INTRODUCTION
A Vision for Clarke County's Future resulted from a strong desire by the people of Clarke County to take charge of their own destiny.  Major plant closures had severely impacted the local economy with unemployment rising to 19.9%. A story in the Jackson Clarion Ledger by Clarke County native Scott Waller described the economic situation like this:

The county had a bustling economy, fueled mainly by the textile industry. All of the jobs that existed in that industry in the early 199Os are now gone. Two of the county's major employers, Burlington Industries in Stonewall and Nazareth/Century Mills in Quitman, have turned out the lights  "cause the party's over...." The knitting mill, which employed over 900 people in 1990, ceased to exist on May 31.  Same goes for Burlington. The North Carolina-based company took over the Stonewall cotton mill in 1962. It filed for bankruptcy last November. The doors were closed in April --- 816 jobs were lost. It has been especially painful to watch the transition in Clarke County. Empty factories are scattered from one end of the county to the other. And it hasn't just been jobs in the textile industry. A building near Shubuta, which was a division of Sunbeam-Oster Co., sits empty. The scales plant closed in 1997, resulting in the loss of 250 jobs. Storefronts of once profitable businesses are vacant.
 

Clarke County is a rural county in East Mississippi with a population of 17,995. The county has five small municipalities.  Quitman, the county seat, has a population of 2,463. Stonewall has 1,149 residents, Shubuta 651, Enterprise 474, and Pachuta 245. Over 70% of the county's population lives outside the municipalities. Small villages and homesteads dot the rolling countryside. Clarke County and nature are synonymous with the productivity and recreation of this beautiful area in the heartland of the plains of East Central Mississippi. Centered in the once great Choctaw Indian nation, this area was ceded to the United States in 1820 by the Treaty of Dancing Rabbit Creek Clarke County was named in honor of the first chancellor of the State of Mississippi, Joshua G. Clarke. Since its official beginning, December 23, 1833, Clarke County has been

prominent in agriculture and natural resources. The county is rich in history, having survived the ravages of Sherman and his troops during the latter stages of the Civil War. The construction of railroads had an impact on the county by providing rail transportation from Mobile, Alabama in the south to the Ohio River in the north. Today, two railroads, an Interstate Highway, and a new four-lane highway traverse the county.
 

THE STRATEGIC PLANNING PROCESS

The Clarke County strategic planning process grew from ideas of its citizens and was supported and nurtured by the Clarke County Board of Supervisors and the Clarke County Chamber of Commerce. The effort created an opportunity for citizens in Clarke County to enhance the capacity of the community, create a vision for the future, and map the path to realize that vision.

The planning process asked people to work together to learn about their communities and county, to define issues facing them, and to determine solutions. Meetings were held in Quitman, Stonewall, Enterprise, Shubuta, Pachuta, Energy and Carmichael. Bill Crawford of The Montgomery Institute facilitated and coordinated the process. This process considers community development based upon six building blocks.

These building blocks are:
 

Jobs and Business  Development People and  Education Physical Infrastructure   Social Infrastructure   Civic Infrastructure   Culture, Environment,  and Recreation.

Build the economic base and create  larger numbers of higher quality jobs.   Improve schools and training opportunities to create a high-skill, high-value workforce. The physical components necessary for the  community to function - utilities, transportation Systems, and communications. Ensure strong human and social services to  support working people, families and those in need. Build a forward looking, accountable and inclusive culture of civic decision-making and problem solving. Preserve and enhance the natural, cultural, historic, recreational and built environment.

COMMUNITY ASSESSMENT
At its first meeting on Valentine's Day, the participants in the planning process identified their wish list for Clarke County and Obstacles they thought may hinder progress.

WISHES

Improved quality of life for citizens    Better educated public    More economic development for Clarke County    Two to three industries that are more diverse    No textiles in Burlington site    Prosperity and growth    More job opportunities    More improved economic development    Better cooperation in getting jobs    Assistance for those who lost job so that they don't leave the county    Training for unemploymentGreater opportunity for Clarke

   Would like to see a nice restaurant located in Clarke County where people could entertain clients and socialize
    Locate long-term business
    Recruit new businesses
    Would like to see decreased unemployment
    Wish for knowledge of what to do
    Unity among citizens working for the betterment of Clarke County
    For all people to find employment.  Then find some type of industry for Clarke County, maybe several small industries if             necessary.
    For Clarke County to be a place families want to move to
    Unity of purpose for all Clarke County residents as we seek to overcome our economic problems and plan for a better             quality of life for all.
    Get unemployment rate back down to 2%
    Good paying jobs
    Immediately attract 2-3 medium sized prospects (100-250 employee capacity) in diverse industries or service sector. (We         have for too long put all eggs in one basket).
    More retail business
    Attract a buyer for Burlington plant - Not textiles.
    Sense of direction, with pride and purpose
    Wish for Clarke County to become a place where our children can continue to live and be successfiil.

OBSTACLES
    Education level of general public is not where it should be
    Economy and a lack of knowledge of how to deal with the situation
    People don't know about Clarke County
    Marketing of County
    Competition from other communities/competing for the same jobs.
    Work together for betterment of the county (Unity).
    Basic attitude of openness to outsiders - Negativity
    Lack of direction
    Better workforce
    Unskilled labor force
    Recruitment
    Lack of growth in county. ~eed for industry)
    Feeling of hopelessness
    Perception of being rural area
    Youth leaving county
    Lack of courage
    Unity of governments
    "NaySayers"
    Close proximity to Meridian
    Many other communities simultaneously struggling for survival therefore difflising available resources
    Lack of support from fellow Clarke Countians
    Obstacle of getting the message out of what Clarke has to offer.
    Old attitudes and agendas: Lack of courage
    People moving out of county
    Perceived to be a rural area unable to meet the needs of most large companies
    Lack of interest on the part of all citizens of Clarke County. Need more unity.
    Lack of effort

A common phenomenon in community development is to gather together local folk to discuss a problem and ask them to come up with solutions. Highly successful community developer Harry Martin of Tupelo calls this "pooling our ignorance." He likes to paraphrase Albert Einstein, saying that the thinking got you into trouble is unlikely to get you out of trouble.

Rather than meeting to "pool your ignorance," Clarke County citizens heard from experts in many areas: Dr. Judy Phillips of the
Stennis Institute of Government at MSU; Mitch Stennett, president of the Economic Development Authority of Jones County; Rusty McMillan, director of the Mid-Mississippi Development District; Harry Martin, president emeritus of the Community Development Foundation of Tupelo; Dr. Charles Harrison, executive director of the University of Mississippi Advanced Learning Center in Tupelo; and Dr. Margaret Morrison, Region VI Health Officer.

Here are some of key points identified in these sessions:

JOBS AND BUSINESS DEVELOPMENT

1.     You have to have a focus, a plan, and work at it all the time. 2.    You must know what your economic capacity is - someone must        understand the data and understand the dynamics of youreconomy. 3.    Do your homework do it yourself. Send out SWAT teams to          inventory business and industry in similar size communities toyours. 4.    Build your plan based on your homework, make sure everyone buys        into it, and stick with it - you've got to have staying power. 5.    It is hard to market very large buildings, such as the Burlington        properties. 6.    The ideal marketable facility has about 50,000 to 100,000 square feet        of space. 7.    Retention and expansion of existing industries should be a top priority.

  8.    Low taxes and low cost of living, along with local medical facilities, make Clarke County an ideal location for low to
         moderate income retirees - few communities target these groups.

PHYSICAL INFRASTRUCTURE
    9.    Where should you best allocate resources to develop new industrial properties? Mitch Stennett recommended between
             Hwy 11 and 1-59.
    10.    Industrial prospects prefer sites located near the Interstate versus Highway 45
    11.    It is expensive to develop industrial properties and they must be provided to prospects at little cost Mitch Stennett said
             the development costs should be viewed as investments in jobs by the county or city developing the sites).

EDUCATION AND WORKFORCE DEVELOPMENT
    12.    The competition is not next door, it's the whole world... your students and workers have to compete with Koreans,
            Taiwanese, Danes and South Africans.
    13.    People will move to where there are good schools.
    14.    Clarke County citizens must decide how much they care about their workforce and their schools - what will you settle
            for?
    15.    A trained and trainable workforce is essential for industrial development.
    16.    When I (Charles Harrison) look at the numbers for Clarke County, you have got the opportunity to do really well.
    17.    Experience shows that the average Mississippian can compete academically or skill-wise if you really want them too -
            but you have to expect and provide opportunities for excellence.
    18.    You don't need to know everything... you need to bring in the best minds and use their knowledge to help you.
    19.    To achieve excellence:
                a.    Eliminate "bottom quartile" performance on standardized tests (they got down to just 1% scoring in the bottom
                       quartile.
                b.    Help teachers be better teachers by keeping them in the classroom teaching (not out doing other things) and
                       make them teach what matters most.
                c.    Hire good teachers and keep them.
                d.    Set high expectations.
                e.    Stand behind good people - help them get the resources they need.

CIVIC INFRASTRUCTURE
    20.    Improve communications and collaboration throughout the county.
    21.    Develop the ability to make prudent, pragmatic decisions.
    22.    Strengthen both hope and realism for leaders and people of Clarke County. (It is important to provide hope for
            recovery and a better future, but this hope must be grounded in reality. Otherwise, the hope created will turn to cynicism
            and anger when it is not realized. By having so many participate in the planning process and by having it "open" you have
            started down the narrow road that allows you to accomplish both hope and realism.)

SOCIAL INFRASTRUCTURE
    23.    There is a need for low-income housing in the county. (Development of such housing could be an economic
            opportunity; federal grants can be attracted to support such development and, if; local contractors did the work all the
            funds would benefit Clarke County - Dr. Judy Phillips).
    24.    Some group in the county really needs to focus on children and think about services for children.
    25     Stopping teen pregnancy is one of the most valuable things we can do in a community.
    26.    Serious wellness efforts can be a benefit in Clarke County.

CULTURE, ENVIRONMENT AND RECREATION
    27.    Clarke County's dominant cultural characteristic is faith as evidenced by its churches.
    28.    Clarke County has many outdoor and recreational assets.

At each of the planning sessions, participants delved further into the strengths and weaknesses of the county and its communities. From the strengths and weaknesses identified, participants then wrote current situation statements for each of the building blocks. A current situation statement describes things as they are now. Here are samples of the current situation statements they wrote: Jobs and Business Development Strengths include our existing businesses that have potential to grow. We have a trainable workforce. We have vo-tech training in our schools. We have low taxes and a hospital providing good health care. However, we

are resistant to change. We have trouble finding investors to come to ourcounty. We need for some to have more higher education. And, we need affordable and available property to develop.

People and Education
In Clarke County, our basic education is good. We have a highly skilled workforce with transferable work skills, a high percentage of high school graduates and a strong relationship between the Board of Supervisors and the Boards of Education. Our areas to improve include more participation of young people in programs and a need to make education and community
involvement a priority among/within families. Parents and community leaders need more involvement in the education/training process. We feel that Jones County Junior College is an asset but its location is a difficulty for some.

Physical Infrastructure
In Clarke County we have available land, buildings, adequate power, water, gas and sewage. We are Close in proximity to an interstate, 4-lane highway, major rail and airports. However, the industrial sites are not developed and some buildings would be hard to market.  Flood zones and wetlands could be a problem for future industrial sites as could inadequate telecommunications and limited available housing.

Social Infrastructure
We feel that the county suffers in areas of social infrastructure due to too many latch-key situations, not enough people taking advantage of programs that could improve lifestyles; throwing money at problems instead of people changing behavior, and too many people with low self-esteem and expectations. We have too many people that accept the status quo and expect others to solve problems. Poverty begets poverty. However, the county has a good hospital, Department of Human Services, and Health Department. We also have excellent Head Start program along with a Boys & Girls Club. Area churches offer summer programs, Quitman schools offer family liaison, and children have the opportunity for free and reduced lunches. Excellent library programs are available.

Civic Infrastructure
We have a lack of leadership and need a main contact peon for the county. Our efforts lack continuity. There is turf grabbing among the different communities and organizations and a resistance to change. There is a lack of concern -complacency. We have a core group of people willing to make changes and that have a vision. We have five municipalities that have expressed a desire to work together. We have local media that are willing to help. We have a Chamber that wants to make a difference.

Culture, Environment and Recreation
Clarke County has a rich history and strong cultural traditions. We have a pristine environment (except for some liter) and good recreational facilities and opportunities. These include: Faith and Churches; Woman's Club - Civic Clubs; School-
Sports/Music; Volunteer Fire Departments & Events; Regional Library;  Baseball/Soccer/Softball; Arts in the Park; Festivals
Charitable Activities; Extended Family; Sports (organized); Outdoor Activities;
Clarkco-camping/canoeing;
Rivers/Lakes/hunting/fishing; Ethnic diversity in community; Community identity;
Slow pace of life; Hospitable; Rura1/Complacent; Local Artists;
Public Recreation Complexes; 18-Hole Golf Course; Fish camps;
Dunns Falls/Chickasawhay River; Confederate Cemetery/history; Langsdale; Antebellum Homes/Churches; Depot; Indian burial/Fossils; Erwin Mills Building; Race track/Bluegrass Festival; Horse Shows; Car and Cycle Clubs/Shows; Livestock--- 4-H; Petting Zoo; River Walk; Fox pins; Cook-outs; Gardening.
 

On May 9, planning participants gathered at Clarkco State Park to review what they had learned and set goals. The challenge was to set realistic, attainable goals with measurable outcomes. Measurable outcomes are necessary to know if you are making progress or not. Participants divided into groups and wrote two or more goal statements for each building block. Twenty-six (26) goal statements were developed and posted on the walls. Each participant was given three votes to pick the most important goal statements. After two rounds of voting, 10 goal statements were selected. The total was kept to a reasonable number to minimize resource and effort dispersion. The participants then selected task force leaders for the goals within each building block. Next, they self-assigned themselves

to one or more task forces. Task force chairs were encouraged to draw in additional citizens to accomplish their goals.
 

CLARKE COUNTY GOAL STATEMENTS

Jobs and Business Development  Tom Lord,  Chair

Goal:    We will develop an aggressive business retention and expansion program for implementation during 2003.
Goal:    We will increase jobs, restoring the number of jobs lost from the closing of Burlington and Nazareth Mills by June
            30, 2004.
 

Education and Workforce--Fred Truesdale, Chair Goal:    The reading scores of our third grade students will             improve to 15% above the Mississippi average by the             end of the 2004 school year. Goal:    We will increase annually the number of citizens who             successfully complete GED requirements and at least             a one-year technical/vocational pro Goal:    We will increase annually the number of citizens who             successfully complete GED requirements and at least             a one-year technical/vocational program.

 Goal:    We will develop a comprehensive plan to address children's issues for implementation during 2003.
 

Physical Infrastructure -- Paul Mosley, Chair

Goal:    We will develop a five-year, comprehensive master plan for industrial sites and supporting infrastructure for
            implementation during 2003.
 

Social Infrastructure -- Helen Ann Beeman, Chair

GOAL:  We will develop a comprehensive plan to address children's issues for implementation during 2003
 

Civic Infrastructure -- Kay Rolison, Chair

Goal:    We will create unity and a can-do attitude among our citizens throughout the county. Success will be measured by the                 level of participation in planning group activities over the next two years.
Goal:    Great communities have a great story. By 2003, we will develop our "story" with a vision to unify the county. Success
            will be measured through a professional survey.
Goal:    We will establish an effective Council of Governments, including local and county officials as well as school and civic
            leaders. Success will be measured by the level of members' participation.
 

Culture. Environment and Recreation -- Leigh Moore, Chair

Goal:  We will establish a "LITTER FREE IN '03" campaign.
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Physical Infrastructure
To have the physical infrastructure in place at the new industrial park by 2004.

To maintain our existing industrial properties by survey of the people using the properties.

To support the development of Clarke County new industrial park by 2007 and to maintain and improve existing industrial parks.

Develop a Master Plan for the new industrial park by 2003.

Upgrade sewers and waste disposal facilities in Clarke County to meet government and consumer requirements by 2004.

Establish an industrial park new 1-59 to take advantage of the technology corridor within two years.
 

Jobs and Business Development
Establish and train industry recruiting teams to support industrial recruitment efforts.

Diversify the economy so that we aren't so dependent on specific industries.

To support H. C. Watkins Memorial Hospital in recruiting two additional physicians by 2004.
 

Education and Workforce
Clarke County will have an educated, well-trained workforce utilizing Jones County Junior College and other vocational programs.

To have top-rated schools as measured by the Mississippi Educational Performance Standards by
2008.

Increase the educational level of Clarke County citizens as measured by the high school graduate % in the U.S. Census.

Decrease the drop out rate by 2% per year and increase the percentage of high school graduates (including GEDs) each year.
 
 

Social Infrastructure
Clarke County will increase parenting skills by 2005.

To increase awareness of our social programs, success will measured by increased use of the programs.

To establish one or more assisted living facilities in Clarke County by 2007.

To establish adult day care centers in each community by 2007.
 

Cultural and Recreation
To develop a plan to increase fine arts activities in the county by 2003.

Cultural recreational and environmental strengths will be part of the Clarke County story.

Clarke County will have a diversified recreational program that will incorporate year round activity for all age groups within two years.

Each town or community will access their cultural activities and recreational facilities and programs for different age groups and develop plans for upgrading and improving and maintaining them by
2003.

Attract grants for building and improving cultural and recreational facilities beginning in 2003.
 
 

Civic Infrastructure
Increase historical tourism in Clarke County within six months, as measured by the number of inquires in the Chamber.

To have the leadership and organization to follow through on the goals and strategies developed by this group by year end.

Will provide more information so that Clarke County citizens will be better informed as measured by increased publications by media.

Clarke County will have better involvement of youth and young adults in civic affairs as measured by an annual assessment by the Chamber of Commerce.
 
 

Goal #5
We will create unity and a can-do attitude among our citizens throughout the county. Success will be measured by the level of participation in planning group activities over the next two years.

Goal #7
Great communities have a great story. By 2003, we will develop our "story" with a vision to unify the county. Success will be measured through a professional survey.

Goal #8
We will establish an effective Council of Governments, including local and county officials as well as school and civic leaders. Success will be measured by the level of members' participation.
 

Social Infrastructure
Helen Ann Beeman, Chair
Roslyn Dew
Janet Andrews

Goal #10
We will develop a comprehensive plan to address children's issues for implementation during
2003.
 

Culture and Recreation
Leigh Moore, Chair
Tommy Blackburn
Lynn Irby

Goal #6
We will establish a "LITTER FREE IN '03" campaign.
 

Jobs and Business Development
Tom Lord, Chair
John McPhearson
Brenda Lord
Steve Helms
Leo Smith

Goal #2
We will develop an aggressive business retention and expansion program for implementation
during 2003.

Goal #3
We will increase jobs, restoring the number of jobs lost from the closing of Burlington and
Nazareth Mills by June 30, 2004.
 

Physical Infrastructure
Paul Mosley, Chair
Tony Fleming
Tommy Blackburn

Goal #4
We will develop a five-year, comprehensive master plan for industrial sites and supporting
infrastructure for implementation during 2003.
 

Education and Workforce
Mike Graves, Chair
Tom Cotton
Stevic Conner
Fred Truesdale, Jr.

Goal #1
The reading scores of our third grade students will improve to 15% above the Mississippi average by the end of the 2004 school year.

Goal #9
We will increase annually the number of citizens who successfully complete GED requirements and at least a one-year technical/vocational program.