Recommendations for a Strategic Plan for Economic Development for Tattnall County, Georgia

 

           

Attachment B

Georgia Tech EDI

Survey of Leaders in Tattnall County, Georgia

July 2, 2002

 

Survey Methodology

 

Interviews were held with 36 local leaders having diverse perspectives on economic development issues in Tattnall County.  The purpose was to collect input on community growth potential, expectations and goals.  Those interviewed were selected from a list of citizens provided by the Tattnall County Development Authority.  Individuals interviewed included elected county and municipal officials; board members of area development authorities; existing industry (large and small) leaders; administrators, teachers, and a student leader of public schools; and leaders representing agricultural interests, the prison system, faith-based organizations, local media, minority groups, technical college, and banking community.

 

Members of the Georgia Tech EDI project team conducted confidential, one-on-one interviews with community leadership during February 2002, using the SWOT format that focuses on the Tattnall County’s Strengths (Assets), Weaknesses (Liabilities), Opportunities, and Threats.  Information was compiled and categorized to define local economic development priorities and to gauge the current level of community support for implementing a strategic plan. To simplify the reporting of this information, the relative significance of each specific type of response is based on a total response weight of 100 percent.

 

Community Vision

 

When asked to share a long-range vision for Tattnall County (that is, something they would like to see the county accomplish or experience during the next five-to-10 years), community leaders provided a total of 60 responses.     

 

Nearly half (47 percent) of these responses focused on either general economic growth (26 percent), or, more specifically, job creation (21 percent).   Seventeen percent of the responses related to increasing community unity.  Leaders cited a need for more cooperation among the communities within the county.  Two leaders recommended greater involvement of a core network of young people working on community issues as one way of instilling a sense of community pride and unity.   Improving the local school system accounted for 12 percent of the responses.  Some leaders stressed the need to show high school students how they can become part of Tattnall County after college; others stressed the need for greater involvement of parents in the schools.   See Figure 1.

 

 

 

 

Community’s Principle Strengths and Weaknesses

 

The leaders surveyed for their opinions on the community’s principle strengths (assets) and weaknesses (liabilities) provided multiple responses in each category. 

 

When asked to identify their community’s strengths or assets for economic development, community leaders provided a total of 114 responses.  Transportation infrastructure (27 percent) was the highest scoring factor, with responses relating to Tattnall County’s proximity to Interstate, rail access, proximity to the Savannah and Brunswick ports, and other transportation factors.  Other assets with relatively high ratings were quality of life (14 percent), natural resources/agricultural base (14 percent), the availability of labor (11 percent), educational resources (11 percent), progressive leadership (7 percent), encouragement from local residents (4 percent), and Fort Stewart (3 percent).   See Figure 2a.

Community leaders identified a total of 85 weaknesses or liabilities for economic development.  Weak support for economic development (17 percent) was the highest-scoring factor as the community’s foremost liability for attracting new business and industry.  Other factors scoring relatively high included competition among five towns (15 percent), lack of infrastructure/services (11 percent), lack of services for residents (11 percent); quality of workforce (11 percent), and lack of industry/jobs (11 percent).  Other weaknesses included youth development concerns (6 percent), lack of zoning plans (4 percent), lack of leadership (4 percent), and high taxes (4 percent).  Included in the 6 percent ranking of “Other” liabilities was prejudice toward the Hispanic community and lack of community pride among young people.  See Figure 2b.

 

 

 

 

 

Current Opportunities for Economic Development

 

Opinions were solicited from community leaders regarding current opportunities for economic development in Tattnall County.  The objective of this exercise was to determine the types of development that leaders considered feasible, appropriate, and desirable for the county.   Community leaders identified 52 opportunities. 

The results indicate high community expectations for new business development/expansion (36 percent), agriculture/agri-tourism (27 percent), developing retirement communities (10 percent), educational opportunities (8 percent), and availability of land (13 percent).  Other responses pointed out that the airport, hospital and restoring historic downtown buildings presented opportunities.  Figure 3 presents the data on specific opportunities as a percentage of total responses from community leaders. 

 

 

Threats to Economic Growth in Tattnall County

 

An economic development strategy includes plans to avoid or minimize the impacts of threats and barriers to economic growth.  Community leaders were asked for their opinions about factors or conditions that presently or potentially threaten to slow or prevent economic development in Tattnall County.

 

External forces (24 percent), lack of community unity (22 percent), local competitiveness issues (16 percent) and sustainability of agriculture (10 percent) present the greatest threats to Tattnall County.  Ineffective leadership (7 percent), lack of community focus (7 percent), and industry closings (6 percent) rank as the next tier of threats to the community.  Public school system (4 percent) and lack of lack of employment opportunities (4 percent) were noted as well.  The responses are categorized and presented in Figure 4.

 

 

 

 

Preferred Types of New Business and Industry

 

Community leaders provided 68 responses when asked about the types of new business and industry they prefer for Tattnall County.  The results are presented in Figure 5.   Manufacturing firms (30 percent of total responses) and services/retail establishments (21 percent) are highly preferred.  Other preferences include high-tech industries (13 percent), “clean” industries (9 percent), small businesses (7 percent), warehouse/distribution centers (4 percent), and agri-business (4 percent). 

 

How Well Are Needs of Existing Industry Met?

 

Leaders were asked how well were the needs of the existing industry being met. Sixty-six percent of the responses indicated that the needs were being met while 18 percent indicated that needs were not being met.  Several leaders cited examples of how well the community supports the Rotary Corporation as evidence of meeting existing industry needs.  See Figure 6.

 

Examples provided by leaders of ways in which the existing industry needs are not being met include:

·        No support to help companies stay in Tattnall County

·        Closing of the garment industry

·        No T-1 line available

·        Community use of hospitals in Savannah and Claxton

·        Turnover problems in the labor force

·        County government slow to give tax breaks to existing industry

 

Advantages and Challenges for the Tourism Industry

 

Leaders of Tattnall County were questioned about their thoughts on the potential for the tourism industry in their community. 

 

When asked about their community’s advantages for tourism, leaders provided a total of 79 responses.  See Figure 7a.  Top advantages included recreational amenities (33 percent), natural historic resources (29 percent), and the Wiregrass and Woodpecker trails (13 percent).  Next in line were special events (9 percent), accessibility to the area (5 percent), and agri-tourism attractions (5 percent).  Other advantages mentioned included opportunities for antique stores in vacant buildings, talents of migrant workers, small-town atmosphere, and a tie-in to coastal tourism activity.

 

Leaders provided a total of 46 responses when asked about the challenges Tattnall County has relating to its tourism industry.  Lack of services/amenities (25 percent), lack of community focus and support (22 percent), lack of tourist attractions/destination points ( 20 percent), and underutilization of Highway 301 Wiregrass Trail (13 percent) were the leading challenges identified.   Planning and zoning issues (7 percent) were also a concern.  A few responses also indicated that there was no future for tourism in Tattnall County.  Some of the deterrents identified were size of the community, lack of historical beauty in the towns, and Reidsville being “infamous” for the state prison.   See Figure 7b.

 


 

Economic Development Process in Tattnall County

 

Community leaders were asked for their opinions regarding the effectiveness of handling economic development activity in Tattnall County and the responsibility of the involved organizations.  Recommendations were solicited for improving the overall economic development effort.

 

Approximately 75 percent of the responses provided by leaders identified the Tattnall County Development Authority (TCDA) as the body responsible for handling economic development functions in the county.  Fifteen percent indicated that the county commissioners or other political leadership had the responsibility.  See Figure 8a.

 

When asked for recommendations for improving the economic development process, Tattnall County leaders provided a total of 26 responses.  See Figure 8b.  The two most prevalent recommendations called for better cooperation between economic development organization (45 percent) and more community support (31 percent).  Better communication (8 percent) and hiring a full-time chamber of commerce person (8 percent) were also recommended.

 

 

 

                                             

 

Assessment of Local Public Education System

 

The interviewed leaders assessed the effectiveness of the local public education system in meeting the needs of the community and made recommendations for improvement.  Thirty percent of responses indicated that the education system meets the needs very well, while 62 percent indicated that the system meets the needs well. Only 8 percent indicated that the system does not meet the needs well.  See Figure 9a.

 

Leaders offered a total of 24 responses when asked for recommendations to improve the school system.  See Figure 9b.  Student relations (37 percent), curriculum expansion (21 percent), and parental involvement (21 percent) were cited as the top recommendations for improving the school system.   Also noteworthy was the need to address special issues with migrants (13 percent). 

 

 

Role of Local Financial Institutions in Economic Development and Entrepreneurial Development

 

Community leaders provided their opinions regarding how well the local banks support economic development and entrepreneurial development.  

 

When asked if local banks supported economic development, leaders offered a total of 34 responses.  Seventy-six percent of the responses indicated that banks supported economic development, while 24 percent of the responses given were “don’t know” or “not sure.”  See Figure 10a.  Some examples of support provided included:

 

 

Leaders provided a total of 35 responses when asked if local financial institutions support entrepreneurial development, or the creation of start-up firms.  Twenty percent of the responses indicated that banks support entrepreneurial development very well, while 63 percent indicated that the banks are somewhat supportive.   Seventeen percent of responses indicated unfamiliarity with the level of bank support.  See Figure 10b.

 

 

 

 

 

Diversity in Tattnall County

 

Leaders were polled on how to better deal with community diversity in Tattnall County.  A total of 39 responses were provided.  Of these, 31 percent pointed to greater community involvement and cooperation to make a significant difference in addressing the diversity issues.   Addressing citizen needs (15 percent), better communication (15 percent), and greater education of migrants (13 percent) were noted as well.  Twenty-six percent did not feel Tattnall County had any issues with diversity.  See Figure 11.

 

 

 

Issues Facing Tattnall County

 

Each person interviewed was asked to list the three most serious or significant issues facing Tattnall County in accomplishing its economic development goals.   Leaders provided a total of 79 responses, summarized in Figure 12.

 

The top three issues identified by the leaders were leadership/community unity issues (20 percent), lack of good jobs/industry (19 percent), and educational issues (16 percent).  Other issues included lack of infrastructure (10 percent), lack of health care (9 percent), lack of funding (6 percent), and protection of natural resources (5 percent).  Additional challenges identified included racial tension, changes in the farming and wood industries, language barriers with the growing Hispanic community, taxes, and the lack of available low-cost housing.

 

Leaders were then asked how could the community deal with these issues.  Here are the responses.

 

§         Dealing with school issues

Change colors and mascots at middle schools

Make parents more aware of diversity issues in the schools

Support school system to the fullest

 

Create a network of young, educated citizens to work on community issues

Foster involvement in city and city government

 

Clean up eye-sores

Make community activities more appealing

 

Strengthen faith- and medical-based programs

Partner with surrounding communities to bring in quality health care

 

§         Other

 

Encourage more lending institutions to make more home loans available with low interest rates

Offer tax breaks, red carpet treatment [to new industry]

 

“Next Steps” for the Community

 

The leaders of Tattnall County were asked to provide “next steps” for the community as they relate to economic development.  A total of 43 responses were given.  These “next steps” are shown in Figure 13a  Leading recommendations included establishing a vision/plan (25 percent), working together as a community (21 percent), increasing support for recruiting industry (14 percent), seeking outside assistance (12 percent), developing land for industrial use (12 percent), and strengthening workforce development (7 percent).  Some other steps related to land use planning, involving youth, and advertising strengths of the community.

 

 
              

 

What Should the TCDA Do Next?

 

In a previous question, leaders were asked to identify who was responsible for economic development for Tattnall County.  Seventy-five percent of the responses identified the Tattnall County Development Authority (TCDA) as being responsible for economic development in Tattnall County.  When asked what should the TCDA do next, a total of 35 responses were provided.  Of these, 47 percent suggested that the TCDA should develop/support a strategic plan of the whole community.  Twenty-eight percent of responses indicated providing funds and incentives should be the next step for TCDA.  Other suggestions included working on improving communications with the community (8 percent) and working more with chambers and other developments authorities (6 percent).  See Figure 13b.              


Recommendations for Uniting Tattnall County

 

Leaders were asked to make recommendations for uniting Tattnall County.  A total of 43 responses were given.  See Figure 14.  More than one-third (34 percent) of the responses pointed to broad-based community involvement, outweighing the other responses. Leaders suggested various ways to accomplish unity through community involvement, including using faith-based and civic organizations to facilitate this process, educating the community on the advantages of economic development, and finding opportunities to work together.  Other recommendations related to using the county high school (26 percent), strengthening cooperation among leadership (19 percent), and reducing negative attitudes (9 percent). Interesting to note is that 7 percent did not see unity as an issue.

 

 
Other Comments

 

The final question in this survey offered the leaders an opportunity to provide additional comments that they felt would be useful in the community’s growth potential, expectations, or goals.  Some final thoughts or suggestions included:

 

§         Retail stores need to be more friendly; employees need training on customer satisfaction.

§         Build courthouse annex.

§         Address water issues.

§         Create program to market to retirees at Fort Stewart.

§         National cemetery planned for Glennville may attract retired military and visitors.

§         Budget to expand 9-hole golf course to 18-hole.

§         Increase funding for East Collins Community Center.