CEDS is designed to coordinate public and private sector planning and investments into an evolving “roadmap” to guide initiatives for diversify-ing and strengthening a regional economy.

The CEDS also serves as a vehicle through which

EDA evaluates grant requests. Without an EDA-approved CEDS, applicants in our seven-county region are ineligible to receive EDA grants.

Having a CEDS also enables us to demonstrate to other funders how a particular project is connected to a regional plan.

The CEDS process is the result of a twenty-four month planning process of conducting research and gathering input from people who live and work in NCPDD’s seven-county region.

Comprehensive Economic Development Strategy, 2017-2022 Page 1North Central Planning and Development District

•Looks at the demographic and socioeconomic conditions of the seven-county region.

1). Summary Background

•Identifies regional strengths, weaknesses, opportunities, and threats.

2). SWOT Analysis

•Identifies community and economic development strategies for the region.

3). Action Plan

•Measures performance of the CEDS plan.

4). Evaluation Framework

The CEDS process culminated with a 30-day public comment period, which was held August 18, 2017 through September 18, 2017.

The following four sections form the foundation of the CEDS:

The CEDS aligns with the priorities of other plans and organizations within the region and state. In this way the CEDS Strategy Committee anticipates developing a strong relationship between action

plans and performance measures for community and economic development at the local, regional, state, and national levels.

One final note about the CEDS: NCPDD applied the Community Capitals Framework to the CEDS process.

A capital is “any type of resource capable of producing additional resources…When those resources or assets are invested to create new resources, they become capital” (Flora and Flora, 2008 - Community Capitals Framework).

This framework shows how various capitals within a community interact with one another to aid in the development of healthy, resilient, sustainable community and economic development.

This framework also focuses on how investments in one capital can build assets in others. In addition, it provides an invaluable tool for evaluating not only how communities function but also the strategic interventions and projects resulting from the CEDS.

Capitals within the NCPDD region range from tangible ones, such as industrial parks, businesses, and nature trails, to intangible ones, such as community norms related to helping one another, pride or heritage, and political influence.


The seven Community Capitals are:

1. Human Capital

2. Natural Capital

3. Cultural Capital

4. Social Capital

5. Political Capital

6. Financial Capital

7. Built Capital

See Appendix for

a description of

each capital.

http://www.soc.iastate.edu/staff/cflora/ncrcrd/capitals.html



DISTRICT OVERVIEW

North Central Planning and Development District (NCPDD) is one of ten planning districts in the State

of Mississippi created in the late 1960s to assist local governments in identifying grant programs and obtaining funding for all kinds of Community and economic development projects.

The NCPDD region consists of 7 counties and 26 municipalities that cover 4,194 square miles (2,684,160 acres), with a total population of over 125,000 people, according to the 2014 American Community Survey (ACS).

The most populated county is Leflore with 31,772 residents, followed by Grenada with 21,660 residents. Carroll County is by far the least populated county with 10,418 residents (see figure to the right).

As a percentage of the overall population of the state, the District has declined from 5.6% in 1980 to

4.1% in 2014. Leflore County has borne the brunt of the loss in the region with a loss of 9,208 residents since 1980. Holmes County has also lost a significant number of residents since 1980 (3,772 residents).

The following pages provide regional and county snapshots that highlight the demographic and economic statistics of the seven-county area, including the area economy, workforce, infrastructure, environment, and culture.


19303

10418

21660

18965

31772

10634

12433

Population by County

2014 ACS

ATTALA CARROLL

GRENADA HOLMES

LEFLORE MONTGOMERY

YALOBUSHA

NCPDD Mission: To aid business and the local

community in the areas of planning, economic and

community development, job training, social services,

transportation, data processing, and gerontology.

SUMMARY BACKGROUND

The regional and county-level data shown on the following pages highlight the demographic and economic statistics of the NCPDD region using the Community Capitals Framework as a guide.

The data shows that the largest industries in the NCPDD region are currently related to services, retail trade, manufacturing, government, and construction. Other notable sectors include wholesale trade, transportation, and agriculture (Source: www.yallbusiness.com).

Manufacturing accounts for 18% of the jobs in the region, while non-manufacturing accounts for 82%.

To support these industries and develop a broader foundation in other industries, such as manufacturing and services, it is essential that local governments in the region collaborate on essential services, such as built infrastructure, broadband, and housing options.

By the year 2030, the population of the seven-county region is projected to decline 8.21%. This is a decrease of 10,446 people. Reversing this downward population trend will require new ways of thinking that go beyond traditional community and economic development

strategies.

127,185125,311

123,020

120,189

116,739

110,000

115,000

120,000

125,000

130,000

# O

F P

EO

PLE

YEAR: 5-YEAR INTERVALS

NCPDD Population Projections

2010 20202015 20302025

Source: Center for Population Studies, Cohort-Component Projection -US Census Bureau Data


1. Human Capital

The NCPDD region has a population of 127,185 people, according to the 2010 Census. This amount represents 4.2 % of the statewide population. From 1970 to 2010, the population of the Districtdeclined 8%, or 11,700 people.

As mentioned previously, the population of the District is predicted to continue declining over the next several decades, although some jurisdictions within the District will experience growth.

While the population of the district continues to decline, there is a growing number of retirement age and older individuals age 60 and above. This demographic is a resource for additional workforce development or volunteerism.

As this demographic continues to change, it will require planning and strategic investment to address the needs of the older population through additional services and facilities.

The annual unemployment rate for the District was

7.6% in 2016, the lowest in over a decade (Source: Mississippi Department of Employment Security, 2016 Labor Market Data). This figure does not, however, account for working age people not currently registered for unemployment or who are underemployed.


People are the greatest asset in our District. However, the region is losing population due to outmigration. Stakeholder input indicates that this is primarily due to the perceived lack of quality of the public education system as well as lack of quality job opportunities.

Is the median age of residents

of adults are age 60

or above

people live in the seven-county region

of people live below

the poverty rate

2. Natural Capital

Located in the heart of Mississippi, the NCPDD region has a rich natural environment that reflects a diversity of landscape – from rolling hills in the eastern portion to the flat delta land in the western portion.

There are 1.4 million acres of forested land in the District. There are also many working farms with 1.1 million acres of prime farmland, including 530,000 acres of land being used to produce a variety of agricultural row crops (Source: Mississippi Forestry Commission, USDA Agricultural Census).

The region abounds in outdoor recreational opportunities. There are two state parks and lakes operated by the US Army Corp of Engineers (George P. Cossar State Park located on the shores of Enid Lake in Yalobusha County and Hugh White

State Park at Grenada Lake in Grenada County) that attract more than 2 million visitors every year.

There are also four national wildlife refuges and wildlife management areas in the District that provide excellent opportunities for hunting, fishing, hiking, or camping.

• Matthews Brake (Holmes and Leflore Counties) • Morgan Break (Holmes County)

• Hillside (Holmes County) • Malmaison (Carroll, Grenada, and Leflore Counties)

Featured above is a photo of the Yazoo River, which is one

of four significant river systems in the District. The others are

the Big Black, Yalobusha, and Yockanookany rivers.

Enid Lake, which is featured in the photo above, is one of

two lakes operated by the US Army Corp of Engineers.

Comprehensive Economic Development Strategy, 2017-202 Page 6 North Central Planning and Development District

The region is situated in the middle of one of the largest privately-owned and untapped wood fiber sources in the South, but its full potential is not being realized due to the lack of infrastructure.

3. Cultural Capital

In an era in which technology, mobility, and mass communication have tended to create a composite national culture, it is the cultural traditions that set the District apart.

The District has a rich cultural heritage. There is an enduring sense of place and history that is manifest in its commitment to the preservation of its historic landmarks, artifacts, and furnishings of the past.

There are 68 registered landmarks and 4,668 registered properties in the seven-county region (Source: MDAH, Historic Resources Inventory Database).

Every year numerous festivals and events are

held throughout the District – from the Watermelon Festival in Water Valley and Thunder on Water in Grenada to the Carrollton Pilgrimage and Balloon Classic in Greenwood.

To prepare the way for rural economic development, a regional strategy should be developed to help communities market their unique characteristics in order to “sell” its cultural assets. “I think the biggest thing that has changed here [Water Valley] is the

attitude about what’s possible. I think there’s really a can-do spirit and

we’re going to do it ourselves. If you wait for someone to help you, it

will never happen.”

Mickey Howley, Water Valley Main Street Director


Casey Jones

Museum,

Water Valley

Museum of the

Delta,

Greenwood

Merrill Museum,

Carrollton

Mary Ricks Thorton

Cultural Center,

Kosciusko

Grenada History

Museum,

Grenada

Communities all throughout the District are taking steps to not only preserve the past but also prepare for the future.

Natchez Trace,

Attala County

John Hurt

Museum, Avalon

4. Social Capital

The District is comprised primarily of small rural communities with only a couple of larger population centers. The two largest cities in the District are Greenwood (15,873 people) and Grenada (12,951 people), according to 2014 ACS data.

Like most other Mississippians, residents in the region tend towards moderate or conservative values. Because of cultural similarities and similar value systems, the District has a decent amount of social capital that can be leveraged to improve quality of life and economic growth potential.

Examples of social capital in the region range from

civic clubs, churches, and other community organizations to values, trust, norms, and people with connections inside and outside the community who are able to mobilize resources and volunteers.

In general, social capital is declining in the region and United States. This is seen in lower levels of trust in government and lower levels of civic participation. Concentrated efforts will be required to reverse this trend.

From a rural community perspective, declining social capital could have profound negative consequences for economic development efforts because strong social capital networks are often the necessary first step in the evolution of the leadership necessary for achieving economic development.


Residents share major concerns such as improving community and economic development; public education; homeland security and emergency preparedness; decreasing crime and health care costs.

Social Capital

Trust, Norms, Cooperation,

Common Vision and Goals

Citizens, Local Leadership,

Diverse Representation

Churches, Community Clubs, and

Other Organizations

5. Political Capital

Each of the seven counties in the region are organized into a five-member board of supervisors. The board is responsible for pass-through funding and programs available from state and federal resources.

There are also 26 municipalities with 9 cities and 17 towns organized according to the laws of the State of Mississippi (see list to the right).

The elected officials in these local governments direct the economic development efforts of the region, proactively securing growth for their communities. They are most interested in the development of industry that will responsibly use the area’s natural resources, enhance the standard of living, and create sustainable jobs.

Mississippi Municipal League (MML) and Mississippi Association of Supervisors (MAS) provide strong leadership for local governments across the state. The Center for Government and Community Development, a unit of the Mississippi State University Extension Service, is also a resource.

All three of these organizations provide leadership training for elected officials to increase their

capacity and effectiveness to leverage projects of local, regional, and national significance.


Elected officials within the region have major concerns about outmigration of the region’s educated youth; safety (including crime and emergency response capabilities); and maintaining and improving infrastructure.

6. Financial Capital

Many of the local governments in the region have made financial capital the focus of community efforts. For example, NCPDD applies for many state and federal grants on behalf of local governments to replace aging infrastructure every year.

NCPDD also offers four (4) loan programs that inject capital into startup and existing small businesses as well as a program that allows for the lease/purchase of public buildings for local governments.

General funds cash reserves for the seven counties in the District total more than $20.6 million, with $31.2 million in general obligation debt outstanding and

revenue bond debt on enterprise operations.

An excellent example of financial capital in a community is a community foundation. Currently, Leflore County is the only county in the District with connections to a community foundation – the Community Foundation of Northwest Mississippi.

A significant amount of wealth is located within the region. Capturing a percentage (e.g., 10%) of the expected wealth transfer over the next decade through charitable giving would enable more jurisdictions in the District to support community and economic development, leadership training, and youth entrepreneurship.


Measuring a community’s financial capital is not simply adding up the amount of money in the bank. Instead, having money with the purpose of creating wealth in the future is what indicates a community’s financial capital.

7. Built Capital

A major theme that emerged from the CEDS process was the need to maintain and modernize infrastructure.

In addition to making improvements to roads and public water/sewer systems, high quality telecommunications systems, particularly broadband service, were identified as a key component to recruiting employers and talent to the region.

Highways

There are two major four-lane highways intersecting the region: Interstate 55 (I-55), which runs north/south through the District, and US Highway 82, which runs east/west.

The communities located in close proximity to these roadways enjoy excellent transportation access, but the majority of the region remains poorly connected.

I-55 and Highway 82 intersect at Winona, making it the only location in the District with four-lane highways running in all directions, establishing an important strategic location. Secondary routes include MS highways 51, 35, and 17.

Aerial View of US Highway 82 and I-55 at Winona.

Known As “The Crossroads of Mississippi”


Airports

There are no commercial service airports in the District. However, there are six general aviation airports. Services include corporate and agricultural aviation, air cargo activity, flight instruction, military operations, recreational, airshows, medical evacuation, forest firefighting, aerial photography, civil air patrol, and search and rescue services (Source: MDOT Multiplan, December 2009).

Transit

There are three main railroads in the District. Canadian National uses tracks and spurs throughout the region. Amtrak offers daily passenger rail service at its Greenwood station on its route between Chicago and New Orleans.

The Grenada Railway, a 186-mile short line railroad, also runs through the District parallel with I-55. Iowa Pacific is the current operator of the line. Because of the abundance of timber in the region, revitalizing the line could open the doorway wide for the forest products industry in our region, stimulating millions of dollars in economic growth and development.

Safety is a major concern within the communities that have railroads. This is because several communities are divided by train tracks in their central business district. Transportation of hazardous materials through communities is also a concern for emergency management officials.

Aerial Photo of Greenwood-Leflore Airport


Greenwood-Leflore Airport

Grenada Municipal Airport

C.A. Moore Airport (Holmes County)

Kosciusko-Attala Airport

Water Valley Municipal Airport

Winona-Montgomery Airport

As the region continues to develop, jurisdictions must work together to develop a well-balanced system of

infrastructure, community and economic development that serves residents, supports communities, and attracts new businesses to ensure both economic vitality and resiliency.

NCPDD Quick FactsIncludes Attala, Carroll, Grenada, Holmes, Leflore, Montgomery, and Yalobusha counties Higher Education

Population

2010 Census Female Median Age127,185 65,494 38

2030 Projection Male Age 60+107,989 59,691 26,435

Largest Business Sectors

Sources

1. US Census Bureau, 2010 Census

2. US Census Bureau, American Community Survey, 2010-2014 19,188

10,099

5,671

4,495

3,893

0 5,000 10,000 15,000 20,000 25,000

Services

Retail Trade

Manufacturing

Government

Construction

Top 5 Business Sectors (Based on # of Employees)

University of Mississippi

- Grenada Center

Mississippi Valley State University

- Itta Bena

Holmes Community College

- Grenada Campus

- Goodman Campus

- Attala Center, Kosciusko


Economic

Median Household Income

$31,166Per Capita Income

$18,540County Property Tax

N/A% of Persons in Poverty

25.4%

Housing

Median Home Value

$74,042# of Houses

44,974% Owner-Occupied

62.9%% Renter-Occupied

37.1%

-

The chart below lists the largest business sectors in the NCPDD region.

The heavy concentration of jobs within two sectors – retail trade

and services – poses a serious threat to the resilience of the

regional economy. In order to withstand major economic

disruptions, whether triggered by a national recession or relocation

of a large business, employment must be expanded and diversified.

Top 10 Largest Private Sector Employers

Name # of Employees

1. Modine (formerly known as Luvata) 1,400

2. Advanced Distributor Products 1,074

3. *Wal-Mart Stores, Inc. 769

4. Viking Range 630

5. Ajinomoto Windsor 400

6. Heartland Catfish 400

7. Milwaukee Electric Tool 400

8. America’s Catch 380

9. BorgWarner 300

10. Ice Industries 290

• Employment count for Walmart taken from four store locations -

Greenwood, Grenada, Kosciusko, and Winona.

19,188

10,099

5,671

4,495

3,893

0 5,000 10,000 15,000 20,000 25,000

Services

Retail Trade

Manufacturing

Government

Construction

Top 5 Businesses Sectors (Based on # of Employees) BUSINESS CLUSTERS

MDA’s Business Division

performed an industry

clusters analysis. The

results indicate that

production technology

and heavy machinery,

paper and packing, and

local community and

civic organizations are

on the rise. Local

household goods and

services, local health

services, and local

personal services (non-

medical) are declining.


Standout Regional Projects

Holmes Community College - Attala Center

$1.6 million EDA grant to develop state-of-the-art workforce training center in Kosciusko

Grenada Rail Revitalization

$7.5 million FASTLANE grant to revitalize 90 miles of track from Grenada to Canton

North Mississippi Veterans Memorial Cemetery

$6.0 million US Department of Veterans Affairs grant to install new Veterans cemetery in Kilmichael


Attala County Quick Facts


Largest Employers

Name # of Employees1. Kosciusko School District 2962. Walmart, Inc. 2303. Attala County Schools 2204. Ivey-Mechanical 1725. Prairie Farms 140

6. Baptist Medical Center 1207. JC Cheek 1158. Mitchell Metal 100

Population

2010-2014 ACS Female Median Age

19,303 10,191 40.4

# of Veterans Male Age 60+

1,375 9,112 4,733

Economic




101.82 mills% of Persons in Poverty

22.9%

Sources

1. US Census Bureau, 2010-2014 American Community Survey (ACS)

2. Kosciusko-Attala Development Corporation

Housing

Median Home Value

$73,600# of Houses



29.2%

28%

47%

25%

Total Population %

>19 20-59 60+

Municipalities: Ethel, Kosciusko, McCool, Sallis

Established 1833

Carroll County Quick Facts


Largest Employers

Name # of Employees1. Anel Corporation 2002. Carroll County School District 1503. Vaiden Community Living Center 894. Carroll Academy 405. Dollar General (Carrollton and Vaiden) 18

Population


10,418 5,159 43.6


602 5,259 2,583

Economic





19.0%

Sources


2. Greenwood-Leflore Carroll Economic Development Foundation

Housing

Median Home Value

$80,800# of Houses



16.5%

24%

49%

27%

Total Population %

>19 20-59 60+

Municipalities: Carrollton, North Carrollton, Vaiden

Established 1833

Grenada County Quick Facts


Largest Employers

Name # of Employees1. Modine 1,4002. ADP 1,0743. Ice Industries 2904. Resolute Forest Products 1635. Hankins Lumber Co. 150

6. Trulite 1187. Novipax 1058. Suburban Plastics 709. Fly Timber Company 5410. Perma R Products 50

Population


21,660 11,510 40.5


1,143 10,150 4,618

Economic





21.3%

Sources


2. Grenada County Economic Development District

Housing

Median Home Value

$92,600# of Houses



33.5%

28%

51%

21%

Total Population %

>19 20-59 60+

Municipalities: Grenada

Established 1870

Holmes County Quick Facts


Largest Employers

Name # of Employees1. Holmes County School District 4992. Holmes Community College 4083. Lexington Homes, Inc. 3004. G&C Industries 3005. Hunter Engineering Co. 200

6. University Hospital & Clinics 1557. Safeway Homes 1008. Mallory Community Health Center 839. University Nursing Center 8010. Burrows Paper Corp. 38

Population


18,965 9,926 33.2


497 9,039 3,318

Economic





43.3%

Sources


2. Holmes County website

Housing

Median Home Value

$51,500# of Houses



33.3%

33%

50%

17%

Total Population %

>19 20-59 60+

Municipalities: Cruger, Durant, Goodman,

Lexington, Pickens, Tchula, West

Established 1833

Leflore County Quick Facts


Largest Employers

Name # of Employees1. Greenwood Leflore Hospital 1,0412. Viking Range 6303. Miss Valley State University 5004. Greenwood Public School District 4755. Leflore County School District 475

6. Heartland Catfish 4007. Milwaukee Electric Tool 4008. America’s Catch 3809. City of Greenwood 25010. John Richard Company 250

Population


31,772 16,617 32.6


896 15,155 5,350

Economic





42.3%

Sources


2. Greenwood-Leflore Carroll Economic Development Foundation

Housing

Median Home Value

$70,000# of Houses



49.4%

31%

53%

16%

Total Population %

>19 20-59 60+

Municipalities: Greenwood, Itta Bena, Morgan

City, Schlater, Sidon

Established 1871

Montgomery County Quick Facts


Largest Employers

Name # of Employees1. Tyler Holmes Memorial Hospital 1672. Winona School District 1503. North Central PDD 804. Walmart, Inc. 795. Screw Conveyor Corp. 75

6. Montgomery County 707. City of Winona 528. Edwin Taylor Logging 459. Med-Stat 3010. Dixie Roofing 25

Population


10,634 5,664 41.7


695 4,970 2,573

Economic





25.8%

Sources


2. Montgomery County Economic Development Partnership

Housing

Median Home Value

$75,200# of Houses



25.1%

27%

49%

24%

Total Population %

>19 20-59 60+

Municipalities: Duck Hill, Kilmichael, Winona

Established 1871

Yalobusha County Quick Facts


Largest Employers

Name # of Employees1. Borg Warner 6002. Ajinomoto Windsor Foods 3713. Yalobusha Hospital & Nursing Home 3504. Valley Tool 1505. Water Valley Poultry 1496. Water Valley School 1197. Coffeeville School 1028. Mechanics Bank 709. TG Baker 4010. D&S Haulers 35

Population


12,443 6,427 40.7


824 6,006 2,943

Economic





22.4%

Sources


2. Yalobusha County Economic Development District

Housing

Median Home Value

$74,600# of Houses



25.2%

Municipalities: Coffeeville, Oakland, Water Valley

Established 1834

27%

50%

23%

Total Population %

>19 20-59 60+

SWOT ANALYSIS

In July 2017, the CEDS committee conducted a SWOT analysis of the region’s strengths, weaknesses, opportunities, and threats.

The analysis identifies what local government staff, elected officials, community members, and other stakeholders believe to be important in each category. This helps guide the process to identify regional priorities for community and economic development.

The results of the SWOT analysis are below. The committee also ranked regional service priorities (see charts on the following page). The top three are human services, housing, and new business attraction.

Strengths Weaknesses Opportunities Threats

- Abundance of Land - Lack of Skilled Labor - Natural Resources - Natural Disasters- Recreation Opportunities - Entitlement Mentality - Colleges - Perception of Rural MS- Cultural Activities - Political Division - Rail - Drugs

- Water - Lack of Trust - Sales Tax - Public Discontent- Transportation System - Aging Population - Housing - Lack of Housing- Strong Work Ethic - Lack of Rail Access - Aging - Lack of Jobs- Workforce Training - Roadway Infrastructure - Heritage - Apathy- Natural Beauty - Lack of Spec Buildings - Public Areas - Failing Infrastructure- Civic Groups - Lack of Zoning - Youth - Youth Flight- Timber - Outmigration - Media - Aging Population- Historic Property - Racial Division - Telecommunications- Tax Incentives - Decline in Birth Rates - Tourism

- Citizen Leadership- Lack of Housing- Low Education (Schools)- Lack of Telecommunications


REGIONAL SERVICE PRIORITIES

As part of the process of evaluating the community and economic developments needs of the District, stakeholders and the CEDS committee were asked to identify the top regional service priorities for the District. The results shown below indicate how they would allocate their resources.

COMMUNITY DEVELOPMENT #1 Service Priority

Human Services

ECONOMIC DEVELOPMENT # 1 Service Priority

New Business Attraction


ACTION PLAN

Based on the data in the Background Summary and SWOT analysis, as well as review of past CEDS documents, investment priorities for the NCPDD region focus on four key priority areas, from which the goals and objectives and vital projects list for this CEDS were developed.

The priorities listed below are numbered for ease of comparison and are not based on

priority. The key areas also align with other government agencies that target strategic investments in the District, including the Appalachian Regional Commission, Delta Regional Authority, and Mississippi Development Authority.

Vision: Cultivate a strong ecosystem for business owners and entrepreneurs by targeting funding to projects

that support and attract small business and entrepreneurial success in the District.

CEDS PRIORITES 2017-2022

#1

Critical Infrastructure

#2

Economic Opportunities

#3

Workforce Training

#4

Environmental/ Social Quality


# 1: Critical Infrastructure – support maintenance and development critical infrastructure, including broadband, water and sewer systems, natural gas, industrial parks, healthcare facilities, and multimodal transportation networks.

#2: Economic Opportunities - support economic development approaches that foster a diversified economy built on the District’s priorities, unique assets, competitive

advantages, and local initiatives.

#3: Workforce / Entrepreneurial Training - create opportunities for residents to improve their employment status through access to timely and relevant workforce and job training opportunities.

# 4: Environmental / Social Quality - strengthen the District’s community and economic development potential by leveraging the region’s cultural and natural assets.

bbb

Priority 1 – Critical Infrastructure

Create and maintain critical infrastructure, including broad-band, water and sewer systems, natural gas, industrial parks, healthcare facilities, housing, and multimodal transportation networks.

Overview

While some jurisdictions have sufficient infrastructure to meet their needs, many areas lack adequate infrastructure for current or future growth. The network of rail, road, and air corridors require appropriate maintenance to support economic growth in the District. Some of the town centers have sufficient broadband, but many places in the District are not well connected.

Water and sewer treatment facilities are aging and some are at capacity. There is a lack of access to natural gas for our population, and shortages have even caused some businesses to suffer. Additional healthcare facilities are needed to meet the needs of an aging population.

Strategies

1. Support development of adequate infrastructure to support certain industrial needs, including road, rail, and air transportation networks.

2. Support development of adequate basic public infrastructure, as well as industrial park infrastructure, including water, sewer, roads, gas, and telecommunications.

3. Support infrastructure development in areas where High Speed Internet and Broadband for middle and last mile is needed.

4. Support development of alternative fuel infrastructure, including natural gas, biodiesel, and solar power.

5. Support development and expansion of healthcare facilities and services to support an aging population.

6. Support affordable and workforce housing options in the region, including promotion of fair housing standards.


Priority 2 – Economic Opportunities

Support economic development opportunities that foster a diversified economy built on the District’s priorities, unique assets, competitive advantages, and local initiatives.

Overview

The District has several growing industry clusters. This includes production technology and heavy machinery; paper and packaging; and local community and civic organizations.

However, industries declining in the region include local and household goods and services; local health services; and local personal services (non-medical). Emphasis should be placed on target industries to attract and retain additional investment in our local communities.

Strategies

1. Support Main Street programs, as well as industrial and commercial parks, in accord with local and regional plans.

2. Give priority for water, sewer, and transporta-tion improvements within growth centers.

3. Support business and industry that increases regional income and improves the competitive advantage of the District’s export products.

4. Expand knowledge about existing industrial and commercial sites, including renovation of vacant buildings for workforce training.

5. Maintain agriculture and forestry as important components of the regional economy.

6. Incorporate economic resilience into economic development efforts.

7. Promote business and entrepreneur learning opportunities.

8. Improve access to capital for all types of businesses.

9. Seek Certified Development Financial Institution (CDFI) status for the District.

Comprehensive Economic Development Strategy, 2017-2022 Page 27 North Central Planning and Development District999888888888984*

Priority 3 – Workforce / Entrepreneurial Training

Create opportunities for residents to improve their employment status through access to timely and relevant workforce and job training opportunities.

Overview

A skilled workforce is a critical need for regional economic resilience. This has been identified by the CEDS Committee as many industries in the region struggle to find and keep skilled workers. This is a hardship for the existing businesses in the region who are unable to find suitable employees. Continued emphasis should be placed on partnering with workforce development entities to understand the needs of existing and potential employers and to develop job training curricula accordingly.

To thrive economically, the region must find ways to retain talented people. This will require improving the quality of life within the District and providing the critical infrastructure needed by businesses to succeed, including broadband access. Expanding broadband could lead to a shift of younger workers

having an opportunity to earn a good living as part of a skilled workforce in their hometown, particularly within the rapidly growing sector of “solo work.”

Strategies

1. Identify and inventory statewide and local K-12 and community college programs.

2. Collaborate with workforce development boards and community colleges to address workforce skill development at all ages, with a special focus on upgrading skills of the under-skilled population.

3. Support organizations that assist veterans and service personnel find jobs in the region, especially those with in-demand technical skills.

4. Renovate vacant industrial buildings for workforce/ job/entrepreneurial training.

5. Promote ACT Work Ready Community designation programs.

6. Strengthen and expand existing entrepreneurial networks in the region.

7. Cultivate a resilient workforce that can better shift between jobs or industries.


Priority 4 - Environmental / Social Quality

Strengthen the District’s community and economic development potential by leveraging the region’s cultural and natural assets.

Overview

The region has an abundance of natural resources, but these assets have been largely untapped due to a lack of infrastructure. As mentioned before, the region has a significant supply of timber, and revitalizing the Grenada Railway could open the doorway wide for the forest products industry in our

region and state, stimulating millions of dollars in economic growth and development.

The region also has a very rich cultural heritage, and while many communities throughout the district hold annual festival and events, the tourism industry represents another area of potential growth. To capitalize on this opportunity, efforts should be made to develop a strong regional marketing plan that emphasizes regional innovation, conservation, and preservation.

Strategies

1. Revitalize downtowns throughout the region.

2. Protect the District’s environmental and social quality by balancing development with preservation.

3. Support existing agricultural and forest management.

4. Promote aging initiatives, including support for healthcare services and support centers.

5. Examine local taxing policies to determine how they impact growth.

6. Develop and preserve open space and outdoor recreation opportunities including trails and opportunities for youth.

7. Support expansion of environmentally and socially responsible tourism and recreation facilities.

8. Support historical commissions to help revitalize communities.



Goals and Objectives 1 - 4

Goal 1: Protect District’s environmental and social quality by balancing development with preservation.

Lead Agency: NCPDD Board, City and County Officials

•Timeline: Ongoing

Goal 2: Market the seven counties in the NCPDD as a whole.

•Lead Agency: NCPDD Board


Goal 3: Direct development toward locally designated town and city centers, as well as industrial parks.

•Lead Agency: NCPDD Board, City and County Officials


Goal 4: Encourage, support and strengthen the development of a balanced and diverse economy.

•Lead Agency: NCPDD Board


In general, there are three ways local government can influence economic development. They are:

1. Infrastructure development (e.g., water, sewer,

transportation, communications)

2. Development and support of public and private institutions such as regional planning districts and economic development agencies

3. Creation of public sector policies related to land use, taxation, education, and other topics

Goal 5: Fully maximize the use of existing systems and buildings to the greatest extent practical.

Lead Agency: City and County Officials


Goal 6: Support and maintain the existing business base.

•Lead Agency: City and County Officials, Chambers of Commerce


Goal 7: Encourage expansion of small manufacturing businesses.

•Lead Agency: City and County Officials. Economic Developers, NCPDD Board


Goal 8: Incorporate disaster resiliency principles into economic development strategies.

•Lead Agency: : City and County Officials, Economic Developers, NCPDD Board


Goals and Objectives 5 - 8


NCPDD has forged numerous partnerships

with public and private entities in order to

carry out the goals and objectives of the

CEDS as well as maximize economic

development efforts.

The list below includes some of the key

organizations NCPDD collaborates with in its

economic development efforts.

• Kosciusko-Attala County Development

Corporation

• Greenwood-Leflore County Chamber of

Commerce

• Grenada County Chamber of

Commerce

• Holmes County Chamber of Commerce

• Coffeeville Chamber of Commerce

• Water Valley Area Chamber of

Commerce Economic Development

• Coffeeville Area Chamber of Commerce

• Montgomery County Economic

Development Partnership

• Delta Council

• Greenwood-Leflore-Carroll Economic

Development Foundation

• Greenwood Convention and Visitors

Bureau

• Grenada Enterprise Center

• Mississippi Delta Developers Association

• Grenada Economic Development

District


Vital Projects List

Development of Holmes County Industrial Park

Alternative fuel development

Development of Grenada County Industrial Park

Renovate vacant industrial building for workforce training

Renovation of C&G Railroad

Repair of Grenada Railway

Airport improvements

Master plans for retail revitalization

Provision of natural gas for industry

Reuse of vacant buildings

Broadband expansion

Health Care Improvements

Training for Entrepreneurs

Strategic Findings Addressed

Location Estimated Costs

Funding Sources

PotentialJob Creation

Outcome

Lack of adequate infrastructure to support certain industrial needs

Holmes County $5.2 M EDA, State, County 3,200

Improved infrastructure to support industry in industrial park

Develop market for renewable resources; address high fuel / transportation costs

Centrally located in District – Montgomery or Carroll County

$6.3 M EDA, State, Local, Private, U.S. D.O.E.

150 Market for renewable resource, lower fuel / transportation costs


Grenada County $4 M EDA, State, Local 2,500 Improved infrastructure to support industry

Need for job training/promotion of entrepreneurship

Attala County $5 M EDA, County, State, College

150 - 200 Improved infrastructure to support workforce training


Carroll, Montgomery, and Leflore counties

$100 M EDA, USDOT, State 5000 Improved infrastructure for economic development


Yalobusha, Grenada, Carroll, Montgomery, & Holmes counties

$25 M EDA, USDOT, State 300 Improved infrastructure for economic development


Districtwide $1 M EDA,DRA,ARC, FAA, HUD, State

100 Improved infrastructure for economic development

Need for downtown improvements

Districtwide $50,000/each EDA, State, ARC, DRA, Main Street

NA Improved retail buildings & landscaping


Districtwide $10 M EDA, DRA, ARC, HUD, State

200 Improved infrastructure for economic development


Districtwide $10 M EDA, State, Local 1,000 Improved infrastructure for economic development


Districtwide $5 M EDA, DRA, ARC, State 100 Improved infrastructure for economic development

Lack of adequate health care

Districtwide $15 M EDA, DRA, ARC, State, Local

300 Improved health care

Need for promotion of entrepreneurship

Districtwide $100,000 EDA, DRA, ARC100 Promotion of

entrepreneurs

EVALUATION FRAMEWORK

To ensure that the CEDS remains active and relevant document, the CEDS Committee will review, monitor, and evaluate the plan bi-annually. NCPDD will be responsible for contacting CEDS

Committee members and organizing a bi-annual meeting.

In preparation for the biannual review, NCPDD will advertise the meeting date and time, encouraging public participation.

The CEDS Committee, with input from the public and others, will review the goals of the CEDS to determine their relevance to changing situations in the region, as well as changes in local, state or federal policy.

The parties responsible for the various implement-tation actions will report on the status of their projects and will include which implementation processes worked well, any difficulties encountered,

how coordination efforts were proceeding, and which strategies should be revised.

The CEDS Committee has developed an Evaluation Form to guide the process. The form, which is on the following page, will be completed and submitted to NCPDD for submission to EDA.


Context

•Pre-Existing Conditions and Structures

Process

•Actions, Investments, and Interventions

Outputs & Outcomes

•Results of Actions


CEDS Evaluation and Monitoring Tool

The Evaluation Form will be

submitted to EDA in July and January of each year, covering the periods from January 1st – June 30th and July 1st –December 31st.

APPENDICES

• Community Capitals Framework• Socio and Economic Demographics

o Population Trendso Population by Raceo Population by Sex and Ageo Employment Status

o Labor Force Participation by Ageo Median Household Incomeo Out-Commuters by Countyo Housing Estimateso Income and Benefitso Poverty Statuso Veteran Statuso School Enrollmento Educational Attainment for Ages 25 and Overo Regional Employment Numberso Business Sectors Growing and Declining

• Natural Resourceso Land Use Patterns

• Cultural Resourceso Historical Places and Designations

• Infrastructureo Water Systemso Sewer Systemso Roadso Bridgeso Industrial Parks


Community Capitals Framework

Capital is “any type of resource capable of producing additional resources…When those resources or assets are invested to create new resources, they become capital” (Flora and Flora, 2008 - Community Capitals Framework). The seven types of community capitals are:

Human Capital - Refers to the skills and abilities of people, as well as the ability to access outside resources and bodies of knowledge to increase our understanding and identify promising practices. Human capital includes population, education, skills, health, creativity, youth, and diverse groups.

Natural Capital - Refers to assets that are available in a location, including resources, amenities, and natural beauty. This capital may include air quality, land, water (quality and quantity), scenery, and other natural resources.

Cultural Capital - Reflects the way people “know the world” and how to act within it. This capital includes the dynamics of who we know and feel comfortable with, what heritages are valued, collaboration across races, ethnicities, and generations, and a strong work ethic.

Social Capital - Reflects the connections between people and organizations or the social glue that makes things happen. This capital includes things like trust, norms, network structures, cooperation, common vision and goals, leadership, and diverse representation.

Political Capital - Reflects access to local, county, state, or federal government officials or leverage with a regional company. This capital includes things such as level of community organization through the use of government; ability of government to garner resources for the community.

Financial Capital - Refers to the financial resources available to invest in community capacity building, to underwrite business development, to support civic and social entrepreneurship, and to accumulate wealth for future community economic development.

Built Capital - Refers to infrastructure that supports a community. This includes telecommunications,

industrial parks, main streets, water and sewer systems, health systems, and roads.



Socio and Economic Demographics


1950 1960 1970 1980 1990 2000 2010 2014

NCPDD 175,756 150,981 139,065 141,684 132,639 138,489 127,185 125,195

Attala 26,652 21,335 19,750 19,865 18,481 19,661 19,564 19,303

Carroll 15,499 11,177 9,397 9,776 9,237 10,769 10,597 10,418

Grenada 18,830 18,409 19,854 21,043 21,555 23,263 21,906 21,660

Holmes 33,301 27,096 23,120 22,970 21,604 21,609 19,198 18,965

Leflore 51,813 47,142 42,111 41,525 37,341 37,947 32,317 31,772

Montgomery 14,470 13,320 12,918 13,366 12,388 12,189 10,925 10,634

Yalobusha 15,191 12,502 11,915 13,139 12,033 13,051 12,678 12,443

Source: Decennial Censuses 1950 - 2010, 2014 ACS Data

POPULATION TRENDS


MISSISSIPPI NCPDD

Population, 2010 Census 2967297 127185

Population, 2014 ACS 2992333 125195

Male 1448495 59691

Female 1543838 65494

White, non-Hispanic 1758586 53767

African-American 1128475 69515

American Indian 11723 284

Asian 30540 477

Hispanic 85758 1415

**All data are from 2014 ACS 5-year Estimates

POPULATION AND RACE


POPULATION BY SEX AND AGE

Total NCPDD Population 125,185

Male 59,691

Female 65,494

Under 5 years 8,842

5 to 9 years 8,783

10 to 14 years 8,832

15 to 19 years 9,559

20 to 24 years 8,594

25 to 34 years 13,996

35 to 44 years 14,804

45 to 54 years 16,494

55 to 59 years 8,846

60 to 64 years 7,115

65 to 74 years 10,832

75 to 84 years 5,740

85 years and over 2,748

Median age (years) 38

Source: 2010-2014 American Community Survey 5-Year Estimates


# %

Population 16 years and over 95,046 100.00%

Civilian labor force 46,053 48.50%

Employed 40,684 42.80%

Unemployed 5,369 5.60%

Not in labor force 48,993 51.50%

Unemployment Rate (X) 11.70%

Source: 2015 ACS Survey 1-Year Estimates, Selected Economic Characteristics

EMPLOYMENT STATUS

MISSISSIPPI NCPDD

Population 16 years and over 58.40% 50.60%

AGE

16 to 19 years 31.60% 29.00%

20 to 24 years 67.00% 56.60%

25 to 44 years 78.50% 71.20%

45 to 54 years 73.50% 66.40%

55 to 64 years 55.50% 50.20%

65 to 74 years 21.50% 20.60%

75 years and over 5.70% 2.80%


LABOR FORCE PARTICIPATION by AGE (%)


Amount

NCPDD 29,938$

Attala County 31,671$

Carroll County 34,060$

Grenada County 33,067$

Holmes County 21,399$

Leflore County 24,475$

Montgomery County 30,993$

Yalobusha County 33,900$

MEDIAN HOUSEHOLD INCOME

Source: 2010-2014 ACS 5-Year Estimates


# of Commuters

Attala County 2574

Carroll County 2557

Grenada County 1570

Holmes County 2303

Leflore County 1128

Montgomery County 1502

Yalobusha County 2317

Source: MS Department of Employment Secuirity, 2009-2013 Census ACS Data

OUT-COMMUNTERS BY COUNTY


MISSISSIPPI NCPDD

Total housing units 1284794 56817

Occupied housing units 1092627 45625

Owner-occupied 752825 28694

Renter-occupied 339802 16931

Total households 1092627 44974

Total families 750575 30352


HOUSING ESTIMATES


MISSISSIPPI NCPDD

Families 17.70% 25.40%


POVERTY STATUS FOR FAMILIES

INCOME AND BENEFITS (IN 2014 INFLATION-ADJUSTED DOLLARS)MISSISSIPPI NCPDD

Total households 1,092,627$ 45,625$

Less than $10,000 122,908$ 9,228$

$10,000 to $14,999 85,676$ 3,576$

$15,000 to $24,999 153,950$ 6,427$

$25,000 to $34,999 131,494$ 5,777$

$35,000 to $49,999 158,093$ 5,958$

$50,000 to $74,999 185,625$ 6,752$

$75,000 to $99,999 109,443$ 3,874$

$100,000 to $149,999 94,413$ 2,680$

$150,000 to $199,999 27,148$ 602$

$200,000 or more 23,877$ 751$

Median household income (dollars) 39,464$ 31,166$

Mean household income (dollars) 54,881$ 46,534$



VETERAN STATUS

MISSISSIPPI NCPDD

Civilian population 18 years and over with veteran status 192952 6032

PERIOD OF SERVICE

Gulf War (9/2001 or later) veterans 14.80% 8.60%

Gulf War (8/1990 to 8/2001) veterans 18.60% 13.90%

Vietnam era veterans 35.10% 39.80%

Korean War veterans 10.40% 13.20%

World War II veterans 5.90% 8.00%



# of Students % In public school % In private school

Population 3 years and over enrolled in school 33,820 87.7% 12.3%

Nursery school, preschool 2,798 84.5% 15.5%

Kindergarten to 12th grade 23,725 86.5% 13.5%

Kindergarten 2,096 84.8% 15.2%

Elementary: grade 1 to grade 4 7,290 86.6% 13.4%

Elementary: grade 5 to grade 8 6,456 88.0% 12.0%

High school: grade 9 to grade 12 7,883 85.4% 14.6%

College, undergraduate 6,696 93.1% 6.9%

Graduate, professional school 601 90.5% 9.5%

Source: 2010-2014 American Community Survey 5-Year Estimates

SCHOOL ENROLLMENT

MISSISSIPPI NCPDD

Population 25 years and over 1929591 80575

Less than 9th grade 6.20% 10.00%

9th to 12th grade, no diploma 11.90% 14.90%

High school graduate (includes equivalency) 30.20% 33.20%

Some college, no degree 22.80% 20.50%

Associate's degree 8.50% 6.60%

Bachelor's degree 12.90% 9.30%

Graduate or professional degree 7.50% 5.50%


Educational Attainment for ages 25 and over


NCPDD Attala Carroll Grenada Holmes Leflore Montgomery Yalobusha

Agriculture & Mining 992 90 49 144 243 379 63 24

Construction 3,893 333 59 2237 87 1067 11 99

Manufacturing 5,671 293 21 1773 102 2382 330 770

Transporation 1,157 155 97 292 94 229 143 147

Communication 352 41 25 55 8 164 53 6

Util ity 379 78 12 65 17 165 32 10

Wholesale Trade 2,500 233 37 829 207 1038 92 64

Retail Trade 10,099 1,663 181 2440 846 3292 848 829

Finance, Insurance, Real Estate Summary 2,245 519 32 426 151 807 156 154

Services Summary 19,188 2,270 460 3752 2755 7176 1772 1003

Government 4,495 649 272 786 518 1634 348 288

Unclassified Establishments 157 33 11 38 0 63 9 3

Total 51,128 6357 1256 12837 5028 18396 3857 3397

Source: Secretary of State, 2017 Business Summary, www.yallbusiness.com

REGIONAL EMPLOYMENT NUMBERS


2016 Jobs 5 Year Change

Commercial and Service Industry Machinery Manufacturing 198 40

Air-Conditioning and Warm Air Heating Equipment and Commercial and Industrial Refridgeration 1677 159

Paper (except Newsprint) Mills 235 129

Newsprint Mills 194 39

Child and Youth Services 50 16

Services for the Elderly and Persons with Disabilities 684 500

Other Individual and Family Services 18 -50

Other Social Advocacy Organizations 11 -1

Business Associations 33 -25

Hardware Merchant Wholesalers 37 -8

Furniture Stores 67 -33

Household Appliance Stores 33 9

Hardware Stores 26 -2

Nursery, Garden Center, and Farm Supply Stores 68 -24

Florists 178 -104

Landscaping Services 426 -170

Pharmacies and Drug Stores 262 -11

Home Health Equipment Rental 23 10

Offices of Physicians (except Mental Health Specialists) 386 -134

BUSINESS SECTORS GROWING AND DECLINING


Offices of Dentists 171 34

Offices of Optometrists 56 2

Offices of Physical, Occupational and Speech Therapists, and Audiologists 104 4

Offices of All Other Miscellaneous Health Practioners 18 -3

Kidney Dialysis Centers 102 -1

Home Health Care Services 284 -164

General Medical and Surgical Hospitals 56 -36

Specialty (except Psychiatric and Substance Abuse) Hospitals 37 -20

Nursing Care Facilities (Skil led Nursing Facilities) 1162 27

Residential Mental Health and Substance Abuse Facilities 13 3

Continuing Care Retirement Communities 100 -14

Assisted Living Facilities for the Elderly 72 12

Funeral Homes and Funeral Services 66 -24

Hospitals (Local Government) 1127 -419

Cosmetics, Beauty Supplies, and Perfume Stores 32 -3

All Other Miscelleneous Store Retailers (except Tobacco Stores) 48 11

All Other Consumer Goods Rental 31 17

Veterinary Services 58 9

Child Day Care Services 492 -125

Beauty Salons 11 -13

Source: MDA Business Division, Industry Clusters Analysis for NCPDD Region 2017

2016 Jobs 5 Year Change

BUSINESS SECTORS GROWING AND DECLINING (continued)

Natural Resources


County Forested Acres Farmland Acres Row Crop Acres

NCPDD 1,414,200 1,104,358 530,406

Attala 284,817 124,442 29,086

Carroll 263,067 168,967 59,773

Grenada 154,557 88,380 25,816

Holmes 310,118 237,609 119,768

Leflore 75,831 293,155 235,795

Montgomery 161,110 97,262 26,770

Yalobusha 164,700 94,543 33,398

LAND USE PATTERNS

Source: M ississippi Forestry Commission, USDA Census of Agriculture 2012

Cultural Resources


Registered Landmarks Registerd Properties

NCPDD 68 4668

Attala 3 769

Carroll 16 269

Grenada 8 448

Holmes 22 750

Leflore 11 1244

Montgomery 4 832

Yalobusha 4 356

Source: Mississippi Department of Archives and History

Historic Places and Designations

Infrastructure


Overall Ratings (Maximum 5) 2014

Conehoma Water Assn. #1 5.0

Town of Ethel 4.3

Ethel Rural Water Assn 4.7

City of Kosciusko 5.0

McAdams Water Assn. 4.0

Town of McCool 5.0

Possumneck-Carmack Water Assn. 5.0

Sugar Creek Water Assn 4.3

Town of Sallis 5.0

Zama Water Assn. 4.7

Mississippi Water Co. 4.0

Springdale Youth Cnt. Hwy. 19-N 5.0

Springdale Youth Cnt. Hwy 12-W 5.0

Conehoma Water Assn. #2 5.0

Black Hawk Water Assn. 4.3

Town of Carrollton 4.3

Pelucia Rural #2 – Gravel Hill 4.7

Pelucia Rural #3 – Coila 4.7

McCarley Water Assn. 4.0

Town of North Carrollton 4.0

Town of Vaiden 5.0

Pelucia Rural #4 – New Zion 4.7

Pelucia Rural #5 4.7

Black Hawk Water Assn. #2 -

INFRASTRUCTURE - WATER SYSTEMS

Attala County

Carroll County


GT&Y Water District Inc. 5.0

City of Grenada 5.0

Grenada-Bogue Basin/Holcomb 5.0

Grenada Co. W/S-Girl Scout 5.0

Grenada County W/S-Mondy Rd/Elliott 5.0

Poor House Water Assn. #1 5.0

Poor House Water Assn. #2 5.0

Grenada Ind. Park & Airport Water 5.0

Grenada-Bogue Basin/Gore Springs 5.0

Young’s W/S Dist #1 – Dividing R 4.7

Young’s W/S Dist #2-Young’s Syst 4.7

Acona Water Assn. #1 4.7

Castalian Water Assn. 4.7

Centervil le Community Water Assn. 4.7

Town of Cruger 4.0

City of Durant 4.3

Ebenezer Rural Water Assn. 4.3

Town of Goodman 5.0

Harland Creek Community Water Assn. 4.3

Holmes Jr. College 4.0

Lebanon Water Assn. – West 5.0

City of Lexington 4.7

Town of Pickens 5.0

South Holmes Water Assn. 3.7

Sweet Home Water & Sewer Dist. 4.7

City of Tchula 4.7

Town of West 4.3

West Hill Water Assn. 5.0

South Holmes Water Assn. – B System 3.7

Harland Creek Community Water Assn. B 4.3

West Holmes Water Assn. 5.0

Harland Creek Community Water Assn. C 4.3

Holmes Interstate Util ity District 4.3

Harland Creek Water Assn. Horseshoe L 4.3

Grenada County

Holmes County


City of Greenwood 4.6

City of Itta Bena 4.7

MS Valley State University 4.0

Morgan City Water & Sewer Assn. 3.7

City of Schlater 4.3

Town of Sidon 3.3

East Leflore Water & Sewer District 5.0

Delta Mobile Home Park & Apt. 2.3

City of Schlater (P D Plant) 4.7

Minter City Water & Sewer 4.0

Phill ipston Water Assn. 4.0

Blue Lake Water Assn. Inc. 4.0

Heartland Catfish 5.0

America Catch Catfish Plant 5.0

Viking Specialty Products 4.5

Americas Catch – the Farm 5.0

51-55 Water Assn. 4.7

Town of Duck Hill 4.7

Eskridge-Rose Hill Water Assn. 4.7

Hays Creek Water Assn. – M ission Rd. 4.7

Town of Kilmichael 4.3

North District 1 Water Assn. 4.3

Poplar Creek Water Assn 4.3

South Winona Water Assn. 4.7

Stewart Water Assn. 5.0

City of Winona 4.7

Hay’s Creek Water Assn. – M inerva 5.0

Hay’s Creek Water Assn. – New Liberty 5.0

Hay’s Creek Water Assn. – Legion Lake Rd. 4.7

Hay’s Creek Water Assn. – Lodi 4.7

Hay’s Creek Water Assn. – Alva 5.0

Stewart Water Assn. #2 5.0

Hay’s Creek Water Assn. – M inerva #2 5.0

Leflore County

Montgomery County


Town of Coffeeville 3.67

Cypress Creek Rural Water Assn. 4.67

East End Water Assn. 4.67

Jeff Davis Water Assn. Inc. 5.00

Town of Oakland 2.33

O’Tuckolofa Water Assn. 3.67

Til latoba Water Assn. 4.00

Tri-Lakes Water Assn-East 4.33

City of Water Valley 4.33

Tri-Lakes Water Assn-West 4.33

Billy’s Creek Rural Water Assn. 5.00

Enid Lakes Estates 4.00

Yalobusha Water Sewer Dist. #1 4.33

Yalobusha Water Sewer Dist. #2 4.00

Tri-Lakes Water Assn. Central 4.33

Cypress Creek Rural Water Assn. 5.00

Windsor Foods 3.50

Source: M ississippi Department of Health, 2014

Yalobusha County


Kosciusko NPDES MS0027774

Ethel NPDES MS0024791

North

Carrollton NPDES MS0024741

Vaiden NPDES MS0021504

Grenada NPDES MS0020397

Holcomb NPDES MS0036242

Cruger NPDES MS0042315

Durant NPDES MS0048127

Goodman NPDES MS0026921

Lexington NPDES MS0024601

Pickens NPDES MS0021130

Tchula NPDES MS0021482

West NPDES MS0032816

INFRASTRUCTURE - SEWER SYSTEMS

Attala County

Carroll County

Grenada County

Holmes County


Greenwood NPDES MS0023833

E. Leflore – Rising Sun NPDES MS0022705

Itta Bena NPDES MS0020915

Morgan City NPDES MS0024716

Sidon NPDES MS0024724

Schlater NPDES MS0036005

Duck Hill NPDES MS0020133

Kilmichael NPDES MS0020001

Winona NPDES MS0021024

Coffeeville NPDES MS0020923

Oakland NPDES MSU080024

Water Valley NPDES MS0022331

Yalobusha County

Source: Mississippi Department of Environmental Quality

Leflore County

Montgomery County


MDOT MDOT

Maintained Other Maintained Other

Paved Unpaved Total

Attala 190.980 296.000 0 623.072 1,110.05

Carroll 127.404 149.836 0 515.927 793.167

Grenada 96.375 395.847 0 130.914 623.136

Holmes 157.546 324.563 0 533.007 1,015.12

Leflore 110.893 390.872 0 401.121 902.886

Montgomery 101.160 177.101 0 325.135 603.396

Yalobusha 129.816 382.777 0 191.429 704.022

NCPDD 914.174 2,116.996 0 2,720.605 5,751.78

Source: 2011 MS Public Roads Selected Statistics Extent, Travel, and Designation Manual

INFRASTRUCTURE - ROADWAYS (PUBLIC ROAD LENGTH IN MILES BY COUNTY)


# of County

Bridges

# Requiring Critical

Maintenance

% Needing Critical

Maintenance

NCPDD 843 135 16%

Attala 152 38 25%

Carroll 160 45 28%

Grenada 100 1 1%

Holmes 128 21 16%

Leflore 103 12 12%

Montgomery 115 13 11%

Yalobusha 85 5 6%

Source: State Aid Road Construction

INFRASTRUCTURE - BRIDGES


Name/Location of Park Acres Largest Tract Electricity Gas Water Rail 4Lane Rail Waterway Airport

Kosciusko-Attala County Industrial 55 20 Y Y Y N 20 3 108 71

Central M ississippi Eco. Plex 224 100 Y N Y N 21 1 108 70

North Carrollton Industrial Park 25 25 N N N N 2 0 71 10

Vaiden Industrial Park 38 38 N N N N 3 0 88 79

Grenada Air Industrial Park 847 150 Y Y Y Y 0 0 70 89

Papermill Rd. Industrial Park 180 176 N N Y N 0.5 1 70 90

Business and Technology Park North 1,175 1,175 N Y N Y 0 0 70 90

Lexington Industrial Park 5 5 N Y Y N 9 10 80 60

Tchula Industrial Park 29 10 N N N N 20 0 70 70

West Industrial Site 15 14 Y N N N 3 0.1 100 75

North Durant Industrial Park 62 45 N N N N 3 0 92 55

Holmes County Industrial Park 320 100 N Y Y N 0 2 76 58

Greenwood-Leflore Industrial Air 300 80 N N N N 4 0 71 52

Greenwood-Leflore Industrial Park 1,485 350 Y Y Y Y 1 0 0 52

Rising Sun Waterfront Industrial Site 600 350 N N N Y 0 0 0 52

Itta Bena Industrial Park 360 360 N Y N N 0 1 63 52

Duck Hill Industrial Park 30 30 N N N N 3.5 0 90 85

Kilmichael Industrial Park 96 35 N N N N 10 0 40 79

Crossroad Industrial Park 42 35 N N N N 0 0 80 90

Jeff Davis Industrial Park 12 12 Y Y Y N 18 18 85 75

Coffeeville Industrial Park 50 50 N N N N 13 0.7 90 87

Water Valley Industrial Park 116 116 N Y Y N 15 15 85 75

Montgomery County

Yalobusha County

INFRASTRUCTURE - INDUSTRIAL PARKS

Attala County

Carroll County

Grenada County

Holmes County

Leflore County

north central planning & development district · 2018-05-02 · north central planning &...

Documents