RCCI and the 21st Century Communities Grants:
Two Projects; Same Goals
RCCI Institute
August 3, 2004
Susan Scaggs – Dean, Caswell County Campus, Piedmont Community College
scaggss@piedmont.cc.nc.us
(336) 694-5707
Jeff Earp – County Manager, Caswell County
Lee Proctor – Director, Research and Inst. Effectiveness Piedmont Community College
In February of 2003, Piedmont Community College was awarded a grant as part of the Rural
Community College Initiative (RCCI). Caswell County one of the two counties in Piedmont
Community College’s service area was awarded a 21st Century Communities grant in July of
2003. The RCCI stresses economic development, access to education, and civic engagement as
concurrent goals because all are needed to have an impact on poverty in rural regions. The 21st
Century Communities stresses economic development, but also believes that access to education
and civic engagement are important parts of economic development for a community.
History of the 21st Century Communities
Many of North Carolina’s communities continue to face significant challenges as they strive to
be more competitive in the struggle to achieve and sustain community vitality and economic
prosperity in the 21st century. Economic restructuring in agriculture and the State’s traditional
industries is occurring more rapidly in many communities than newer technology jobs can be
created to replace those lost to global competition. Due to automation and other economic
factors, communities must plan for and be ready to exploit rapid change. This applies to
communities that are enjoying economic success as well as those that have recently experienced
abrupt and severe economic downturn.
To respond to these challenges the North Carolina Department of Commerce has embarked on a
community-based readiness program that offers a menu of customized services to local leaders
statewide. Although successful communities are unique, they share several common attributes
that make them more attractive for economic investment. The North Carolina Department of
Commerce has studied and cataloged these winning attributes and will assist local leaders who
are interested in planning for community readiness and quality growth to achieve success.
The North Carolina Department of Commerce is poised to assist in bringing significant resources
to communities that commit to take the challenge. However, it is clear that community
readiness, like economic development, is a team effort requiring the collective resources of a
multitude of local leaders and allied organizations. The Divisions of Community Assistance;
Tourism, Film and Sports Development; Business and Industry; Commerce Finance Center and
Employment and Training will provide specialized services. Additionally, selected federal, state,
regional and local agencies will be called upon as unique needs are identified and prioritized.
Understanding that “one size does not fit all,” the North Carolina Department of Commerce staff
initially coordinated with local leaders in order to conduct a quick assessment of community
needs and to set up the November 6th reconnaissance visit.
The 21st Century Communities program will offer, or broker and facilitate, a variety of services
including, but not limited to the following:
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economic development planning,
strategic planning,
community planning,
leadership development,
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product/real estate planning,
infrastructure improvement,
downtown revitalization,
work force development,
finance/fund raising,
tourism development/heritage tourism planning,
intergovernmental collaboration,
customized community marketing and incentives plans.
Community readiness, like economic and community development, is a process - not a
destination. Participating communities will be asked to commit to a year-long strategic planning
process and to follow through with bold commitments that will maximize their full potential for
sound, quality growth. These communities will discover a new sense of pride, improved
intergovernmental relations, stronger leadership and a broader base of support for community
development, recognition from stakeholders and customers, and better access to tools and
resources needed to achieve their vision for the future.
Structural changes that are occurring throughout North Carolina’s economy need not jeopardize
our future if we confront the challenges and seize the opportunities as well-prepared 21st Century
Communities.
Department of Commerce Scan Results
Caswell County and the North Carolina Department of Commerce began the 21st Century
Communities project in Caswell County on November 6th, 2003. A reconnaissance team
comprised of representatives from various divisions of the Department of Commerce interviewed
over 30 County residents. These interviewees included leaders from local government, business,
industry, education and other community stakeholders. The purpose of the interview process was
to gather information and suggestions for enhancing economic development in the County.
Scan Results
The following is a listing of the strengths and weaknesses as ascertained from the interviews
conducted on November 6, 2003.
1.
Strengths:
A. People of the County
 Possess strong work ethic
 Large percentage of residents who travel outside of the County to work represent
available workforce
B. Abundance of land and natural resources
 Land for development
 Good soil for farming
 The Lake and River for recreation as well as water
C. Good Location
 County is close to Triangle, Triad
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County is close to Danville, Reidsville, Burlington, and Roxboro.
D. Piedmont Community College
 Ability to provide educational and job training programs
 Well regarded by County leadership
 Enthusiastic partner for economic development
E. Rich History/Tourism Resources
 Abundance of historical structures and sites
 Historic Downtown Yanceyville and Milton have good tourism potential
 Events at the Civic Center, numerous festivals, raceway attract people from
outside of the County
F. Quality of Life
 Small town, rural atmosphere
 Good place to raise family
 Beautiful surroundings
 Clean environment recognized as one of the County’s greatest assets
2.
Weaknesses:
A. Lack of countywide, unified vision
 Not a spirit of cooperation between the County and municipal leaders on issues
of mutual concern
 Dispute over water has caused a bitter division between County and Yanceyville
 Exception: Shell building program viewed as a positive
B. Undereducated, inadequately trained workforce
 Perception that schools are low performing and not preparing students for
workforce
 Exception: Community college viewed as a positive
C. Low tax base
 High proportion of residential development is contributing to low tax base
D. Lack of opportunity
 Over 70% of residents travel out of the County each day to work
 Young people are moving out of the County
E. County lacks zoning ordinance
 Absence of ordinance contributes to uncontrolled low-end development
 Exception: Current land use planning process viewed as a positive
F. Lack of infrastructure
 Water and sewer only available in and around Yanceyville
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Impacts industrial/commercial recruitment
Service is needed in areas where well water is contaminated and/or septic systems
are failing
Roads are inadequate for economic development
Next Step
The Department of Commerce and RCCI are committed to working with Caswell County to
develop strategies and implementation tools that will increase the County’s economic
development competitiveness in the 21st Century. The Department has made its services
available to the County in a proactive, coordinated way to identify strategies. These strategies
will be built on the County’s strengths and best opportunities for success.
The RCCI project had already identified a cross-section of Caswell county leaders and citizens to
be involved in a strategic plan. These names along with few additions suggested by the counties
Economic Development Director, were submitted to Caswell County Commissioners. The
Commissioners also “tweaked” the list and added two commissioners to the group. The
committee begin to work with the Department of Commerce and County staff to formalize the
findings of the situational analysis and to develop a plan. The plan includes a set of action
strategies and implementation tools. One task of this group is to develop both short-term and
long-term projects. The short-term projects need to quickly get to the implementation stage to
take advantage of the cooperative efforts of the state agencies while the 21st Century
Communities Program is focusing on Caswell County.
The group has begun to organize and prioritize the major economic development strategies to be
accomplished over the next five years. This involves becoming focused on attainable goals and
strategies that will have the greatest economic impact for the community. An implementation
committee is being established for each of the action plans as it is developed. The committees
have begun work on some of the projects and continue to develop additional goals and action
plans.
Strengths and Weaknesses of Collaboration
Strengths
 Support of County Government for both projects
 Doesn’t duplicate effort
 Brings additional State agencies and resources to the table
 RCCI has “start up money” for training and consultants
 21st Century Communities has money to sustain projects
 21st Century Communities has access to additional grants
Weaknesses
 Analysis not as deep as had hoped for
 Not all players are at the table yet
 Not in total control of the process
 Major focus on Economic Development
PRELIMINARY SCHEDULE
January 2004
February 2004 –
September 2004
PLANNING PHASE
 Formal Presentation of Situational
Analysis to Caswell County
Commissioners.
 Selection and Appointment of County
Steering Committee
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October 2004
November 2004
Begin Monthly Meetings of County
Steering Committee.
Review Recommendations of
Situational Analysis.
Begin Review/Development of
Strategic Plan.
Implementation Committee Develop
Action Strategies for Specific
Recommendations.
IMPLEMENTATION PHASE
 Formal Presentation of Strategic Plan to
the County Commissioners
(Commissioners may decide to
prioritize or take action on specific
project recommendations)
 Begin project prioritization
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Victory Celebration – An event will be
hosted by the County to celebrate the
project’s 1st year successes and honor
the people who have volunteered their
time to make it a success and to commit
to continuing implementation of the
strategic plan.
RCCI/21st Century Communities
ACTION PLAN
#2- Tourism
Goal
Strengthen economic development and benefit County residents by
attracting tourism
Strategy
Develop recreational park on the Dan River
Action
Conduct Park Planning Process (including review of available land)
Who Takes Lead
Tom Edmonds
Who is Involved
Mike Cusimano, George Daniel, Tommy Duncan (and others to be
named)
Resources
GIS (maps), Tax Records, NC Cooperative Extension, Electric/Utility
Companies, Other Park Recreation Experts, Other County Models
Allies
County Commissioners, TBD
Obstacles
Availability of land, access, site limitations, funding, land owners,
timing
Timeframe
12 months (June 2005)
Report Back
July 20, 2004