2013 GEORGIA STATE
STRATEGY STATEMENT
Georgia Appalachian Regional Commission Office
December 2012
Governor Nathan Deal
ARC Alternate Mike Beatty
ARC Office Director James Thompson
Table of Contents
I.
Introduction...………………………………………………..
3
II.
Economic Summary…………………………………………
3
III.
Local Service Delivery Regions
Summary of LDD Regions…………………………………..
6
Overview of ARC Georgia………………………………….
18
Appalachian Development Highway System……………..
ARC Regional Initiatives………………………………………
ARC Goals and Objectives…………………………………
20
21
24
V.
State ARC Program Policies………………………………..
34
VI.
Appendices……………………………………………………
38
IV.
2013 Georgia Strategy Statement
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FY 2013 STATE OF GEORGIA STRATEGY STATEMENT
Introduction
This Strategy Statement is a companion document to the Georgia State
Development Plan. The Strategy Statement presents current strategies for the
use of Appalachian Regional Commission (ARC) and other resources in
furtherance of the Commission’s strategic goals. The State Development Plan
provides a complete assessment of the Appalachian region of Georgia. A new
State Development Plan was approved by ARC in FY 2012.
Local Development Districts (LDDs) play a key role in developing the Strategy
Statement though providing annual economic status updates for their districts.
Job creation continues to be a high priority with the Governor, Georgia’s ARC
program and with the LDDs.
North Georgia’s thirty-seven ARC counties continue to experience growth in
population. Seventeen of the counties fall within the boundary of a metropolitan
statistical area. This population growth is stimulated by proximity to the
economic growth engine of the southeast – the Atlanta metropolitan area, an
influx of prosperous retirees, a network of interstate highways and by Corridor “A”
and “A-1” of the Appalachian Development Highway System.
The Georgia ARC Office is located in the Georgia Department of Community
Affairs (DCA). We will continue a close working relationship with the Georgia
ARC Alternate, the DCA Commissioner. Our goal is to maximize the use of ARC
financial resources by using them to fill gaps in otherwise unfunded or under
funded programs, and where there is a need to demonstrate the potential for new
and innovative approaches to long-standing problems.
ARC Economic Status Classification System
ARC uses an index based county classification system to identify and monitor the
economic status of Appalachian counties. Each year a national index is compiled
by comparing each county’s averages for three economic indicators – the three
year average unemployment rate, per capita market income and poverty rate
with national averages. The resulting values are summed and averaged to create
a composite index value for each county. Each county in the nation is then
ranked, based on its composite index value, with high values indicating higher
levels of economic distress. Each Appalachian county is classified into one of five
economic status designations, based on its position in the national ranking.
Distressed counties are the most economically depressed counties. They rank
in the worst 10 percent of the nation’s counties. At-Risk counties are those at
risk of becoming economically distressed. They rank between the worst 10
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percent and 25 percent of the nation’s counties. Transitional counties are those
transitioning between strong and weak economies. They constitute the largest
economic status designation. Transitional counties rank between the worst 25
percent and the best 25 percent of the nation’s counties. Competitive counties
are those that are able to compete in the national economy but are not in the
highest 10 percent of the nation’s counties. Counties ranking between the best
10 percent and 25 percent of the nation’s counties are classified competitive.
Attainment counties are the economically strongest counties. Counties ranking
in the best 10 percent of the nation’s counties are classified attainment.
Appalachian Georgia County Economic Status
There are thirty-seven (37) counties in the Appalachian region of the state. They
include; Banks, Barrow, Bartow, Catoosa, Carroll, Chattooga, Cherokee, Dade,
Dawson, Douglas, Elbert, Fannin, Forsyth, Floyd, Franklin, Gilmer, Gordon,
Gwinnett, Habersham, Hall, Haralson, Hart, Heard, Jackson, Lumpkin, Madison,
Murray, Paulding, Pickens, Polk, Rabun, Stephens, Towns, Union, Walker, White
and Whitfield.
The region includes one (1) Attainment County (Forsyth), one (1) Competitive
County (Cherokee), twenty five (25) Transitional Counties (Banks, Barrow,
Bartow, Carroll, Catoosa, Dade, Dawson, Douglas, Fannin, Floyd, Gilmer,
Gwinnett, Habersham, Hall, Jackson, Lumpkin, Madison, Paulding, Pickens,
Rabun, Stephens, Towns, Union, Walker and White, and nine (9) At-Risk
Counties (Elbert, Franklin, Gordon, Haralson, Hart, Heard, Murray, Polk and
Whitfield) and one Distressed County (Chattooga).
As Georgia’s only Distressed County, Chattooga is eligible to receive ARC
Distressed County funding with 80% federal - 20% local match from ARC. Much
attention in 2013 will be focused on moving the county out of economic distress
with the aid of federal and other resources. Under its jobs goal, ARC has
provided funding in Chattooga for a new industrial park to attract new businesses
and a new major tourism initiative for the county.
Other shifts in county economic designations for 2013 include; Franklin, Gordon,
Haralson, Polk, Murray and Whitfield have all moved from Transitional to At Risk.
Douglas has moved from Competitive to Transitional, Gilmer has moved from At
Risk to Transitional, Gwinnett has moved from Competitive to Transitional,
Paulding has moved from Competitive to Transitional.
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Appalachian Regional Commission
Georgia County Designations
2013
DADE
TOWNS
CATOOSA
FANNIN
RABUN
UNION
MURRAY
WHITFIELD
WALKER
GILMER
WHITE
HABERSHAM
LUMPKIN
STEPHENS
GORDON
CHATTOOGA
PICKENS
DAWSON
BANKS
FRANKLIN
HART
HALL
FLOYD
BARTOW
CHEROKEE
FORSYTH
JACKSON
POLK
MADISON
ELBERT
BARROW
GWINNETT
PAULDING
HARALSON
DOUGLAS
CARROLL
HEARD
Attainment counties - ineligible for funding
Competitive counties eligibility limited to 30% funding assistance
Transitional counties eligibility limited to 50% funding assistance
At-Risk counties - eligibility limited to 70% funding assistance
Distressed counties
Source: Appalachian Regional Commission
Map prepared by: Georgia Department of Community Affairs, 2012
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Local Service Delivery Regions
As of July 1, 2009 the State has been consolidated into twelve service delivery
regions (formerly sixteen). Within Georgia, the former Regional Development
Centers have become reconstituted and renamed Regional Commissions.
Georgia state agencies use these regions for sub-state planning and in some
cases service delivery. The boundaries of five (formerly six) of these regions are
in the ARC region of north Georgia.
Region I encompasses the former Coosa Valley and the former North Georgia
Regional Development Centers. These Regional Development Centers are now
consolidated into the Northwest Georgia Regional Commission. Region II is
coterminous with the Georgia Mountains Regional Commission. Regions III, IV
and V are only partly in the ARC region.
The State uses the Regional Commissions as ARC's Local Development Districts
(LDDs). These districts take the lead responsibility for working with potential
applicants to develop projects or applications. In recent years, Georgia ARC has
been utilizing the DCA Team Georgia Managers of north Georgia to help with
guiding potential applicants to ARC resources. This approach has proved to be
successful and these efforts will continue in the future.
Region I- Northwest Georgia LDD
The Northwest Georgia LDD extends from Chattanooga, Tennessee south to the
northern suburbs of Atlanta, Georgia. The district contains 15 counties and 50
municipalities with a total population of 853,199 according to the 2010 Census.
The Cities of Dalton and Rome are Metropolitan Statistical Areas. The
Chattanooga and Atlanta Metropolitan Statistical Areas extend into the region.
Nine of the District's fifteen counties are classified as Transitional Counties
(eligible for 50% ARC funding). Murray, Whitfield, Gordon, Polk, and Haralson
Counties are At-Risk Counties (eligible for 70% ARC funding). Chattooga is a
Distressed County (eligible for 80% ARC funding).
In 2012, Northwest Georgia leaders developed
the five-year Comprehensive Economic
Development Strategy to guide regional
development in priority areas of Job Creation
and Retention including small business
development assistance, Infrastructure,
Workforce Development, Local Agriculture,
Tourism.
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The region’s manufacturing base has been concentrated in one industry type,
textiles, which employed 57% of total manufacturing employment in 2011
(Georgia Department of Labor). The region is diversifying in the wake of the
recession’s devastating effect on the carpet industry. The carpet industry itself is
shifting to automated extrusion facilities, reducing the number of workers needed
in many mills. Diversification of industry is a regional priority. Continued
expansion of basic public water
and wastewater infrastructure to
industrial sites is needed, such as
ARC’s development of the 84-acre
Whitfield County Carbondale
Business Park (left). ARC has
also made significant
infrastructure investments in other
industrial sites in distressed and
at-risk counties in Chattooga and
Polk Counties. Other
infrastructure needs include the
expansion of fiberoptic internet
across the region. The
Appalachian Valley Fiber Network (AVFN) is a public-private partnership bringing
middle-mile fiber network to 144,000 households, 8,300 businesses, schools,
hospitals, public safety providers, and technical colleges in northwestern Georgia
and eastern Alabama.
Tourism brings in $550 million in primary expenditures annually to Northwest
Georgia. The region should use tourism marketing organizations as the Historic
High Country Travel Association, Southern Highroads Development Association
and the U.S. Highway 27 Association to promote sites key to the 150 th
Anniversary of the Civil War, such as ARC’s restoration of the Gordon Lee House
and slave cabin. Another ARC investment, Howard Finster’s Paradise Garden,
has leveraged over $500,000 in restoration funds and attracted national art
tourism attention.
In September 2012, the region’s unemployment was 8.1%, down from 9.3% in
September 2011. Educational opportunity and the availability of technical
training are critical to the overall economic growth of the region and to reducing
long-term unemployment. Additional support for workforce training programs
(Adult Education, Job Training, Basic Skills Training, GED Preparation,
Vocational Training, Worksite Training, Dislocated Worker Assistance, Work
Keys, Youth-Build, etc.) is needed. Housing, healthcare, and quality of life issues
are also key areas.
One story from Georgia Northwestern Technical College’s Adult Education
Center, recipient of a 2012 ARC award, illustrates students’ determination. “C.J.
Bray came to the Adult Learning Center in Calhoun…he left school to take a job
in order to help his mom and dad financially but Bray wanted more. He enrolled
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at the Learning Center in Calhoun and after attending classes off and on for 12
years, he finally passed the test. At graduation, Bray was presented certificates
for Outstanding Student and the Perseverance Award
given to a deserving graduate who never gave up. He
received The Josh Richmond Memorial Scholarship and
The Calhoun/Gordon County Council for a Literate
Community Scholarship….Bray is now enrolled in Basic
Law Enforcement at Georgia Northwestern Technical
College in Gordon County and will complete this course
of study in November 2012.“
Continued partnership with the Appalachian Regional
Commission will help our communities to fill the gaps for
crucial but under-funded programs, and use new and
innovative approaches to build infrastructure, increase per-capita incomes,
improve access to education, create workforce training and employment
opportunities and attract private investment in Northwest Georgia.
Region II- Georgia Mountains LDD
Encompassing approximately 3,500 square miles, the Georgia Mountains Region
is located in the foothills of the Blue Ridge Mountains. The region is bordered by
North Carolina to the north and South Carolina to the east, while other Georgia
counties border the region to the south and west. At a total population of
627,333, the Georgia Mountains Regional Commission serves the following 13
counties: Banks, Dawson, Forsyth, Franklin, Habersham, Hall, Hart, Lumpkin,
Rabun, Stephens, Towns, Union, and White and 38 municipalities within these
counties. All 51 member governments are part of the Appalachian Regional
Commission. Of the thirteen GMRC counties, one is considered Attainment
(Forsyth County), two are considered At-Risk (Franklin and Hart), and ten are
considered Transitional.
The Georgia Mountains Region has grown tremendously over the past several
decades. In fact, the Georgia Mountains Region population growth exceeded
both the state and national rates, and it appears that this trend will continue in
future years. Much of the growth taking place within the region is occurring in
areas where transportation corridors are present. Other migration factors can be
attributed to individual economic factors, retirement population, and urban sprawl
and spillover from Metropolitan Atlanta.
The natural scenic beauty of the Georgia Mountains Region is one of its most
important resources and is unique in its culture, heritage, and history.
Topographically, over half the area is mountainous, with the remainder being
rolling hills and fertile valleys. The highest mountain in the region is also the
highest point in Georgia is Brasstown Bald (elevation 4,784 feet above sea level)
located in Towns County.
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The region is also blessed with many lakes and rivers, including the state’s
largest body of water, Lake Lanier, located on the Hall-Forsyth County line. The
38,500-acre lake was constructed between 1954 and 1957 by damming the
Chattahoochee River in Buford, Georgia. Lake Lanier boosts over 7 million
visitors each year and is the most visited U.S. Army Corps of Engineers lake in
the United States. Another sizeable reservoir is Lake Hartwell, which was
created on the Savannah River near Hartwell, Georgia in the southeastern
portion of the region near South Carolina. Both lakes provide flood control,
electrical power, major recreational facilities, and public water supply for a portion
of the Georgia Mountains Region and a portion of metro Atlanta. In the northern
part of the region, Lake Chatuge and Lake Nottely are operated by the
Tennessee Valley Authority (TVA).
Tourism plays an important role throughout the Georgia Mountains Region and
continues to be a growing industry for the State of Georgia as well as the region.
In fact, the tourism industry is nearly a billion dollar per year industry in Georgia
and represents a large portion of annual revenues to the Georgia Mountains.
Agri-tourism is especially popular in North Georgia. Nestled in the heart of the
Blue Ridge Mountains is the rapidly emerging wine growing industry. Over 15
wineries and vineyards are located in the Georgia Mountains Region.
The Georgia Mountains Region is home to both the current Georgia Governor
Nathan Deal and Lieutenant Governor Casey Cagle.
The Georgia Mountains Region has a diversified economic base in both domestic
and international markets. There are many economic drivers in our region,
including agricultural, automotive, industrial manufacturing, healthcare, and
educational sectors, which provide a stable business climate and environment.
All of these factors enhance the quality of life and make the Georgia Mountains
Region and ideal place to live and work.
The Georgia Mountains Region accounts for approximately one-third of the farm
gate value of poultry in Georgia with a statewide economic impact through both
packaging and transportation of poultry products. In fact, Hall County is referred
to as the “Poultry Capital of the World”.
The Georgia Mountains Region has proven to be a strategic site for advanced
manufacturing. The core transportation network throughout the region, including
the Interstates 85, 985, and US Highway 441 transportation corridors,
strategically locate and align the region for expanded business and industry in
both domestic and international markets. The region is also part of a large
automotive “cluster”. The Interstate 85 corridor traversing the region serves as
an important economic tool linking Mercedes in Alabama, Kia in West Point, and
BMW in Spartanburg. As a result of this core network, many automotive
manufacturers and suppliers are located in the region, such as ZF Industries,
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IMS Gear, TI Automotive, Bosal Industries, Kautex, Tenneco, etc. just to name a
few. All of these factors position the Georgia Mountains to expand its presence
as a significant player in the global economy.
In addition to the aging population, business recruitment and retention for the
region are dependent upon many social and demographic characteristics, and
the availability of adequate healthcare is no exception. The region is fortunate
to have an “anchor” in the Northeast Georgia Medical Center, located in
Gainesville, Georgia. At a total employment of approximately 4,000, Northeast
Georgia Health Systems, Inc. has generated more than $1.03 billion in total
economic impact for the region, according to a 2010 report from the Georgia
Hospital Association. For the past seven years, Northeast Georgia Medical
Center has been ranked the #1 heart hospital in Georgia. The Center was also
ranked first in Georgia in gastrointestinal care and ten other specialties.
As the population of the region increases, additional medical services are needed
to meet the demand for specialty services. The Northeast Georgia Medical
Center is currently in the design stages of a South Hall Medical Campus and
Hospital. Situated on a 119-acre campus, project plans include a 100-bed
hospital and medical office building. At a total investment of $200 million, 500
new jobs will be created. The campus currently already consists of an urgent
care center, outpatient services, including imaging, laboratory, and physical and
occupational therapy.
The region’s workforce is considered one of its most competitive business
assets. A skilled workforce is critical to economic development in the region.
The Georgia Mountains Region is home to seven public and private colleges and
universities, and two technical colleges, which have satellite campuses. Lanier
Technical College is home to the Georgia Center of Innovation for Manufacturing
Excellence for technologies in automation, controls, and robotics. The newly
formed University of North Georgia (a merger of Gainesville State College and
North Georgia College and State University in Dahlonega, GA) will be a huge
economic driver for workforce development in the region. By creating a regional
university with satellite campuses in both Gainesville and Cumming, the
workforce development needs of the region will be better addressed throughout
the region for enhanced economic and community development.
Region III- Atlanta Regional Commission
The Atlanta Regional Commission (ARC) is the official planning agency for the
10-county Atlanta region that includes Cherokee, Clayton, Cobb, DeKalb,
Douglas, Fayette, Fulton, Gwinnett, Henry and Rockdale Counties. Of these 10
counties, Cherokee, Douglas and Gwinnett additionally serve as Appalachian
Regional Commission (counties). The ARC was originally founded in 1947 to
coordinate planning among the City of Atlanta and Fulton and DeKalb counties,
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but is now dedicated to creating a superior living environment for the region’s 4.5
million citizens, which encompass the City of Atlanta and 68 other municipalities.
The Atlanta Regional Commission receives local, state and federal funds to
administer programs, develop plans and subcontract funds to local government
and other operating agencies. Its responsibilities range from land use,
transportation and environmental planning, to workforce development, and
serves as the area agency on aging to assisting local governments in areas such
as the region’s information center, engaging in extensive data gathering,
mapping and interpretation. The Atlanta Regional Commission maintains a
comprehensive planning database that includes U.S. census information, current
population estimates and demographic and economic forecasts.
The Atlanta Regional Commission’s broad reach ensures that it addresses every
aspect of the Appalachian Regional Commission’s goals and objectives for the
three counties in the Atlanta region that also are apart of the Appalachian region.
There are three Appalachian Regional Commission counties in the Atlanta
region. Cherokee, formerly an Attainment County (unable to receive ARC
funding) is now a Competitive County (able to receive 30% ARC funding).
Gwinnett, also formerly an Attainment County, is now a Transitional County (able
to receive 50% ARC funding). The third, Douglas County, formerly a Competitive
County, is now classified by ARC as Transitional.
Indicators confirm that there are significant disparities in employment
opportunities (as indicated by unemployment rates) across the region. The
Atlanta region’s unemployment rate in September 2012 was 8.4 percent, while
unemployment rates within each county ranged from 10.5 percent (Clayton
County) to 6.7 percent (Cherokee County). The three Appalachian Regional
Commission counties reflect this disparity in unemployment: Cherokee County
has the lowest unemployment (6.7 percent) in the region, Gwinnett County (7.4
percent) is just below the regional unemployment rate, and Douglas County (8.6
percent) just above the regional rate.
The number of minority owned businesses in the region jumped more than 72
percent in a five year period ending in 2006, outstripping the overall increase
seen across Georgia. According to an analysis of data released by the Census
Bureau in 2006, the Atlanta Regional Commission region was also home to a
majority of the minority owned businesses in the State with 80 percent of
Georgia’s Hispanic-owned firms and 70 percent of Georgia’s Black-owned and
Asian-owned firms calling the region home. In comparison, in 2006 the Atlanta
MSA was home to approximately 55 percent of Georgia's black population, 66
percent of the Hispanic population and 74 percent of the Asian population.
Among counties in the ARC region, Gwinnett County, an Appalachian Regional
Commission county, is home to the most Hispanic-owned and Asian-owned
businesses and, according to 2010 Census data, has a population that is now
majority-minority.
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To support economic success of the region, the Atlanta Regional Commission
will continue to increase education and training opportunities. This includes
organizing and promoting economically disadvantaged adult and youth training
through the Atlanta Regional Workforce Board for Cherokee, Clayton, Douglas,
Fayette, Gwinnett, Henry and Rockdale counties. Also, this agency will provide
job training to those who are economically disadvantaged, unskilled, dislocated
from former jobs or have other serious barriers to employment in the Atlanta
Region.
In addition, the Atlanta Regional Commission’s Research Division will continue to
produce demographic and GIS data for the 10-county region, and provides webbased mapping services and tools to support a wide range of community and
economic development and planning activities. These services support
Appalachian Region communities with technical and informational resources
necessary for building dynamic and self-sustaining local economies.
Another priority of the Atlanta Regional Commission is to promote greater
livability, mobility and residential development alternatives in existing
employment and town centers. Grants for “quality growth” studies through the
Atlanta Regional Commission’s Livable Centers (LCI) program were awarded to
ten local governments in 2012, including jurisdictions in Cherokee and Gwinnett,
for projects totaling $1,000,000.
In addition to planning functions, the Atlanta Regional Commission provides a
range of alternative transportation options such as carpooling, vanpools and
teleworking options to help employers in the Atlanta region (which includes
Cherokee, Douglas and Gwinnett counties) remain accessible to their employees
and potential employees while improving air quality in the region.
The Atlanta Regional Commission also serves as the Area Agency on Aging
(AAA), and is actively engaged in providing comprehensive services to address
the needs of the region's older population. The Atlanta region's Area Plan on
Aging is carried out through contracts with 10 county-based aging programs and
13 specialized agencies to provide a continuum of home and community-based
services. Older citizens and their families have many options, including
information and referral services, case management, transportation, homedelivered meals, senior centers, legal services and more through this network of
care.
Region IV – Three Rivers LDD
Carroll and Heard are Georgia’s southernmost Appalachian counties, and are
located in west-central Georgia, along the Alabama line. These two counties are
also on the western flank of the 10-county Three Rivers Region. ARC has
designated Carroll as a Transitional County and Heard as an At-Risk county for
2013.
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Carroll County has seven municipalities, including the county seat of Carrollton.
The county as a whole had an estimated 2011 population of 111,159 compared
to 110,527 in 2010, 87,268 in year 2000 and 71,422 in 1990. Over half of the
county’s 1% growth between 2010 and 2011 was in the unincorporated area. Its
per capita income, according to the 2005-2009 American Community Survey,
was $20,551, about 82% of the State’s per capita income and 76% of the
national per capita income. Over the past decade, the County’s economy has
transitioned from traditional manufacturing to a more diverse mix of industries.
Following State and national trends, Carroll County’s unemployment rate (not
seasonally adjusted) increased from 9.3% in November 2011, to 9.6% in August
2012, and then dropped to 8.9% in September 2012. This compared to the State
rates of 9.1%, 9.1%, and 8.6% for the same dates, according to the Georgia
Department of Labor. The four largest employers in Carroll County are
(alphabetically): Southwire Company, Tanner Medical Hospital, University of
West Georgia, and Wal-Mart Distribution Center.
The City of Carrollton contains an ARC designated Distressed Area. This is also
a state-designated West Georgia Enterprise Zone, which includes the successful
ARC-funded Burson Center Business Incubator and resource centers. The West
Georgia Regional Airport in Carroll has its first fixed base operator. Carroll and
Haralson Counties, in cooperation with the Airport Authority, are proposing to
develop 60 acres of shovel ready industrial sites adjacent to the airport, including
all utilities and improved transportation access at an estimated cost of $750,000.
The City of Bowdon is continuing towards establishing an Empowerment Zone
for the Apparel Industry. The city has recently installed directional signage in the
downtown to assist visitors in wayfinding. The City is now a designated Certified
Local Government (CLG) by the National Park Service and has an active historic
preservation commission. Work has completed on the 115-acre Buffalo Creek
technology park along the Carrollton Bypass. Carroll Tomorrow is also planning
to develop a 100-acre industrial site in the northeast part of the county. Carroll
Tomorrow has consulted with a wide cast of private-public entities to meet its
new five-year goal of $3.3 million, and in 2010 raised $1.6 million so far.
In Temple, the city’s 35-acre industrial site has received the Atlanta Gas Light
seal of approval. The City of Villa Rica has been designated a Certified Local
Government (CLG) by the National Park Service. The historic preservation
commission has recently completed design guidelines to aid in the certificate of
appropriateness (COA) review process. The City was awarded $300,000 from
the ARC to assist in constructing a regional East-West Pump Station with 19,800
feet of 10-inch force main to benefit an existing business, Turano Georgia Bread,
LLC. Construction of the pump station was completed in August 2012. This
project assisted the Company in retaining 100 jobs, while creating an additional
thirty-two (32) full-time permanent jobs.
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The new Carroll County Justice Center in downtown Carrollton is nearing
completion. Government and court services began to operate in the new center
in the spring of 2012. In 2012, the City completed a downtown amphitheater that
has held both music events and a summer movie series. The restoration of the
historic rail depot on Bradley Street just off the Carrollton square is also a major
project nearing completion. A soft opening will commence in November with a
wine tasting sponsored by the West Georgia Vineyard and Winery Association.
The City of Carrollton was presented with the 2012 Georgia Downtown
Association – Award of Excellence at the Georgia Downtown Association
Conference in LaGrange.
The City of Carrollton Greenbelt project has been progressing since its inception
a few years ago. Recently the city established the Friends of the Carrollton
Greenbelt group and has collaborated with the PATH Foundation to increase the
development of the project. So far, six miles of paved multi-use trail have been
completed along with signage, benches, and restroom facilities. When complete,
the trail will create a 16-mile loop encircling the city and connect neighborhoods,
schools, recreational facilities, and greenspace.
Agriculture is a key component of Carroll County’s economy, accounting for over
$170 million in revenue in 2009. The County is now headquarters of the new
West Georgia Vineyard and Winery Association. Twelve individuals have
committed to beginning their own vineyards here in 2011. Wine growing
education continues as a focus of the association in 2012.
Both Carroll County and Heard County are part of the Southern Quilt Trail, which
began in Powder Springs. Today there are over 36 quilt squares installed on
historic barns and other buildings across five counties. The Rolling Hills
Resource Conservation and Development Organization is partnering with the
Southern Quilt Trail to expand this program through grant management and other
assistance. The Southeastern Quilt Museum in the old cotton warehouse on
Bradley Street in Carrollton opened to visitors in September 2012. Related to the
current textile tourism initiative is the development of the West Georgia Textile
Heritage Trail. This trail interprets the textile industry in west Georgia from Dalton
all the way to Columbus. Staff from the Three Rivers Regional Commission
currently sits on the board of directors.
The Carroll Board of Commissioners is moving forward with a long-standing plan
to provide passive recreation parks throughout the county. In 2009, the County
purchased 485 acres from the Trust for Public Land to construct the Moore’s
Bridge Park near Whitesburg. Preservation of this tract will protect an area rich
in Civil War, African American and Native American History.
In 2012, the Little Tallapoosa Park was the first of the new parks to open. John
Tanner Park, formerly a state park, has almost completely transitioned into
County control and operation. The County has received grants from the Georgia
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Department of Economic Development for interpretive and entrance signage.
Additional grants will be pursued as the other parks continue to develop.
Heard County had an estimated 2011 population of 11,744 persons, down
slightly from 11,834 in 2010, 11,387 in 2000, and 8,628 in 1990. Three
municipalities are located in Heard County, including the county seat of Franklin.
Per capita income for Heard in 2009 was $16,706, according to the 2005-2009
American Community Survey, compared to $25,098 for Georgia and $27,041 for
the nation. Heard’s unemployment rate (not seasonally adjusted) was 10.3% in
November 2011, increasing to 10.6% in August 2012 and back down to 9.5% in
September 2012. This is compared to Georgia rates of 9.1%, 9.1%, and 8.6%
for the same dates.
The St. Louis, Michigan-based Plasti-Paint, Incorporated recently opened a
facility in Franklin, Georgia. Plasti-Paint expects to create 60 jobs over two years
combined with a $3.7 million investment. Plasti-Paint specializes in the
advanced painting of plastic parts and components. Plasti-Paint serves a wide
range of clients in industries including automotive, agricultural and recreational
vehicles. The plant is located at the site of the old Jaxon Filtration building
(originally about 17,000 square feet) at 12991 GA Highway 34, just east of the
square in Franklin. The complex has now been expanded to a total of 67,000
square feet.
The Heard County Development Authority was recently awarded a Rural
Enterprise Development Grant (RBEG) for $99,999 through the United States
Department of Agriculture (USDA) to provide a new entrance road and site
grading to serve Plasti-Paint and the Heard County Industrial Park. This project
was completed in January 2012. The Development Authority has completed the
second phase of the Downtown Franklin Streetscape project. Brick pavers and
decorative lighting and benches have greatly improved the aesthetics of
downtown. Restoration work continues on the National Register of Historic
Places listed Heard County History Center (Old Heard County Jail).
The Chattahoochee RiverKeeper has opened an office in LaGrange. The
organization is increasing outreach and other education programs within the
middle Chattahoochee River watershed. Both Heard County and the City of
Franklin have included the promotion of the Chattahoochee River in their recent
short-term work program updates.
Heard County is placing emphasis on tourism and recreational venues, including
rugged recreation. Local advocates, including the Three Rivers LDD, are
initiating development of a canoe trail in Heard and Carroll. The trail will require
construction of canoe launches, coordinating with the Georgia River Network and
Army Corps of Engineers.
2013 Georgia Strategy Statement
15
Region V- Northeast Georgia
The Northeast Georgia Regional Commission (NEGRC) was created in 1963,
and is governed by a Council of local government and private sector
representatives from its 3,659 square-mile region. NEGRC receives local, state
and federal funds to develop plans, administer programs, provide services and
technical assistance, and manage grants in cooperation with member
governments. The agency is divided into four divisions: Aging, Planning and
Government Services, Workforce Development, and Administration.
Of the twelve counties comprising Northeast Georgia, four are located within the
ARC boundary: Barrow, Elbert, Jackson, and Madison. For 2013, Barrow,
Jackson, and Madison have been designated as Transitional while Elbert has
been designated as an At-Risk. Between the 2000 and 2010 U.S. Census years,
Barrow, Jackson, and Madison experienced population increases at 50.3%,
45.4%, and 9.3%, respectively. Conversely, Elbert County saw a decrease of
1.7% in population during the same period.
The following table presents the most current income and unemployment data
available from the U.S. Census and Bureau of Economic Analysis for the four
ARC counties in Northeast Georgia.
County
Barrow
Elbert
Jackson
Madison
Median Household
Income (2010)
$52,391
$32,888
$50,409
$41,267
Per Capita Income
(2010)
$29,612
$28,463
$29,159
$28,834
Unemployment
Rate (Sept. 2012)
7.7%
10.9%
8.3%
6.3%
According to the 2006-2010 American Community Survey 5-year estimates,
approximately 21% of residents 25 years and over in both Barrow and Jackson
counties have not earned a high school diploma or equivalency; for both Elbert
and Madison counties, this number is approximately 27%. In addition to the
many resources available at the University of Georgia in nearby Athens-Clarke
County, satellite campuses of Athens Technical College (Elbert County) and
Lanier Technical College (Barrow and Jackson counties) provide post-secondary
practical and vocational education and workforce training opportunities to
residents of ARC counties.
Barrow, Elbert, Jackson, and Madison counties recently participated in the
Comprehensive Economic Development Strategy (CEDS) planning process for
the 12-county Northeast Georgia region, facilitated by NEGRC. Through a
combination of quantitative and qualitative data and local knowledge, the CEDS
Committee agreed upon the following six focus areas for economic growth in the
region:
 Agribusiness and Food Processing
o NEGRC is partnering with the other Georgia LDDs to develop an
ARC funded local food assessment. Data will be collected on
agricultural production, consumption, and spending.
2013 Georgia Strategy Statement
16





Arts and Entertainment
o All four ARC counties in Northeast Georgia are certified by the Film,
Music, and Digital Entertainment Office at the Georgia Department
of Economic Development (GDEcD) as “camera-ready.”
Life Sciences
o Health Occupations is among the top ten training occupational
areas within the Northeast Georgia Workforce Investment Area
(WIA). The WIA Board is staffed by the NEGRC Workforce
Development Division. The Georgia Department of Labor (GDOL)
lists Health Care and Social Assistance among the top industrial
sectors for all four ARC counties (1st quarter, 2012). Additionally,
Barrow, Jackson, and Madison counties are members of the
Innovation Crescent Regional Partnership, a coalition focused on
economic development through the life sciences industry.
Logistics and Transportation
o Transportation Occupations tops the list of training occupational
areas within the Northeast Georgia Workforce WIA in 2010 and
2011. GDOL lists Transportation and Warehousing among the top
industrial sectors for Elbert, Jackson, and Madison (1st quarter,
2012).
Manufacturing
o Jackson and Elbert counties have recently been selected by
reputable companies such as Toyota and Hailo as locations for new
manufacturing facility development. Hailo produces components for
wind turbines, as a renewable energy source.
Tourism
o The four ARC counties are included in the Northeast Georgia
Mountains travel region, as designated by GDEcD. NEGRC will be
facilitating the development of a region-wide tourism study to be
completed summer 2013.
Northeast Georgia’s ARC counties participate in regional authorities formed to
address a variety of issues, ranging from infrastructure to economic
development. All four are members of the Northeast Georgia Regional Solid
Waste Management Authority, which focuses on education, planning, research,
and coordination of solid waste facilities and programs. Elbert, Jackson, and
Madison counties are members of the Joint Development Authority of Northeast
Georgia (JDANEG), and Barrow County is a member of the Georgia Biosciences
Joint Development Authority.
2013 Georgia Strategy Statement
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Georgia Initiatives
Georgia Competitiveness Initiative
Governor Nathan Deal has launched a new competitiveness initiative to improve
the business climate in Georgia. Governor Deal has promoted several key steps
to increasing state economic vitality that will benefit Appalachian Georgia and the
state as a whole.
From the Competitiveness Report - “To ensure that Georgia’s future is bright, the
state must focus not only on what is needed to successfully emerge from the
recent recession but also to remain competitive for decades to come. The
Georgia Competitiveness Initiative–a partnership between public and private
sectors–was created by Governor Nathan Deal to enhance the state’s economic
development strategy.
Rather than focusing on specific business sectors, this effort concentrated on the
key factors that drive economic development across all industries and throughout
the state.
As a result, the Initiative centered on six key areas that, together, have and will
continue to form the foundation for long-term economic success. These are also
the key areas that site selection consultants use to evaluate locations:
Business Climate
Education and Workforce Development
Innovation
Infrastructure
Global Commerce
Government Efficiency and Effectiveness
Business to Business (B2B) Export Initiative
In support of federal State Trade and Export Promotion (STEP) funds, the
Georgia Department of Economic Development (GDEcD) developed a new
program to expand exports for businesses located in Georgia’s Appalachian
region. The Business to Business (B2B) Export Initiative provides an opportunity
for infrequent exporters to discuss best practices in international marketing,
selling, and financing with some of Georgia’s most experienced exporters.
This initiative is sponsored by GDEcD in conjunction with the Small Business
Development Center. A grant from the Appalachian Regional Commission (ARC)
funds this initiative; while it does not provide money directly to companies, it
provides targeted export assistance for companies in Georgia’s ARC counties.
2013 Georgia Strategy Statement
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Georgia Appalachian Center for Higher Education
Under the ARC education goal, the Georgia Appalachian Center for Higher
Education (GACHE), housed on the campus of North Georgia College & State
University, was created to encourage and assist at-risk students to graduate and
continue their education beyond high school through enrollment in a technical
college, vocational school, certification program, 2-4 year college or university.
GACHE assists in preparing a well-educated citizenry and workforce in the
Appalachian Counties of Georgia.
GACHE seeks to serve area high schools and has become a hub for public
higher education information. GACHE serves as a community resource center
and provides information, data, and training for elementary, middle, and high
school faculties. Through strategies to strengthen rigor and relevance in the
curriculum, GACHE seeks to improve educational opportunities for all students.
GACHE works closely with all technical colleges, vocational and career centers,
colleges, universities, and community business and education partners in the
region. GACHE seeks to assist those students in the region who do not consider
college or education beyond high school to be an option. By partnering with high
school faculties and administrators, the Center will research proven practices and
provide resources and strategies that have proven highly successful in increasing
the postsecondary enrollment and completion rates in high schools across the
nation.
Georgia Department of Community Affairs Initiatives
The Georgia Department of Community Affairs has helped to develop and
promote another innovative educational program that will benefit Appalachian
Georgia. Great Promise Partnership, Inc. is a cooperative education initiative
designed to help students in danger of not graduating complete their high school
education while gaining real-world job experience. Spearheaded by the GDCA in
partnership with Georgia 4-H and UGA’s Fanning Institute, and modeled upon
the successful 12 for Life™ program developed by the Southwire Corporation
and Carroll County Schools, Great Promise Partnership (GPP) is a public-private
partnership in support of education that will expand over the next few years from
its current pilot stage into a program available statewide for communities seeking
to improve educational outcomes. With assistance from ARC, GPP will be
expanding its program from two schools in its pilot program to 9 Appalachian
middle and high schools in At-Risk and Distressed counties in Georgia. GPP will
work collaboratively with GACHE.
Appalachian Regional Commission resources cannot be considered in isolation
when looking at the needs and the resources available in the region and neither
2013 Georgia Strategy Statement
19
can the existing state local development districts, local economic development
entities, social service providers and educational institutions entirely focus their
efforts on any single problem. Solutions to the existing human needs must be
approached both collectively and comprehensively.
Under the ARC jobs goal, the State ARC Program has continued the support for
a successful micro enterprise loan fund that has now expanded to serve the
entire ARC region. Access to Capital for Entrepreneurs has become a major
source of capital in the Appalachian region and beyond. The emphasis of the
ARC investments will continue to be in the promotion of the total economic
development of the region. This comprehensive approach recognizes that a
healthy and well-prepared work force is as essential to the development of the
region as the availability of infrastructure and capital.
In 2012, GDCA spun off the ARC State Revolving Loan Fund to ACE. Georgia
was one of the last states to manage the ARC RLF within a state agency. ACE is
well positioned to help improve access to capital in the Georgia ARC region
using the resources of the RLF.
Under the ARC infrastructure goal, Georgia continues to support basic water and
sewer infrastructure needs with the majority of ARC funds each year. For 2013,
66 percent of ARC funds are proposed for infrastructure projects to serve new
job creating businesses.
Appalachian Development Highway System (ADHS)
The Federal Highway legislation, Moving Ahead for Progress in the 21st Century
(MAP 21) encourages states to complete their ADHS segments as soon as
possible. Under MAP 21 ARC has amended the Local Access Road Program
(LAR) to provide up to $3,000,000 per year – up from $1,000,000 for LAR
funding and changes the match provisions from 80% federal - 20% local match to
100% federal for qualifying road projects. MAP 21 also requires each
Appalachian state to submit a report to ARC on completion of their ADHS
corridors.
The State has made substantial progress in constructing its corridor of the
ADHS. There are 3,090 miles in the entire 13 state ADHS corridor. Georgia is
authorized 132.5 miles. Currently, the State has 101 miles open to traffic and 32
additional miles in various stages of planning. Corridor "A" traverses six
Appalachian counties. Currently, the Georgia Department of Transportation is
considering a centerline change that will close one of the last remaining gaps in
the Georgia ADHS. Recently, GDOT has been aggressively considering ADHS
centerline location adjustments for the new east-west connector, and we are
hopeful 2013 will bring progress on the route. There exists a real opportunity to
capitalize on the growth opportunities that this Corridor brings to Appalachian
2013 Georgia Strategy Statement
20
Georgians. We are now witnessing unprecedented growth along the ADHS
corridor in Forsyth, Dawson, Pickens and Gilmer Counties.
ARC Regional Initiatives
The Commission has identified several regional initiatives over the past several
years. These were initiatives of regional significance in which States have been
encouraged to participate and financial incentives have been offered to
encourage participation. This new Georgia ARC Strategy Statement places less
emphasis on these initiatives than before, but they are still areas of investment in
Georgia. The two Regional Initiatives for 2013 recognized by ARC are
Telecommunications, and Asset Based Development which includes energy
related activities.
The States have the option of funding projects in these areas from their Area
Development allocation. Georgia considers these projects on a case by case
basis in conjunction with the regular funding cycle. Proposed projects must meet
the criteria for ARC assistance, have definable outcomes and have possibilities
for sustainability.
Telecommunications
ARC funding has provided the spark to generate several successful
telecommunications projects in North Georgia. We have used ARC funding to
support locally driven initiatives to demonstrate new and innovative concepts
especially collaborative efforts.
The projects that have been funded involve more than just purchasing
equipment. The technologies promote economic development, improve linkages
between schools, homes and businesses and strengthen efficiencies of
organizations.
One of the State's earlier ARC telecommunications projects was a technology
project in Gainesville. The project provided funds to purchase laptop computers
for use by Hispanic children and their elders. These laptops were available for
the students to take home. In addition, the laptops were available for the
student's parents to work on their General Equivalency Degrees (GEDs).
A more recent telecom project provides broadband connectivity to a remote
mountain valley around the community of Suches, Georgia. The Woody Gap
School now has a wireless internet connection to the outside world enabling
internet connectivity and all that it will bring to the school and its students. A new
telecom project will provide teleconferencing capability at the Georgia Mountain
Fair facility near Hiwassee.
2013 Georgia Strategy Statement
21
Asset Based Development
ARC has recognized the economic value of the region’s culture, heritage,
heritage tourism and other assets. ABD continues as a regional Initiative for
2013.
According to ARC “Asset based development can be defined as a strategy that
builds on existing resources – natural, cultural, structural and leadership – to
create valued products and services that can be sustained for local benefit.”
Several Georgia communities have been awarded ABD Regional Initiative grants
- among these are the Chickamauga Campaign Heritage Trail through Dade,
Catoosa, Chattooga and Walker counties and the Bryon Herbert Reese Heritage
Farm Site in Union County which commemorates the life and work of the
acclaimed Appalachian poet-novelist and the Hardman Farm State Historic Site
in White County.
Georgia is an active participant in the ARC Tourism Advisory Council. The
GDEcD Northeast region Tourism Representative is a long serving member of
the Council.
Energy
ARC has adopted an Energy Blueprint - Action Plan for Appalachia and
established an Energy Advisory Council to help formulate energy policy for the
region. Georgia’s appointee had an active role in drafting the plan and helping to
form the subsequent strategies adopted by ARC. The Georgia ARC Office will
continue to look for opportunities to encourage the development of alternative
energy sources in the Georgia ARC region. For 2013, ARC applications for
construction projects will be required to discuss efforts made to make projects
more energy efficient. Georgia cosponsored with ARC an Energy Conference in
Rome, Georgia in early 2008. Georgia will also continue to participate with a
representative on the ARC Infrastructure and Energy Efficiency Committee.
ARC Strategic Plan 2011-2016
In response to the changing political, economic and social climates affecting the
thirteen states of the ARC Region, ARC undertook a review and subsequent
rewriting of its existing strategic plan adopted in 2005. A new plan document has
been prepared and approved by the Commission. The following is adapted from
the new plan;
Development of a New Strategic Plan
2013 Georgia Strategy Statement
22
ARC updates its strategic plan every six years. The Commission’s 2005–2010 strategic
plan provided the foundation for the 2011–2016 strategic plan. That plan guided the
Commission in adding 130,000 jobs for Appalachian workers, opening 120 miles of
Appalachian highways to traffic, providing new or improved water and sewer systems for
120,000 Appalachian households, and providing training and educational opportunities
for 110,000 Appalachian citizens.
This process resulted in a strategic plan that defines ARC’s vision and mission and
outlines four general goals:
ARC’s Vision for Appalachia
Appalachia will achieve socioeconomic parity with the nation.
ARC’s Mission
ARC’s mission is to be a strategic partner and advocate for sustainable community and
economic development in Appalachia.
General Goals
1: Increase job opportunities and per capita income in Appalachia to reach parity with
the nation.
2. Strengthen the capacity of the people of Appalachia to compete in the global economy.
3: Develop and improve Appalachia’s infrastructure to make the Region economically
competitive.
4: Build the Appalachian Development Highway System to reduce Appalachia’s
isolation.
ARC Goals and Objectives
ARC Goal One: Increase job opportunities and per capita income in
Appalachia to reach parity with the nation.
Regional Objectives:
Strategic Objective 1.1: Develop Leaders and Strengthen Community Capacity
Strategic Objective 1.2: Diversify the Economic Base
Strategic Objective 1.3: Enhance Entrepreneurial Activity in the Region
Strategic Objective 1.4: Develop and Market Strategic Assets for Local Economies
Strategic Objective 1.5: Increase the Domestic and Global Competitiveness of the
Existing Economic Base
Strategic Objective 1.6: Foster the Development and Use of Innovative Technologies
Strategic Objective 1.7: Capitalize on the Economic Potential of the Appalachian
Development Highway System
Strategic Objective 1.8: Encourage Sustainable Economic Use of Natural Resources
Strategic Objective 1.9: Encourage Investments in Energy Projects that Create Jobs
2013 Georgia Strategy Statement
23
Georgia has used some of its ARC resources to partner with the Southern
Highlands Fund. This fund will provide some opportunity for venture capital in
the Appalachian region.
Our entrepreneurial efforts continue to focus on existing institutions such as the
network of technical institutes and colleges in the area. This approach builds on
existing links to the communities and offers the best chance for long term
sustainability of the program.
The state has made extensive use of the Appalachian Community Leadership
Program (ACLP) and of the local development district network for inputs into the
process. The Department of Community Affairs also has strong regional advisory
participation for its area service delivery network.
Community leaders have access to a myriad of leadership training programs
within the state. To avoid duplicating or supplanting these existing resources, the
state will concentrate on using the ACLP approach and targeting this approach to
ARC issues. Efforts will be made to broaden the public participation process by
expanding outreach efforts among participants in the early childhood programs
and through the entrepreneurship program.
State Objectives and Strategies
State Objective 1.1: Increase economic progress and local capacity
through strategic planning, technology, and leadership development.

Strategy 1.1.1 – Support efforts to establish ongoing local leadership training
programs.

Strategy 1.1.2 – Support youth leadership development efforts through
leadership training, experience-based education programs, apprenticeships,
youth-operated enterprises, and cooperative education.

Strategy 1.1.3 – Cooperative state and regional solutions to achieving
regional economic development goals should be pursued and encouraged.

Strategy 1.1.4 – Identify and support economic development efforts that
evidence unusually high and innovative degrees of regional cooperation.
State Objective 1.2: Encourage efforts to broaden the economic base of the
North Georgia Area.
2013 Georgia Strategy Statement
24

Strategy 1.2.1 – Assist efforts to diversify the economic opportunities in the
area.

Strategy 1.2.2 – Expand the number of forums available for explaining the
ARC investment process.
State Objective 1.3: Promote grassroots entrepreneurial environments for
business.

Strategy 1.3.1 – Support programs that fit into existing institutional structures,
that do not duplicate or supplant existing efforts and that have potential for
sustainability.

Strategy 1.3.2 – Support efforts to develop local capacity building of
entrepreneurial activities.

Strategy 1.3.3 – Assist in improving entrepreneurial skills in the region.

Strategy 1.3.4 – Improve access to capital in the region through micro
enterprise loans in Appalachian Georgia.
State Objective 1.4: Grow, attract, and support the expansion of businesses
that diversify the existing economic base.

Strategy 1.4.1 – Provide capital funding for the development and expansion of
small business incubators that have the support of local entities and strong
commitments for sustainability.

Strategy 1.4.2 – Support the growth of civic entrepreneurs.

Strategy 1.4.3 – Provide entrepreneurial assistance to help maintain
downtown commercial areas’ economic viability.
State Objective 1.5: Support exporting activities.

Strategy 1.5.1 – Continue regional approaches to export initiatives.

Strategy 1.5.2 – Provide funding for local export initiatives.
State Objective 1.6: Pursue tourism development as an economic
development tool and as a direct economic growth impact.

Strategy 1.6.1 – Utilize entrepreneurial and telecommunication initiatives to
strengthen regional tourism initiatives.
2013 Georgia Strategy Statement
25

Strategy 1.6.2 – Utilize existing institutions to develop long term tourism
efforts.

Strategy 1.6.3 – Local and regional tourist attractions should be assisted
through resource preservation and enhancement initiatives.

Strategy 1.6.4 – Support local efforts to increase economic development
through tourism development efforts to attract foreign and domestic travelers.

Strategy 1.6.5 – Support training programs and workshops on local tourism
development.
State Objective 1.7: Capitalize on the Economic Potential of the
Appalachian Development Highway System.

Strategy 1.7.1 – The capacity of local governments to conduct coordinated
comprehensive planning especially along the ADHS should be encouraged.

Strategy 1.7.2 – Use of state planning “resource teams” should be
encouraged whenever possible to advise local governments regarding orderly
accommodation of growth.
State Objective 1.8 Encourage Sustainable Economic Use of Natural
Resources

Strategy 1.8.1 – Georgia is very rich in natural resources and ARC
investments should consider the impact of development on the natural
resource base.
State Objective 1.9 Encourage Investments in Energy Projects that Create
Jobs

Strategy 1.9.1 – Energy Efficiency and conservation of energy, the Governor's
Energy Challenge is a unique initiative to help Georgians conserve energy
and track how much we can all save together. The Governor has committed
all state agencies to reduce energy consumption in facilities 15% by 2020.
Now he's challenging everyone in Georgia to do the same. Therefore, all ARC
construction project applications will now include a discussion of how energy
efficiency was considered in the proposed project.
ARC Goal Two:
Strengthen the capacity of the people of Appalachia to
compete in the global economy.
Regional Objectives
2013 Georgia Strategy Statement
26
Strategic Objective 2.1: Develop Leaders and Expand Community Capacity
Strategic Objective 2.2: Enhance Workforce Skills through Training and Education
Strategic Objective 2.3: Increase Access to Quality Child Care and Early Childhood
Education
Strategic Objective 2.4: Increase Educational Attainment and Achievement
Strategic Objective 2.5: Expand Community-Based Wellness and Disease-Prevention
Efforts
Strategic Objective 2.6: Increase the Availability of Affordable High-Quality Health Care
State Objectives and Strategies
The state recognizes the encompassing nature of this goal. A major initiative that
began in 1999 was undertaken directed at early childhood (birth to age 4) and
while direct ARC participation has ended it continues to address goal 2.
The early childhood initiative seeks to simultaneously address existing health
issues and opportunities as well as educational readiness issues and
opportunities. There are four counties participating in this effort: Elbert (formerly
the State’s only Distressed County), Fannin, Haralson and Polk. All of these
programs are continuing to make a significant contribution toward the
aforementioned goal.
Efforts will also continue to develop jobs in the human service delivery area and
to reach those individuals who are not in the economic mainstream because of
disability or other barriers to employment.
State Objective 2.1: Cooperative ventures should exist between employers
and educational institutions.

Strategy 2.1.1 – Provide assistance to programs which support and
encourage cooperative ventures between business and education. These
programs should show evidence of strong support from employers in order to
enhance their prospects for institutionalization.
State Objective 2.2: Develop a workforce capable of acquiring and
maintaining a job.

Strategy 2.2.1 – Use new technologies to meet educational needs and
upgrade the skills of the work force.

Strategy 2.2.2 – Assist with programs that promote seamless transitions to a
highly trained work force.

Strategy 2.2.3 – Support efforts to upgrade workers’ ability to meet
employers’ needs in the 21st century.
2013 Georgia Strategy Statement
27
State Objective 2.3: Appalachian children should have an opportunity for
optimal physical, educational, social and emotional development.

Strategy 2.3.1 – Assist communities in providing services and supports for
families that promote optimal physical, educational, social and emotional
development of children from birth to age four.

Strategy 2.3.2 – Assist communities in providing Appalachian children with an
opportunity for a quality preschool experience through parent support
programs, quality childcare and preschool programs.

Strategy 2.3.3 – Assist communities in establishing programs and developing
linkages to existing programs that will contribute to a child’s educational
experience.

Strategy 2.3.4 – Assist communities in developing services and supports for
families and caregivers of young children that will ensure that by age four,
children are healthy and prepared to succeed in school.
State Objective 2.4: In areas with high adult illiteracy rates and/or high
dropout rates, assist in areas that cannot be addressed with existingtraditional programs and resources.

Strategy 2.4.1 – In areas with illiteracy rates higher than the average in the
Georgia ARC region, assist in supporting programs with quantifiable
performance measures.

Strategy 2.4.2 – Assist innovative programs that seek to reduce school
dropout rates. Priority should be given to initiatives that are linked to school
programs and have the potential for sustainability.

Strategy 2.4.3 – Encourage community based programs for children that will
improve the links between parents and schools.

Strategy 2.4.4 – Support innovative approaches that can foster solutions to
traditional Appalachian problems such as high dropout rates, high adult
illiteracy rates and large numbers of disabled persons.

Strategy 2.4.5 – Increase the college going rate of at risk Georgia
Appalachian youth by assisting educationally distressed schools in their
efforts to reduce dropout rates and send students on to postsecondary
institutions.

Strategy 2.4.6 – Support efforts to improve educational achievement levels of
Appalachian students in grades preK-16.
2013 Georgia Strategy Statement
28
State Objective 2.5: People in rural underserved areas should have
adequate access to health care.

Strategy 2.5.1 – Support efforts to improve access to health care in rural
areas.

Strategy 2.5.2 – Assist communities in linking families of young children with
a primary health care provider and a source of health coverage, e.g. Medicaid
and PeachCare.

Strategy 2.5.3 – Support efforts to improve access to health care for the
uninsured.
State Objective 2.6: Encourage linkages between human service programs
and economic development programs.

Strategy 2.6.1 – Utilize public forums to demonstrate the potential economic
development impact of a healthy and well-educated workforce.

Strategy 2.6.2 – Use ARC funds to fill in gaps in the services provided by
human service providers and other programs when opportunities exist for
overcoming identifiable deficiencies in service delivery.
ARC Goal Three:
Develop and improve Appalachia’s infrastructure to
make the Region economically competitive.
Strategic Objective 3.1: Develop Leaders and Expand Community Capacity
Strategic Objective 3.2: Build and Enhance Basic Infrastructure
Strategic Objective 3.3: Increase the Accessibility and Use of Telecommunications
Technology
Strategic Objective 3.4: Preserve and Enhance Environmental Assets
Strategic Objective 3.5: Promote the Development of an Intermodal Transportation
Network
The state continues to recognize the importance of assisting communities with
infrastructure development in order to maintain jobs and attract new ones.
Historically, the state has used a large percentage of its ARC resources to meet
the demand for water and sewer systems.
The State Development Plan has discussed many of the growth issues of
Georgia’s ARC region. The need to consider the region’s water issues remains
critical. Governor Deal has launched a program for significant funding for new
water supply reservoirs particularly in north Georgia. The State will continue to
look for ways to encourage orderly growth within the ARC framework.
2013 Georgia Strategy Statement
29
The existing regulatory framework and the state, regional and local level tools
that are available to guide and manage development need to be considered
when proposing ARC investments. These are primarily rooted in the Georgia
Planning Act of 1989 and the Development of Regional Impact legislation. As a
result, the Plan emphasizes the need to consider local plans, regional plans and
service delivery strategies when developing projects.
The north Georgia region has an abundance of resources centered on local
culture - heritage, arts, crafts, recreation and tourism. The obvious connection to
improving the local economies is through tourism. However, there should also
be an awareness of and concern for craft skill improvement, entrepreneurial
support, improving marketing techniques, improving customer relation skills and
other basic support services for long term enhancement of tourism. The
development of a strong foundation for supporting tourism-oriented activities is
also important. There is potential for linking the educational goal to this effort
through enhancements of opportunities for improving skills of craftspeople and
offering business skill improvements to craftspeople and local tourism oriented
businesses. This will carry on the long-standing ARC tradition of total community
economic development.
Objectives and Strategies
State Objective 3.1: Build the organizational capacity required to meet
increasing demands related to technology, energy efficiency,
environmental standards, and changing revenue sources.

State Strategy 3.1.1 – Provide training, consultation, and financial support for
local leaders and organizations to build capacity to address infrastructure
challenges and energy efficient projects.

State Strategy 3.1.2 – Support partnerships and regional efforts in
infrastructure development.

State Strategy 3.1.3 – Encourage water and wastewater infrastructure
development through “self-help” projects that use the skills and commitment
of local communities.

State Strategy 3.1.4 – Support strategic planning initiatives for local
organizations and agencies to capitalize on economic development
opportunities created by the Appalachian Development Highway System.
State Objective 3.2: Provide Appalachian communities access to safe
drinking water and wastewater facilities.
2013 Georgia Strategy Statement
30

Strategy 3.2.1 – The provision of water and sewer infrastructure projects
should be orderly and coordinated and projects should be related to local and
regional development plans.

Strategy 3.2.2 – Projects that extend water or sewer lines to distressed areas
or unserved areas or areas that have health hazards will be given priority.

Strategy 3.2.3 – Proposed infrastructure site improvements that will help
diversify the economy and create new jobs should be supported.

Strategy 3.2.4 – Farsighted multi-jurisdictional approaches to provide or
improve water supply and sewer service for economic development purposes
will be encouraged and supported.

Strategy 3.2.5 – Coordination of local and regional plans for infrastructure to
serve commercial and industrial purposes will be encouraged.

Strategy 3.2.6 – Regional solutions to recycling and solid waste problems will
be encouraged.

Strategy 3.2.7 – The provision of infrastructure to businesses located in
distressed areas that agree to hire local residents should be encouraged.
State Objective 3.3: Local governments and education providers should
have access to new technologies that can provide improved
communications and information.

Strategy 3.3.1 – Utilize telecommunication technologies to facilitate and
enhance existing programs and develop new approaches to improving the
social and economic conditions of the region and encourage deployment of
conduit for telecommunications.

Strategy 3.3.2 – New technologies such as wireless communications (Wi-Fi
and other high speed technologies) should be encouraged.

Strategy 3.3.3 – Deployment of fiber optic cable especially in rural areas
should be encouraged and supported.
State Objective 3.4: People in the region should have opportunities for
implementing business like approaches to preserving and enhancing their
cultural heritage.

Strategy 3.4.1 – Encourage the support and coordination of programs linking
education, including adult education and arts, with programs for improving
skills and enhancing cultural-heritage traditions.
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
Strategy 3.4.2 – Encourage the coordination of cultural-heritage traditions with
entrepreneurial business techniques.

Strategy 3.4.3 – Encourage the support and coordination of programs linking
education and cultural-heritage education programs, with new opportunities
for economic development.
State Objective 3.5: Support efforts to develop intermodal transportation
corridors in Appalachian Georgia.

Strategy 3.5.1 – Support collaborative efforts to work with state and local
partners to identify and develop intermodal transportation facilities.

Strategy 3.5.2 – Support programs to encourage the expanded use of existing
intermodal facilities.
ARC Goal Four: Build the Appalachian Development Highway System to
reduce Appalachia’s isolation.
Strategic Objective 4.1: Develop Leaders and Expand Community Capacity
Strategic Objective 4.2: Promote On-Schedule Completion of the ADHS
Strategic Objective 4.3: Improve Planning to Enhance Multi-Jurisdictional Coordination
and Efficiency
Strategic Objective 4.4: Encourage Intermodal Coordination
Strategic Objective 4.5: Enhance the Energy-Efficiency of the Transportation System
Strategic Objective 4.6: Develop a Transportation System that Enhances and
Preserves the Region’s Environmental Quality
Georgia’s Appalachian Development Highway System is approximately 75% complete.
The ADHS is successfully stimulating economic development in selected areas along its
route. Planning and preparing for orderly growth will become a major challenge in some
of the faster developing Appalachian counties. Georgia DOT is planning the route of the
last unbuilt segment for an east-west link between GA 400 and GA 515. Georgia will
cooperate fully with North Carolina at the ADHS state line crossing to complete one of
the last unfinished segments of the Georgia ADHS.
State Objective 4.1: Encourage long-term strategic planning by local and
regional leadership to take full advantage of the economic and communitybuilding opportunities of Georgia Appalachian Corridor development.

State Strategy 4.1.1 – Support local and multi-jurisdictional forums to promote
communication and mutual understanding, and resolution of barriers to
completion of the remaining ADHS miles.
2013 Georgia Strategy Statement
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State Objective 4.2: Continue to support the development of Georgia’s
Appalachian Development Highway Corridor.

State Strategy 4.2.1 – Encourage placement of conduit for technology
deployment of telecommunications.

State Objective 4.2.2 – Encourage close coordination of activities on those
segments of the system that cross state lines.

State Strategy 4.2.3 – Encourage the coordination of technical information,
funding disbursements, and construction scheduling between adjoining states
to facilitate completion of state-line crossings of ADHS corridors.
State Objective 4.3: Well-planned, diversified development along the
Appalachian Development Highway should be pursued.

Strategy 4.3.1 – Encourage the potential for diversified economic
development offered by the Appalachian Development Highway, especially in
the northern counties.
State Objective 4.4: – Coordination of Georgia’s seaports and inland ports
should be encouraged and used to the greatest benefit of Appalachian
Georgia.

Strategy 4.4.1 – The Savannah and Brunswick ports as well as the inland
ports can contribute to the timely and coordinated movement of goods and
thereby the competitiveness of Appalachian businesses.
State Objective 4.5: - Energy Efficiency of Georgia’s ADHS should be
encouraged.

Strategy 4.5.1– Georgia’s highway system must be planned and
developed with the most efficient design and control equipment available.
State Objective 4.6: Appalachian Region Environmental Quality Must Be
Preserved

Strategy 4.6.1 – Georgia ADHS routes and development practices should
consider environmental preservation and enhancement of environmental
quality whenever possible.
2013 Georgia Strategy Statement
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State ARC Policies
The State will maintain the policy of limiting assistance in construction grants to a
maximum of $300,000. (This can be waived at the discretion of the Governor in
extreme situations with special development impact).
The ARC’s legislation limits the percentage of ARC project funding. In
Competitive Counties, the level of ARC funding may not exceed 30 percent of the
entire project cost. In Transitional Counties, the level of ARC funding may not
exceed 50 percent of the entire project cost. In At Risk Counties, the level of
ARC funding may not exceed 70 percent of the entire project cost. In Distressed
Counties, the level of funding may not exceed 80 percent of the entire project
cost (Georgia currently has one Distressed County).
Projects in Attainment Counties are not eligible unless they are multi-county
and/or meet the applicable provisions of the ARC Code.
Assistance for equipment in technical education programs will be limited to postsecondary institutions unless strong documentation can be provided relating the
need for the equipment by an ARC related program. The program should include
quantifiable performance measures.
Applicants with cost overruns on previously approved ARC projects generally will
not be considered for funding.
ARC funds cannot supplant or diminish the levels of other funds (federal, state,
or local).
Funding for operational grants is usually limited to an initial year and one year’s
continuation. No project is guaranteed more than one year of support. Generally,
ARC funds should be reduced in the second year’s funding. Operational
proposals should include a plan for continuing and sustaining the program after
ARC funds are expended.
All project applications, in particular operational grant applications, must have
identifiable performance targets with measurable outcomes/ outputs and include
some description of economic impact.
The State will continue to retain flexibility under Section 7.3 of the ARC Code and
the appropriate section of the law to take advantage of, and be able to react to,
special development opportunities, or to respond to emergency economic
distress in the region.
The Appalachian Regional Development Act states:
 In approving a particular project, the Commission must also consider whether
the project will improve, on a continuing rather than a temporary basis, the
2013 Georgia Strategy Statement
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opportunities for employment, the average level of income, or the economic
and social development of the area served by the project (Section 14524).

The Commission must also consider the importance of the project or class of
project in relation to other projects or classes of projects which may be in
competition for the same funds (Section 14524).
ARC pre-applications and applications should consider the statements listed
above and show in pre-applications and applications that proposed programs are
a part of a total or coordinated local economic development strategy. This
should also include a proposal for sustaining the efforts beginning under the ARC
proposal. The ARC funds should not be viewed as a source of "quick fix"
funding, but a part of a strategy to promote economic development in the
community. ARC projects are part of a process to link planning and
development.
The State involves the Local Development Districts in identifying potential
projects. The districts and direct applicants are asked to submit pre-applications
to the State office on August 15. The pre-applications are then reviewed, site
visits are made and recommendations are then made to the Governor. This
process is usually completed by the end of December. Full applications from
successful applicants are then invited early in the following calendar year. This
does not preclude worthwhile projects from being considered throughout the
year.
The following factors are considered in making recommendations to the
Governor:
 Consistency with the Appalachian Regional Development Act
 Consistency with the ARC Code
 Consistency with the Georgia State Plan
 Consistency with the Georgia Strategy Statement
 County economic status: Competitive, Transitional, At Risk
 Quality of pre-application
 Need for project
 Readiness
 Budget
 Development Strategy
 Sustainability
 Performance Measures
 Leveraging of other funds
For all infrastructure projects, the availability of a basic federal agency
to administer the project is crucial. Operational projects may be
administered by ARC or a federal agency.
2013 Georgia Strategy Statement
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The Georgia Department of Community Affairs has adopted Grant and
Loan Management Process Guidelines which represent the key
process of distributing resources. These guidelines apply to all
programs at DCA that provide grant or loan funding. Overall guidelines
allow the administrators to follow a prescribed process while still
adapting the details to the requirements and needs of the individual
program.
2013 Georgia Strategy Statement
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ARC PROJECT DATA—PERFORMANCE MEASURES
Most Frequently Used Project Types
PROJECT TYPE
PROJECT OUTPUT
PROJECT OUTCOME
Access Roads
Length (in linear feet) of the local access road built
with ARC funds, Number of businesses served
Number of jobs created or retained; LPI*
*Leveraged Private Investment
Business Incubator
Number of businesses served; project
participants; new telecom sites
Business Technical
Assistance & Training
Number of participants, businesses served
Number of businesses created; Number of jobs created;
Number of businesses graduated; LPI*
Number of jobs created; Number of jobs retained; Number of
businesses created; LPI*
Career Technical Education
Total number of students expected to enroll in the
program
Civic Entrepreneurship
Number individual participants (youth and/or
adults)
Conference
Number of attendees/participants from region
Distance Learning
Number of students/workers expected to enroll in
or be served by the program
Educational Attainment/
Achievement
Number of students expected to enroll in or be
served by the program
Energy Development
Students Served; Workers/Trainees Served;
Number of participants
Health – Primary Care
Total patient capacity of facility/program; Number
of clinics equipped, renovated, constructed;
Number of businesses served
Industrial Park and Site
Development
Planning
Telecommunications
Linear feet installed (pipe, roadway, etc.)
Reports and/or data produced and disseminated,
or services provided
Completion of a strategic plan; Number of
students trained or in attendance at workshops,
Number of businesses, residents, or students with
access to the infrastructure; Number of students
and classes utilizing distance learning facilities
Number of students with improvements (e.g. students who
receive career credentials for job specific programs, obtain
jobs in that field, or continue their education)
Increase in: Number of participants completing leadership
development; skills (competency-based) of community leaders
(existing or potential); Number of citizen leaders who are
“sparkplugs” for their communities; Number of participants
actively involved in community leadership positions; Number
of youth who stay in the community, or any other longer-term
outcome related to ARC General Goals
Number of projects or plans that will be launched as a result of
conference
Number of students/workers with improvements, i.e. obtain,
retain and or enhance (e.g., get higher pay or better positions)
their employment
Number of students with improvements; i.e. achieve the goal of
either completing their current diploma/degree or continue
their education to the next level; or number that obtain jobs
Number of workers/trainees served; Jobs created; Jobs
retained; LPI; New programs developed
Number of patients with improved health
Number of jobs created or retained; Businesses served; LPI*
Quantify the benefits of implementing plan
Number of businesses able to access broadband services;
Number of students utilizing new skill sets
Telemedicine
Number of new sites, installed equipment, and the
number of trained staff
Number of people in the Region with improved health care;
Number of patients served; Number of jobs created/retained;
LPI*
Tourism Development
Number of plans created; Number of businesses
assisted or workers trained; Number of "new"
tourists projected annually as a result of
investment (i.e. tourists=sales=jobs)
Number of jobs created, Number of businesses created; LPI*;
Number of trainees with improvements
Water/Sewer System
Linear feet of pipe installed; Increase in capacity
or storage (measured by mgd)
Number of HHs or businesses with new or improved quality of
service; Number of jobs created or retained; LPI*
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Appendix A
Performance Measures- Evaluation
The Georgia ARC office has worked to improve the State's performance
measures during the last few years. Focus group sessions have been held with
LDDs and grantees to identify Georgia specific measures. These measures fit
under ARC's umbrella of measures. This year we include the recommended
ARC performance measures.
2013 State of Georgia Strategy Statement
Project Evaluation
This Project Evaluation- Performance Measurement process is intended to
assist in developing projects/pre-applications, evaluating projects, and reporting
results. All potential applicants are required to project outputs and outcomes.
Grantees are required to report on outputs and outcomes, in reports to ARC
including the first 120-day report, and again in a final report. The application
format requires potential grantees to specify target populations, outputs (process
measures) and outcomes (results measures). ARC is very specific in the
measurements it reports to OMB (see FY 2011 ARC Federal Report). Projects
are expected to identify a specific ARC goal area and the related outcomes and
outputs that are appropriate to their project. A minimum of one state identified
population (in addition to ARC measures when different) and/or system measure
must be included in the proposal, report(s) and final report. The LDDs include in
their applications for their administrative grants a commitment to track projects.
This process can be used to fulfill that requirement.
Appendix B
Georgia Department of Community Affairs Quality Community Objectives
The 10 objectives outlined below are adapted from generally accepted
community development principles to fit the unique qualities of Georgia’s
communities. Although these are only recommendations, we at DCA are
convinced that if a community implements these principles, it will result in greater
efficiency, cost savings, and a higher quality of life for Georgia citizens. These
objectives are intentionally crafted with significant areas of overlap, such that, by
addressing one or more of the objectives, a community will also end up
addressing aspects of others. DCA stands ready to partner with communities to
assist with any of these objectives to help create a climate of success for
Georgia’s families and businesses.
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The Quality Community Objectives
1. Economic Prosperity
Encourage development or expansion of businesses and industries that
are suitable for the community. Factors to consider when determining
suitability include job skills required; long-term sustainability; linkages to
other economic activities in the region; impact on the resources of the
area; or prospects for creating job opportunities that meet the needs of a
diverse local workforce.
2. Resource Management
Promote the efficient use of natural resources and identify and protect
environmentally sensitive areas of the community. This may be achieved
by promoting energy efficiency and renewable energy generation;
encouraging green building construction and renovation; utilizing
appropriate waste management techniques; fostering water conservation
and reuse; or setting environmentally sensitive areas aside as green
space or conservation reserves.
3. Efficient Land Use
Maximize the use of existing infrastructure and minimize the costly
conversion of undeveloped land at the periphery of the community. This
may be achieved by encouraging development or redevelopment of sites
closer to the traditional core of the community; designing new
development to minimize the amount of land consumed; carefully planning
expansion of public infrastructure; or maintaining open space in
agricultural, forestry, or conservation uses.
4. Local Preparedness
Identify and put in place the prerequisites for the type of future the
community seeks to achieve. These prerequisites might include
infrastructure (roads, water, sewer) to support or direct new growth;
ordinances and regulations to manage growth as desired; leadership and
staff capable of responding to opportunities and managing new
challenges; or undertaking an all-hazards approach to disaster
preparedness and response.
5. Sense of Place
Protect and enhance the community’s unique qualities. This may be
achieved by maintaining the downtown as focal point of the community;
fostering compact, walkable, mixed-use development; protecting and
revitalizing historic areas of the community; encouraging new
development that is compatible with the traditional features of the
community; or protecting scenic and natural features that are important to
defining the community's character.
2013 Georgia Strategy Statement
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6. Regional Cooperation
Cooperate with neighboring jurisdictions to address shared needs. This
may be achieved by actively participating in regional organizations;
identifying joint projects that will result in greater efficiency and less cost to
the taxpayer; or developing collaborative solutions for regional issues such
as protection of shared natural resources, development of the
transportation network, or creation of a tourism plan.
7. Housing Options
Promote an adequate range of safe, affordable, inclusive, and resource
efficient housing in the community. This may be achieved by encouraging
development of a variety of housing types, sizes, costs, and densities in
each neighborhood; promoting programs to provide housing for residents
of all socio-economic backgrounds, including affordable mortgage finance
options; instituting programs to address homelessness issues in the
community; or coordinating with local economic development programs to
ensure availability of adequate workforce housing in the community.
8. Transportation Options
Address the transportation needs, challenges and opportunities of all
community residents. This may be achieved by fostering alternatives to
transportation by automobile, including walking, cycling, and transit;
employing traffic calming measures throughout the community; requiring
adequate connectivity between adjoining developments; or coordinating
transportation and land use decision-making within the community.
9. Educational Opportunities
Make educational and training opportunities readily available to enable all
community residents to improve their job skills, adapt to technological
advances, manage their finances, or pursue life ambitions. This can be
achieved by expanding and improving local educational institutions or
programs; providing access to other institutions in the region; instituting
programs to improve local graduation rates; expanding vocational
education programs; or coordinating with local economic development
programs to ensure an adequately trained and skilled workforce.
10. Community Health
Ensure that all community residents, regardless of age, ability, or income,
have access to critical goods and services, safe and clean neighborhoods,
and good work opportunities. This may be achieved by providing services
to support the basic needs of disadvantaged residents, including the
disabled; instituting programs to improve public safety; promoting
programs that foster better health and fitness; or otherwise providing all
residents the opportunity to improve their circumstances in life and to fully
participate in the community.
2013 Georgia Strategy Statement
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