Economic Development Strategic Plan for UNION COUNTY, ARKANSAS

an economic development strategic plan for UNION COUNTY, ARKANSAS

Prepared for the: UNION COUNTY INDUSTRIAL BOARD

Prepared by:

March 2007

h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN acknowledgements

TIP Strategies would like to thank the members of the Union County Industrial Board and the El Dorado Economic Development Board, whose time and guidance for this economic development strategic plan were invaluable. We would also like to than the many business and community leaders, as well as the general public, who all greatly contributed to our understanding of the area, its challenges and opportunities.

Union County Industrial Board > Tandy Menefee, Chairman Dan Redmond, Vice Chairman Steve Cameron, Secretary/Treasurer Don Wales, Executive Vice President Union County Judge, Bobby Edmonds (ex-officio) Steve Cousins John Dews

El Dorado Economic Development Board > Rob Reynolds, Chairman Alan Gober Joffre Long Robert Green Kenny VanHook

TIP Strategies – Project Team Tom Stellman, President and CEO

Alan Cox, Project Director

T . I . P STRATEGIES h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN table of contents acknowledgements...... 1 table of contents ...... 2 executive summary...... 1 strategic plan...... 8

vision ...... 8

goal one: develop, retain, and attract talent...... 10

goal two: stimulate the economy through business development and industry attraction...... 18

goal three: promote and enhance quality of place ...... 27 marketing plan ...... 36 appendix ...... 44

economic & demographic assessment ...... 44

swot ...... 47

target industries...... 69

implementation ...... 86

T . I . P STRATEGIES h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN executive summary

THE CHALLENGE

The geography of South Arkansas has endowed El Dorado and Union County with an abundance of natural resources. Union County is bounded to the north and east by the banks of the Ouachita River, while its forests sprawl across the rolling landscape. Undoubtedly, this river and these woods supplied the means for many of its earliest residents to found settlements in the area and eke out a living. Later, underground resources of a completely different nature were discovered, bestowing great wealth to many of the county’s citizens. While El Dorado’s oil boom ended many years ago, its legacy remains manifest throughout much of the community.

The same geography that provided these rich natural resources has, ironically, become a hindrance to the development of Union County’s economy in recent decades. Located far from Arkansas’ capital and along its southern border, El Dorado and Union County are remote to much of the state, and nation. The historical and present condition of roadways serving the county have only exacerbated the area’s isolation. Without strong transportation ties, El Dorado and Union County have been unable to capitalize on many of the opportunities that have transformed the “New South.”

Many would presume this state of affairs would fate the county to a future of continued stagnation and decline. Fortunately, however, Union County’s engaged citizens and leaders are committed to the area reaching its potential. Evidence for this dedication can be seen in the successful revitalization of El Dorado’s downtown and recent progress toward the expansion of US 167.

The key to Union County’s future prosperity may lead through unexpected doors. For example, the relocation of manufacturing to the South does not necessarily mean El Dorado and Union County should anticipate similar industrial success in the future, even with improved transportation access.

Trends toward globalization, international labor market competition, and technological transformation will continue to present increasing challenges to companies that manufacture in the US. This is not to say that American manufacturers cannot meet the demands of international economic integration and will no longer produce goods in the US. This does mean, however, that competition among American communities for new industrial prospects will only intensify. As the nation’s economy continues to shift away from traditional blue-collar industries and toward one based more on services, communities will need to become much more creative in how they think about economic development.

Fortunately, El Dorado and Union County enjoy some key assets that might make the area more successful in this new economic era than in the passing one. Union County’s future success will likely hinge upon its ability to leverage the same natural resources that originally attracted its first residents, in addition to the historical legacy of early founders: downtown El Dorado.

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THE RESPONSE

Recognizing these challenges, the El Dorado Chamber of Commerce and the Union County Industrial Board, hired TIP Strategies—an Austin, Texas, based economic development consulting firm—to assist in crafting a response. The findings and recommendations outlined in this Economic Development Strategic Plan should serve as a framework for guiding future economic development efforts in Union County.

While the challenges facing Union County are real, so are the opportunities. TIP Strategies (TIP) believes El Dorado, and surrounding Union County, have the potential to develop into the regional center for South Arkansas. The vision, goals, strategies, and actions outlined in this plan, if fully implemented, will go far in repositioning the El Dorado and Union County as the regional center for South Arkansas, setting it on a course for long-term economic growth and vitality.

The recommendations outlined in this plan are based on TIP’s experience working in communities throughout the country and applying our knowledge of economic development best practices to Union County’s unique situation. Our experience in economic development planning is complemented by efforts to understand the area’s challenges and opportunities through the following activities:

A review of existing economic and demographic data, including population growth, educational attainment levels, occupational information, employment growth, major employers, and other relevant statistics for Union County,

Tours of El Dorado and Union County sites to better understand its economic development product from a real estate standpoint,

Interviews with area stakeholders, including face-to-face interviews with business and community leaders,

Community feedback through an online questionnaire, and

Focus group meetings and workshops to establish priorities for appropriate goals and strategies.

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SWOT

TIP conducted a SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats) for Union County to create a framework for understanding the area’s issues. This assessment was based on interviews, site visits, data analysis, and our experience. The following table captures the major findings from this analysis: Strengths Weaknesses TALENT TALENT - Corporate & community leadership - School district perceptions - Faith community - Limited availability of employable skilled workers - South Arkansas Community College - Lack of local four-year college - Area school districts INDUSTRY - Regional labor shed - Lack of infrastructure (transportation, service-ready sites, - Educational attainment levels limited broadband access, cell phone coverage) - Skilled blue-collar workforce - Limited resources devoted to economic development - Favorable wage rates in white-collar industries - Limited air service INDUSTRY - Distance from interstates & major markets - Medical Center of South Arkansas - Location in declining region - Favorable business climate - Few businesses in growing white-collar sectors - Utility availability (water, electricity, natural gas) PLACE - Manufacturing base - Perceptions of crime & illegal drug use PLACE - Local parks & hike/bike trails - Downtown El Dorado - Community appearance (outside downtown) - Arts community - Climate & geography compared to Northwest Arkansas - Outdoor recreation (Felsenthal NWR & Ouachita River) - Outsider perceptions of South Arkansas region - Regional retail trade center Opportunities Threats TALENT TALENT - Expansion of higher education opportunities - Continued out-migration of educated youth - Partnerships in education & workforce development INDUSTRY - Engage youth in leadership - Murphy Oil buy-out INDUSTRY - Continued industrial plant closings - Business retention & expansion - Volatility in commodities prices (oil & timber) - Transportation infrastructure expansions PLACE - Medical community expansions - Increases in crime rate - Business park/site development - External & internal marketing & regional partnerships PLACE - Retirement/tourism destination development - Leverage local arts community - Housing development - Multi-purpose facility

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VISION & GOALS

Economic development goals, strategies, and actions must be driven by a clear vision. While conceptually this makes sense, the more practical value of the vision is in directing community resources. As a result, successful vision statements are bold but provide a clear direction and can be supported by goals and strategies. We believe that the following vision achieves those objectives for Union County:

<< El Dorado and Union County: The regional destination in South Arkansas for entertainment, culture, recreation, living, business, education, healthcare, and shopping. >>

This vision statement presents a clear focus for Union County’s economic development efforts with aggressive, yet attainable, goals. El Dorado will solidify its position as a regional center through supporting the continued redevelopment of its vibrant downtown. This process will be driven by creating opportunities for entertainment and culture, while strengthening its linkages to SouthArk College. Union County will also expand upon its base of outdoor recreational amenities and offer plentiful opportunities for new residential developments. This array of amenities will transform El Dorado and Union County into a regional destination for entrepreneurial talent and retirees, supporting and strengthening the area’s healthcare and retail sectors.

This vision, however, can only be reached if goals are established as pillars to support its key proposals. We believe that the following three goals will support the proposed vision and provide a strong framework for strategies and actions:

h GOAL ONE: DEVELOP, RETAIN, AND ATTRACT TALENT.

h GOAL TWO: STIMULATE THE ECONOMY THROUGH BUSINESS DEVELOPMENT AND INDUSTRY ATTRACTION.

h GOAL THREE: PROMOTE AND ENHANCE QUALITY OF PLACE.

While each of these goals was chosen for its ability to leverage distinct opportunities in El Dorado and Union County, they were also intentionally chosen for their ability to support one another. In effect, some strategies and actions that are placed under one goal could just as easily have been put under another due to their inherent overlap. The Chamber and area allies should, therefore, remain mindful that a lack of support for one of these goals may hinder progress in another. As a result, community leaders should recognize that policies supporting a strong business climate for promoting economic development cannot be implemented within a vacuum. Instead, policies and program activities should be considered within the overall context of the variety of factors that can influence long-term economic growth in Union County.

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PRIORITY PROJECTS

This economic development strategic plan offers a host of strategies and actions to support Union County’s vision and goals. While each is an important component in this plan, certain proposals should be made priorities to stimulate economic development activities and results in Union County. For example, the El Dorado Chamber should undertake an aggressive internal marketing campaign to raise awareness of and build support for economic development among the area’s residents and leaders. This is especially important given recent economic setbacks and current sentiments in the community.

Moreover, several recommendations in this plan go beyond the traditional realm of economic development and will require support from other area entities that are better suited for their implementation due to organizational and financial resources. These recommendations generally lie beyond the purview of a “typical” economic development organization. They remain, however, critical to the successful economic development of Union County. As such, it is highly recommended that the Chamber continue to enlist support from potential allies to ensure that these recommendations are carried out (Specific action items for the following priority projects are found in the Strategic Plan section of this document).

Talent attraction > El Dorado and Union County should strongly consider aggressively positioning itself in anticipation of the pending retirement of baby boomers. Achieving this will require a multifaceted approach to marketing the area and supporting and expanding amenities in the area. The retirement of the baby boomer generation provides enormous opportunities for communities that are successful in garnering their attention. First, baby boomers are more affluent that any previous generation, presenting obvious benefits to local retail and home sales. Second, the nature of the baby boomer retiree is expected to be unlike anything seen before. Surveys indicate that a large segment of this population will want to remain active and engaged in the community through both volunteerism as well as entrepreneurship. Some are beginning to refer to this class of baby boomer as the “zoomer.” Overall, baby boomers will remain an asset to local economies as opposed to a drain on services.

Already, El Dorado and Union County enjoy many of key assets for drawing the attention of “zoomers.” El Dorado offers a vibrant and historically authentic downtown. At the same time, the surrounding area offers access to numerous recreational amenities. Supporting the expansion of the area’s entertainment, cultural, and recreation assets will prove crucial to drawing the attention of baby boomers first as visitors and second as future residents. As part of this overall campaign, Union County should also target individuals with already pre-existing ties to or knowledge of the area. Consideration should be given to kicking off this strategy with a “Come home to El Dorado/Union County” marketing campaign.

Golf course community > One key to drawing the attention of potential retirees is the provision of quality housing options. Currently, a local businessperson has proposed the development of a golf course community in anticipation of these trends. TIP recommends area leaders continue to fully support this development as it may provide an excellent means for jumpstarting awareness of El Dorado and Union County as a premier destination in the South Arkansas region for baby boomers.

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Entertainment district > Downtown El Dorado is a unique asset that—if fully leveraged—can enhance El Dorado’s overall image within Arkansas and northern Louisiana. While this may appear to be an intangible benefit, an enhanced image can be translated into direct economic benefits for the community. The continued revitalization and redevelopment of downtown would serve several functions: 1) attracting baby boomer retirees, 2) retaining and attracting young talent, 3) capture increased tourism spending, and 4) protect the significant private and public investments that have already occurred downtown. TIP feels that the establishment of an entertainment district in downtown would complement many of these efforts, while at the same time adding to downtown’s destination status.

Conference Center > Area leaders should continue to support the establishment of a SouthArk conference center. This would serve free up academic space at the college, as well as assist in establishing stronger physical linkages between the campus area and nearby downtown. We also feel that this would support the overall growth of the college by helping to raise its profile. As proposed, the conference center would also provide an additional option for fine dining in El Dorado.

Healthcare > One of Union County’s greatest opportunities for achieving its vision as the regional center for South Arkansas is the continued strength of its local healthcare sector, led by the Medical Center of South Arkansas. Over the long-term, healthcare should prove to be a major asset for the local economy and labor market. Healthcare, however, holds additional strategic importance for the county due to the role it can play in making Union County a more attractive destination for retirees and active adults. Consideration should be given to helping support the expansion of services for active adults and retirees (e.g., geriatric specialties and sports care medicine).

Transportation > Area leaders should continue to remain supportive of the expansion of Union County’s transportation network. The community should be commended for progress that has already been achieved in US 167 expansions. The area’s lack of four-lane divided connections to interstates and major metropolitan areas is undoubtedly one of Union County’s greatest barriers to traditional economic development. At the same time, area leaders should remain mindful of the critical role that air service may play in the area’s economic development. While the number of flights to Dallas/Fort Worth International are limited, El Dorado is fortunate to be one of the few communities its size to have direct connections to such a major airline hub. TIP recommends that area leaders also consider pursuing air service to the Houston area. This would serve two strategic purposes 1) helping area firms remain linked to North America’s energy capital and 2) helping to draw retirees from the Houston area.

Business retention and expansion > Building awareness of the needs existing employers have, and developing policies and mechanisms to support local business and industry, is a essential. Local companies are, by far, the largest and most reliable source for creating new jobs. Given that many of Union County’s existing employers have been struggling in recent years, it is critical that the El Dorado Chamber and area partners understand how local issues affect the competitiveness of local industry. Special consideration should be given to the needs of Murphy Oil to ensure that it maintains its corporate headquarters in El Dorado. It should go without saying, but the loss of this Fortune 500 company would be a major blow to the local economy.

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Entrepreneurship > Promoting entrepreneurship involves leveraging existing resources in the local business sector—including innovation, financing, know-how, and business and social networks—and matching those resources with investment opportunities. The fact that the area is already home to Fortune 500 companies and other major employers means that many of these elements are likely already in place. Their presence should be treated as a unique and primary asset for fostering an entrepreneurial culture in El Dorado and Union County. TIP recommends the area continue to pursue the idea of establishing an entrepreneurial center as the primary “brick and mortar” focal point for a program dedicated to business startups. The proposed center at the former Prescolite plant would act as a one-stop shop for entrepreneurial assistance in addition to providing needed business space in Union County.

Business park > El Dorado and Union County are currently served by only one established industrial area. While its location is near ideal (proximity to US 167 and away from established residential areas), the industrial area’s few remaining sites face a number of challenges. The lack of a marquee industrial site in Union County, in combination with current transportation constraints, places it at a significant disadvantage in terms of traditional industrial recruitment. We recommend that community leaders pursue the development of a new business park financed through a new local sales tax to serve El Dorado’s industrial development interests. Careful consideration, however, should be given to the location of the business park, the eventual timing of its development. Two potential sites should be considered most closely for the development of a new business park in Union County: Site A (UCIB-owned and adjacent properties near the intersection of US 167 and Champagnolle Road and Site B (city-owned sites on the 1,540-acre South Arkansas Regional Airport).

FINAL THOUGHTS

TIP feels that Union County has within its grasp a number of assets that—if fully leveraged—could lead to success in this challenging economic climate. Downtown El Dorado provides the area with a solid foundation to build on and to reposition the area as one that offers a strong sense of place, making it more attractive to regional talent and retirees. While El Dorado and Union County can solidify this position in the region, translating talent into renewed economic prosperity will be critical to long-term success. We believe that entrepreneurial efforts may hold the key to this achievement. It is our sincere hope that this plan offers the area’s leadership the inspiration for undertaking the necessary steps for Union County to meet its myriad challenges and reach its full economic potential.

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strategic plan

VISION

Economic development goals, strategies, and actions must be driven by a clear vision. While conceptually this makes sense, the more practical value of a vision is in directing community resources. As a result, successful vision statements are bold but provide a clear direction and can be supported by goals and strategies.

The following statement creates a bold vision for Union County, encompassing its primary assets as well as offering a message for marketing the area:

<< El Dorado and Union County: The regional destination in South Arkansas for VISION OPPORTUNITIES entertainment, culture, recreation, living, business, education, healthcare, and shopping. >>

This vision statement presents a clear focus for Union County’s economic development efforts with aggressive, yet attainable, goals. El Dorado will solidify its position as a regional center through supporting the continued redevelopment of its vibrant downtown. This process will be driven by creating opportunities for entertainment and culture, while strengthening its physical linkages to SouthArk College. Union County will also expand upon its base of outdoor recreational amenities and will offer plentiful opportunities new residential developments. This array of amenities will transform El Dorado and Union County into a regional destination for entrepreneurial talent and retirees, supporting the strengthening of the area’s healthcare and retail sectors.

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GOALS

The vision of El Dorado and Union County serving as the regional center for South Arkansas is based on the recognition that the area has the potential to develop into a premier destination for talent in the southern tier of the state. We believe that the following three goals will support the proposed vision and provide a strong framework for strategies and actions:

h GOAL ONE: DEVELOP, RETAIN, AND ATTRACT TALENT.

h GOAL TWO: STIMULATE THE ECONOMY THROUGH BUSINESS DEVELOPMENT AND INDUSTRY ATTRACTION.

h GOAL THREE: PROMOTE AND ENHANCE QUALITY OF PLACE.

The purpose of this plan is to provide the El Dorado Chamber and area partners with specific guidance regarding the commitment of resources for stimulating economic growth in Union County. As a result, some issues that have an indirect impact on Union County—but lie outside the purview of the Chamber—are raised in this plan. These concerns should be carefully distinguished from the Chamber’s specific economic development mission. Nonetheless, the plan makes recommendations regarding these issues, because failure to address them will ultimately weaken the Chamber’s effectiveness and overall capacity to perform its economic development mission.

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GOAL ONE: DEVELOP, RETAIN, AND ATTRACT TALENT.

Economic development planning has traditionally Redefining TALENT focused solely on the recruitment of new businesses. Unfortunately, this approach depends PRIORITY PROJECTS: The concept of talent means heavily on large incentives, such as tax more than a skilled workforce. abatements, free land, and reduced costs for h RETIREE & FORMER RESIDENT MARKETING infrastructure services. While these types of It means recruiting talented h SUPPORT SOUTHARK EXPANSIONS people as well as cultivating incentives certainly remain an important part of the the talent pool represented by overall industry attraction process, most groups as diverse as students, organizations stop at this point. Fortunately, these retirees, and entrepreneurs. It are only the most basic tools in the economic also means ensuring that the development kit. employees and companies Nurturing and attracting talent is perhaps the most fundamental issue for creating long-term, sustainable that have been responsible for st a community’s growth continue economic vitality in the 21 Century. Much of this is due to the changing needs of US employers as the economy to see a reason to remain in transitions from manufacturing to services. But this “talent” goal implies more than the typical workforce the area. development and training issue. It also encompasses the idea of recruiting people. Like most rural communities, Union County is struggling to retain its younger population. For example, the county’s population has been National demographic trends, steadily decreasing since the 1980s. most notably the aging of the baby boomers, suggest that Union County, however, is somewhat unique in South Arkansas in that it enjoys a vibrant business and healthcare demand for workers may soon community – thanks to Murphy Oil and the Medical Center of South Arkansas. An untold number of professionals outstrip supply. As a result, working within these, and other, organizations are ideally suited to promoting Union County throughout the region competition for labor is and beyond. Raising awareness of opportunities in Union County among these individuals could prove more expected to increase among successful than a traditional marketing campaign due to the power of word of mouth. companies as well as communities. Focusing on the El Dorado and surrounding Union County are also blessed in the number of strong quality of life attractions that development, attraction, and could transform the area into a retiree destination for South Arkansas if fully leveraged. Capitalizing on this retention of talent should, significant opportunity requires an understanding of the changing nature of retirement and the desires of the therefore, be an important part pending baby boomer generation, whose ideas of an “active” retirement are radically different from previous of any economic development generations. strategy. Finally, the presence of SouthArk College and other regional institutions of higher learning offer the community the additional opportunity of retaining many of Union County’s best and brightest. This will require strong local support for future expansions at SouthArk. In addition, close cooperation between area school districts, the local college, and area universities will be needed to raise awareness of local opportunities.

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Strategy 1 > Market to retirees and individuals that have existing ties to Union County. Targeting individuals with established ties to Union County is more likely to garner success than those who are unknowledgeable about the area. This is true for a number of reasons. First, the target audience has already developed a familiarity with Union County and the surrounding region and will, therefore, require less effort to educate regarding its assets. Second, individuals with strong ties to Union County are likely to be former residents and may already wish to return if given the appropriate opportunity. Third, former residents would presumably be easier to reach through their existing social networks and other linkages with Union County and, therefore, would require fewer resources to reach.

Union County should also seek out opportunities for increasing “active adults” and baby boomer retirees who may or many not originally be from the area. According to a study performed for the American Association of Retirement Communities (http://www.jsu.edu/depart/sowk/fagan_pubs.html), the state of Arkansas ranks as one of the nation’s top ten destinations for persons 55+ that are relocating to a new state. The study also indicates that these individuals have a significant impact in their new communities. In Arkansas for example, each in- migrant retiree household has the same economic impact as 3.7 factory jobs. This large economic impact is due to 1) their greater overall wealth than the remainder of the population and 2) the increasing interest in baby boomer retirees to start a new business or second career.

The establishment of this marketing strategy should not be considered as separate from Union County’s overall marketing efforts (see the Marketing Plan section of this document). Instead, area leaders should consider this strategy, at a minimum, to be an extension of Union County’s overall marketing efforts. In other words, this marketing campaign should be coordinated with Union County’s overall efforts and, at the very least, not have a conflicting marketing message.

h ACTION A >> ESTABLISH A MARKETING CAMPAIGN INVITING FORMER RESIDENTS TO “COME HOME TO EL DORADO/UNION COUNTY.” Specific Tasks: Create a database of former residents with the assistance of area organizations (e.g. area schools, churches, etc.)

Develop marketing material and quarterly newsletter to inform former residents of opportunities and current events in Union County (e.g. job postings, business expansions, investment opportunities, planning initiatives etc.). - Consideration should be given to creating an electronic form of the newsletter for easier and less expensive transmittal (Constant Contact is one recommended service provider). - Consideration should be given to distributing the newsletter to job placement counselors at area institutions of higher education (e.g., SouthArk College, Southern Arkansas University, University of Arkansas-Monticello, and Louisiana Tech) as means for informing existing and former residents of local opportunities. goal one: TALENT

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h ACTION B >> PROMOTE RETIREE/TOURISM ATTRACTION AS A MEANS FOR EXPANDING TALENT AND INCREASING INVESTMENT IN UNION COUNTY. Specific Tasks: Raise awareness among economic development allies of retiree/tourism attraction as an economic development strategy for Union County.

Market Union County as a recreation, entertainment, and retiree destination highlighting assets such as downtown El Dorado, hunting, fishing, camping, forests, and future golf course communities, etc. - Based on our knowledge of the region, Union County will likely garner the most success from retirees coming from South Arkansas, Louisiana, Dallas/Fort Worth, and Houston.

Coordinate these marketing efforts with this plan’s entrepreneurship recommendations (See Goal Two, Strategy Two).

Incorporate Union County’s existing and planned retirement amenities in all economic development marketing materials. goal one: TALENT

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Strategy 2 > Strengthen Union County’s leadership base and involvement in economic development. Promoting and retaining leadership is a long-term, but invaluable, component to economic development. Without committed leaders, economic development practitioners often find themselves lacking the necessary support to undertake needed initiatives. Not only can local leaders aid in the improvement of the local business climate, but they can also be effective in marketing Union County to the outside world in the course of their business-related interactions.

Already Union County is fortunate to have an established cadre of progressive community and business leaders. While the Union County’s existing leadership is strong (especially for a community its size), the area must remain cognizant of the importance of introducing young leaders with fresh ideas into leadership roles.

h ACTION A >> RAISE AWARENESS OF ECONOMIC DEVELOPMENT ISSUES AND BUILD SUPPORT AMONG UNION COUNTY’S LEADERSHIP AND CITIZENRY. Specific Tasks: Establish an annual Union County Economic Summit to keep leaders and citizens informed of economic opportunities and challenges in Union County. The summit should include information regarding economic trends and business climate issues (e.g., taxation, initiatives, business announcements, etc.).

Meet quarterly with existing leadership organizations, key individuals and other decision makers to provide opportunities for private discussions and input on Union County’s business climate issues.

Pursue a new local sales tax to increase the community’s its capacity to implement the recommendations in this report, using the roll-out of this plan as a means for building public support.

Establish a long-term planning process for updating progress on specific goals and priority projects. - Consider coordinating process with annual economic summit.

h ACTION B >> ENHANCE AND EXPAND LEADERSHIP TRAINING PROGRAMS AND NETWORKING OPPORTUNITIES IN UNION COUNTY. Specific Tasks: Continue to support the enhancement and expansion of existing programs that help identify and prepare young professional adults for future positions of leadership in Union County.

Support efforts in developing target networking opportunities for professionals living and working in Union County.

Identify current and future leaders within Union County, including representatives of various groups (e.g., professional, youth, minority, etc.). goal one: TALENT

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h ACTION C >> ESTABLISH AN AMBASSADOR’S PROGRAM TO SERVE AS A RESPONSE TEAM FOR ECONOMIC DEVELOPMENT LEADS AND TO ASSIST IN MARKETING UNION COUNTY. Specific Tasks: Identify area business and community leaders and invite them to participate in a Union County Ambassadors program to help address challenges facing the area and monitor local economic development trends. - Coordinate with other relevant organizations.

Create a brief presentation, profile, and script promoting Union County’s positive aspects to be used by Ambassadors during the course of their business interactions both within and outside the area.

Create a mechanism for the Ambassadors to refer prospect leads.

Meet quarterly with Ambassadors keeping them up to date on current economic development initiatives, progress, and honing Union County’s marketing message. goal one: TALENT

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Strategy 3 > Strengthen and leverage existing educational institutions, workforce development, and other training assets serving Union County. The importance of educational institutions and workforce training resources to economic development cannot be overstated. Employers must be assured access to trainable workers. At the same time, young adults, families with children, and even retirees are all drawn to locations that offer access to educational opportunities. As a result, it is imperative that the El Dorado Chamber and area partners remain supportive of local public schools and SouthArk College. The area is especially fortunate to enjoy sufficient support for endowing chairs in the El Dorado School District—a rarity for K-12 public schools—in addition to the commitment of Murphy Oil to endow the El Dorado Promise.

Area leaders should continue to strive for excellence in education, as well as workforce training programs, to meet long-term goals. This is especially important if Union County is to emerge as a regional center for South Arkansas. For this to be achieved, Union County must be an attractive destination for regional talent, which would help the area retain existing employers and attract new industry.

h ACTION A >> CONTINUE TO SUPPORT AND PROMOTE EXCELLENCE IN THE PUBLIC SCHOOLS. Specific Tasks: Continue to support proposals to enhance the public school facilities in Union County to ensure that area districts continue to make strides toward educational excellence.

Market public schools as part of overall economic development marketing efforts to current residents, as well as prospective residents and businesses considering a location in Union County. - Special consideration should be given to promoting the El Dorado Promise in all economic development materials for the area. - Special consideration should be given to highlighting the support of the El Dorado Educational Foundation as a means for showing local support for educational excellence. - Meet with area school officials to establish a coordinated marketing message and offer assistance in the creation of marketing materials for area school districts.

Enhance and expand existing partnerships between school districts and higher educational assets. - Consider the establishment of a formal internship/apprenticeship program to aid in the transfer of vocational students to entry-level positions among existing industrial employers and/or targeted industries (See the Target Industries section of this document). - Explore the potential for creating scholarships—with support from both the public and private sectors—to local students who choose to pursue higher education at institutions serving Union County. - Consider paying particular attention to academic tracks that would support both target industries and existing businesses. goal one: TALENT

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- Consider the establishment of a program to assist local high school graduates gaining automatic admittance into regional higher educational institutions as a means for retaining local talent in the region (e.g., SouthArk College, Southern Arkansas University, University of Arkansas-Monticello, Louisiana Tech etc.). - Explore opportunities for expanding existing college coursework credit programs in area high schools. h ACTION B >> EXPAND WORKFORCE DEVELOPMENT AND OTHER TRAINING PROGRAMS. Specific Tasks: Assist in the facilitation of an annual Union County Workforce Development Summit to: - Better understand the county’s labor force availability, talent assets, and training capabilities available for potential employers relocating to the county. - Maintain and solidify existing cooperative relationships between Workforce Development, SouthArk College, the Chamber, area school districts, and the business community. - Ensure that area businesses are made aware of workforce development incentives (e.g., customized training incentives, tuition reimburse tax credits, etc.) that are available to Arkansas businesses and that area training programs continue to match business needs in Union County (For additional information, see http://www.1-800-arkansas.com/incentives/).

Support new and expand existing internship/apprenticeship programs (if demonstrated need is determined through workforce development conference) that aid in the placement of vocational/technology students with area employers to support their needs for talent. - Explore opportunities for the expanded coordination of internship/apprentice programs at the high school level with SouthArk.

Continue to support workforce development and training activities SouthArk provides at its Career Center on the college’s East Campus. goal one: TALENT

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h ACTION C >> PROMOTE UNION COUNTY’S REGIONAL HIGHER EDUCATION ASSETS. Specific Tasks: Meet with SouthArk College and other regional four-year schools (i.e., Southern Arkansas University, University of Arkansas-Monticello, and Louisiana Tech, etc.) to establish a coordinated marketing message highlighting the region’s higher education assets. - Incorporate information regarding specific programs (especially those that might support Union County’s economic development goals) at regional higher education institutions in marketing material for Union County. - Promote higher education as part of overall economic development marketing efforts to both residents and businesses considering a location in Union County.

Encourage higher educational institutions serving the region to avoid the duplication of services and offer a wider array of course offerings to area students to make the area more competitive in attracting and retaining younger talent. - Consider assisting in lobbying the state to reform its higher educational structure and implement a common course number system, academic course guide manual, strong core curriculum, field of study curricula, etc.

Continue to support SouthArk College’s long-range plans for physical plant expansions and facilities upgrades, including the construction of a new conference center (See Goal 3, Strategy 1, Action B).

goal one: TALENT

T . I . P STRATEGIES 17 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

GOAL TWO: STIMULATE THE ECONOMY THROUGH BUSINESS DEVELOPMENT Redefining INDUSTRY AND INDUSTRY ATTRACTION It is no secret that American manufacturers, and The US manufacturing industry PRIORITY PROJECTS: continues a transformation that their host communities, have suffered greatly in the face of stiff global competition. Rural America has has profound effects on the h TRANSPORTATION practice of economic been especially hard hit, due to its traditional h BUSINESS RETENTION & EXPANSION development. It is forcing us to reliance on low-wage manufacturing that is now rapidly migrating off-shore to even lower wage rethink what we mean by a h ENTREPRENEURIAL CENTER & PROGRAM primary job, how we measure international labor markets. The results of this economic impact, and how we struggle have littered much of the rural landscape h BUSINESS PARK design incentives. This is due, with shuttered factories. A recognition of these in large part, because wider global trends, outsider perceptions of the manufacturing employment rural South, and their effects on investment decisions should influence the decisions that Union County makes continues to decline. It is no regarding industrial recruitment and other economic diversification efforts. overstatement to say that you cannot build an economic This is not say, however, that Union County will be unsuccessful or will not have viable options for recruiting strategy solely around outside industry. Regardless, local decision makers should understand that larger global economic forces present manufacturing jobs. a strong headwind for any American community to play the traditional industrial recruitment game. Union County is presented with at least two additional obstacles to its current recruitment prospects: 1) poor highway access For this reason, our and 2) limited supply of shovel-ready industrial sites. While Union County is fortunate to be able to call upon those assessment of industry who are in the position to make significant improvements to US 167, the completion date for its expansion considers the full complement remains several years away. And, while El Dorado has available acreage, the prime industrial site for the area is of economic activities — somewhat limited. To be taken seriously as a recruitment contender, the area will need to develop a new full- ranging from traditional service business park. Even with such a facility, there is no guarantee for success—especially given the current industrial employers to transportation situation. Area leaders will need to carefully weigh this consideration against the significant costs advanced research to for a new business park. entrepreneurship — as well as the physical infrastructure This suggests that Union County should use a highly focused approach to business development efforts – an (industrial parks, sites, approach that embraces and reinforces the county’s existing economic strengths, most notably healthcare. In transportation etc.) and addition, the needs of existing employers in Union County must not be overlooked. This calls for local leaders to business climate to support remain mindful of the effects of policy decisions on the needs of area businesses, as well as providing a support those activities. structure in which they might thrive.

Understanding the role of Small business activity, including entrepreneurial startups, presents Union County with additional opportunities for innovation, the opportunities economic diversification. Estimates vary, but most analysts recognize that small businesses generate between 60 for expansion of existing and 80 percent of all new jobs in the US. This figure should not ignored. Another potential source for new companies, and the best business activity for Union County are the entrepreneurial efforts that are expected to occur with the pending targets for recruitment, are retirement of the baby boom generation. For example, a recent survey conducted by the AARP projects that 79 important building blocks of an percent of baby boomers anticipate starting new careers once they retire. Thanks to existing amenities, Union economic development plan. County appears well positioned for attracting the interest of regional baby boomers seeking retirement in a rural area.

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Strategy 1 > Support the retention and expansion of existing businesses in Union County. Building awareness of the needs that existing employers have, and developing policies and mechanisms to support local business and industry, is a must. Local companies are, by far, the largest and most reliable source for creating new jobs. Given that many of Union County’s existing employers have been struggling in recent years, it is critical that the El Dorado Chamber and area partners understand how local issues affect the competitiveness of local industry.

Special consideration should be given to paying attention to the needs of Murphy Oil to ensure that it maintains its corporate headquarters in El Dorado. It should go without saying, but the loss of this Fortune 500 company would be a major blow to the local economy. While the company has no intentions of relocating out of the area, Murphy Oil is a publicly traded company and the threat is real, even if it is not eminent. During the last decade, the energy business has undergone a wave of consolidation in which several of the “majors” have merged with one another and/or acquired smaller firms such as Murphy Oil. This has resulted in a significant shift of non-exploration related positions away from smaller oil centers like El Dorado to Houston.

h ACTION A >> CONTINUE TO SUPPORT THE PRESENCE OF MURPHY OIL’S HEADQUARTERS IN EL DORADO. Specific Tasks: Continue to build and maintain close communication with Murphy Oil to ensure that community leaders remain educated and can anticipate the company’s needs.

Continue to support the maintenance and expansion of the area’s quality of life attributes (e.g., public education, retail, housing, downtown, etc.) to assist Murphy Oil in attracting and recruiting talent.

Continue to support the airport and seek opportunities for expanding air service to and from El Dorado. - Meet with Mesa and other airlines to explore the potential for expanding air service to Houston and southern Louisiana (i.e., regions with strong energy ties). - Continue to support funding for aircraft support and maintenance operations at the airport. goal two: INDUSTRY

T . I . P STRATEGIES 19 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

h ACTION B >> CONTINUE OTHER BUSINESS RETENTION AND EXPANSION ACTIVITIES. Specific Tasks: Maintain an inventory of existing business to 1) ensure an understanding of types of businesses in the community and 2) keep tabs on expansions and layoffs.

Call on existing employers on a periodic basis to 1) achieve a better understanding of their ongoing challenges and 2) to uncover potential opportunities for local expansions.

Act as a liaison between area workforce development providers and local businesses to ensure their awareness of area resources and communicate the needs of Union County employers to workforce development providers.

Work with area taxing jurisdictions to establish formal incentives policies targeted toward local businesses as well as outside prospects.

Make sure that local businesses and industries remain aware of any technical and financial assistance programs that are available.

Formal incentives policies should be carefully crafted in a transparent manner to ensure that they yield a net benefit to area taxpayers. The following principals should be considered when establishing a policy: 1) the targeted investment would not occur without the incentive and 2) the investment should generate new economic activity in the area instead of displacing existing businesses.

When creating an incentives deal for a particular prospect, we recommend the following: 1) a statement demonstrating how the proposed incentive relates to the broader economic development strategies, 2) a formal cost/benefit estimate weighing the estimated direct/indirect benefits (e.g., tax base enhancement, increase in retail sales, increase in wage rates, etc.) to the incentive costs (e.g., tax abatements, training subsidies, infrastructure improvements, etc.) associated with a particular deal, and 3) a “clawback” agreement that guarantees the recovery of incentives funds if the firm makes fewer hires or investment expenditures than promised. goal two: INDUSTRY

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Strategy 2 > Encourage the startup of new businesses in Union County. Many consider industrial recruitment to be the most important role for the economic development practitioner. We Entrepreneurship believe, however, that other avenues for economic growth and vitality are just as essential—especially in Fundamentals communities that are lacking some of the key attributes that site selectors and recruitment prospects are seeking. In most communities, plentiful economic development opportunities lie closer to home if properly cultivated. A healthy entrepreneurial “Economic gardening” is the most overlooked—and often most important—process for stimulating local growth environment requires three and vitality. key components: Ideas Promoting entrepreneurship involves leveraging existing resources in the local business sector—including Management Talent innovation, financing, know-how, and business and social networks—and matching those resources with investment opportunities. The fact that the area is already home to Fortune 500 companies and other major Capital employers means that many of these elements are likely already in place. Their presence should be treated as a Like a three-legged stool, if unique and primary asset for fostering an entrepreneurial culture in El Dorado and Union County. any of these elements are missing, the entrepreneurial TIP recommends the area continue to pursue the idea of establishing an entrepreneurial center as the primary program will fail. More “brick and mortar” focal point for a program dedicated to business startups. The proposed center at the former importantly, these three Prescolite plant would act as a one-stop shop for entrepreneurial assistance in addition to providing needed elements are true of virtually business space in Union County. One example of such a center currently in development that Union County could all businesses. model its efforts after is the proposed Fort Smith Center for Entrepreneurship. Area leaders should, however, Mom & pop enterprises might keep in mind that even if such a center is not established, the following entrepreneurial program activities should have ideas and management still take place. talent in a single person and h ACTION A >> CONTINUE TO PURSUE THE ESTABLISHMENT OF AN ENTREPRENEURIAL CENTER. capital could come in the form of savings, credit cards, or Specific Tasks: bank loans. Establish the center as a separate legal entity jointly sponsored by the El Dorado Chamber of Commerce, Emerging growth companies SouthArk College, and other potential partners served by a board of directors and an advisory council of will likely have ideas in the local entrepreneurs. form of patentable technology or other intellectual property, Continue to pursue EDA funding for the rehabilitation of the Prescolite Center as a flexible space suitable management talent from serial for multiple tenants. entrepreneurs or professional managers, and capital from Consider pursuing funding through the Arkansas Capital Corporation (ACC), an initiative to fund and professional venture capital develop entrepreneurship programs throughout the state. This organization will eventually fund as many firms. as five “Enterprise Centers” through the Arkansas Economic Acceleration Fund. Without a healthy supply of each of these three elements, no entrepreneurship program can succeed.

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h ACTION B >> ESTABLISH AN ENTREPRENEURSHIP PROGRAM TO FACILITATE NEW STARTUP ACTIVITY. Specific Tasks: Establish an Entrepreneurs Forum where individuals can network and discuss key issues relevant to their efforts. - Meet semi-annually with current and potential entrepreneurs in Union County to better understand issues affecting their business decisions and provide networking opportunities for area professionals and emerging entrepreneurs. - Include all area taxing entities and potential partners, such as SouthArk and regional universities (i.e., South Arkansas University, University of Arkansas-Monticello, Louisiana Tech, etc.).

- Open a dialogue with Louisiana Tech faculty and tour its Center for Entrepreneurship and Information Technology to better understand their resources and to uncover best practices.

Advocate for entrepreneurs by facilitating local government assistance and help address issues and challenges.

Consider sponsoring an annual awards program for area entrepreneurs to provide an enticing incentive/award for the most innovative concept.

h ACTION C >> FACILITATE FINANCING FOR ENTREPRENEURS. Specific Tasks: Consider development of revolving loan fund to provide small loans at near-market rates to qualified businesses.

Encourage local lenders to offer small business financing to assist startups and strengthen their Community Reinvestment Act (CRA) ratings.

Meet with potential local investors to consider the development of an angel seed/venture capital network.

Leverage existing state and federal program that offer business startup assistance (e.g., SBDC, etc.) goal two: INDUSTRY

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h ACTION D >> FOSTER A COUNTYWIDE CLIMATE THAT EMBRACES AND CELEBRATES ENTREPRENEURSHIP. Specific Tasks: Assist in the creation of an entrepreneurial program at SouthArk College—potentially in collaboration with area universities— to teach key entrepreneurial skills in a case-based program.

Consider developing and/or sponsoring workshops for would-be entrepreneurs. Topic may include developing business plans, raising capital, and managing growth. These may coincide with the Entrepreneurs Forum.

Encourage entrepreneurship programs in area secondary schools (e.g., Junior Achievement programs) which might be facilitated by local entrepreneurs and the Chamber.

Develop a regional media campaign celebrating local entrepreneurial success stories.

Market Union County’s entrepreneurship programs in regional media for the purpose of attracting “lone eagle” (successful professionals leaving congested, metropolitan areas to establish business operations in smaller, slower-paced communities). goal two: INDUSTRY

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Strategy 3 > Continue to support the development of infrastructure and sites to support industrial and economic development in Union County. The number of traditional industrial recruitment prospects seeking opportunities for new plants in the US will likely continue to dwindle. As a result, competition among communities for these investments will continue to heat up. El Dorado and Union County are currently served by only one established industrial area. This area is in close proximity to US 167 and is adjacent to a rail line connected to the Union Pacific system. While the area has unoccupied sites, these sites have a number of challenges, including insufficient size to garner the interest of most major prospects, requiring significant environmental remediation due to previous or adjacent uses, and/or poorly served by arterials within the industrial area. In addition, the county’s primary transportation route, US 167, does not provide four-lane divided access to regional interstate and metropolitan areas. Given Union County’s current infrastructure constraints (e.g., distance from an interstate and lack of large shovel-ready industrial sites), it is doubtful that the area will be taken seriously by most traditional prospects and site selectors.

This is not to say, however, that TIP recommends a plan of inaction to improve Union County’s appeal to industrial prospects. Rather, community leaders should continue to pursue the development of a new business park as a means for drawing interest to the area. We recommend that community leaders pursue the development of a new business park financed through a new local sales tax to help attract new business to the El Dorado area. Careful consideration, however, should be given to the location of the business park, the eventual timing of its development. Two potential sites should be considered most closely for the development of a new business park in Union County: Site A (UCIB-owned and adjacent properties near the intersection of US 167 and Champagnolle Road and Site B (city-owned sites on the 1,540-acre South Arkansas Regional Airport).

h ACTION A >> CONTINUE TO SUPPORT THE EXPANSION OF US 167. Specific Tasks: Continue to monitor highway improvements by meeting with individuals and agencies who are responsible for or who can influence the timing of its expansion (both within Arkansas and Louisiana)

Continue supporting activities that would lead to the proposed expansion (e.g. legislative advocacy, regional awareness campaign etc.).

Continue to update community regarding progress on the expansion. goal two: INDUSTRY

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h ACTION B >> IMPROVE EXISTING INDUSTRIAL PARK. Specific Tasks: Consider infrastructure improvements to roads serving Union County’s existing industrial area (e.g., widening or re-paving Industrial Road).

Improve “wayfinding” signage to industrial area, especially along highways (e.g., US 167, US 82, and Hwy 15).

Consider developing properties with access to UP rail line. Consideration should also be given to the development of a short rail spur to these properties.

Consider relocating county prison uses out of the industrial area.

h ACTION C >> SUPPORT INFRASTRUCTURE FOR OTHER PROPERTIES OWNED BY UCIB AND CITY OF EL DORADO. Specific Tasks: Leverage the roll-out of this plan as a means for building broad community support for increasing economic development funding (i.e., local sales tax) and the development of a new business park.

Identify appropriate sites for the development of a new business park in Union County and prioritize list of sites (evaluate infrastructure availability at each site, including electricity, natural gas, water/waste water, road, and telecommunications) - Consider properties located near US 167, as well as the airport as Union County’s prime business park development opportunities.

Commence pre-planning for the eventual development of a business park with consideration for the site needs of Union County’s target industries in the pre-planning of the park.

goal two: INDUSTRY

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Strategy 4 > Initiate an internal and external marketing and image campaign for El Dorado and Union County. While strategies devoted to entrepreneurship and the retention and expansion of existing businesses should remain at the forefront of any economic development program, the El Dorado Chamber should also develop an aggressive image and marketing strategy with a view toward generating local enthusiasm for the area’s opportunities, building support for this plan, and targeting new business investment.

This plan has identified the following targets as being the most viable new business investment opportunities for El Dorado and Union County: HEALTHCARE SERVICES, RETAIL & LEISURE ACTIVITIES, INTEGRATED BUILDING SYSTEMS, SPECIALTY FOODS, PACKAGING, PROFESSIONAL & BUSINESS SERVICES, and ALTERNATIVE ENERGY. To be successful the Chamber and area partners should implement a target marketing campaign with quality materials customized to the needs of these target sectors (See the Marketing Plan for detailed actions and tasks for this strategy).

In addition, specific industry trends, profiles, and recommendations and strategic considerations have been developed for each target (See the Target Industries section of this plan for more information).

h ACTION A >> BUILD CONSENSUS FOR A PRIMARY THEME/MESSAGE TO MARKET EL DORADO AND UNION COUNTY. h ACTION B >> BUILD AWARENESS FOR OPPORTUNITIES AMONG UNION COUNTY’S RESIDENTS AND LEADERSHIP. h ACTION C >> BUILD AWARENESS OF EL DORADO AND UNION COUNTY THROUGHOUT ARKANSAS, LOUISIANA, AND TEXAS. h ACTION D >> BUILD AWARENESS OF EL DORADO AND UNION COUNTY AMONG DECISION-MAKERS IN TARGET INDUSTRIES. goal two: INDUSTRY

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GOAL THREE: PROMOTE AND ENHANCE QUALITY OF PLACE

Redefining PLACE Increasingly, companies rely on the skills and talent of their workforce to retain or gain a competitive Much has been written about advantage. Only recently have employers PRIORITY PROJECTS: discovered that one way to tap into talented the importance of quality of h ENTERTAINMENT DISTRICT life to the site selection workers is by locating operations in communities process. Communities with a strong sense of place. This is because h CONFERENCE CENTER throughout the nation have communities offering a multitude of amenities are h GOLF COURSE COMMUNITY positioned themselves by the ones attracting many of today’s skilled and touting their advantages in this talented workers. While no set definition for “quality regard—good schools, safe of place” exists, the one common factor is the wide streets, pleasant weather. We availability of choices in housing, entertainment, agree these factors are culture, recreation, retail, and employment. important. We take issue only with the narrowness of the Union County enjoys a number of “quality of place” assets, including outdoor recreation at Felsenthal National focus. Quality of life assumes Wildlife Refuge (NWR). Entertainment and cultural options, such as the South Arkansas Arts Center, are also that everyone thrives in the abundant and are related both directly and indirectly to the county’s legacy oil wealth. Fully leveraging and same environment and is promoting these assets would help reposition Union County within the wider region. attracted to the same amenities. It assumes that El Dorado is strongly positioned for leveraging its historic downtown. It is evident that significant sums of private current residents’ view of what investment dollars have been invested in the downtown area. The opportunity for leveraging these investments makes a community would be should not be squandered and should be considered one of the county’s leading assets, especially for marketing shared by all. purposes. El Dorado’s revitalized downtown already hosts a number of dining, boutique shopping, and entertainment options that presents the community with a unique opportunity to differentiate itself from its regional By contrast, quality of place competition. considers what is attractive to a range of residents, both old Union County’s strong collection of assets ranging from outdoor recreation to fine arts, placed together, can and new. The idea of quality of position the area to emerge as a premier destination for talent in South Arkansas – especially baby boomers and place accommodates growth other “active adults.” For this to occur, however, area leaders must remain supportive of newer housing and recognizes the benefits of developments that might support the attraction of wealthy retirees. change. It recognizes that one person’s “good place to raise a At the same time, Union County should remain supportive of expanding housing options for workers and young family” might translate into families looking to establish local roots. Currently, there appears to be a significant shortage of attainable housing another’s “there’s nothing to do for this class of individuals. Lack of progress in developing new middle-income housing could pose additional in this town.” Quality of place is challenges to area firms in facing their current and future labor needs. about providing options, not just for current residents, but for those who will be residents in the future.

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Strategy 1 > Continue to support revitalization and redevelopment activities occurring in downtown El Dorado. El Dorado’s downtown presents Union County with one its strongest opportunities to distinguish itself from the competition. Downtown offers a number of unique retail boutiques, a sophisticated bed-and-breakfast, a number of fine dining and other quality dining experiences, entertainment and live music venues, and an unusually vibrant street life, all within a historic and authentic setting. Downtown El Dorado has clearly benefited from significant private investments making it not only an economically viable area (a rarity it much of the rural South), but also an economically vital part of the larger community. Other supporting factors in its health are its proximity to many of El Dorado’s key employers, such as Murphy Oil, the Medical Center of South Arkansas, SouthArk College.

Downtown is a unique quality of place asset that—if fully leveraged—can enhance the El Dorado’s overall image within Arkansas and northern Louisiana. While this may appear to be an intangible benefit, an enhanced image can be translated into direct economic benefit for the community. The continued revitalization and redevelopment of downtown would serve several functions: 1) attracting baby boomer retirees, 2) retaining and attracting young talent, 3) capture increased tourism spending, and 4) protect the significant private and public investments that have already occurred downtown.

While ongoing efforts should continue to be supported, TIP recommends that area leaders consider promoting two specific projects that could add to downtown’s already strong mix of activities: 1) continuing to support the establishment of a SouthArk conference center to strengthen the linkages between the college, and 2) the establishment of an entertainment district on the south side of downtown to complement existing entertainment options (e.g. music venues and the Rialto Theatre) and help establish El Dorado as a destination for the region.

h ACTION A >> SUPPORT ONGOING REVITALIZATION AND REDEVELOPMENT EFFORTS IN DOWNTOWN EL DORADO. Specific Tasks: Establish a Downtown El Dorado Task Force (comprised of major property owners, downtown businesses, local officials, the Chamber, SouthArk College, and other allies) in order to support the creation of a vision for Downtown El Dorado with a focus on creating linkages with existing and proposed downtown developments.

Support private and public efforts in developing a retail strategy for existing business and for the attraction of new specialty retail boutiques in downtown El Dorado. - Consider offering assistance in identifying potential funding sources for revitalization efforts. - Promote downtown El Dorado as a destination for specialty retail (more than simply antique stores) in all Union County marketing materials. - Highlight Murphy Oil’s and other major employers’ locations in downtown as a means for demonstrating its importance as an employment destination with strong traffic generation capacity. goal three: PLACE

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Consider establishing new special events and support existing ones to bring activity downtown (e.g. outdoor festivals, live music, outdoor movies, farmers market, crafts fairs etc.). Tax Increment Financing (TIF) District: Promote the provision of a downtown market space to promote local startup retailers, locally made arts and crafts, and locally grown agricultural products (e.g. monthly farmers market/arts and crafts fair). TIFs are tools that use future gains in taxes to finance the h ACTION B >> SUPPORT SOUTHARK COLLEGE EXPANSIONS AND STRENGTHEN ITS PHYSICAL LINKAGES TO DOWNTOWN public improvements in Specific Tasks: targeted zones. When the Area leaders should continue to support the establishment of a SouthArk conference center as a means public improvement is for assisting the college free up academic space as well as for helping to increase stronger physical completed, there is an linkages between the campus area and nearby downtown and to increase fine dining options in the assumed increase in the value community. of surrounding real estate, and often new investment (new or Encourage the City to consider making streetscape improvements (e.g., widened sidewalks, shade trees, rehabilitated buildings, for street furniture, enhanced lighting, improved signage, etc.) along North West Avenue to mark a visual example). This increased site connection between SouthArk and downtown. value and investment creates more taxable property, which h ACTION C >> CONSIDER SUPPORTING THE ESTABLISHMENT OF AN ENTERTAINMENT DISTRICT IN DOWNTOWN EL increases tax revenues, which DORADO. are the "tax increment". TIFs dedicate that increased Specific Tasks: revenue to finance debt issued Meet with property owners and area residents to gauge support for the establishment of an entertainment to pay for the project. TIF are district in downtown El Dorado. If the proposal receives a positive community reaction, the following tasks generally designed to channel should be considered. funding toward improvements in distressed or Identify the boundaries of the entertainment district. underdeveloped areas where development would not Designate the entertainment district with special zoning status (if necessary). otherwise occur. Develop a conceptual site plan for the entertainment district as a means for promoting the idea to potential developers– both regional and national.

Include conceptual site plan in marketing materials for El Dorado and Union County.

Identify an appropriate organizational structure and funding options for the entertainment district. Consideration should be given to the formation of a tax increment financing (TIF) district to support the establishment of an entertainment district (For more information, see http://www.1-800- arkansas.com/incentives/index.cfm?page=Tax_Increment ). goal three: PLACE

T . I . P STRATEGIES 29 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Strategy 2 > Support the development of new housing in Union County. One challenge to Union County reaching its full economic development potential—as identified through the stakeholder interview process—was the quantity and quality of available housing options to current and new residents. For example, several residents stated they had difficulty obtaining suitable local housing when they moved to the area. In addition, some local companies and organizations experienced difficulty in attracting new workers due to the local housing situation. The most acute housing shortage is in the range from starter to mid- level houses, a price range typically supplied by speculative builders. Still, a shortage of quality housing options appears to be present in all housing price ranges according to input from area residents. DEFINITIONS: El Dorado and Union County are not unique in this situation. Most smaller communities, whether growing or not, are facing a quality housing shortage. This is in large part due to the concentration of the nation’s population Infill Development: In land- growth in and around larger metropolitan areas. Because of these population growth trends, large speculative use planning, the development builders are concentrating their efforts to meet this demand in pursuit of “sure” profits. As a result, the housing of vacant parcels in an stock beyond the suburbs is not being replenished and is aging at a rapid pace. urbanized area. Keeping these trends in mind, area leaders should be supportive those who are willing to consider building quality Greenfield Development: In new homes in Union County. The lack of quality housing options presents a significant barrier to entry for those land-use planning, the who are considering relocating to a community. Given that one of the key proposals in this plan is to target development of vacant parcels retirees and baby boomers to Union County, ensuring that their housing expectations are met should be a high or sites in a previously priority for area leaders. undeveloped area. h ACTION A >> LEVERAGE OPPORTUNITIES FOR NEW HOUSING DEVELOPMENTS IN UNION COUNTY. Specific Tasks: Support the development of a high end golf course community in Union County to make the area more attractive to retirees.

Consider commissioning a study to determine the area’s housing demands, both current and projected.

Work with both public and private property owners to identify, inventory, and prioritize large-tract sites suitable for other “greenfield” residential developments. - Consider the costs of infrastructure placement, if available sites are not already served. - Consider establishing an annexation policy to guide development and infrastructure to priority sites.

Create in information packet, including an inventory of priority sites and area housing demand, to both speculative and custom housing developer working in the state to raise awareness of opportunities for single-family housing developments in Union County.

Offer assistance to home builders and developers in raising regional awareness of new housing products. goal three: PLACE

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h ACTION B >> REVITALIZE OLDER NEIGHBORHOODS IN EL DORADO AND SURROUNDING COMMUNITIES. Specific Tasks: Support stronger enforcement and the strengthening of building codes to raise standards of existing housing supply.

Identify and inventory suitable sites for “infill” development.

Encourage taxing entities to explore the provision of incentive programs for home improvements in established neighborhoods.

Support area non-profit organizations in developing new homes within established neighborhoods.

Support the Housing Authority’s efforts to provide attainable workforce housing in El Dorado.

goal three: PLACE

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Strategy 3 > Leverage existing assets to promote cultural, entertainment, and recreational activities in Union County to attract tourists and retirees. For a community its size, El Dorado offers an enviable array of cultural, entertainment, and recreational amenities. These assets not only serve to meet the demands for leisure activities of local residents, but they can also provide opportunities for increasing interest from tourists. Tourism should not be considered solely as a means for increasing local retail spending. It can also serve a more strategic purpose: talent attraction.

Often retirees decide on where to buy a second home or a new permanent residence based on their travel experiences. This should be a strong consideration, given that baby boomer retirees are much more affluent than past generations. In addition, the nature of their retirement is also anticipated to be quite different than other sets of retirees. For example, baby boomers are expected to be active and engaged and more likely to pursue educational opportunities, volunteer in community projects, and start up new entrepreneurial ventures.

The interests of younger, educated talent is hardly distinguishable from those of baby boomer retirees. The enhancement of cultural, entertainment, and recreational activities in Union County could also serve to attract the interests of college-educated “twentysomethings” as well. The expansion of live music and other entertainment options in El Dorado could help to position the community as a destination for students attending regional universities. If these students view the community in a more favorable light, then they would certainly be more willing to consider El Dorado as a viable opportunity.

h ACTION A >> JOINTLY PROMOTE CULTURAL AND ENTERTAINMENT EVENTS OCCURRING THROUGHOUT UNION COUNTY. Specific Tasks: Support a coordinated marketing campaign to promote Union County’s existing cultural resources and entertainment activities, (e.g., the South Arkansas Arts Center, Arkansas Museum of Natural Resources, Music Festival, etc.). - Consideration should be given to coordinating the campaign closely with the area’s current Advertisement and Promotions programs.

Support the expansion of the Arts in Union County - Consider supporting the expansion of spaces for local artists to showcase their work. - Consider the establishment of an arts festival for local artists, possible in conjunction with the current music festival. - Encourage local artists to hold collaborative art shows

Consider expanding the current music festival into a week-long event, inviting artists from throughout the region to encourage regional musicians help establish a live music scene in downtown El Dorado - Coordinate with the establishment of an entertainment district. goal three: PLACE

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h ACTION B >> SUPPORT THE EXPANSION AND PROMOTION OF OUTDOOR RECREATIONAL OPTIONS AVAILABLE IN UNION COUNTY. Specific Tasks: Conduct a survey of existing residents to identify desired outdoor recreation opportunities that may not already be available in Union County.

Survey communities in the surrounding area to understand the competitive environment for meeting regional recreation/entertainment demands.

Explore funding options with assistance from area taxing entities, state and federal agencies, and area non-profits.

Consider expansion of the existing parks system, including hike and bike paths to create greenbelts connecting different parts of the area.

Raise regional awareness of the Ouachita River, Felsenthal NWR, and the South Arkansas Arboretum State Park as outdoor recreation amenities.

h ACTION C >> PROMOTE TOURISM EFFORTS IN UNION COUNTY. Specific Tasks: Include the area’s tourism amenities, including entertainment, the Arts, outdoor recreation, museums, festivals, in all marketing materials for Union County.

Consider engaging with a tourism promotions consultant for assistance in packaging Union County’s assets.

Coordinate closely Union County’s tourism marketing efforts with the State’s.

Ensure that tourism-related business are made aware of available incentives, such as the Arkansas Tourism Development Act (For more information, see http://www.1-800-arkansas.com/incentives/index.cfm?page=Tourism_Development ).

Support tourism efforts that maximize area attractions. Ensure that these amenities are linked with downtown El Dorado or other retail opportunities (e.g. dual signage and coordination of festivals and events).

goal three: PLACE

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Strategy 4 > Enhance El Dorado’s physical appearance. To confront and instill both community and investor confidence in the local economy, efforts should be devoted toward improving El Dorado’s physical appearance. The image that the area portrays to both outsiders as well as existing residents plays an important role in how the community is perceived. If El Dorado is to fully leverage its potential as a tourism and retiree destination for South Arkansas, the community must work to create a more inviting appearance to encourage visitors to spend more time and money locally.

Focal points for these efforts should include major arterials and gateways. Their appearance is inextricably linked with perceptions of El Dorado itself, because gateways and transportation corridors form the primary visual medium through which the community’s image is presented to both residents and out-of-towners alike. In addition to their impact on perceptions, gateways and arterials also offer some of the best opportunities for newer developments.

h ACTION A >> SUPPORT THE DEVELOPMENT OF A KEEP EL DORADO BEAUTIFUL ORGANIZATION. Specific Tasks: Assist in the creation of a “Keep El Dorado Beautiful” organization comprised of representatives from the City of El Dorado, Union County, community leaders and residents, real estate brokers, land owners, developers, and other interested parties (For more information regarding these types of organizations, see http://www.kab.org/).

Focus areas for the organization should include advocacy for: - Litter prevention. - Advocacy for beautification and community improvement (i.e., neighborhood clean-up programs and community-oriented planning). Other considerations for the organization might include: - Establishing a collaborative vision to determine how development should occur in El Dorado. - Supporting an update of the community’s comprehensive plan. - Supporting quality infill developments throughout El Dorado. goal three: PLACE

T . I . P STRATEGIES 34 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

h ACTION B >> SUPPORT THE BEAUTIFICATION OF ARTERIALS AND GATEWAYS. Specific Tasks: Support the establishment of gateway markers to El Dorado with improved signage to downtown.

Support the improvement of streetscapes along arterials (e.g., sidewalks, street furniture, and trees).

Support the establishment of a City program for clearing vacant lots, especially on high visibility corridors and intersections.

Support the condemnation of and demolishment of “eyesore” buildings without historical value.

h ACTION C >> PROMOTE THE REDEVELOPMENT OF STRATEGIC SITES AND KEY INTERSECTIONS. Specific Tasks: Work with both public and private property owners to identify, inventory, and prioritize sites at highly visible or strategic locations suitable for redevelopment (i.e., the intersection of Hillsboro Street and West Avenue, Mellor Park Mall).

Create an information packet, including an inventory of priority sites, to provide to commercial brokers, retail site consultants, and franchises seeking locations in Union County.

Include redevelopment opportunity sites in marketing materials for Union County.

goal three: PLACE

T . I . P STRATEGIES 35 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN marketing plan

The following plan should serves as a guide for El Dorado and Union County in realizing their marketing goals. In developing this marketing plan, TIP took into account Union County's unique features, assets, and constraints. We developed our recommendations by focusing on activities that will be the most effective for each of the targeted industry segments, while at the same time making the best use of limited resources. As with all successful marketing, it is critical to identify target audiences and to focus efforts on them.

The primary target audiences for the Chamber should be:

1. Local and regional business leaders who can influence business location and other investment decisions,

2. Key allies, such as state and regional economic development organizations,

3. Members of the region’s various media, and

4. Decision-makers at companies within the target industries.

The most important target audience for the Chamber should be the people and businesses who are already live in Union County. These people have already made some level of investment (both financial and emotional) in the community. They are also the ones who represent the area on a daily basis in their business interactions—both regionally and nationally. The Chamber should undertake a sustained internal marketing campaign to generate and promote a positive image of Union County. Making sure that existing residents and local business leaders have a positive image of their community is critical to the success of any external campaign as these are the people who can best tell the Union County story to the outside world.

El Dorado and Union County must set themselves apart from various competitors throughout South Arkansas. The most effective marketing strategies are those that promote specific initiatives and opportunities. In other words, the various target audiences must be swayed by the message that their interests can be maximized by investing social and economic capital in the county.

We believe that the specific initiatives that should be initially highlighted include:

Downtown El Dorado,

Entertainment, outdoor recreation, and retirement amenities,

Entrepreneurship center and programs, and

Business opportunities and sites

T . I . P STRATEGIES 36 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Strategy 1 > Build consensus for a primary theme/message to market El Dorado and Union County. El Dorado’s current marketing materials, including website, are first-rate in quality and convey a strong positive message regarding the community and the surrounding area. Fortunately, the prominent display of the themes “LIVE, WORK, ENJOY” happen to coincide with and support the “TALENT, INDUSTRY, PLACE” goals in this economic development strategic plan.

While TIP understands the historical link in the prominent use of the turn-of-the-century oil derrick in the El Dorado logo, its appearance is out of place with the “LIVE, WORK, ENJOY” theme. Moreover, the use of the slogan “Arkansas’ Original Boomtown” for El Dorado may seem ironic given the fact that the community has been suffering population declines for several years. We understand and support the need for celebrating the historical legacy of the oil industry; however, we feel that, in this instance at least, economic development marketing goals are ill-served by their continued prominent usage for El Dorado.

The danger in using “LIVE, WORK, ENJOY” as the dominant thematic elements in marketing promotions for El Dorado and Union County is that the meaning behind them could easily become lost. The use of these terms is very similar to the “LIVE, WORK, PLAY” theme used by countless communities across the country. In essence, their overuse has rendered the terms virtually meaningless and, therefore, ineffective in marketing.

TIP has proposed the following vision statement: “El Dorado and Union County: The regional destination in South Arkansas for entertainment, culture, recreation, living, business, education, healthcare, and shopping.” This statement would obviously not serve the community well as a catchy marketing slogan. It does, however, provide more specific detail about the area’s prime assets and can lay the foundation for more focused economic development and marketing efforts.

TIP proposes the El Dorado Chamber consider a brand or theme that supports this vision statement and promotes some the Union County’s prime attributes (and aspirations). We recommend that the various entities charged with promoting El Dorado/Union County convene a meeting where a single message is selected: one that integrates a common vision for the community and can be supported by the goals and actions outlined in this plan.

When considering a marketing message and/or theme, consideration should be given El Dorado’s major assets (and liabilities), and how they align with the needs and desires of the target audience. Strong consideration should be given to developing a message that attracts the attention of “zoomers” (affluent baby boomer retirees seeking opportunities for starting a new career) and tourists, but also serves to market the area to potential business recruitment prospects.

Marketing/branding considerations > El Dorado and Union County’s primary marketing challenge is the lack of awareness of the area outside the immediate region and the state. This is largely due to the community’s “out-of- the-way location.” This challenge is similar to that of any new “product” without brand recognition. In other words, if no one has heard of it, then they are not likely to buy it. As a result, any marketing campaign for this type of produce should either acknowledge this fact or should, at the very least, hold a message that entices the

MARKETING audience to learn more about it.

T . I . P STRATEGIES 37 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Another major challenge is the general negative in-state perception of El Dorado and South Arkansas in general, according to anecdotal reports to the consultants. This should be an obvious concern. Whenever a product suffers from a bad brand, then it must work harder to overcome preexisting negative attitudes. These perceptions range from the humid weather to the types of heavy industries prominent within the area.

Finally, misperceptions still linger regarding both the South and the state of Arkansas among a national audience. Fortunately, these negative views are not nearly as prominent as in the past, due to the rebranding of the South as the Sunbelt and Arkansas’ successful “The Natural State” marketing efforts. While it would be asking too much for El Dorado to attempt to offset national perceptions about a multi-state region, local community and business leaders tasked with promoting El Dorado should remain cognizant of this issue.

Marketing/branding recommendations > The area’s strongest marketing asset is downtown El Dorado. Its surprisingly vibrant and sophisticated atmosphere is a rarity for a small town located in the rural South. Other major assets are the presence of Murphy Oil, the proximity to the Ouachita River, and the Felsenthal National Wildlife Refuge. These are the types of attributes that El Dorado’s marketers should lead with. Other may include specific on-going projects to improve the area (e.g., the new golf course community, entrepreneurship program, entertainment district, etc.). An additional consideration should be the use of the name El Dorado, which conjures strong mystical and historical notions: the lost city of gold sought for by Spanish conquistadors.

The crafting of a marketing message should take each of these considerations, as well as the selection of an appropriate target audience (and their desires) in mind. TIP Strategies recommends that external audiences can be divided into two groups: individuals and industries. Again, we believe that zoomers should be the core target audience of individuals for the area. El Dorado will most likely garner success from those located in the Little Rock, Dallas/Fort Worth, Houston, and southern Louisiana areas. This is due to a number of reasons, including general proximity, more moderate climate, as well as existing business, personal, and political linkages. For example, El Dorado’s weather would likely be judged as mild by most natives of southern Louisiana, and its concentration of petrochemical plants would likely not be a strong deterrent. Additionally, the Little Rock area has long been considered a major destination for former Union County residents. As a result, many who are approaching their retirement years may be receptive to the idea of “coming home” and being nearer long-time friends and family. MARKETING

T . I . P STRATEGIES 38 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

TIP recommends that El Dorado and Union County consider a marketing campaign primarily composed of imagery of downtown El Dorado, (e.g., restaurants, nightlife, boutique retail, historic architecture, etc.), as well as the natural beauty of Union County (e.g., Ouachita River, Felsenthal NWR, recreational activities, forests, etc.). We recommend that decision makers consider the following (or similar) taglines:

Find El Dorado, discover ______

El Dorado: Find It.

El Dorado: Lost has been Found.

El Dorado: It’s not a myth.

Each of these potential slogans is a plays off the “Lost City” theme, attempting to entice the audience to want to learn more about the community. The first tagline offers a blank space that could be filled in (or not) with a particular word, such as “opportunity,” “yourself,” “entertainment,” etc. This could be used as a means for molding the message to a particular audience. If left blank, the tagline could offer even greater allure if accompanied by strong, positive images of the area.

The second tagline could be used as a challenge to the audience. It plays off both the fact that the community is far off the interstate in a region that few outsiders have visited. This message could be accompanied by a type of puzzle or game that would entice the viewer to locate the community and find out more about El Dorado as an opportunity.

The third tagline might seem most appropriate for kicking off a new marketing campaign for the community. One way in which it could be used is in the form of a news headline, stating that the lost city of El Dorado has been found. If this one is chosen, the tagline could be accompanied by a humorous fake news article like one that would be found in The Onion. Clearly, this would tagline is the riskiest, and a marketing campaign with this lead would have to be most carefully managed. Otherwise, it risks backfiring. Another option for the use of this tagline might be as a means for celebrating recent successes. For example, if a project is completed or new investment announced, it could be accompanied by this tagline.

Much like the other proposed taglines, the final one again plays off the sense that 1) El Dorado is a lost, hidden city and 2) that it has been found. The legend of El Dorado is that of a kingdom filled with riches. The last tagline states clearly that it is no myth – the promise of El Dorado exists. Complementary marketing material should include mention of the El Dorado Promise scholarship, strengthening the message.

The above taglines are only meant as examples, and economic development leaders may consider hiring a marketing/branding firm to develop others that incorporate the goals and strategies outlined in this economic development plan. Prior to undertaking a new marketing campaign for El Dorado and Union County, TIP recommends the following activities: MARKETING

T . I . P STRATEGIES 39 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Specific tasks: Convene a focus group of area entities (e.g., City of El Dorado, El Dorado Chamber of Commerce, SouthArk College, Union County Industrial Board, El Dorado School District, etc) to discuss the merits for the development a coordinated marketing message/theme for Union County. Consideration should be given to the merits of the marketing theme/taglines proposed by this consultant versus hiring of a consultancy that specializes in marketing and branding. Once a marketing theme has been established (based on the findings of this plan), conduct a local awareness campaign for economic development to increase public support to finance specific recommendations (e.g., a new business park). Ideally, the roll-out of this strategic plan for Union County will increase the organization’s profile and will build enthusiasm and “buy-in” for its economic development efforts. Incorporate the theme into the current economic development marketing materials and website. The website should also incorporate specific opportunities Union County is trying to promote such as its target industries (see Strategy Four in this Marketing Plan), development opportunities (e.g. golf course, business park, entertainment district, etc.), and unique attributes (e.g., Murphy Oil, Downtown El Dorado, Felsenthal NWR, South Arkansas Arts Center, etc.). Develop industry profiles for the target industries (using information provided in the Target Industry section of this plan in the Appendix). These profiles can be used in direct mail as well as in any information provided to prospects. Prepare a press packet with a summary of Union County’s business highlights and contact information - Cover letter to answer specific questions or address specific topics the writer is covering, as well as offering to put the writer in touch with potential interviewees - Fact sheet about Union County, including list of major employers - Unique features about Union County (see above). - Copies of positive press clippings that have been published about El Dorado and Union County - New expansions and locations in the area - High quality photographs of the area

Set up an electronic prospect management system. Several off-the-shelf software packages exist that can be easily customized for economic development. This system can help staff manage direct mail, tracking, and reporting. MARKETING

T . I . P STRATEGIES 40 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Strategy 2: Build awareness for opportunities among Union County’s residents and leadership. Changing the perception that local leaders and residents have regarding the potential for new business development in Union County will be critical to the success of this marking effort. Local public and private sector leaders have the greatest impact on how Union County is viewed from the outside. For example, executives, managers, and others from local firms often travel to meetings with professionals from outside the region. These individuals can serve as Union County’s best, or worst, marketing channel. If locals understand the Union County’s assets and are speaking positively about local opportunities, this will have a greater impact on Union County’s economic prospects than any external marketing campaign. In other words, Union County’s initial marketing campaign should start close to home.

Specific tasks: Leverage the existing Leadership El Dorado program as a vehicle for communicating economic development goals and understand the needs of various groups in Union County (See Goal One, Strategy 2 in the Strategic Plan section of this document). - Create a brief profile promoting Union County’s positive aspects to be used by area community and business leaders. - Develop targeted networking opportunities (e.g. evening and weekend functions) for professionals living and working in the area - Establish a Young Professionals group to serve as a source for identifying potential emerging community and business leaders - Investigate other ways for identifying current and future leaders within the community who represent various groups (e.g. professional, youth, minority etc.).

Establish an El Dorado/Union County Ambassadors program, with the purpose of: 1) building an awareness of the area’s strengths among area business and community leaders, and 2) providing information to them to spread a more positive image of the area in their relationships outside the region (See Goal One, Strategy 2 in the Strategic Plan section of this document). Create a brief profile promoting Union County’s positive aspects to be used by area community and business leaders. - Identify community and business leaders most likely to influence decision makers and establish the El Dorado/Union County Ambassador’s program - Meet regularly with the El Dorado/Union County Ambassadors keeping them up to date on current initiatives, progress, and honing the marketing message - Create a mechanism for the Ambassadors to refer prospect leads MARKETING

T . I . P STRATEGIES 41 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Strategy 3: Build awareness of El Dorado and Union County throughout Arkansas, Louisiana, and Texas. The El Dorado Chamber and area allies should focus efforts on enhancing the county’s external image throughout South Arkansas and the wider region, including Little Rock, Shreveport, Ruston, Monroe. In addition, the Chamber should consider selective marketing in Texas’ larger metropolitan areas and southern Louisiana. Assets such as downtown El Dorado, new developments, existing businesses, and other distinct opportunities should be promoted through a combination of partner advertising, public relations, and networking.

Specific tasks: Implement a public relations campaign targeted at regional publications. TIP recommends identifying key regional publications and sending press releases about recent business successes. The initial press release should be to promote the success of the economic development plan and how local leadership worked together to determine the best opportunities for Union County. Participate in joint marketing activities with organizations that can refer prospect leads. Examples include regional economic development organizations, state agencies, and area utilities. Identify other parties that could refer leads for El Dorado and Union County and set up a visitation schedule with a focus on Arkansas, Louisiana, Dallas/Fort Worth, and Houston. Examples include local and regional construction firms, real estate brokers, banks, and service firms (legal and accounting), regional industry associations, and area universities.

MARKETING

T . I . P STRATEGIES 42 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Strategy 4: Build awareness of El Dorado and Union County among decision-makers in target industries. Once materials and web site have been developed for Union County, a direct marketing campaign can be initiated. Specific recommendations include: producing one-page marketing summaries for each traditional target industry (INTEGRATED BUILDING SYSTEMS, SPECIALTY FOODS, and PACKAGING), creating a database of target companies, conducting a direct marketing campaign (direct mail and phone calls followed by visitation), and participation in key industry trade events.

Specific tasks: Create database of companies in each target industry

Design marketing letters for each target industry

Initiate direct mail program to each target sector. Mailings should occur monthly and continue for at least six months

Initiate telemarketing campaign for appointment setting

Conduct four call trips per year (one each quarter) to regions where industry concentration is highest

Identify key industry associations for each industry sector

Develop in-house corporate intelligence program for each target industry

Participate in industry trade events

Track success of campaign using contact management system

Evaluate effectiveness of each marketing channel (mail-outs, telemarketing, trade events) and adjust marketing activities accordingly MARKETING

T . I . P STRATEGIES 43 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN appendix

ECONOMIC & DEMOGRAPHIC ASSESSMENT

Methodology The primary goal for the following assessment is to arrive at a common understanding of Union County’s unique economic strengths, weaknesses, opportunities and threats. This analysis is expressed in the context of the regional and national economies as a means for understanding Union County’s relative position and highlighting its latent and potential competitive advantages.

TIP has drawn upon our knowledge of current economic and demographic trends affecting Arkansas and the South, as well as our experience working in nonmetropolitan areas throughout the nation. We have applied this knowledge and experience to both qualitative and quantitative analysis methods for developing a full understanding of Union County’s economy, including specific barriers to growth and development.

Background > TIP reviewed a number of studies and other material that impact economic development planning and activities in Union County. With assistance from the client, TIP solicited materials from various sources, such as the UCIB and other relevant economic development and planning organizations.

Input > For any plan to be effective, it must respond to the needs of those who will be affected by the plan (residents and businesses) and to the community leaders charged with its implementation. Throughout the Discovery phase, we capitalized on opportunities presented by interviews and site visits to solicit input from key stakeholders and members of the public. TIP conducted interviews with representatives of the following organizations and businesses and would like to express our appreciation for taking the time to provide input in this process:

AmerCable Arkansas Department of Workforce Services Arkansas Game & Fish Commission Arkansas Museum of Natural Resources Arkansas South Arkansas Workforce Center Chemtura Diamond Agency, The Del-Tin Fiber El Dorado, City of

T . I . P STRATEGIES 44 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

El Dorado Advertising and Promotion Commission El Dorado Chamber of Commerce El Dorado Chemical El Dorado Education Foundation El Dorado School District El Dorado Welcome Center Gibraltar Energy Gordy Tool Institute for Economic Advancement at University of Arkansas at Little Rock Lion Oil Mahony, Jodie; Arkansas State Representative Main Street El Dorado Medical Center of South Arkansas Milam Construction Murphy Foundation Murphy Oil South Arkansas Art Center Union County Industrial Board Pacific MDF Parkers Chapel School District Pilgrim’s Pride SHARE Foundation Smackover, City of South Arkansas Community College Travel Emporium, The Union Power Station-Entegra Power Group, LLC Young adults and professionals

T . I . P STRATEGIES 45 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Assessment > After having reviewed past plans and studies and meeting with local partners and interested parties, we completed a targeted analysis of demographic and economic factors that are of greatest concern to national business leaders, site selectors, and other economic decision makers. This assessment included the analysis of:

Local population trends Regional population growth comparisons Components of population change Age distribution Labor shed characteristics Available labor Educational attainment Occupational patterns Wage patterns Local employment trends Regional employment growth comparisons Employment distribution Location quotients Major employers National employment forecasts Location and transportation Retail sales School performance Crime rates

T . I . P STRATEGIES 46 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

SWOT TIP conducted an economic development SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats) for Union County. This assessment was based on a review of economic and demographic characteristics, input from the UCIB, interviews with local business and community leaders, and our experience working with communities across the country. The following table captures the major findings from this analysis: Strengths Weakness TALENT TALENT - Corporate & community leadership - School district perceptions - Faith community - Limited availability of employable skilled workers - South Arkansas Community College - Lack of local four-year college - Area school districts INDUSTRY - Regional labor shed - Lack of infrastructure (transportation, service-ready sites, - Educational attainment levels limited broadband access, cell phone coverage) - Skilled blue-collar workforce - Limited resources devoted to economic development - Favorable wage rates in white-collar industries - Limited air service INDUSTRY - Distance from interstates & major markets - Medical Center of South Arkansas - Location in declining region - Favorable business climate - Few businesses in growing white-collar sectors - Utility availability (water, electricity, natural gas) PLACE - Manufacturing base - Perceptions of crime & illegal drug use PLACE - Local parks & hike/bike trails - Downtown El Dorado - Community appearance (outside downtown) - Arts community - Climate & geography compared to Northwest Arkansas - Outdoor recreation (Felsenthal NWR & Ouachita River) - Outsider perceptions of South Arkansas region - Regional retail trade center Opportunities Threats TALENT TALENT - Expansion of higher education opportunities - Continued out-migration of educated youth - Partnerships in education & workforce development INDUSTRY - Engage youth in leadership - Murphy Oil buy-out INDUSTRY - Continued industrial plant closings - Business retention & expansion - Volatility in commodities prices (oil & timber) - Transportation infrastructure expansions PLACE - Medical community expansions - Increases in crime rate - Business park/site development - External & internal marketing & regional partnerships PLACE - Retirement/tourism destination development - Leverage local arts community - Housing development - Multi-purpose facility

T . I . P STRATEGIES 47 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Local Population Trends > Historical population trends indicate that Union County has undergone a long-term decline in its population. Between 1950 and 2000, the county’s total population decreased 10 percent from 50,461 to 45,629. During this 50-year period, Union County Historical Population, 1950-2000 Union County’s population increased during only one decade: the 1970s. All other decades were times of overall population declines.

50,000 10% change) population (Percent 49,000 6.9% 8% More recent population estimates indicate that Union County’s population is 48,000 % chg. 6% continuing to decrease. For example, in July 2000, the Census estimated that Union 47,000 Population 4% County’s population was approximately 45,600. In July 2005 – the last year for 45,629 46,000 2% which estimates are available – Union County’s population was estimated to be (Decennial population count) 45,000 0% 44,200. This represents a net population loss of 1,400 or -3.1 percent. -0.3% 44,000 -2% -1.5% -2.3% Declining population presents a clear challenge to Union County. Understanding the 43,000 -4% -3.8% reasons for these declines will be critical to providing clues for reversing these 42,000 -6% trends. Potential reasons for Union County’s population losses may include a 41,000 -8% -8.3% combination of the following factors: 40,000 -10% 1950 1960 1970 1980 1990 2000 Residents are no longer able to find local job opportunities. Source: US Census Bureau

Local job opportunities may be misaligned with the skill sets and education Union County Population Estimates, 2000-2005 of the area’s workforce.

46,000 Despite the availability of jobs in Union County, local quality of life amenities 45,578 and other factors (e.g., retail, recreation, higher education, etc.) do not meet 45,500 the desires and/or needs of the local population. 45,129 45,197 44,881 45,000 Union County’s population is aging and the birth rate is unable to replenish 44,536 the local population. 44,500 44,186

44,000 Implications > A declining population is typically associated with a shrinking (July 1 PopulationEstimate) workforce, which makes it more difficult for area employers to obtain the talent they 43,500 need to remain competitive. Moreover, a declining population translates into a smaller consumer-base to sustain local retailers. In addition, fewer taxpayers are 43,000 available to maintain the local tax base. 2000 2001 2002 2003 2004 2005 Source: US Census Bureau

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Population Growth Comparison Trends > The figure to the left is a comparison of the population change that is estimated to have taken place among Union County’s neighbors and regional rivals Population Change, 2000-2005 within a two-hour drive (120 miles). Two primary trends are indicated by this figure: Sorted by distance to Union Co. (percent change) -8% -6% -4% -2% 0% 2% 4% 6% 8% 10% 12% 1) The farther the distance between the comparison community to Union El Dorado MiSA -3.2% County, the more likely that community enjoyed population growth from Camden MiSA -5.3% 2000 to 2005. For example, no community within 75 miles of Union County Magnolia MiSA -3.5% Ruston MiSA -1.1% experienced growth. Drew Co. -0.2% Monroe MSA 0.6% 2) The larger the community, the more likely it was to have experienced Texarkana MSA 3.1% population growth. For example, Pine Bluff MSA was the only metropolitan Pine Bluff MSA -2.3% area to see its population decrease from 2000 to 2005, and it had the Shreveport MSA 1.9% Little Rock MSA 5.4% smallest population among the five comparison metro areas. Arkansas 4.0% Louisiana 1.2% Implications > These figures clearly indicate that larger regional forces are at least Texas 9.6% partially responsible for Union County’s population losses and are creating Source: US Census Bureau conditions that are unfavorable to population growth. These declines were widespread among non-metropolitan communities throughout South Arkansas and northern Louisiana. As a result, it is unlikely that the local employment situation is the sole factor in Union County. Regional Comparison Areas & 2005 Population Estimate While local leaders may take solace in knowing that Union County is not alone, this El Dorado MiSA (Micropolitan Statistical Area): Union County, Ark. indicates that region-wide forces are influencing population growth in South (44,186) Arkansas. At the same time, understanding why larger metropolitan areas are growing may provide guidance for Union County to reverse these trends. Camden MiSA: Calhoun & Ouachita Counties, Ark. (32,691) Magnolia MiSA: Columbia County, Ark. (24,695) Ruston MiSA: Jackson & Lincoln Parishes, La. (57,243) Drew Co.: Includes Monticello, Ark. (18,693) Monroe MSA (Metropolitan Statistical Area): Ouachita & Union Parishes, La. (171,138) Texarkana MSA: Bowie County, Tx. & Miller County, Ark. (133,805) Pine Bluff MSA: Cleveland, Jefferson, & Lincoln Counties, Ark. (104,865) Shreveport MSA: Bossier, Caddo, & De Soto Parishes, La. (383,233) Little Rock MSA: Faulkner, Grant, Lonoke, Perry, Pulaski, & Saline Counties, Ark. (643,272)

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Components of Population Change Trends > The US Census Bureau provides estimates for the components of population change from 2000 to 2005. Natural change is calculated by subtracting Union Co. Components of Change, 2000-2005 the number of deaths from the number of births. Net migration is calculated by adding the total net change in the number of international migrants to the total net (net change) change in the number of internal (domestic) migrants. During those five years, Union -2,500 -1,500 -500 500 1,500 2,500 3,500 County’s population decreased by 1,448. The number of deaths nearly equaled the Total change -1,443 number of births in Union County, translating into a net change in population of only 172 during that period. At the same time, Union County attracted 173 migrants from Natural change 172 foreign countries while losing a net 1,727 persons to other counties in the US. Births 3,153 Clearly, the loss of residents to other places in the US was largely responsible for Union County’s population losses in the first half of this decade. Deaths 2,981

Net Migration -1,554 A comparison of the El Dorado MiSA (Union County) to its neighbors indicates a varying net migration rate during the same period. In the El Dorado MiSA, 6.5 of Net International Migration 173 every 1,000 residents moved elsewhere. In Drew County (Monticello area), Net Internal Migration -1,727 however, only 2.5 of every 1,000 of its residents moved away. This strongly reflects the population change for each as shown on the previous page. By comparison, Source: US Census Bureau Arkansas gained 4.1 new residents per 1,000 from 2000 to 2005.

Implications > These figures imply two primary trends affecting Union County’s Net Migration Rate, 2000-2005 population. The first is that Union County likely has an aging population. A high (net migration rate per 1,000 residents) -10 -8 -6 -4 -2 0 2 4 6 number of deaths relative to a low number of births is typically indicative of an aging population. The second is revealed through the migration data. It is likely that much El Dorado MiSA -6.5 of Union County’s high out-migration rate is related to its younger residents seeking opportunities elsewhere. It is also revealing that among El Dorado’s immediate Magnolia MiSA -7.1 neighbors (Magnolia, Camden, and Ruston), all are suffering high rates of out- migration as well. Of course, the loss of young adults would greatly affect the overall Camden MiSA -8.8 age of Union County’s population.

Ruston MiSA -5.8 Union County’s high out-migration should be of great concern to Union County

Drew Co. -2.5 leaders. If these trends continue, it is likely that area employers will begin to experience sever labor shortages. This would make it much more difficult for them to Arkansas 4.1 either sustain or expand their current operations. Also, companies that might be interested in locating Union County will not be guaranteed a workforce. In addition, Source: US Census Bureau retail and other establishments that serve Union County residents will find it increasingly difficult to survive if demand slows from a shrinking consumer base.

T . I . P STRATEGIES 50 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Age Distribution Trends > The figure to the left shows the number of Union County residents in different age groups, as recorded by the US Census Bureau (1990 Census, 2000 Union Co. Population by Age Cohort, 1990 & 2000 Census). The 2000 “expected” figures were calculated by aging the 1990 data by 10 years. These figures indicate that for each age cohort 30 years or greater, Union 4,000 1990 County was largely successful in retaining its population during the 1990s. 3,500 2000 "expected" 2000 3,000 The county, however, fared much more poorly for age cohorts in their twenties in 2000. For example, 6,981 Union County residents were 10 to 19 years old in 1990. 2,500 In 2000, 5,175 county residents were 20 to 29 years old. Assuming a zero percent 2,000 death rate, Union County lost 26 percent of its residents (approximately 1,800 1,500 persons) in this age cohort to other communities.

1,000 Union County, like Arkansas and the nation, aged during the 1990s. The local 500 population, however, aged at a significantly more rapid pace than the state and 0 nation as evidenced by Union County’s median age change from 1990 to 2000. This 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 was likely due to the out-migration of much of Union County’s young adults. yrs. yrs. yrs. yrs. yrs. yrs. yrs. yrs. yrs. yrs. Source: US Census Bureau; TIP Strategies Implications > Union County’s loss of its younger population should be primary concern for area leaders. More than likely, much of this loss can be attributed to Median Age, 1990 & 2000 high school graduates leaving the area to attend college and not returning. If this is the case, then the county suffering from the classic “brain drain” issue. In other 32 33 34 35 36 37 38 words, Union County may be losing a significant portion of its best and brightest homegrown talent. 34.8 Union Co. 37.7 Putting the issue of educated workers aside, another serious concern should simply be the replenishment of Union County’s workforce. At the local, state, and national levels, people are getting older. As the baby-boomer population begins to retire en 33.9 Arkansas masse in the coming decade, employers will find it increasingly difficult fill their ranks 36.0 with workers.

Union County not only has an older population, but one that is aging more rapidly. 33.0 1990 US 2000 Add to this labor force problem the issue of the county losing many of its younger 35.3 persons, and it is clear that area employers may soon face a real crisis in not only the quantity of workers available but also the quality. Source: US Census Bureau

T . I . P STRATEGIES 51 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Labor Shed Trends > An analysis of commuting patterns provided by the US Census UNION COUNTY REGIONAL LABOR SHED, 2000 Bureau for 2000 reveals that Union County County/Parish Labor Commuters to % of Commuters from % of Commuter % of Labor acts as an employment center for the Source or Destination Union Co. Total Union Co. Total “Interchange” Total Win/Loss surrounding region. This can be seen in the Ouachita Co. AR 1,134 29.6% 280 24.6% 1,414 6.4% 854 “Labor Win/Loss” column of the table to the Union Parish LA 773 20.2% 106 9.3% 879 4.0% 667 left. In all but one case, Union County gains more workers than it loses to its neighbors Columbia Co. AR 425 11.1% 153 13.4% 578 2.6% 272 through commuting. Calhoun Co. AR 288 7.5% 36 3.2% 324 1.5% 252 Claiborne Parish LA 280 7.3% 40 3.5% 320 1.4% 240 Using population figures from 2000, this Ashley Co. AR 96 2.5% 178 15.6% 274 1.2% -82 analysis reveals that the total potential ELSEWHERE 840 21.9% 346 30.4% 1,186 5.4% 494 employed labor force for Union County was TOTAL COMMUTERS 3,836 100.0% 1,139 100.0% 4,975 22.5% 2,697 approximately 22,100, a 22.5 percent increase over the number of employed EMPLOYED UNION CO. RESIDENTS WORKING LOCALLY 17,132 77.5% residents living in Union County. This figure TOTAL POTENTIAL UNION CO. LABOR FORCE 22,107 100.0% is calculated by determining the total Source: US Census Bureau number of commuters—traveling both in and out of Union County.

Among all of Union County’s neighbors, it is most integrated (as measured through commuting Union County Labor Shed patterns) with Ouachita County. For example, more than 1,100 employed residents from Ouachita County commuted to Union County for work. This represented nearly 30 percent of all OUACHITA CO. persons who commuted to Union County during that year. At the same time, 280 employed residents of Union County commuted to Ouachita County for work, representing 25 percent of CALHOUN CO. Union County’s out-commuters. As a result, the “commuter interchange” between Union and Ouachita Counties total approximately 1,400 persons or 6.4 percent of Union County’s total

COLUMBIA CO. potential labor force. UNION CO. ASHLEY CO. Implications > With nearly 4,000 persons commuting to Union County, it is clear the county is

CLAIBORNE PA. UNION PA. leading employment destination for South Arkansas and northern Louisiana. In some ways, this is has both positive and negative implications on Union County. On the positive side, it shows that Union County’s economy and its employers are strong enough to enlist workers from the surrounding area.

On the negative side, Union County apparently is not the first choice of residence for a large number of persons who spend time regularly in the county. If workers do not live in locally, then it is unlikely they are making most of their retail purchases in the county. In addition, these workers are not paying taxes to local jurisdictions, despite using services provided by governments in Union County.

T . I . P STRATEGIES 52 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Available Labor Trends > During the last ten years, Union County experienced a slight decease in its labor force. In 1996, Union County’s civilian labor force totaled 21,283. Last year, Union Co. Labor and Unemployment, 1996 to 2005 the county’s labor force had fallen to 20,340, a 4.4 percent decline. While the general trend in the county’s labor force shifted downward from 1996 through 2005, 22,000 Unemployment Rate 12.0% Union County’s labor force grew sharply in 2002. This increase was likely Civilian Labor Force attributable to a temporary increase associated with the construction of the Union 21,000 10.0% 20,340 Power Plant, which was completed in June 2003.

20,000 8.0% (Unemployment Rate) 6.6% While the size of the labor force was falling, Union County’s unemployment rate 19,000 6.0% remained somewhat elevated. During the last half of the 1990s, the unemployment rate fell from 6.9 percent in 1996 to 4.7 percent in 2000. By 2003, however, the

(Civilian Labor Force) 18,000 4.0% unemployment rate had risen substantially to 7.9 percent. While Union County’s unemployment rate had fallen to 6.6 percent in 2005, this rate remained well above 17,000 2.0% both the state (4.9 percent) and nation (5.1 percent).

16,000 0.0% Comparing Union County’s and the regional labor shed’s 2000 and 2005 labor force 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 levels reveals little overall growth. Within the counties that comprise the labor shed, Source: US Bureau of Labor Statistics however, certain individual counties experienced more dramatic shifts. For example, Ashley County’s labor force fell more than seven percent, while Calhoun County and Change in Labor Force, 2000 to 2005 Claiborne Parish experienced increases (5.0 and 8.2 percent) that exceeded the overall growth in the nation’s labor force (4.7 percent). Statewide, Arkansas’ labor (Percent change) -10% -8% -6% -4% -2% 0% 2% 4% 6% 8% 10% force increased 8.1 percent during the same period.

Union Co. 0.7% Implications > The apparent out-migration of the area’s young population, the lack Ashley Co. -7.4% of growth in the local labor force, and increase in the unemployment rate presents Calhoun Co. 5.0% an alarming picture for Union County. Typically, a shrinking or stagnant labor pool is Columbia Co. -0.4% accompanied by a drop in the unemployment rate as companies absorb the Ouachita Co. 3.3% dwindling supply of available workers. The picture presented by these figures Claiborne Pa. 8.2% indicates that younger workers are not attracted to local employment opportunities Union Pa. 3.6% (if available) and/or that local employers are not hiring the available unemployed Regional Labor Shed 1.0% workforce. This could be a result of the lack of new demand for workers or that the Arkansas 8.1% quality of the local unemployed labor force is inadequate for the needs of area firms. US 4.7% If the number of jobs in the county is increasing without drops in the unemployment Source: US Bureau of Labor Statistics rate, it would indicate that area firms must “import” the labor from elsewhere. The fact that a large number of workers commute into Union County supports may lend credence to this possibility. Further expansions in Union County’s job market may place additional pressures on the local and regional labor markets as the supply of “employable” workers diminishes. This, in turn, would require that employers raise their wage rates to attract workers or to make expansion outside the region.

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Educational Attainment Trends > Data from the last Census reveals that Union County educational attainment figures compare favorably to the state. For example, 15 percent of local Educational Attainment, 2000 adults (25+ years) had earned a bachelor’s degree or higher in 2000, compared to Highest level of attainment Union Co. 17 percent statewide. In addition, 24 percent had attended at least some college 40% 37% Regional Labor Shed courses (including having earned an associate degree), compared to 25 percent 36% 34% Arkansas statewide. Nationally, however, the shares of adults who had at least some college 35% US or who had earned a bachelor’s degree were much higher. By comparison, the 29% 30% 27% 27% regional labor shed that includes Union County had much lower educational 25% 25% 24% 25% 24% attainment levels. For example, nearly two-thirds of the regional workforce (25+ 25% 22% 20% years) had no exposure to education beyond high school. By comparison, less than 20% 17% 15% half their national peers had not attended courses at the collegiate level. 15% 13% (% of population 25+ yrs.) 10% From 1990 to 2000 (the last year for which figures are available), the share of adults in Union County who had graduated from high school increased from 66 percent to 5% 75 percent. These figures match the statewide educational rates perfectly. The nine- 0% percentage-point increase nearly doubled that of the nation, closing the “basic < HS graduate HS graduate only Some college Bachelor's or higher education” gap between Arkansas and the nation. Source: US Census Bureau

The gap between Union County on one side and Arkansas and the US on the other Attainment Comparison, 1990 & 2000 appeared to have widened during the last decade. The share of adults with a bachelor’s degree or higher increased at double the rate statewide and nationally 90% 80% than locally. 80% 75% 75% 75% 1990 2000 70% 66% 66% Implications > These indicators imply that Union County’s educational attainment levels meet or exceed what would be expected, given its location and lack of a local 60% four-year higher education institution. Typically, rural areas lag much farther behind 50% the nation or state in which they are located. Given this, local employers should 40% enjoy a relatively well-trained and educated workforce from within Union County. + 9% + 9% + 5% (%of personsyrs.) 25+ 30% 24% 20% The fact that the remainder of the labor shed is not so well educated implies that 20% 17% 13% 15% 13% local employers will have to pull from outside the region to find highly educated 10% + 2% + 4% + 4% and/or skilled workers if they cannot be found inside Union County. If local 0% employers have to search farther for talented workers, they will most likely be Union Co. Arkansas US Union Co. Arkansas US required to provide higher wages to compensate for relocation costs. In addition, if HS GRAD OR HIGHER BACHELOR'S DEGREE OR HIGHER these workers feel that the quality of life amenities available in Union County do not meet their needs, then they may choose to not relocate regardless of wages.

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Occupations Occupations of Employed Residents (16+ years), 2000 Trends > An analysis of occupations for employed residents in 2000 (the most recent year for which UNION CO. Region Arkansas US local data are available) reveals that Union Occupational categories Workers % % % % County’s, the region’s, and the state’s workforce is TOTAL EMPLOYED RESIDENTS 18,655 more “blue collar” than the nation’s as a whole. For example, 37 percent of local workers had jobs in MANAGEMENT, PROFESSIONAL, & RELATED: 4,780 25.6% 24.4% 27.7% 33.6% “blue collar” occupations, compared to only 25 Mgmt., business, & financial operations: 1,858 10.0% 9.2% 11.3% 13.5% percent of their national counterparts. This Management (exc. farmers & farm mgrs) 1,100 5.9% 5.6% 6.7% 8.6% concentration disparity was primarily due to larger Farmers & farm managers 146 0.8% 1.1% 1.5% 0.6% numbers of workers in production and Business & financial operations 612 3.3% 2.5% 3.2% 4.3% transportation occupations. Professional & related: 2,922 15.7% 15.2% 16.4% 20.2% Computer & mathematical 72 0.4% 0.3% 1.1% 2.4% Union County, however, had a much lower share Architecture & engineering 213 1.1% 1.3% 1.2% 2.1% (26 percent) of its workers in management, Life, physical, & social science 161 0.9% 0.7% 0.6% 0.9% professional, and related occupations than the Community & social services 272 1.5% 1.5% 1.5% 1.5% nation’s 34 percent share. Legal 66 0.4% 0.3% 0.6% 1.1% Implications > These figures reveal that both Education, training, & library 1,078 5.8% 5.9% 5.4% 5.7% Union County and the surrounding region enjoy a Arts, design, entertainment, sports, & media 126 0.7% 0.8% 1.1% 1.9% deep pool of “blue collar” talent. Given this, it would Healthcare practitioners & technical 934 5.0% 4.5% 4.9% 4.6% appear that Union County and South Arkansas SERVICE: 2,491 13.4% 14.2% 14.1% 14.9% should be attractive locations for manufacturing Healthcare support 390 2.1% 2.4% 2.0% 2.0% plants and other industrial operations. If the region Protective service 267 1.4% 1.7% 1.7% 2.0% is not benefiting from growth in these sectors, it Food preparation & serving related 657 3.5% 4.2% 4.6% 4.8% would imply that other factors may be playing a role Building & grounds cleaning & maintenance 723 3.9% 3.6% 3.4% 3.3% in the lack of investment coming from these sectors. Personal care & service 454 2.4% 2.4% 2.4% 2.8% One such factor may be transportation deficiencies SALES & OFFICE: 4,448 23.8% 22.5% 25.1% 26.7% or globalization trends that seem to be pushing much of the nation’s manufacturing base to off- Sales & related 1,769 9.5% 9.5% 11.0% 11.2% shore—and lower cost—labor markets. Office & administrative support 2,679 14.4% 13.0% 14.1% 15.4% “BLUE-COLLAR:” 6,936 37.2% 38.9% 33.1% 24.8% Union County, the surrounding region, and Farming, fishing, & forestry 267 1.4% 2.1% 1.5% 0.7% Arkansas do not appear to have a strong talent- Construction, extraction, & maintenance: 2,102 11.3% 12.1% 10.6% 9.4% related advantage in regards to industries that Construction & extraction 1,160 6.2% 6.7% 5.9% 5.5% might employ large numbers of management and Installation, maintenance, & repair 942 5.0% 5.4% 4.7% 3.9% professional workers. This may prove to be a strong Production, transportation, & material moving: 4,567 24.5% 24.7% 21.0% 14.6% disadvantage as much of the nation’s employment Production 2,845 15.3% 15.3% 12.9% 8.5% growth is expected to come from these industries. Transportation & material moving 1,722 9.2% 9.4% 8.1% 6.1% Source: US Census Bureau

T . I . P STRATEGIES 55 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Wages Trends > At the local, state, and national level, little upward movement was seen in wages (when adjusted for inflation) from the mid-1970s to the mid-1990s. Beginning Average Wage per Job, 2004 in the late 1990s, however, workers have begun to see real improvements in their Adjusted for Inflation (in 2006 dollars) wage levels. In 2004, the last year for which data are available, the average wage $45,000 per job located in Union County paid approximately $32,200 per year. The average Union Co. $41,514 annual wage statewide was $31,700; nationally, it was $41,500. While workers in Nonmetro Arkansas Union County made 78 cents for every dollar made by their national peers, local $40,000 Arkansas US wage-earners made significantly higher wages than throughout non-metro Arkansas. $35,000 $32,208 In 2004, Corporate Headquarters was the employment sector that paid the most per $30,000 $31,718 job in Union County ($80,504). Despite this elevated level, jobs in this sector paid less locally than the national average. Local “blue collar” industries (e.g., $27,202 $25,000 Manufacturing, Transportation/Warehousing, and Construction) also paid relatively high wages. In all three cases, local workers in these industries were paid more than $20,000 their statewide counterparts. 1970 1975 1980 1985 1990 1995 2000 Source: US Bureau of Economic Analysis; US Bureau of Labor Statistics Nationally, “white collar” industries were among the best paying industries. These industries also had the highest wage gap between national workers and local ones (greater than 50 percent). Average Wage per Job by Industry, 2004 Adjusted for Inflation $0 $20,000 $40,000 $60,000 $80,000 $100,000 Implications > Union County’s relatively high average wage level—in comparison to Avg. wage (All industries) the state and other non-metro areas—largely reflects the industrial composition of Corporate HQs the area with the presence of Murphy Oil and petrochemical refining (which typically Manufacturing pays higher wages than other manufacturing sectors). Their presence has endowed Transport/warehousing a degree of wealth that is unusual in most rural communities. Construction Government Finance/insurance High wage rates can also serve as a disadvantage for a rural area. Many small Information towns rely on marketing their low wage labor force as a major sales point. Increased Healthcare/social assistance access to extremely low-wage labor markets in developing nations, however, has Admin./waste services made this sales pitch more difficult to make, especially in manufacturing. Arts/entertainment/recreation Union County Retail trade Arkansas Prof & tech services US Relative to the nation, Union County employers pay the lowest wages in some of the Accommodation/food svcs. fastest growing and highest paying industries: Finance/Insurance, Information, Source: US Bureau of Economic Analysis; US Bureau of Labor Statistics Professional and Technical Services. If this wage gap could be translated into a local competitive advantage, Union County could encourage growth in relatively high-paying industries. Unfortunately, however, Union County’s talent pool is relatively shallow in occupations that typically service these industries. As such, much of their labor would need to be imported.

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Local Employment Trends > During the last five years, the number of jobs located in Union County decreased six percent, a net loss of nearly 1,500 jobs. The bulk of the job losses, Union Co. Covered Employment, 2001 to 2005 however, appear to stem from the completion of the Union Power Plant and the associated loss of temporary construction jobs. Regardless, the county continued 23,000 to see slight jobs losses in each subsequent year from 2003 through 2005. The 22,470 vast majority of these decreases occurred in the Construction and Manufacturing

22,000 21,612 sectors. Two-thirds of decrease attributable to construction 21,000 Union County’s most significant job gains from 2003 to 2005 occurred in the 20,290 Professional and Business Services and Government sectors. Each gained 117 20,156 20,126 jobs during the two-year period. Modest gains were also seen in 20,000 Trade/Transportation/Utilities and Healthcare. (Average annual jobs)

19,000 Implications > Jobs losses should never be welcomed, and those which have occurred in Union County over the past few years have been substantial. That 18,000 said, relative stability in the local job market appears to have been achieved since 2001 2002 2003 2004 2005 2002. From 2003 to 2005, the county’s job base fell by less than one percent. Source: US Bureau of Labor Statistics Clearly, the end of construction on the Union Power Plant played a strong role in Employment Change by Sector, 2003 to 2005 the some of the county’s job losses both directly and indirectly. Additional layoffs and plant closures in the county’s Manufacturing sector also has played a strong Union County (net change in jobs) -350 -300 -250 -200 -150 -100 -50 0 50 100 150 role in the overall loss of jobs. Unfortunately, the loss of employment opportunities in Manufacturing and other “blue collar” industries presents a Nat'l Resources/Mining -17 difficult situation for the local labor force. These industries pay higher than Construction -183 Blue-collar losses average wages locally, and a large share of local workers are employed in “blue Manufacturing -295 collar” positions. In other words, the relative abundance of jobs that pay well and Trade/Transport/Utilities 71 for which local residents are skilled may be leaving the county. Information 4 Financial Activities -33 On the other hand, job opportunities in “white collar” industries seem to present Prof / Business Svcs. 117 another path for growth in Union County, according to these statistics. Healthcare 44 Unfortunately, occupation figures indicate that the required labor to fuel their Leisure/Hospitality 9 growth may be in short supply. This would indicate that either local residents will Other Services 11 need to be re-trained for “white collar” work or prospective employees will need to Government 117 be “imported” from other areas. If the latter is the case, than higher wages in Source: US Bureau of Labor Statistics these industries will likely be required and a stronger focus on quality of life amenities will be needed in Union County. If the organizations cannot meet their labor demands locally, then it is likely that future growth opportunities through “white collar” sectors will be limited in Union County.

T . I . P STRATEGIES 57 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Employment Growth Comparison Trends > From 2003 to 2005, total covered employment in the El Dorado area (Union County) fell only by a slight 0.8 percent. By comparison, the Camden area’s Covered Employment Change, 2003 to 2005 employment base grew 2.5 percent. The local economies in other nearby areas were more reflective of El Dorado’s (minimal change). Job growth tended to be Sorted by distance to Union Co. (percent change in jobs) -2% -1% 0% 1% 2% 3% 4% 5% 6% much more dynamic in larger metropolitan areas, such as Shreveport and Little Rock. El Dorado MiSA -0.8% Camden MiSA 2.5% Magnolia MiSA 0.0% During the same period, the number of Manufacturing jobs in the El Dorado area fell Ruston MiSA -0.1% 5.4 percent or 295 jobs. This decrease was largely responsible for the overall Drew Co. 0.0% decline in the number of local jobs. Similarly, Camden’s strong increase in Monroe MSA -1.3% Manufacturing employment (+372 net job gain) was largely responsible for its overall Texarkana MSA 3.5% growth. It is notable that small overall job losses in the Magnolia and Ruston areas Pine Bluff MSA 0.5% were accompanied by small Manufacturing declines. Also, it should be noted that Shreveport MSA 4.9% Little Rock MSA 2.7% Manufacturing employment throughout the state and nation declined during the Arkansas 2.9% same period. Louisiana -0.7% Texas 4.1% Implications > These employment figures indicate that most of the communities in Source: US Bureau of Labor Statistics the South Arkansas and northern Louisiana region may be over-dependent on Manufacturing. This can be seen by how sensitive the overall economies are to Manufacturing Employment Change, 2003-2005 fluctuations in manufacturing. Arkansas, as a whole, appears to be much less dependent on Manufacturing, which shed jobs, while the overall economy grew at a 15% 12.2% healthy clip. Manufacturing employment in the US has declined sharply in recent 10% years and has remained stagnant for the last several decades. 5% 0% Given these trends, it begs the question as to whether transitioning away from -0.5% -5% -1.7% -2.3% -1.9% Manufacturing and other industrial sectors should be a goal in El Dorado. Such a -5.4% transition could be difficult, however, given the occupational experience of many of -10% the area’s residents. Additionally, local Manufacturing jobs pay quite highly – -15% reflecting the area’s petrochemical industry. If El Dorado does transition to other -20% service-oriented sectors of the economy, it is clear that education and training will be -25% key factors in a successful conversion. -25.4% -30% El Dorado Camden Magnolia Ruston Drew Co. Arkansas US MiSA MiSA MiSA MiSA

Source: US Bureau of Labor Statistics

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Employment Distribution Trends > In 2005, Union County’s employment distribution was heavily weighted toward Manufacturing. For example, over a quarter of all jobs in the county were in Employment Distribution, 2005 this sector, compared to 18 percent statewide and 11 percent nationally. Other (% of total jobs) sectors with large shares of local jobs included Trade/Transportation/Utilities (18 0% 5% 10% 15% 20% 25% 30% percent, Government (13 percent), and Healthcare (11 percent). Nat'l Resources/Mining 3% Construction 7% The sectors with the smallest local employment shares in Union County were Manufacturing 26% Financial Activities (4 percent), Other services (3 percent), Natural Trade/Transport/Utilities 18% Resources/Mining (3 percent), and Information (1 percent). Both nationally and Information 1% statewide, these sectors also employed small shares of workers. Financial Activities 4% Prof / Business Svcs. 9% Over the last two years, approximately half of all new jobs (both national and statewide) were created in Professional and Business Services and Healthcare. Healthcare 11% Union Co. Other leading job growth sectors included Trade/Transportation/Utilities, Leisure/Hospitality 6% Arkansas Construction, and Leisure/Hospitality. Statewide employment growth in the Other Services 3% US 13% Construction sector, however, accounted for a significantly smaller share of new Government jobs than nationally. This is likely due to the state’s slower population growth rate Source: US Bureau of Labor Statistics than the nation.

Sector Share of Total Job Growth, 2003 to 2005 Implications > The employment distribution data further reinforce Union County’s strong reliance on Manufacturing and other “blue collar” sectors. At the same time, 30% 27% however, national and statewide job growth figures indicate that “white collar” and Arkansas 25% other service sectors are providing the overwhelming bulk of new job opportunities. 25% 23% US

20% 19% While Manufacturing is clearly a keystone in the local economy, new employment 20% 19% 17% opportunities in this sector may be limited. It is clear that existing manufacturers in 16% 15% 15% Union County unlikely to add significantly to their payrolls, given these trends. Just 12% as important, however, is that their state and national counterparts are also unlikely 10% to grow. This is largely due to the mounting pressures they are facing from abroad as globalization continues to push manufacturing jobs to lower wage labor markets 5% overseas. Accompanying this trend is the continued push toward technology upgrades to make manufacturing processes more efficient and less labor 0% dependent. Prof. & Business Healthcare Trade, Transport Construction Leisure & Svcs. & Utilities Hospitality Source: US Bureau of Labor Statistics

T . I . P STRATEGIES 59 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Location Quotients Trends > Among employment sectors, Mining (2.73) and Location Quotients, 2004 Manufacturing (2.39) had the highest location quotients (LQs) in Union County. In other words, Mining employed nearly three times as many 0.00 0.50 1.00 1.50 2.00 2.50 3.00 workers locally than would be expected in 2004, given national employment rates. Similarly, Manufacturing holds nearly two-and-a-half Mining 2.73 as many jobs as would be expected. Mining, however, had only 221 Manufacturing 2.39 jobs that year in Union County, as opposed to over 5,300 jobs in Ag/forestry/fishing/hunting 1.79 Manufacturing. Even with its small employment base, Mining was able Corp. headquarters 1.47 to achieve a high LQ in Union County because so few Mining jobs were recorded nationally. Other high LQs recorded in Union County were in Construction 1.33 the following sectors: Ag/Forestry/Fishing/Hunting (1.79), Corporate Transport/warehousing Headquarters (1.47), and Construction (1.33). Retail trade Other services The county’s lowest LQs were exhibited in Financial Activities (0.63), Leisure/Hospitality (0.59), Wholesale Trade (0.59), Information (0.44), Admin/waste svcs. and Professional and Technical Services (0.23). This means that Union Healthcare County had only 23 percent as many jobs in Professional and Union Co. Utilities Technical Services as would be expected, given national employment Arkansas rates. Government Financial activities Implications > LQs should be read as an indicator of economic Leisure/hospitality specialization and/or competitive advantage. For example, Union Wholesale trade County displays a high degree of economic specialization in industries that are based on Union County’s natural resource endowments (e.g., Information LQ 1.00 = Nat'l Avg. mining, forestry, refining and corporate headquarters). Prof./technical svcs.

Source: US Bureau of Labor Statistics Certain industries that are more dependent on human capital

endowments (i.e., educated and mobile workforce) have a much lower UNDERSTANDING LQs A location quotient (LQ) is calculated as a local industry’s share of total local employment divided by concentration of jobs in Union County and Arkansas. Among these are the same industry’s share of employment at the national level: Professional and Technical Services, Information, and Financial Activities. Local jobs in industry/ Total local jobs LQ = ——————————— Notably, Union County had “average” or “near-average” LQs in Retail U.S. jobs in industry/ Trade and Healthcare. Typically, rural areas have lower LQs in these Total U.S. jobs industries as residents go to larger, urban areas to access these services. These figures imply (at least through the measure of If the local industry and national industry are perfectly proportional, the location quotient will be 1.00. employment) that Union County fares relatively well in these industries. If an industry is heavily concentrated at the local level (e.g., automotive industry in Detroit, technology in Silicon Valley, gambling in Las Vegas), then the location quotient will be higher than 1.00. Conversely, if the industry is sparsely concentrated at the local level (e.g., farming in New York City, convention tourism in North Dakota), the location quotient will be lower than 1.00.

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Major Employers Union County Major Employers (100+ Employees), 2006 Trends > Union County has 25 employers with 100 or more workers. With over 1,600 workers, Pilgrim’s Pride is by far the Name Product/Service Employees largest employer in the county. Pilgrim's Pride Poultry Processing 1,638 Medical Center of South Arkansas Healthcare 672 About half of Union County’s major employers are related to El Dorado Public Schools Public Education 633 extracting or processing natural resources in the area. Several of Chemtura Corporation Bromine Products 600 the major employers are either directly or indirectly related to the Wal-Mart Supercenter Discount Retail 451 county’s oil legacy and petrochemical processing. Among these are Lion Oil Company Oil Products 426 Chemtura, Lion Oil, Murphy, Teris, Cooper-Standard, El Dorado Anthony Forest Products Lumber, Laminated Beams & Logs 380 Chemical, and Cross Oil. The county also has a number of Murphy Oil Corp. Petroleum Products 359 companies related to timber and lumber: Anthony Forest Teris Hazardous Waste Incineration 340 Products, El Dorado Paper Bag, West Frazier, Georgia Pacific, Cooper-Standard Automotive* Molded Rubber Products 311 Del-Tin Fiber, and Pacific MDF Products. AmerCable Electrical Steel Cable 239 SouthArk Community College Public Education 231 Other prominent employers include various manufacturers, such as City of El Dorado Local Government 203 AmerCable, Milbank, Prescolite, and Benchmark, as well as Wal- El Dorado Paper Bag Co. Paper Bags 200 Mart and Milam Construction. West Frazier Lumber 200 Union County Local Government 196 Rounding out the list are major institutional or public employers: Milbank Manufacturing Co. Meter Sockets & Components 189 Medical Center of South Arkansas, El Dorado Public Schools, Milam Construction Construction 175 SouthArk Community College, City of El Dorado, and Union Benchmark Industries Packaging/information management 150 County. El Dorado Chemical Co. Nitrate, Nitric Acid 150 Georgia Pacific Corp. Dimension Lumber 145 Implications > This list of major employers provides an excellent Hubbell Lighting (Prescolite Division) Lighting Fixtures & Die Castings 131 illustration of the county’s strong economic dependency on natural resource extraction or processing. Undoubtedly, Union County’s raw Del-Tin Fiber Lumber and timber 116 materials have historically provided strong employment and Pacific MDF Products Inc. MDF Moulding 112 economic opportunities for its citizens. Raw material extraction and Cross Oil Oil Products 111 processing are mature industries and are unlikely to present future Source: El Dorado Chamber of Commerce opportunities for new growth in Union County. NOTE: Cooper-Standard announced it will shut down its local operations this year.

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National Employment Forecasts Trends > Economy.com, a leading private economic research firm, forecasts that the number of jobs in the US will increase 13 percent during the next 10 years. But US Employment Forecast, 2006-2016 job growth is not expected to occur equally across all employment sectors. For (percent change in jobs) example, Health Services, Professional and Business Services, and the Leisure and -5% 0% 5% 10% 15% 20% 25% 30% Hospitality sectors are all expected to experience job growth about 25 percent. TOTAL 13% Other sectors that are expected to grow at or above the national rate include Nat. Resources & Mining -3% Construction, Other Services, and Information. Utilities -2% Construction 16% On the other hand, Natural Resources and Mining, Manufacturing, and Utilities are Manufacturing -3% all expected to experience a net decrease in the number of jobs. The reasons for Whl.Trade & Transportation 8% Information 12% these job losses might include: 1) increased automation in manufacturing Financial Activities 9% processes, 2) off-shoring of manufacturing to lower wage labor markets in Prof. & Business Services 25% developing nations, and 3) a declining natural resource supplies. Health Services 28% Retail trade 5% Only three sectors (Health Services, Professional and Business Services, and Leisure & Hospitality 25% Other Services 16% Leisure and Hospitality) are expected to account for more than two-thirds of the Government 4% nation’s net job gain during the coming decade. The growth in Health Services is Source: Economy.com likely due to nation’s aging population.

Share of All New Jobs in US, 2006-2016 Implications > If these forecasts are accurate, communities that are heavily reliant on Manufacturing and Natural Resources employment should expect additional job losses during the next 10 years. In addition, the competition for new investment from 28.1% companies in these sectors will likely be intense. 31.8% Health Services Given that nearly a third of Union County’s employment is concentrated in industries Prof. & Business Services that are expected to shed jobs between now and 2016 (Natural Resources and Mining, Utilities, and Manufacturing), area leaders should pay strong attention to the Leisure & Hospitality needs of employers in these sectors to minimize potential losses.

All Other Sectors Combined At the same time, strong consideration should be given to maximizing opportunities for economic expansion from nationally growing industries. This may require a shift in the understanding and definition of economic development by local leaders. 18.5% 24.3% Supporting growth from these industries will likely require new, “non-traditional”

Source: Economy.com economic development strategies.

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Location & Transportation El Dorado and Union County are located in South Central Arkansas at the crossroads of two US Highways: US 82 (east-west) and US 167 (north-south). These roadways, however, do not currently offer four-lane divided access to major markets or interstates. Union Pacific, as well as Ouachita Railroad and El Dorado-Wesson Railway also serve the county. In addition, the area is fortunate to have scheduled passenger service provided by Mesa Air to Dallas-Fort Worth.

Union County’s distance from interstates and the current UNION COUNTY lack of four-lane highways is a clear deterrent for industrial development and site selection. Typically, most companies looking to relocate operations consider these “musts”.

In terms of geography, Union County is relatively isolated. For example, the nearest metropolitan statistical area is Monroe (population 200,000) 83 miles to the southeast. As a result, little “spill-over” growth can be expected to occur in the area. Lack of interstate access and distance from a larger city, when taken together, represent two of three reasons that are most often cited for slow growth in much of rural America (The third growth determinant is Metropolitan Markets (200,000+) within 300 miles access to natural wonders). Metropolitan Area Population Distance (miles) Monroe-Bastrop, LA 201,127 83 Plans are underway, however, to expand US 167 to improve access stretching from Shreveport-Bossier City-Minden, LA 424,589 95 Central Arkansas to Northern Louisiana through Union County. This would provide the Little Rock-North Little Rock-Pine Bluff, AR 819,469 118 county with four-lane highway access to Interstates 20, 30, and 40. Linkage to Longview-Marshall, TX 264,960 158 Interstate 20 could prove especially helpful for industrial development, as I-20 is the Jackson, MS 550,775 203 link between two of the Sun Belt’s largest consumer and business markets: Dallas- Tyler-Jacksonville, TX 239,058 215 Lafayette-Acadiana, LA 526,896 236 Fort Worth (6.2M) with Atlanta (5.2 M). Linkage to Little Rock may have equal, if not Lake Charles-Jennings, LA 226,249 250 greater, importance to the local economy. This linkage could help in raising the profile Memphis, TN-MS-AR 1,260,905 250 of Union County in Little Rock. Dallas-Fort Worth, TX 6,171,301 268 Fort Smith, AR-OK 284,994 273 Over the long-term, Union County may also eventually be served by the Interstate 69 Baton Rouge-Pierre Part, LA 756,998 288 NAFTA corridor, linking the industrial heartlands of the US, Canada, and Mexico. This Fayetteville-Springdale-Rogers, AR-MO 405,101 300 development, however, may be decades into the future. Beaumont-Port Arthur, TX 383,530 300 Sources: US Census Bureau

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Sites & Buildings El Dorado Industrial Area El Dorado and Union County are currently served by only one established industrial area. This area is in close proximity to US 167 and is adjacent to a rail line connected to the Union Pacific system. While the area has unoccupied sites, these pose a number of challenges, including insufficient size to garner the interest of most major prospects, requiring significant environmental remediation due to previous or adjacent uses, and/or poorly served by arterials within the industrial area. One 78.5-acre site, located on Industrial Road is currently the county’s only available tract of sizeable acreage. This site is currently used by the county prison but appears to be suitable for certain industrial uses. Its greatest drawbacks appear to be condition of existing road leading to the site, the lack of direct access to US 167, and low visibility. Certain companies and industries, however, consider low visibility to be an advantage. Overall, Union County is lacking a large, prepared shovel-ready industrial site, making it doubtful that most traditional industrial recruitment prospect or site selectors would consider the area as a serious candidate for relocation.

In addition to the lack of prepared sites, El Dorado and Union County run a shortage of available buildings. The county’s listing of available buildings is primarily populated by older structures that would likely prove unappealing to most potential industrial recruitment prospects.

The obvious question is whether the Chamber or UCIB should choose to pursue the development of new properties for industrial development. If such as strategy is selected, TIP recommends the following sites for serious consideration for long-term development: Potential New Business Park Sites US 167/63 > The advantages to this site is its close proximity to El Dorado’s existing industrial area, making it a compatible use for this land. In addition, it offers a highly visible and strategic location at a key intersection. In addition, ingress to and egress AIRPORT from this site appears to not pose a problem. This site, however, will require continued US 167/63 preparation work to flatten the site at potentially significant public expense.

Airport > Advantages for properties on or immediately adjacent to the South Arkansas Regional Airport include its distance from residential areas, access to US 82, and its level ground. In addition, sites may already be owned by public entities in the area, Prime properties for new development foregoing acquisition expenses. If this site is chosen, economic development leaders will need to remain mindful that potential tenants should not interfere with aviation activities.

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Retail Sales Trends > In 2004, total retail trade in Union County was nearly $575 million. This number was more than twice the total for Ouachita County (Camden area). Given Total Retail Sales, 2004 these figures, Union County is undisputedly the largest retail trade center for South Central Arkansas. $700,000 Comparing these trade data on a per capita basis reveals that despite Union $573,282 $600,000 County’s overall higher retail sales, Drew County’s (Monticello area) per capita $500,000 sales were slightly higher than Union County’s. Drew County led region in per capita sales in restaurant/bar, furniture/home furnishings, and auto and auto parts $400,000 sales. These figures are largely reflective of a community with a large college $279,482 student population. Union County leads the region in per capita sales in food and $300,000 $244,252

(sales in thousands) $217,028 beverage and general merchandise stores. $200,000 The distribution for retail sales in the El Dorado area in 2002 (the latest year for $100,000 which statewide figures were available) was similar to the state. The greatest $0 discrepancies were in sales in autos/auto parts, gasoline stations, and general Union Co. Columbia Co. Ouachita Co. Drew Co. merchandise stores. Source: Arkansas Department of Economic Development

Implications > These data imply that for a community its size, El Dorado enjoys a Retail Sales Distribution, 2002 relatively healthy retail sector. A good mix of retail options is considered a strong quality of life attribute, especially for families from larger areas. Without a doubt, (% of total retail sales) Union County is likely losing potential sales to stores located in larger cities with 0% 5% 10% 15% 20% 25% 30% regional malls. These figures indicate, however, that the area’s retail mix Auto/auto parts 25% generally meets expectations for a city its size. In 2002, four percent of all local Furniture/home furnishings 2% sales were in clothing/accessory stores. This percentage mirrored the statewide Electronics/appliances 2% El Dorado MiSA rate. In other words, any lack of a particular product in Union County is a result of 6% Building materials/garden Arkansas the market’s overall size, rather than the fault of retailers. Food/beverage 11% Health/personal care 6% Gasoline stations 15% Clothing/accessories 4% Retail Trade per Capita by Type, 2004 Sporting/hobby/books/music 1% Union Co. Columbia Co. Ouachita Co. Drew Co. General merchandise 23% TOTAL RETAIL TRADE $12,872 $8,477 $9,708 $13,046 4% Miscellaneous Food and Beverage Stores $1,354 $1,117 $1,273 $711 2% Nonstore retail Food Service and Drinking Establishments $767 $804 $542 $1,149 Source: US Census Bureau General Merchandise $3,263 $1,227 $2,046 $2,913 Furniture/Home Furnishing Electrical Appliances $333 $248 $251 $532 Motor Vehicle and Parts Dealers $3,092 $1,930 $2,177 $3,611 Other Sales $4,063 $3,151 $3,419 $4,130 Sources: Arkansas Department of Economic Development; US Census Bureau

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School Performance Trends > The 2005 School District Performance Indicators indicate that both the El Dorado and Parkers Chapel School Districts are meeting levels that would be School District Performance Indicators, 2005 expected given their resources and student body. There Parkers Camden State of appears to be a strong correlation between the share of El Dorado Chapel Fairview Magnolia Arkansas the student population eligible for free or reduced meals Student Body and student performance, as measured by ACT test October Enrollment 4,565 731 2,939 2,931 452,036 scores and college remediation rates (see gray % Eligible for Free & Reduced Meals 57.0% 21.0% 66.0% 53.0% 53.0% highlighted rows). District expenditures per pupil also District Expenditure per Pupil $6,623 $5,799 $8,178 $6,364 $7,348 appeared to be linked to student demographics at the Achievement Data local level. Grade 9 Reading (Nat'l Percentile) 49.0% 55.0% 41.0% 46.0% 52.0% Grade 9 Math (Nat'l Percentile) 55.0% 63.0% 46.0% 52.0% 55.0% Parkers Chapel School District exhibited the highest test scores among districts in the region and performed above ACT Math 19.6 22.3 18.5 20.0 19.6 the statewide rate. El Dorado School District generally ACT English 19.8 22.2 19.8 21.3 20.5 performed just below the statewide rate on most ACT Composite 19.7 21.7 19.4 20.4 20.3 indicators, except for having an exceptionally high graduation rate. Enrollment (2004-2005) Grades 9-12* 1,372 239 934 627 134,640 Attendance Rate 91.7% 94.7% 92.8% 93.0% 93.4% Faculty compensation in both Union County school HS Students Taking AP Courses 187 50 75 110 24,327 districts was much lower than Camden, Magnolia, and Percent Taking AP Courses 13.6% 20.9% 8.0% 17.5% 18.1% the state. Both districts had lower shares of their faculties Graduation Rate 96.5% 90.6% 81.7% 90.1% 81.3% who had earned a master’s degree. College Remediation Rate 53.3% 41.0% 62.8% 49.4% 51.6% Faculty Compensation & Education Both school districts also seemed to enjoy lower than District Average Teacher Salary $35,779 $35,636 $41,165 $41,645 $41,489 average reported student discipline problems with the Percent Completely Certified 99.0% 100.0% 99.0% 100.0% 99.0% exception of the higher student assault figure in Parkers Percent with Bachelor's Degree 76.0% 88.0% 64.0% 62.0% 64.0% Chapel. Percent with Master's Degree 22.0% 12.0% 33.0% 38.0% 34.0% Discipline (% of students involved) Implications > Access to quality education is an Expulsions 0.1 0.0 0.1 0.1 0.1 especially, and increasingly, important consideration for Weapons Incidents 0.1 0.0 0.3 0.0 0.1 families with children when deciding on where to live. Staff Assaults 0.1 0.0 0.0 0.0 0.6 Fortunately, Union County appears to offer two school Student Assaults 0.3 1.8 3.0 0.2 1.3 districts that can offer educational opportunities for area Sources: Arkansas Department of Education, School Performance Report; Grades 9-12 enrollment rates from children. the 2004-2005 Statewide Information System Database (The percent of HS students taking AP courses was calculated by dividing these figures by the number of students in each district taking AP courses). The overall student performance rate is higher in Parkers Chapel than El Dorado. This is likely due to the increased economic stability of families living in this district. El Dorado, however, likely offers coursework not offered in Parkers Chapel due to its larger student population.

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Crime Rates Trends > From 1994 to 2004, crime rates in El Dorado appear to have El Dorado Crime Rates, 1994 to 2004 remained stable overall. In 2004, however, the city’s property crime rate experienced a notable increase. Unfortunately, 2004 was the last year for 8,000.0 which the FBI tracked these statistics. As a result, it is difficult to ascertain whether this was a one-year anomaly or the start of a new trend. Fortunately, 7,000.0 6,848.7 little movement was seen in the city’s violent crime rate. 6,000.0 Violent Crime Rate 5,000.0 Crime rates varied significantly in 2004 among various cities in Arkansas and Property Crime Rate 4,000.0 Northern Louisiana. For example, nearly 10,000 property crimes were reported for every 100,000 residents in Monroe, compared to just 3,900 in nearby 3,000.0

(Per 100,000 residents) Ruston. These two cities also had the highest and lowest violent crime rates in 2,000.0 the wider region. El Dorado’s 2004 violent crime rate was lower than all but two 1,000.0 regional cities. The city’s property crime rate was close to “average” of these 783.7 cities. Property crime rates, however, were significantly higher than El 0.0 Dorado’s three closest neighbors. 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Source: FBI, Uniform Crime Reports as prepared by the National Archive of Criminal Justice Data Implications > Like access to quality education, crime ranks highly as a quality of life concern for families with children. Fortunately, crime statistics for El Dorado do not appear to indicate that the issue is worse than would be Crime Rates, 2004 expected given the community’s size. (per 100,000 residents) 0 2,000 4,000 6,000 8,000 10,000 This not to say, however, that crime should be ignored in El Dorado or Union 1,710 Monroe 9,817 County. In fact, it should be closely monitored and kept in check by appropriate 1,640 Little Rock 8,868 authorities. This is because elevated crime rates can be a powerful deterrent 1,264 Texarkana, Ark. 5,688 for new investments in a community. Even the perception of a higher crime 1,117 rate can prevent a company or family from locating in a town. Magnolia 4,976 1,093 Shreveport 7,336 1,091 Pine Bluff 8,867 784 EL DORADO 6,849 Camden 546 4,785 Violent Crime 434 Ruston 3,904 Property Crime

Source: FBI, Uniform Crime Reports as prepared by the National Archive of Criminal Justice Data

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Quality of Life Amenities Union County is fortunate have a strong array of recreation, leisure, and other amenities that contribute to the area’s quality of life. The importance of these types of amenities should not be overlooked in economic development. The nation’s aging population implies that companies will find it increasingly difficult to find workers in the coming decade as the Baby Boomer generation begins to retire. As a result, it is anticipated that companies will be more likely to locate in communities that offer strong quality of life assets to help them recruit the talent they need. In addition, these amenities can often help in building strategies for drawing tourists and retirees to an area.

Downtown El Dorado > Downtown El Dorado is one of the area’s most distinguishing characteristics. It is clear that much effort and private investment has been made in the downtown area during the last couple decades. Many communities of similar size have comparable historic architecture, but what makes El Dorado’s city center unique is the diverse mix of upscale retail boutiques trading in antiques, clothing, health foods, etc. Another rare attribute for a rural downtown is the variety of entertainment options that are available in downtown El Dorado.

South Arkansas Arts Center > Any rural community should count itself fortunate to have at least some access to the arts. For a community its size, El Dorado may be unrivaled in the nation for its arts. This is in no small part due to the South Arkansas Arts Center, which provides a vital cultural link for people living in the surrounding region. The 22,500 square-foot facility houses three art galleries, a ballet studio, a 206-seat theatre, a scene and costume shop and classrooms for art instruction. The center’s strong mission in arts education is met by providing gallery space for area artists, supporting community theatre productions, and classes in the visual arts, music, and drama.

Felsenthal National Wildlife Refuge > This 65,000-acre refuge provides habitat and protection for endangered species such as the red-cockaded woodpecker, and the threatened American alligator and bald eagle. It is also home to the world's largest green-tree reservoir consisting of the 15,000-acre Felsenthal Pool, which doubles in size during winter flooding. Public uses include trails, fishing, wildlife observation, photography, hunting, environmental education and interpretation, and camping. In addition, the Ouachita River offers additional leisure and recreation activities, including boating and fishing.

Arkansas Museum of Natural Resources > Located in Smackover, the museum features exhibits celebrating the region’s natural resources with special emphasis given to petroleum and bromine. The museum is comprised of a 25,000-square-foot exhibition/research building and the adjacent Oil Field Park.

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TARGET INDUSTRIES methodology The selection of target industries is traditionally bound to an assessment of only a few determinant factors, such as access to an available workforce, industrial sites, and incentives. Our target industry recommendations are not based solely on these factors, but also on the interviews we conducted with several area leaders to better understand potential opportunities and challenges that might not be identified from these secondary data sources. Finally, TIP brings to bear our understanding and appreciation of broader socioeconomic trends such as consumption patterns/consumer spending, emerging markets/international trade, and demographic shifts/aging workforce. We also strongly consider how targets might fit within the overall strategic framework of the plan and how they might affect Union County’s ability to attract talent to the area. Our standard methodology was also supplemented by a more detailed, cluster-based employment and occupational analysis that takes into account wage trends, provided by the Institute for Economic Advancement at the University of Arkansas at Little Rock (See the Market Clusters and Retail Trade Markets in Union County, Arkansas report).

In sum, TIP identified target industries for Union County using a three-pronged approach: quantitative, qualitative, and strategic.

site considerations Site location factors can be subdivided into three broad and basic functional categories:

Labor Accessibility Labor availability & Transportation, quality, training land, utilities, & centers site visibility considerations

Economy Markets, suppliers/ customers, public policies, capital

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Union County Target Industries TIP recommends Union County pursue the target industries listed below. We believe these represent the best LABOR opportunities for business retention, expansion, and attraction activities in El Dorado and Union County. These Specific characteristics, industries are selected for their ability to serve a dual purpose: 1) to bolster and diversify the area’s economy over including regional talent/labor the short-term by taking advantage of existing assets and 2) to provide a pathway to sustained economic growth (i.e., availability, wage rates, over the long-term. and level of qualifications) and access to educational infrastructure (i.e., higher education and workforce development programs) play SELECTION MATRIX an important role in site LABOR ECONOMY ACCESSIBILITY selection. TARGETS SCORE HEALTHCARE ECONOMY SERVICES + + + +++ Economic considerations, RETAIL & LEISURE + + + +++ including access to markets INTEGRATED BUILDING (local, regional, and global), SYSTEMS + + = ++ suppliers and customers, public policies (e.g. incentives, SPECIALTY FOODS + + = ++ taxation, regulations etc.), and PACKAGING + + = ++ availability of capital PROFESSIONAL & (investment, venture) strongly BUSINESS SERVICES + = = + affect these site location decisions. ALTERNATIVE ENERGY = = + +

ACCESSIBILITY KEY: Factors, such as availability of land, raw materials, utilities, + local competitive advantage visibility/prestige, and access to transportation (such as the = no local competitive advantage proximity to highways and airports) also have an important effect on a site’s suitability.

T . I . P STRATEGIES 70 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN traditional targets > Traditional targets represent the types of industries that have historically been marketed to by economic development organizations. These typically include traditional manufacturing industries and related industrial and/or transportation activities. Traditional targets often represent the first tier of economic opportunity. This is due to the fact that an area already has in place many of the necessary components (e.g. economic base, workforce, infrastructure, etc.) to begin effective targeting and marketing efforts. This is not to say, however, that Union County already has all the pieces in place to for each industry. In some cases, longer, more sustained efforts may be required to successfully attract investment from them.

TIP determined that the following targets represent the best (both long- and short-term) opportunities among traditional industries in Union County:

h INTEGRATED BUILDING SYSTEMS h SPECIALTY FOODS h PACKAGING non-traditional targets Non-traditional targets include economic sectors and other development opportunities that are well-suited to the Union County but are not typically targeted by local economic development organizations. While these sectors pose unique challenges for traditional economic development marketing efforts, we feel they should not be ignored. Due to larger trends (i.e., demographic shifts, technology, and globalization), TIP believes that economic development can no longer simply be a competition for the recruitment of industrial employers. Instead, the future of a community also lies in its ability to identify emerging opportunities in the growing services sector, which is strongly tied to retaining and attracting talented professionals and their families.

TIP determined that the following targets represent the best (both long- and short-term) opportunities among non- traditional industries in Union County:

h HEALTHCARE SERVICES h RETAIL & LEISURE (including entertainment and outdoor recreation) h PROFESSIONAL & BUSINESS SERVICES (including entrepreneurs) h ALTERNATIVE ENERGY

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Integrated Building Systems > INDUSTRY TRENDS In the coming decade, the traditional piece-by-piece construction of new homes and other buildings will no longer be the norm. The construction industry is on the verge of a revolution fueled by the integration of new materials, information technology, design, and modular assembly. Builders and contractors are learning to use these tools to generate greater efficiencies and effectiveness in climate-controlling, weatherproofing, security systems, and time DEFINITION and cost required for construction. Increasingly, homes are being constructed through the use of integrated and The integrated building intelligent building systems, a technique that combines advanced machinery and prefabrication in order to systems sector includes construct buildings in less time and at less cost. firms that design, manufacture, and market According to the Building Systems Councils (BSC) of the National Association of Home Builders, nearly 50,000 pre-engineered buildings. modular homes were constructed in the US during 2004, representing a 50 percent production increase in just ten Activities include the years. The increased cost of housing, especially in fast-growing states, and more modern home designs has been research and development of largely attributed to recent increases in production and desirability. In this type of housing, the building blocks or materials and systems, individual modules are components constructed in a controlled factory environment and are nearly complete when manufacture of building shipped from the factory to the home site. components, and final assembly of complete Information technology and modern design is also playing a strong role in this trend, according to the Continental systems. Building systems Automated Buildings Association. On the upper end of the real estate market, an increasing number of “smart also includes concrete, homes” are being offered to consumers. Smart homes include integrated systems that take advantage of modular, and panelized technological advances such as the convergence of information technology, communications networking, and products. In addition, new materials to make homes more energy-efficient, secure, and weatherproof. integrated building systems tend to use a greater degree SITE SELECTION CRITERIA of information technology in Proximity to population growth centers (i.e. demand for housing) the design and operation of new homes and commercial Industrial sites with access to transportation (e.g., rail served sites and interstate access) buildings. Availability of industrial land

Availability of industrial and warehouse/distribution space

Availability of semi-skilled production labor, as well as white-collar professionals and design technicians

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Integrated Building Systems (cont’d) > NICHE OPPORTUNITIES RATIONALE Materials research Central location within the fast-growing Sunbelt and relative access to population growth centers. Water-proofing and Strong demand for housing and construction materials due to effects of recent hurricanes along the Gulf roofing systems Coast. Modular or prefab Continued demand forecast from the construction for newer materials and technologies. buildings design and Availability of raw materials (e.g., timber/lumber) and petrochemical products and services from Lion Oil assembly (e.g., protective coatings). Presence of Del-Tin Fiber MDF plant Abundance of semi-skilled and skilled production labor in the region. Recent and future impact of hurricanes on the Gulf Region should fuel renewed research in weatherproofing building systems.

STRATEGIC CONSIDERATIONS & RECOMMENDATIONS Lack of available land for large assembly operations. Lack of four-lane highway access could dissuade investment for assembly in the area. Consider identifying sites with rail access as a means for attracting prospects.

INDUSTRIAL BUILDING SYSTEMS CLUSTER NAICS Description 236117 Modular housing, residential, assembled on site by operative builders 238990 All other specialty trade contractors 3212- Veneer, plywood, and engineered wood product manufacturing 321991 Manufactured home (mobile home) manufacturing 324122 Asphalt shingle and coating materials manufacturing 332311 Prefabricated metal building and component manufacturing 541310 Architectural services 541340 Drafting services 541380 Industrial, mechanical, and metallurgical testing laboratories or services 541420 Industrial design services 541511 Custom computer programming services 541512 CAD (computer-aided design) systems integration design services 541710 Engineering research and development laboratories or services 561621 Security systems services

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Specialty Foods > INDUSTRY TRENDS The food processing industry remains one of the few manufacturing sectors expected to increase employment in DEFINITION the US during the next decade. This is, in large part, a result of growing US and international consumer demand The specialty foods industry stemming from overall population growth. Food processing—much like the remainder of manufacturing—is includes companies that undergoing a significant degree of transformation. Changes in the US food processing industry are the result of process, manufacture, two primary challenges: shifts in US consumer preferences and increasing globalization. distribute, market, and/or sell niche market foodstuffs for US consumers’ food preferences are becoming increasingly fractured, as America is no longer a homogenous consumption, including candy marketplace where Wonder Bread, Oscar Mayer, and Folgers dominate. While these products remain recognized and confections, canned and household name brands, others such as Great Harvest, Hebrew National, and Starbucks have risen to become frozen foods, dairy products, formidable forces. Their emergence is a direct reaction to the increasing sophistication of certain segments of the edible oils, fish and seafood, American society. Still, time constraints on American households have risen dramatically in the last 20 years grains, meat products, sauces allowing families fewer opportunities to cook traditional meals, resulting in the increased consumption of and condiments, snack foods, prepackaged foods. and sugar and other sweeteners. Changing demographics are also greatly influencing the eating habits of Americans—of all ethnicities. We are more willing to sample a greater diversity of exotic “foreign” foods introduced by new immigrants from far-flung places. For example, the vast majority of Americans long ago adopted Italian as a favorite ethnic food. Today, Mexican appears to be the most popular. And tomorrow, perhaps it will be Thai. Of course, setting ethnic foods aside, Americans are continuously searching for the latest diet fad that will make us healthier and skinnier. Nothing suggests these trends will diminish either. Americans are aging and more food conscious. And, America is increasing ethnically and racially diverse.

This constant churn in American food preferences, forces US processors to remain nimble and opportunistic. This, in turn, makes them highly competitive players in the global marketplace. While the American marketplace remains their bread and butter, US processors are increasingly relying on emerging markets to sustain growth in exports and revenue. All of these trends and forces are also constantly forcing processors to seek new industrial sites and products.

SITE SELECTION CRITERIA Business costs, including labor and taxes

Abundant semi-skilled labor

Proximity to consumer markets

Abundant water/wastewater

Large industrial sites with access to transportation (e.g., rail served sites and interstate access)

Availability of local food commodities (for certain specialty foods)

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Specialty Foods (cont’d) > RATIONALE NICHE OPPORTUNITIES Central location within the fast-growing Sunbelt and relative access to consumer markets. Organic and natural History of food processing industry in the region. foods Wineries Availability of skilled and semi-skilled workers in the region. Operations that Upgrading of skills, technology, and wages in production processes for specialty foods. complement existing processors Food processing one of only a few manufacturing industries expected to increase in employment in the US during the coming decade. Foods incorporating local/regional crops Multitude of food processors constantly seeking new locations translating into a larger pool of potential recruits.

Plentiful water supply in Union County, thanks to proximity to Ouachita River.

STRATEGIC CONSIDERATIONS & RECOMMENDATIONS Despite upgrade in skills and wages, food processing remains a relatively low-wage industry.

Union County will need to carefully select which specialty food processors it recruits. Special considerations should be given to: - Types of food processors that may damage El Dorado and Union County’s image and make it more difficult to attract upper wage retirees and professional talent. - Ensuring that labor shortages at existing food processors do not occur as a result of the competition of a newer company in this industry.

Lack of large available industrial sites with good transportation access may place Union County at a competitive disadvantage.

Pool of retirees may present opportunities for entrepreneurial specialty food processing and agricultural ventures (e.g., wineries, “natural” and/or organic foods, and festival-like farmers markets).

T . I . P STRATEGIES 75 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

Packaging > INDUSTRY TRENDS Due to the nature of the packaging industry, product shipments are largely tied to the health of US consumer and international export markets. In other words, increased consumption of goods leads to higher demand for DEFINITION packages and containers. Similar to other manufacturing sectors, the increased use of technology is The packaging industry is revolutionizing the packaging industry. US packagers have generally responded well to this trend by developing comprised of companies that innovative packaging and shipping commodities. As a result, the domestic industry has remained the world’s manufacture and distribute leading exporter of finished packages and containers. packaging products made from paper, plastic, metal, and/or According to the International Trade Association, domestic industry shipments increased at an annual rate of 2.5 glass. Products can include percent between 1997 and 2001 (the most recent year for which data is available). Within the US packaging and corrugated boxes, cardboard container industry, paperboard container shipments increased at an annual rate of 3.9 percent and strengthened containers, bottles, cans, and its share to 44 percent of the market. The second largest industry segment was unsupported plastic film, sheet, plastic and foam containers. and bags which represented 26 percent of the market and had been growing at an annual rate of 2.1 percent. The fastest growing segment within the domestic industry, however, was plastic bottle manufacturing which increased shipments at an annual rate of 5.8 percent but only represented eight percent of the total industry in 2001.

Competition has heightened significantly in the last several years as a result of increasing demand for more convenient, more functional, less expensive, and more environmentally friendly packaging and container products, such as aseptic packaging—long a staple of European cupboards. Producers of packages for the food industry are also replacing the “brown box” for returnable, reusable plastic containers. The use of biodegradable materials has increased greatly in the last few years as well. For example, global consumption of biodegradable polymers increased from 31 million pounds in 1996 to 150 million pounds in 2001. Pressure from consumers and advocacy groups is also prompting demand from commercial users of packaging products. For instance, McDonalds Corp. is currently testing the use of a unique biodegradable carton made from calcium carbonate (limestone) and recycled potato starch, with some recycled paper fiber, water, and coatings.

SITE SELECTION CRITERIA Business costs, including labor and taxes

Availability of raw materials

Availability of semi-skilled labor

Industrial sites with access to ground transportation (primarily roads)

Proximity to manufacturers (i.e., customers for packaging materials and products)

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Packaging (cont’d) > RATIONALE NICHE OPPORTUNITIES Availability of semi-skilled labor in Union County and the surrounding region. Contract packaging and Proximity to food processors in the area. manufacturing Food and agricultural Access to raw materials within the region, especially wood and paper products. products packaging Competitive production labor wage rates. Biodegradable packaging Linkages to specialty foods target Wood and paper product packaging

STRATEGIC CONSIDERATIONS & RECOMMENDATIONS Lack of large available industrial sites with good transportation access may place Union County at a competitive disadvantage.

Packaging, like specialty foods, is a relatively low wage industry that could adversely affect the county’s ability to attract higher income retirees.

PACKAGING CLUSTER NAICS Description 322211 Corrugated & solid fiber boxes 322212 Folding paperboard boxes 322215 Nonfolding sanitary food containers 322221 Coated & laminated packaging paper & plastic films 322223 Plastics, foils, & coated paper bags 326111 Plastic bags 326112 Plastic packaging films & sheets 326160 Plastic bottles

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Healthcare Services > INDUSTRY TRENDS Access to healthcare, both primary care and emergency care, is viewed as both a quality of life issue for residents DEFINITION and an economic issue for communities. The presence of healthcare facilities is also seen as key in location This sector includes decisions for most industries. While access to healthcare is an important factor in corporate location decisions establishments providing (67.2 percent of respondents in Area Development’s annual corporate survey rated health facilities as “important” health care for individuals, or “very important” in 2002—up from 65.3 percent in 2001), it is less critical than other business-related factors, including ambulatory health such as availability of skilled labor (90.9 percent) and highway accessibility (86.6 percent). care services and hospitals. The services provided by With the continued loss of manufacturing jobs, once the most critical driver in local economic development, establishments in this sector communities are becoming increasing reliant on the healthcare industry as a source of employment and tax are delivered by trained revenue. Growth in the US healthcare sector is largely driven by two major factors: population growth and an professionals. All industries aging population. As the baby boom generation approaches retirement age, a larger share of all consumer in the sector share this spending in the nation is being spent on healthcare related expenses. In addition, healthcare includes many commonality of process, occupations that offer relatively high wages and abundant career-ladder opportunities. namely, labor inputs of health practitioners with requisite expertise. Many of the industries in the sector are defined based on the SITE SELECTION CRITERIA educational degree held by Access to primary healthcare facilities the practitioners included in the industry. Proximity to population growth centers and retiree destinations

Availability of trained or trainable healthcare workforce (i.e., semi-skilled healthcare aides, registered nurses, healthcare technicians, highly trained doctors)

Proximity to institutions of higher learning and medical schools (research and development and healthcare training facilities)

Availability of medical and professional office space

Quality of place

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Healthcare Services (cont’d) > RATIONALE NICHE OPPORTUNITIES Ongoing expansions at Medical Center of South Arkansas, such as new cardio-vascular unit. Allied health (general medicine, healthcare Strong commitment of the SHARE Foundation to the community. support) Medical and diagnostic HealthWorks Fitness Center. laboratories Higher wages in industry. Outpatient care centers Specialty clinics (i.e. sports Continued growth in employment expected for the foreseeable future. medicine, vocational & rehabilitation, geriatrics) Ability to assist in attracting retirees to the area.

Assist in solidifying El Dorado and Union County’s position as a regional center (i.e., draws visitors and spending from outside of the immediate area).

STRATEGIC CONSIDERATIONS & RECOMMENDATIONS Union County will continue to need to pay attention to housing and other amenities to assist in recruiting healthcare professionals to the area.

Additional office space in Union County would assist in attracting smaller providers and private practice offices.

Support allied health programs at SouthArk to supply labor for the healthcare services sector.

HEALTHCARE SERVICES CLUSTER NAICS Description 621111 Offices of physicians 6213- Offices of other health care practitioners 62149- Other outpatient care centers 621511 Medical laboratories 621512 Diagnostic imaging centers 622310 Specialty (except psychiatric and substance abuse) hospitals 6243- Vocational rehabilitation services

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Retail & Leisure > INDUSTRY TRENDS DEFINITION The retail trade and leisure sectors have been among the leading national job creators during the last several The retail trade sector years, driven by increased consumer spending and population growth, especially in locations with natural and/or comprises establishments man-made amenities. While these industries are not known for offering high wage jobs, they remain important to engaged in retailing local government for their contributions to sales. merchandise, generally without transformation, and rendering In addition, retail and leisure are increasingly being viewed as amenities that a community can not do without. services incidental to the sale When searching for a new home, potential residents (both singles and families) strongly take the available of merchandise. shopping in an area into consideration. As a result, employers—who are interested in retaining and recruiting Leisure includes a wide range workers—have come to realize the importance of retail and leisure amenities. of establishments that operate facilities or provide services to Retail and leisure amenities also strongly influence the attraction of visitors and, eventually, retirees. Increasingly, meet varied cultural, communities are coming to realize the potential for linking these two groups. Over time, a tourist who frequently entertainment, and visits a place begins to adopt a notion of brand loyalty for that community or destination which can, in turn, recreational interests of their strongly influence retirement location decisions. Today’s retirees are much more affluent than past generations patrons. This sector comprises and are more likely to increase consumer spending in the area, especially increasing demand for the region’s (1) establishments that are health care economy. The leading edge of baby-boomers is set to retire in the coming years, but analysts expect involved in producing, the nature of their retirement to be distinctly advantageous as they are anticipated to be more active community promoting, or participating in participants and more likely to start up new business enterprises. live performances, events, or exhibits intended for public SITE SELECTION CRITERIA viewing; (2) establishments Access to population/consumers that preserve and exhibit objects and sites of historical, Quality of regional transportation network, especially interstate and airport cultural, or educational interest; and (3) Retail sites with high visibility establishments that operate facilities or provide services Diversity of retail base that enable patrons to participate in recreational Access to natural (e.g., lakes, national parks etc. ) and cultural amenities (e.g., fine arts, performing arts, activities or pursue historical attractions) amusement, hobby, and leisure-time interests. Concentration of hotels and restaurants

External image of the region

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Retail & Leisure (cont’d) > RATIONALE Solidify existing status as retail trade center for South Arkansas and capture increased spending from NICHE OPPORTUNITIES outside the area. Baby boomer retirees/Zoomers Strengthen downtown El Dorado’s status as a destination for entertainment, culture, boutique shopping, Specialty retail boutiques and fine dining. in downtown El Dorado Ability to draw talent to support target industries (especially Healthcare Services and Business & Cultural, recreational, and Professional Services). entertainment promotions Outdoor recreation, Increase Union County’s attractiveness to tourists and baby boomers including ecotourism, golfing, fishing, hunting, Assist in altering negative images (both external and internal) of El Dorado and South Arkansas. biking/jogging, etc. STRATEGIC CONSIDERATIONS & RECOMMENDATIONS Continue to support redevelopment and revitalization activities in downtown El Dorado, including the establishment of an entertainment district.

Continue to support the Arts, including the South Arkansas Arts Center.

Target potential tourists and retirees from Arkansas, Louisiana, Dallas/Fort Worth, and Houston.

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Business & Professional Services > INDUSTRY TRENDS DEFINITION Business and professional services, as an industry, has been one of the primary generators of employment Business and professional growth and economic vitality for the last 20 years in America and is expected to remain a critical driver for the services sector includes those foreseeable future. While overall manufacturing employment in the US has remained stagnant since the early firms that provide support 1970s, services employment has tripled. In other words, America has transitioned from an economy based on services to a variety of producing goods to one that provides services. In fact, business and professional services has emerged as the companies. The industry backbone of the modern American economy. This very broad sector includes a great number of activities, such as sector includes both advertising and marketing, consulting, management services, technical and scientific research and design, and professional services, such as financial, insurance, and real estate services. One reason that business and professional services has emerged legal, accounting, and as such a powerful creator of new jobs is the increasing role of entrepreneurship. marketing, as well as more basic support services, such With the exception of technical services, which typically follow a specific, specialized customer base, business as document reproduction and and professional services is broadly driven largely by three primary factors: proximity to customers, access to an data processing. It also educated workforce, and quality of life considerations. By and large, these assets are found in abundance includes technical services, primarily in larger metropolitan regions. such as research and testing, engineering, and specialized In addition, the presence of a well-developed business and data services sector is critical to the growth in design services. Many software and other information technology enterprises. The presence of a strong local software and IT sector has establishments within this become critical as their use comprises an increasing share of the value of all products and services. This trend sector are small startup will likely only be compounded in the future as technological advances continue to revolutionize both “high tech” enterprises. and traditional industries alike.

SITE SELECTION CRITERIA Transportation network, especially interstate and air

Availability of office space

Proximity to customers

High visibility or “prestige” development sites

Broadband internet connectivity

Access to educated talent

Quality of place

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Business & Professional Services (cont’d) > RATIONALE Potential for growth and local economic diversification, especially among upper wage professional NICHE OPPORTUNITIES positions Professional legal, accounting, and marketing Continued loss of manufacturing jobs means that much of US employment growth will occur in the services services sector Consulting services Business services represent the majority of high wage service occupations Financial services Trends toward the increased outsourcing of non-core functions will mean continued growth and Energy services opportunities for entrepreneurship Entrepreneurship Assist in establishing El Dorado and Union County as the destination for business and professional services in South Arkansas.

Assist in leveraging greater economic benefits from tourism and retiree attraction strategy.

STRATEGIC CONSIDERATIONS & RECOMMENDATIONS Negative perceptions of South Arkansas as a rural, uneducated region.

Leverage tourism and entertainment assets to draw interest from retirees wanting to start a second career.

Support entrepreneurship in El Dorado and Union County.

Leverage existing professional networks present in El Dorado thanks to presence of Murphy Oil and other corporate citizens.

Difficulty in marketing to this broad sector according to traditional economic development practices.

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Alternative Energy > INDUSTRY TRENDS Oil and gas has historically been one of the most world’s most volatile industries, where sharp fluctuations in DEFINITION prices are seen more as the norm than not. For example, the last major price slump (1998-99) occurred in the Alternative energy tends to wake of the Asian economic downturn resulting in unprecedented merger activity among the “majors” and describe those enterprises and bankruptcies and/or acquisitions of the smaller independents. At the time, oil prices sank to as low as $9 per related activities for generating barrel of oil. During the last few years, however, prices have increased from an average in the mid-$20s to a power (e.g., electricity, current average of $60 per barrel of oil. Most analysts now agree that the era of “cheap oil” is over, sustained by transportation fuels) from growing demand for energy not only in the US but also among the world’s emerging economies—especially China energy sources other than and India. While high prices in the future are not guaranteed, it appears that only a major worldwide economic fossil fuels. This power is slowdown could bring substantial price decreases. generated through the exploitation of renewable Despite these higher prices, domestic oil and gas drilling activity remains low relative to past oil booms, pointing energy sources (i.e., sources to the steady decline of domestic reserves. Major discoveries now occurring in the domestic market are primarily are not destroyed when their concentrated in deepwater fields in the Gulf of Mexico. As a result, the US, as well as other major energy energy is released). The use of consumers, is becoming increasingly reliant on oil imports. Unfortunately, much of the world’s petroleum reserves renewable energy requires are found in politically unstable regions (e.g., Persian Gulf, Nigeria, etc.) or in countries whose governing regimes technologies that can are currently hostile to US interests (i.e., Venezuela). efficiently transform the power of natural phenomena (e.g., These and other factors (e.g., climate concerns) have prompted a serious reconsideration of “alternative” and/or wind, sunlight, water flow, renewable energy resources, such as wind, solar, biofuels, hydrogen fuel cells, nuclear, and “clean-burning” coal geothermal heat, and among others. This renewed interest and research and development investment has come from several sources, biological processes) into including federal and state governments, as well as the “majors” themselves. The most famous example of usable energy. corporate repositioning is the BP brand change from “British Petroleum” to “Beyond Petroleum.” Alternative/renewable energy sources often cause less pollution in the production of SITE SELECTION CRITERIA power than traditional fossil Proximity to concentrations of energy-related customers fuels. Access to educated workforce

Availability of Class A office space, tech/flex space, and research and technology parks

Access to power sources.

Access to research and development.

Access to capital networks to provide necessary financing.

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Alternative Energy (cont’d) > RATIONALE Growing demand for energy and increased interest in alternative energy production in the US NICHE OPPORTUNITIES Biodiesel production. Alternative energy, as an emerging sector, remains research and development intensive. R&D related Biofuel and cellulosic fuel sectors tend to require more highly educated and skilled talent and, therefore, tend to pay high wages. research Energy “know how” in the Union County area, thanks to the legacy of the oil industry and existing major energy players in El Dorado.

Presence of multiple timber/lumber companies in the area who might provide potential resources (e.g., forest products, sawmill scrap, etc.) that could be used in the production of biodiesel.

Sector could provide opportunities for energy and timber related professionals in the area to startup new business enterprises.

Alternative energy could help to offset negative external perceptions of the area and its current industrial composition.

STRATEGIC CONSIDERATIONS & RECOMMENDATIONS Host a meeting inviting area energy and timber experts (e.g., corporate executives, plant managers, university researchers, entrepreneurs, etc.) to discuss the pursuit of biodiesel as an economic development strategy for Union County and South Arkansas. In this meeting, consideration should be given to: - Determining feasibility of pursuing biodiesel production and/or the development of a biorefinery in Union County. - Researching similar facilities in Arkansas and the South. For example, a biorefinery was recently proposed in Cypress Bend, Arkansas, by Potlatch Corporation (see www.arkleg.state.ar.us/data/bioenergy/Potlatch-UAMfinallast.ppt for more information). - Assisting in the finance of potential biodiesel startups. - Funding university research in biodiesel fuels. - Utilizing existing refining and/or other industrial operations and facilities in Union County as potential production sites for biodiesel fuels. - Using area forest products in the production of biodiesel fuels.

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IMPLEMENTATION

El Dorado Forward Partnership RATIONALE: The economic development strategic plan offers a host of strategies and actions to stimulate private investment activity in El Dorado and the surrounding area. Several recommendations in the plan, however, reach beyond the traditional realm of economic development and will require support from allies throughout El Dorado and Union County to ensure the Plan’s overall success. As a result, TIP encourages the establishment of a community-wide partnership as a means for enlisting support from key allies to implement the Plan’s recommendations.

ORGANIZATIONAL RECOMMENDATIONS: TIP recommends the establishment of the El Dorado Forward Partnership to ensure the recommendations made in the Plan are carried forward. We believe that the Partnership would best serve the area’s economic development interests if participation from a broad group of allies enlisted. Obtaining support for the Plan’s implementation from public officials, community and business leaders, and area citizens will be facilitated by ensuring that they feel they have ownership in the Plan and its recommendations. In addition, the involvement of stakeholders from various disciplines will bring additional, valuable expertise to the Plan’s overall implementation.

Steering Committee: We recommend the establishment of a small Steering Committee for the Partnership to guide the implementation of the Plan. The primary functions for the Steering Committee would be to appoint individuals from the community to serve on the Partnership and ascertain progress on the overall Plan. We recommend the Steering Committee include the following individuals: 1) Mayor of El Dorado, 2) Union County Judge, 3) Chair of the El Dorado Industrial Development Corporation, 4) Chair of the El Dorado Economic Development Board, and 5) one respected at-large community leader. The Steering Committee should meet on a monthly basis to ascertain progress on economic development initiatives through broad oversight.

El Dorado Economic Development Board: El Dorado Economic Development Board will be responsible for the dispersal of public funds raised through the anticipated approval of an economic development sales tax. These funds should be dedicated for projects that were identified in the Plan.

Partnership: We recommend the Steering Committee encourage the participation of a wide variety of leaders from throughout the area to ensure that the community feels that their interests are being best served. The composition of partners should be balanced according to the three primary goals of the Plan: Talent, Industry, and Place. We recommend this wider partnership of allies should be limited in size to approximately 30-40 individuals who are both representative of community interests, as well as having the expertise to support the Plan's implementation. The Partnership should meet on a quarterly basis to remain informed of progress on various projects, as well as to provide insight and feedback.

Task Force: We recommend that the El Dorado Economic Development Board, with input from the Steering Committee, select from among the Partnership key individuals to chair ad hoc Task Forces to enact specific initiatives or projects that were identified in the Plan. The Task Force Leader, with input from the Steering Committee, will select parties to form a Task Force, comprised of no more than 10 individuals, who they feel are

T . I . P STRATEGIES 86 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN best suited to guide the implementation of a specific project. The Task Forces should meet on an “as needed” basis and report progress to the overall Partnership at the quarterly meetings.

The following chart illustrates the overall structure of the El Dorado Forward Partnership:

Steering El Dorado Economic Committee Development Board

El Dorado Forward Partnership

TALENT GOAL INDUSTRY GOAL PLACE GOAL

Talent attraction Infrastructure task Entertainment marketing task force force district task force

Workforce Target industry task Conference center development task force task force force

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Project List The following projects were identified through the economic development strategic planning process. These projects have been categorized according to which goal (Talent, Industry, Place) they best serve and have been ranked by the consultant according to priority.

As its implementation proceeds, the El Dorado Forward Partnership Executive Committee may choose to re- prioritize this list on an as needed basis.

TALENT INDUSTRY PLACE 1. Internal Marketing 1. Business Retention & Expansion 1. Conference Center 2. Leadership - Young Professionals 2. Physical infrastructure for industrial 2. Downtown El Dorado development 3. Higher Education 3. Transportation - Highways3. Housing - Greenfield 4. Workforce Development 4. Transportation - Air 4. Entertainment District 5. Ambassadors 5. Entrepreneurship Center 5. Outdoor Recreation 6. External Marketing - Come Home to El Dorado 6. Entrepreneurship Program 6. Beautification 7. Internship/Apprenticeship 7. External Marketing - Target Industries 7. Redevelopment Sites 8. Housing - Infill 9. External Marketing - Tourism/retirement

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Five-Year Project Timeline Summary The following is a summary timeline of activities/projects identified through the planning process. For more specific detail for each activity project, reference the following Project Detail sheet.

2007 2007 2007 2007 2008 2008 2008 2008 2009 2009 2009 2009 2010 2010 2010 2010 2011 2011 2011 2011 PROJECT GOAL12341234123412341234 Internal Marketing TALENT Conference Center PLACE Leadership - Young Professionals TALENT Business Retention & Expansion INDUSTRY Physical Infrastructure INDUSTRY Downtown El Dorado PLACE Higher Education TALENT Transportation - Highways INDUSTRY Transportation - Air INDUSTRY Housing - Greenfield PLACE Workforce Development TALENT Entrepreneurship Center INDUSTRY Entertainment District PLACE Ambassadors TALENT External Marketing - Come Home to El Dorado TALENT Entrepreneurship Program INDUSTRY External Marketing - Target Industries INDUSTRY External Marketing - Tourism/retirement PLACE Outdoor Recreation PLACE Beautification PLACE Internship/Apprenticeship TALENT Redevelopment Sites PLACE Housing - Infill PLACE

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Projects Detail The following table outlines (in priority order) the projects that were identified in this planning process. Each item lists the required actions, as well as the organization or party, which would be primarily responsible for their implementation. In addition, the estimated budget expense, start date, and duration was included for each activity.

While the responsible parties have been identified, this process calls for the creation of an ad hoc PROJECT TEAM, which would include additional outside parties to provide support and/or expertise. The project team members should be chosen by the EL DORADO FORWARD EXECUTIVE COMMITTEE from the overall PARTNERSHIP.

RESPONSIBLE EST. 5-YR. START PROJECT ACTIONS DURATION PARTY(IES) BUDGET DATE

INTERNAL MARKETING Total Project Budget TALENT GOAL $65,500 1. Hold Union County El Dorado Chamber $50,000 Economic Summit. 2007-q1 Annual event 2. Develop internal El Dorado Chamber $15,500 marketing message. 2007-q1 3 mos. CONFERENCE CENTER Total Project Budget PLACE GOAL $12,850,000 1. Develop a site plan. South Arkansas $0 Community College Completed 2. Construct conference South Arkansas $12,850,000 center. Community College; 2007-q3 18-24 mos. Murphy Oil; City of El Dorado

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LEADERSHIP - YOUNG PROFESSIONALS Total Project Budget TALENT GOAL $2,000 1. Identify & invite young El Dorado Chamber $0 professionals. 2007-q1 3 mos. 2. Develop networking El Dorado Chamber $2,000 2007-q2 quarterly events events. BUSINESS RETENTION & EXPANSION Total Project Budget INDUSTRY GOAL $2,500 1. Maintain existing El Dorado Chamber; $0 business inventory. Union County Industrial 2007-q1 ongoing Board 2. Meet periodically with El Dorado Chamber; $1,000 existing businesses. Union County Industrial 2007-q2 ongoing Board 3. Meet periodically with El Dorado Chamber; $1,500 workforce development Union County Industrial & other potential Board 2007-q2 ongoing support organizations. 4. Develop a formal El Dorado Economic $0 incentives policy to aid Development; City of El 2007-q3 3 mos. existing employers. Dorado; Union County 5. Raise awareness of El Dorado Chamber; $0 ongoing (once incentives & programs. City of El Dorado; Union 2007-q4 incentives policy County is complete)

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INFRASTRUCTURE Total Project Budget INDUSTRY GOAL $12,100,000 1. Identify & prioritize El Dorado Economic $0 list of potential sites. Development 2007-q2 3-6 mos. 2. Add infrastructure on $5,700,000 380 acres-167 bypass 3. Airport infrastructure - $5,500,000 370 acres 4. Improvements to $600,000 existing park 3. Market site to private El Dorado Economic $15,000 developers. Development; El 2008-q1 6 mos. Dorado Chamber 3. Commence pre- El Dorado Economic $250,000 planning work if private Development 2008-q3 6 mos. developer is not interested. 5. Market business park. El Dorado Economic $35,000 ongoing (once Development business park 2010-q1 construction complete) DOWNTOWN EL DORADO Total Project Budget PLACE GOAL $135,000 1. Create a vision for Main Street; City of El $0 downtown. Dorado; Downtown 2007-q2 3-6 mos. Business Association 2. Develop a retail Main Street; City of El $25,000 strategy. Dorado; Downtown 2007-q4 3-6 mos. Business Association 3. Support existing & Main Street; City of El $10,000 establish new special Dorado; Downtown 2007-q2 ongoing events. Business Association 4. Establish a downtown Main Street; City of El $100,000 marketspace. Dorado; Downtown 2008-q1 12 mos. Business Association

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HIGHER

EDUCATION Total Project Budget TALENT GOAL $1,000 1. Host a meeting of El Dorado Chamber; $1,000 regional higher South Arkansas education institutions to Community College 2007-q3 3 days establish marketing message. 2. Avoid duplication of South Arkansas $0 services and course Community College 2007-q3 6-12 mos. offerings. 3. Promote higher ed as El Dorado Chamber $0 part of overall ED 2008-q1 ongoing marketing efforts. 4. Support SouthArk El Dorado Chamber; $0 facilities expansions. City of El Dorado ? ongoing TRANSPORTATION - HIGHWAYS Total Project Budget INDUSTRY GOAL $10,000 1. Monitor highway El Dorado Chamber $0 improvements. 2007-q1 ongoing 2. Support expansions El Dorado Chamber $10,000 through legislative 2007-q1 ongoing advocacy and raising regional awareness. 3. Update community on El Dorado Chamber $0 ongoing (as 2007-q1 progress. needed) TRANSPORTATION - AIR Total Project Budget INDUSTRY GOAL $2,500 1. Explore air service City of El Dorado; $2,500 expansions to Houston. Murphy Oil 2007-q3 6-12 mos. 2. Continue to support City of El Dorado $0 airport operations. 2007-q1 ongoing

T . I . P STRATEGIES 93 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

HOUSING -

GREENFIELD Total Project Budget PLACE GOAL $30,000 1. Support the City of El Dorado; Union $0 development of a high County; El Dorado 2007-q1 ongoing end golf course Chamber community. 2. Commission study to City of El Dorado $25,000 determine housing 2008-q1 6 mos. demand. 3. Identify, inventory, City of El Dorado; Union $0 and prioritize large-tract County; local real estate sites suitable for other agents & brokers 2008-q3 3 mos. “greenfield” residential developments. 4. Create information El Dorado Chamber $5,000 packet to provide to 2008-q4 3 mos. developers. 5. Create an incentives City of El Dorado; Union $0 package for home County 2009-q1 3 mos. builders and developers. WORKFORCE

DEVELOPMENT Total Project Budget TALENT GOAL $2,000,000 1. Host Union County Workforce Development $0 Workforce Development Board 2008-q3 annual event Summit. 2. Solidy relationships El Dorado Chamber; $0 between area workforce Workforce Development & education Board; South Arkansas 2007-q2 ongoing organizations. Community College; El Dorado School District 3. Raise awareness of Workforce Development $0 state and local Board; El Dorado 2007-q2 ongoing workforce programs and Chamber incentives. 4. Support SouthArk's Workforce Development $2,000,000 Career Center for Board; El Dorado 2007-q2 ongoing existing and expanding Chamber industries.

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ENTREPRENEURSHIP

CENTER Total Project Budget INDUSTRY GOAL $1,500,000 1. Establish center as a Union County Industrial $0 separate legal entity. Board 2007-q4 3 mos. 2. Pursue funding for the Union County Industrial $1,500,000 rehabilitation of the Board 2008-q1 6-12 mos. Prescolite facility (EDA & ACC). ENTERTAINMENT

DISTRICT Total Project Budget PLACE GOAL $25,000 1. Build support for a Main Street; Downtown $0 downtown entertainment Business Association; 2008-q1 3 mos. district. El Dorado Chamber 2. Identify boundaries of Main Street; Downtown $0 entertainment district. Business Association; 2008-q1 3 mos. El Dorado Chamber 3. Consider special City of El Dorado $0 zoning status. 2008-q1 3 mos. 4. Establish an City of El Dorado $0 organizational structure 2008-q2 6 mos. & funding options for district. 5. Develop conceptual Main Street $15,000 2008-q4 3-6 mos. site plan. 6. Use site plan to El Dorado Chamber; $10,000 market to private City of El Dorado 2009-q2 6-12 mos. developers.

T . I . P STRATEGIES 95 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

AMBASSADORS

PROGRAM Total Project Budget TALENT GOAL $3,500 1. Identify & invite El Dorado Chamber $500 business & community 2008-q1 3 mos. leaders 2. Create material to use El Dorado Chamber $1,500 for promoting the area 2008-q1 3 mos. 3. Establish a protocol El Dorado Chamber $0 for referring prospect 2008-q1 3 mos. leads 4. Meet quarterly with El Dorado Chamber $1,500 Ambassadors to keep 2008-q2 quarterly events them up-to-date. EXTERNAL MARKETING -

COME HOME TO EL

DORADO Total Project Budget TALENT GOAL $2,000 1. Create a database of El Dorado Chamber $500 former residents. 2008-q2 6 mos. 2. Develop marketing El Dorado Chamber $1,500 ongoing material and quarterly 2008-q4 (quarterly newsletter. newsletter)

T . I . P STRATEGIES 96 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

ENTREPRENEURSHIP

PROGRAM Total Project Budget INDUSTRY GOAL $250,000 1. Establish an El Dorado Chamber $2,500 Entrepreneurs Forum. 2008-q2 semi-annually 2. Advocate for local El Dorado Chamber $0 government assistance 2008-q2 ongoing to entrepreneurs. 3. Establish an annual El Dorado Chamber $4,000 award for local 2008-q4 annual event entrepreneurs. 4. Establish a revolving El Dorado Chamber $200,000 loan fund. 2009-q1 3 mos. 5. Work with local banks El Dorado Chamber $0 to increase capital 2009-q1 ongoing availability. 6. Encourage local El Dorado Chamber $0 investors start an angel 2009-q1 ongoing seed/ venture capital network. 7. Continue to leverage El Dorado Chamber $0 existing state and 2009-q1 ongoing federal programs. 8. Establish an South Arkansas $40,000 entrepreneurial program Community College 2008-q3 ongoing at SouthArk. 9. Establish El Dorado Chamber $0 entrepreneurial 2008-q2 semi-annually workshops. 10. Encourage El Dorado Chamber; El $0 entrepreneurship Dorado School District 2009-q1 ongoing programs in secondary schools. 11. Develop a regional El Dorado Chamber $3,500 media/PR campaign 2009-q4 ongoing celebrating entrepreneurs. 12. Market El Dorado Chamber $0 entrepreneurship as part 2009-q4 ongoing of overall economic development marketing.

T . I . P STRATEGIES 97 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

EXTERNAL MARKETING -

TARGET INDUSTRIES Total Project Budget INDUSTRY GOAL $300,000 1. Develop a primary El Dorado Chamber marketing 2007-q2 3-6 mos. theme/message and incorporate in materials. 2. Build awareness of El El Dorado Chamber Dorado regionally. 2007-q4 ongoing 3. Market El Dorado to El Dorado Chamber target industries. 2007-q4 ongoing EXTERNAL MARKETING -

TOURISM / RETIREES Total Project Budget PLACE GOAL $310,000 1. Raise awareness A&P; El Dorado $0 locally of retiree/tourism Chamber 2007-q2 3-6 mos. attraction potential. 2. Market area as a A&P; El Dorado $175,000 retiree/tourism Chamber 2007-q2 ongoing destination. 4. Support the City of El Dorado; Main $50,000 expansion of spaces for Street; Downtown 2008-q1 ongoing the Arts. Association; Arts Center 5. Support the City of El Dorado; Main $75,000 expansion of the music Street; Downtown 2008-q3 ongoing festival. Association; Music Festival 3. Coordinate El Dorado Chamber; $10,000 tourism/retirement A&P recruitment efforts with the entertainment 2009-q1 ongoing district and entrepreneurship programs. 4. Incorporate retirement El Dorado Chamber $0 amenities in all ED 2008-q1 ongoing marketing materials.

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OUTDOOR RECREATION Total Project Budget PLACE GOAL $887,500 1. Survey residents to El Dorado Chamber; $2,500 identify outdoor City of El Dorado; Union 2009-q1 3 mos. recreation opportunities. County 2. Survey regional El Dorado Chamber $0 2009-q1 3 mos. competition. 3. Explore funding El Dorado Chamber; $0 options to expand City of El Dorado; Union 2009-q2 6 mos. recreation options County locally. 3. Expand area's parks Union County; City of El $875,000 systems. Dorado 2010-q1 12-24 mos. 4. Market area's regional El Dorado Chamber; $10,000 recreation amenities A&P (coordinate with 2008-q2 ongoing tourism/retirement marketing).

BEAUTIFICATION Total Project Budget PLACE GOAL $1,456,500 1. Establish a "Keep El City of El Dorado; El $1,500 Dorado Beautiful" Dorado Chamber 2009-q1 3 mos. Organization. 2. Establish a Keep El Dorado $5,000 collaborative vision for Beautiful 2009-q3 3-6 mos. development in El Dorado. 3. Update the City's City of El Dorado $150,000 comprehensive plan. 2010-q1 6-9 mos. 4. Support the City of El Dorado $100,000 establishment of 2010-q4 6-12 mos. gateway markers. 3. Three lane Hillsboro City of El Dorado $1,000,000

Street 6. Clear vacant lots. City of El Dorado $100,000 2010-q4 6-12 mos. 7. Condemn and City of El Dorado $100,000 demolish "eyesore" 2010-q4 6-12 mos. structures.

T . I . P STRATEGIES 99 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

INTERNSHIP / APPRENTICE

PROGRAM Total Project Budget TALENT GOAL $150,000 1. If need demonstrated, El Dorado School $150,000 expand local internship / District; South Arkansas apprenticeship Community College; 2009-q2 ongoing programs. Workforce Development Board 2. Link programs to El Dorado Economic $0 existing and target Development; El industries. Dorado School District; South Arkansas 2009-q2 ongoing Community College; Workforce Development Board REDEVELOPMENT

SITES Total Project Budget PLACE GOAL $15,000 1. Identify, inventory, City of El Dorado; local $5,000 and prioritize sites for real estate agents & 2010-q3 3 mos. redevelopment. brokers 2. Create an information City of El Dorado; El $10,000 packet of sites to Dorado Chamber 2010-q4 3 mos. provide to commercial brokers. 3. Include El Dorado Chamber $0 redevelopment 2011-q1 ongoing opportunity sites in marketing materials.

T . I . P STRATEGIES 100 h UNION COUNTY – ECONOMIC DEVELOPMENT STRATEGIC PLAN

HOUSING - INFILL Total Project Budget PLACE GOAL $101,500 1. Enforce and/or City of El Dorado $0 strengthen building 2010-q4 3 mos. codes. 2. Identify and inventory City of El Dorado $1,500 suitable sites for infill 2011-q1 3-6 mos. development. 3. Establish an City of El Dorado $100,000 incentives program for 2011-q1 3-6 mos. home improvements. 4. Support City of El Dorado $0 developments by non- 2007-q1 ongoing profits. 5. Support the Housing City of El Dorado $0 Authority. 2007-q1 ongoing TOTAL BUDGET FOR TALENT-RELATED PROJECTS $2,224,000 TOTAL BUDGET FOR INDUSTRY-RELATED PROJECTS $14,165,000 TOTAL BUDGET FOR PLACE-RELATED PROJECTS $15,810,500 TOTALBUDGET EXPENSES FOR ALL PROJECTS $32,199,500

T . I . P STRATEGIES 101