Discovery Report
DRAFT – March 19, 2010
Prepared by:
Center for Community and Economic Development
Division of Academic Outreach
University of Central Arkansas
1
Table of Contents
Introduction………………………………………………………………………………………………………………………………3
Demographic Base Analysis……………………………………………………………………………………………….………4
Economic Base Analysis…………………………………………………………………………………………………….……..10
Leadership and Economic Development ……………………….………………………………………….…………….12
Taxes and Incentives………………………………………………………………………………………………………………..17
Workforce………………..………………………………………………………………………………………………………………18
Education…………………………………………………………………………………………………………………………………23
Land and Resources Availability……………………………………………………………………………………………….29
Infrastructure and Market Access…………………………………………………………………………………………….33
Quality of Life…………..………………………………………………………………………………………………………………35
Project Facilitation Team………………………………………………………………………………………………………….51
Appendix………………………………………………………………………………………………………………………………….53
Arkansas Statutory Incentive Programs………………………………………………………………………..53
Business Survey……………….…………………………………………………………………………………..........62
Targeted Industries, State and Region………………………………………………………………………….82
Entergy Select Site Reference Guide…………………………………..………………………………………..84
2
Introduction
Advancing White County is a comprehensive community and economic development strategic
planning project for White County, Arkansas. This project began in May 2009, and was jumpstarted by Arkansas Governor Mike Beebe’s Arkansas Works Summit — a call-to-action for all
75 Arkansas counties to go through an assessment and planning process.
Co-chaired by County Judge Michael Lincoln and Searcy Mayor Belinda LaForce, this project will
result in a completed assessment and strategic goals for the county. This process is inclusive, so
all stakeholders in the county are urged to participate.
The project follows the community development strategic planning process, illustrated in the
graphic below.
This Discovery Report is part of the Assessment/Analysis Phase. The Discovery Report includes
an analysis of the county’s strengths, weaknesses, opportunities, and threats, and provides
some general recommendations. Understanding the current situation of the county is an
important step that must be undertaken before the community can start setting strategic goals.
You can’t know where you want to go if you don’t know where you are!
This document is the result of research and data collection from publicly available data sources,
as well as one-on-one confidential interviews of key community and business leaders, three
town hall meetings, a driving tour, and a business survey. This report is not meant to be
exhaustive, due to the resources available for the project, but rather a starting point and a
robust response to the county-wide assessment called for by the Arkansas Works Initiative.
While not all of the findings are scientific in nature—the perspectives offered are a reflection of
3
those people interviewed or who provided information—they are still informative and
represent a starting point from which to begin the strategic planning process.
Demographic Base Analysis
Demographics at a Glance, White County, 2006
Population
Households
Average Household Size
Owner Occupied Housing Units
Renter Occupied Housing Units
Median Age
72,560
27,454
2.5
19,691
7,763
36
Source: U.S. Census Bureau’s 2006 American Community Survey
As of 2006, White County’s population was 72,560 and is expected to show strong and steady
growth through 2030. Unlike some parts of the state, White County’s population growth rate is
expected to exceed that of the state. Population estimates from 2000-2010 put White County’s
population growth 5.98 percent higher than the State of Arkansas.
Source: UALR’s Institute for Economic Advancement State Data Center
4
Source: UALR’s Institute for Economic Advancement State Data Center
Source: U.S. Census Bureau’s 2006 American Community Survey
The median age in White County is in line with the national median, and slightly less than the
state of Arkansas.
5
Source: Bureau of Economic Analysis
Looking at per capita income as a percent of the national average, White County was only 63
percent of the national average in 2007, a full 15 percent below the State of Arkansas. Median
household income tells a similar story, with White County still placing below the United States
median, but coming in much closer to Arkansas with a median household income of $36,259.
.
Source: U.S. Census Bureau’s 2006 American Community Survey
6
Household Income
Total Households
Less than $25,000
$25,000-$49,999
$50,000-$99,999
$100,000 or more
Median Household Income
Average Household Income
Percentage of Individuals below
Poverty Level
White County
#
%
27,454
9,804
35.71%
8,263
30.10%
7,786
28.36%
1,601
5.83%
$36,259
$49,501
14.8%
Arkansas
#
%
1,103,428
379,880
34.43%
328,869
29.8%
292,726
26.53%
101,953
8.33%
$36,559
$49,322
17.3%
United States
#
%
111,617,402
28,260,201
28,958,279
34,436,440
19,962,482
$48,451
$65,527
25.32%
25.94%
30.85%
17.88%
13.3%
Source: U.S. Census Bureau’s 2006 American Community Survey
Poverty indicators offer mixed results. While there is a smaller percentage of individuals and
families in poverty in White County than in the state of Arkansas, the county still shows higher
poverty rates than the United States.
Source: U.S. Census Bureau’s 2006 American Community Survey
7
Source: U.S. Census Bureau’s 2006 American Community Survey
Housing occupancy data shows that White County has a smaller percentage of vacant homes
and a larger percentage of owner-occupied units than the state or the nation.
Source: U.S. Census Bureau’s 2006 American Community Survey
White County is predominately Caucasian (92 percent), with the second largest race being
African American (five percent).
Of residents who are 25 years or older in White County, only 15.3 percent have a Bachelor’s
degree or higher. This is less than the state of Arkansas, which is currently ranked as 48 th in the
8
nation in Bachelor’s degree attainment for adults 25 years or older (U.S. Census Bureau 2007
Statistical Abstract.)
Source: Census Bureau’s 2006 American Community Survey
Overall, White County is a growing, racially homogenous community with a high level of home owners,
who are slightly less educated and affluent than the state or nation.
9
Economic Base Analysis
Business Quick Facts
Private nonfarm establishments with paid
employees, 2006
Private nonfarm employment, 2006
Private nonfarm employment, percent change
2000-2006
Non-employer establishments, 2006
Total number of firms, 2002
Black owned firms, percent, 2002
American Indian and Alaska Native owned
firms, percent, 2002
Asian owned firms, percent, 2002
Hispanic owned firms, percent 2002
Women owned firms, percent, 2002
Manufacturers shipments, 2002 ($1000)
Wholesale trade sales
Retail Sales, 2002 ($1000)
Retail Sales per capita, 2002
Accommodation and food services sales, 2002
($1000)
Building permits, 2008
Federal spending, 2007 ($1000)
White County
1,491
Arkansas
66,795
22,664
4.2%
1,041,998
5.2%
5,765
6,095
F
F
187,733
209,010
4.3%
1.1%
F
F
18.3%
883,254
242,906
568,676
$8,228
76,072
1.0%
1.0%
23.7%
46,721,413
34,470,795
25,611,630
$9,459
2,766,905
633
434,539
8,810
22,454,008
Source: US Census Bureau’s State and County QuickFacts
White County has 1,491 private nonfarm establishments with paid employees. From 20002006, nonfarm employment has increased by 4.2 percent. As of 2002, White County had fewer
women-owned businesses as a percent of firms (18.3%) than the state of Arkansas (23.7%).
10
Public
Administration
4.2%
Other
4.4%
Agriculture &
Natural Resources
2.6%
Industry Composition
White County
Leisure & Hospitality
6.1%
Manufacturing
14.9%
Retail trade
16.5%
Education & Health Serv.
26.1%
Professional & Bus
Services
Finance
5.5%
2.8%
Construction
9.6%
Wholesale Trade
2.5%
Information
0.3%
Trade, Transportation, & Util.
4.5%
Source: U.S. Census Bureau’s 2006 American Community Survey
Public Administration
4.4%
Leisure & Hospitality
6.8%
Other
4.8%
Education & Health Serv.
21.7%
Professional & Bus Services
5.9%
Finance Information
4.8%
2.0%
Industry Composition
Arkansas
Agricultural &
Natural
Resources
3.4%
Construction
8.0%
Wholesale Trade
3.3%
Retail trade
13.0%
Trade, Transportation, & Util.
5.5%
Manufacturing
16.3%
Source: U.S. Census Bureau’s 2006 American Community Survey
A breakdown of industry share shows that White County somewhat mirrors the state in terms
of relative industry composition. Arkansas does have a larger percentage share of Finance and
Information jobs than the county, while White County has a larger percentage share of
Education and Health Services, Retail, and Construction jobs.
The local economy seems to be robust, as evidenced by the steady increase in sales tax
collections over the last several years.
11
Source: Arkansas Department of Finance & Administration
Leadership and Economic Development
Leadership
When speaking to people in the county about leadership and the ability of key organizations to
work together, there were several different perspectives. Some interview respondents felt as
though elected officials within the county work well together, while some felt the relationships
need improvement. While many believed there was a spirit of cooperation among the various
governments, there had not been much collaborative activity between the communities. This is
typical as communities begin moving toward a more collaborative, potentially regional,
approach to community and economic development.
Concerning leaders and leadership development, decision making was seen as being controlled
by a small group of people and that leaders are being stretched thin. There are a few leadership
development opportunities, such as the leadership development program offered to the Searcy
Regional Chamber of Commerce members and the four leadership seminars held by the Beebe
Chamber of Commerce, but county-wide, there does not seem to be a robust mechanism for
leadership development and renewal. In this, and most communities, community leadership is
concentrated in the few people willing to give of their time and energy, resulting in the same
people leading in various organizations and initiatives. While common, it becomes an
impediment to growth when there is no formal structure or process to develop new community
leadership on a continual basis. Communities now need more leadership than just happens
naturally so they have to be proactive in identifying and developing the next generation of
leadership.
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Economic Development
The Advancing White County process has been referenced by many local participants as the
first steps toward moving to a county-wide approach. Economic development seemed to be a
priority for the county, but a comprehensive program for the county is not yet in place. While
there are many programs available through the Bald Knob, Beebe, and Searcy Chambers of
Commerce, efforts are fragmented across the communities. In an effort to reach out to the
other cities in White County, the Searcy Chamber and the Searcy Economic Development
Corporation added "Regional" to their names. The Searcy Regional Chamber of Commerce
(SRCC) and the Searcy Regional Economic Development Corporation (SREDC) are willing to
assist each city, chamber and economic development organization if they so choose. The SRCC
has a formal plan and responds to business development opportunities. Available sites and
buildings are listed to the SRCC website, and they have offered to list the sites and buildings of
any other city in the county. The city of Beebe has both a Chamber of Commerce and an
Economic Development Commission.
Many believed that a forward-looking plan was necessary, and that the county needs to be
more aggressive and more prepared to take advantage of potential economic development
opportunities. However, it was not clear who would “own” this effort and how it would be
funded. There is no “face” of economic development for White County; no one to market the
county as a whole. Although individual chambers have been very active at both the local and
regional level, for the county as a whole to continue growing, a county-wide approach needs to
be developed, not to replace individual efforts, but to leverage them together.
Representatives from the Searcy Regional Economic Development Corporation (SREDC) have
attended and participated in quarterly meetings of the Metro Little Rock Alliance (MLRA) for
the past six years. The MLRA is a regional economic development organization that
encompasses White County. White County is part of the MLRA, and has invested over $ 115,115
toward coordinated marketing and recruitment efforts. Wayne Hartsfield served as Treasurer
from the beginning of MLRA until his untimely death in late 2009. Searcy Mayor Belinda
LaForce continues to serve as chairperson of the Quality of Life Committee. The Searcy
Regional Chamber of Commerce (SRCC) staff maintained two back accounts for MLRA and
managed all financial transactions for the first 6 years until January 2010. Steve Lightle from
Searcy has been nominated to succeed Mr. Hartsfield to represent White County on the
MLRA board.
Each Mayor of the 16 cities in White County was invited to several organizational meetings in
White County, held at Eagle View restaurant and the SRCC office. Numerous letters, phone
calls and personal visits with the White County Mayors were conducted by Mr. Hartsfield,
Entergy's Customer Service Managers, and SRCC, inviting them to participate in MLRA and
contribute to the annual budget for White County. The table below shows the organizations
that have participated over the past six years, and the amount each has invested.
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Contributions to the Metro Little Rock Alliance, 2004-2009
2004
2005
2006
Searcy Regional Economic
$5,000
$5,000
$5,000
Development Corporation
City of Searcy
$5,000
$5,000
$5,000
City of Beebe
$3,000
$3,000
$3,000
Beebe Chamber of Commerce
$250
Beebe Industrial Development
$250
Corporation
White County Medical Center
$1,000
$1,000
$2,000
Central Arkansas Hospital
$1,000
$1,000
Searcy Regional Chamber of
$2,620
$2,500
$2,870
Commerce
White County
$2,500
$2,500
$2,500
City of Bald Knob
$1,000
$1,000
City of Judsonia
$500
City of Letona
$250
$250
$250
City of McRae
$250
City of Bradford
$250
$250
City of Rosebud
Total contributions
$22,370
$20,250
$22,370
Total contributions from all sources from 2004-2009 was $115,115.
2007
$5,000
2008
$5,000
2009
$5,000
$5,000
$5,000
$3,250
$2,000
$2,000
$2,000
$2,500
$2,500
$2,500
$2,500
$2,500
$1,625
$250
$250
$250
$18,000
$250
$250
$17,500
$250
$14,625
$250
The Searcy Regional Economic Development Corporation (SREDC) is the policy-making
organization for the industrial development efforts of Searcy. The "100 For the Future" helps
subsidize the economic development efforts of the SREDC. They may purchase, lease, rent or
sell and receive bequests or donations of real or personal property. They can enter into
contracts, borrow money and issue bonds in the establishment or expansion of an
industry.
The goals and activities of the SREDC are:
Goals
1) To attract new employers and to expand existing industries and business.
2) Identify strengths and weaknesses of Searcy and the trade area and then
work to build upon the strengths and correct the weaknesses.
3) Work to improve communication and cooperation between governmental agencies on city,
county, state and federal levels, and to involve the business community, educational
institutions, cultural organizations and the citizens in working toward creation of a better
Searcy.
4) Seek to expand the base of financial support for economic development,
realizing that all citizens' benefit from sound, planned economic growth.
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5) Actively seek both large and small industry for Searcy.
Activities:
1) Seek new business development
2) Encourage local expansion
3) Collect and maintain current data
4) Responding to prospect inquiries
5) Meet with industrial prospects
6) Marketing and Sales
7) Encourage infrastructure development
8) Coordinate overall economic development efforts
Entrepreneurship and Business Climate
The business climate in White County was seen as good—not horrible, but not spectacular.
Based on the business survey, a majority of individuals felt that the county would continue to
improve over the next five years as a place to do business.
As shown in the excerpt from the business survey below, many factors related to the business
climate and entrepreneurship ranked neutral.
117 White County business owners responded as follows. A rating of 5 is for “strongly agree”
and a rating of 1 is for “strongly disagree”.
Answer Options
New residents can easily integrate into the county's business
community
White County is a welcoming, tolerant, and attractive place
for people of diverse backgrounds
Leaders in the county are responsive to the needs of all the
regional residents, irrespective of ethnicity, cultural heritage,
gender, or lifestyle
The business culture in the county understands that failure is
part of the learning and innovation process for businesses
People from different industry and economic sectors
frequently interact in the region (e.g. bankers and engineers,
manufacturers and tourism)
15
1
2
3
4
5
3
10
34
65
5
6
8
33
64
6
4
15
41
51
6
Rating Average
3.50
3.48
3.34
4
13
63
34
3
3
8
30
69
7
3.16
3.59
The county celebrates the growth of companies, not just the
absolute size of companies
Artists and business people frequently interact in the region
Local government institutions eagerly partner with the
private sector to promote new business development
Business leaders in the region treat entrepreneurs, startups,
and new companies as full partners in all aspects of industry
cooperation
Business leaders proactively share information and resources
when possible
Regional residents actively participate in community
development organizations and projects
Business people in the region actively invest in the economic
development projects and startup ventures
2
13
36
60
5
3
21
61
27
4
3.07
9
14
45
46
3
3.17
5
20
43
47
2
3.18
6
14
40
55
2
3.28
2
10
38
63
3
3.47
6
11
50
46
4
3.26
3.46
Recommendations Related to Leadership and Economic Development
1. Complete a county-wide target industry analysis that complements the Metro Little
Rock Alliance’s (MLRA) and Arkansas Economic Development Commission’s (AEDC)
target industry plan. Before the committee conducts the analysis, the committee should
review the MLRA and AEDC target industry lists, provided in the appendix, to identify
any unique attributes White County has that are not encompassed on these lists.
2. Develop a formal plan for the county to respond to business development
opportunities. A central point of contact and uniform strategy for handling economic
development leads will allow the county to respond to potential investors in a unified
way. Coordinated marketing and recruitment efforts will also achieve economies of
scale and position the county favorably. The county may want to consider consolidating
economic development efforts under a pre-existing organization or effort.
3. Each city and the county needs to begin gathering data and benchmarking against other
communities. This information should be listed on a city and/or economic development
website. All economic development data should be no more than one click away from
the home page, and the website and data should be kept updated. Further training on
community development and data best practices, provided by an AEDC representative,
would provide further insight for all communities involved in this process.
4. Develop a county-wide leadership economic development program to renew and
engage current and potential leaders, particularly in the younger generation. Use
existing resources and civic organizations as the foundation for this initial effort. This
might be accomplished by expanding the current Searcy Leadership program offered
through the Searcy Regional Chamber of Commerce to a county-wide program rather
than a Searcy "centric" effort. Focus program efforts on identifying, training and placing
leaders in city, county and state positions.
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Taxes and Incentives
Taxes
Taxes can play a role in how outside investors view an area because taxes add to the total cost
of doing business. The charts below show how Arkansas ranks compared to surrounding states.
Compared to these states, Arkansas’ overall rank of 40 is the least competitive. Arkansas is also
ranked close to the bottom on the Corporate Tax Index, the Individual Income Tax Index, and
the Unemployment Insurance Tax Index when compared to Louisiana, Mississippi, Missouri,
Oklahoma, Tennessee, and Texas. The Sales Tax Index and Property Tax Index show Arkansas
ranking more in the middle, slightly increasing our competitive edge.
State Business Tax Climate Index, 2006-2010
State
FY 2010 State
FY 2009 State
Business Tax
Business Tax
Climate Index Climate Index
Score Rank
Score Rank
U.S
5.0
-5.0
-Arkansas
4.61
40
4.87
35
Louisiana
4.74
35
4.98
33
Mississippi 5.16
21
5.32
19
Missouri
5.37
16
5.57
16
Oklahoma 4.97
31
5.40
18
Tennessee 5.10
22
5.42
17
Texas
5.70
11
6.02
9
Change from
2009-2010
Score
0
-0.25
-0.24
-0.16
-0.20
-0.43
-0.32
-0.32
Rank
--5
-2
-2
0
-13
-5
-2
FY 2008 State
Business Tax
Climate Index
Score Rank
5.0
-4.65
37
4.75
34
5.09
22
5.35
16
5.18
19
5.16
20
5.79
11
FY 2007 State
Business Tax
Climate Index
Score Rank
5.0
-4.72
36
4.79
33
5.21
19
5.37
15
5.20
20
5.27
17
5.99
10
FY 2006 State
Business Tax
Climate Index
Score Rank
5.0
-4.87
35
5.05
32
5.57
19
5.68
14
5.41
21
5.58
18
6.41
7
Note: The higher the score, the more favorable a state’s tax system is for business. All scores are for fiscal years.
Source: TaxFoundation.org
Major Components of 2010 State Business Tax Climate Index
Individual
Corporate Tax
State
Overall Rank
Income Tax
Index Rank
Index Rank
Arkansas
40
39
35
Louisiana
35
19
26
Mississippi
21
13
19
Missouri
16
5
28
Oklahoma
31
7
27
Tennessee
22
11
8
Texas
11
46
7
Sales Tax Index
Rank
43
47
35
16
45
49
39
Unemployment
Insurance Tax
Index Rank
17
8
4
7
1
32
9
Note: Rankings do not average across to total. States without a given tax rank equally as number 1.
Source: TaxFoundation.org
Locally, the county has a property tax rate of 4.1 mils and a sales tax of 1.5 percent.
17
Property Tax
Index Rate
20
24
23
18
27
46
30
Incentives
Many companies looking to relocate have become accustomed to some type of incentive. Many
times these incentives are a combination of state and local efforts. Arkansas Governor Mike
Beebe has made it clear that he will fight to beat out a location outside the state, but that his
administration will not “play favorites” within the state. Each community will want to ask itself,
“What financial incentives can we offer on the local level to close the deal?” Incentives are not
usually the main reason why a community is chosen, but they can become a deciding factor
when all other things are equal. Incentives offered by the state of Arkansas are included in the
appendix.
Recommendations Related to Taxes and Incentives
Consider how White County will gain a competitive edge related to taxes and incentives.
What organizations or individuals would be responsible for overseeing, putting together,
and approving incentives for the county? How would these incentives be funded? If a site
selection consultant put White County on the “short list”, what would be the county’s
mechanism for “closing the deal”?
Workforce
Workforce is a crucial competitive factor for an area. A community must understand the
composition of its workforce, its overall quality and work ethic, and any training issues that
need to be addressed. With this understanding, a community can market itself to industries
that are a natural “fit” with the existing workforce. Most interviewees felt that the workforce in
White County had a great work ethic and that workforce training programs were overall of
good quality and responsive to the community’s needs, but that many workers still need to be
retooled for 21st century knowledge-based jobs, particularly those workers who have been
displaced by layoffs in the manufacturing sector.
There are a variety of workforce development activities occurring in White County. While not
an exhaustive list, some of the major programs are listed below.
White River Planning and Development District. White County is located in the North Central
Arkansas Workforce Investment Area, which is overseen by the White River Planning and
Development District (WRPDD). This investment area covers 10 counties, including Cleburne,
Fulton, Independence, Izard, Jackson, Sharp, Stone, Van Buren, and Woodruff counties, with
the White County office located in Searcy. The WRPDD provides a gamut of services, such as
business development, solid waste management programs, workforce training, early childhood
18
programs, government and transportation planning, community development, census
information, and they also serve as a grants clearinghouse.
Arkansas State University-Beebe Economic Development Center. The Arkansas State
University-Beebe campus has an Economic Development Center that has developed and
delivered several workforce development programs, including Career Pathways, apprenticeship
programs, employment and training services, and the White County Industrial Development
Council. There is also a technical training branch in Searcy, developing skill sets for industry
(technology, floor-hand training (gas drilling), clerical, nursing, mechanical, etc.)
Unemployment Rate
In the recent past, White County has had a slightly higher unemployment rate than the state of
Arkansas, and at times the nation. In 2008, unemployment in the county decreased temporarily
while national unemployment began to rise. By the third quarter of 2009, White County and the
state have finally begun to feel the effects of the national economic recession, resulting in a
jump in unemployment.
Source: Discover Arkansas
19
Employment Status
Aged 16+
In Labor Force
Civilian Labor Force
Employed
Unemployed
Armed Forces
Not in Labor Force
White County
#
%
57,276
34,645
60.49%
34,261
32,493
98.84%
1,768
5.16%
384
22,631
39.51%
Arkansas
#
2,199,028
1,351,975
1,344,722
1,251,076
93,646
7,253
847,053
%
61.48%
92.54%
6.96%
38.52%
U.S.
#
%
234,243,963
152,193,214 64.97%
151,203,992
141,501,434 93.58%
9,702,558
6.42%
989,222
82,050,749 35.03%
Source: U.S. Census Bureau’s 2006 American Community Survey
Labor Force
The labor force is composed of all individuals 16 years or older who are currently employed, or
who are actively seeking employment. Since 2001, labor force participation in White County has
grown. This appears to follow the pattern of population increases in the county.
Source: Discover Arkansas
Commuting Patterns
Each day there is a net loss of 2,742 workers commuting out of White County, the majority of who are
traveling to Faulkner, Lonoke, and Pulaski counties.
20
White County Commuting Patterns, Selected Counties
County
Live in White Co./Work
Live Outside/Work in
Outside
White Co.
Cleburne
415
780
Faulkner
458
262
Independence
290
338
Jackson
167
503
Lonoke
917
656
Pulaski
3,546
442
There is a net daily loss of 2,742 workers commuting out of White County
Net Gain (+) or Loss (-)
365
-196
48
336
-261
-3,104
Source: US Census Bureau, 2000 data, cited in Searcy Chamber of Commerce power point presentation, March 2009
White County Major Employers
Employer
Employee Code*
Wal-Mart
E
White County Medical Center
D
Harding University
C
Land O Frost
C
Arkansas State University
B
Beebe School District
B
Searcy School District
B
The Bryce Company
B
Vickers, Inc.
B
Bald Knob School District
A
* Employee Code: A. 75-250; B. 251-500; C. 501-1,000; D. 1,001-1,500; E. 1,501-2,500; F. 2,501-5,000; G. 5,00010,000
Source: Arkansas Economic Development Commission, as cited in Searcy Chamber of Commerce power point presentation,
March 2009
Major employers in the county are predominately in the education sector. However, private industry in
the health-care and manufacturing fields are also among some of the larger employers.
21
Industry
Top Ten Growth Industries, 2006-2016
Ranked by Net Growth
2006 Base
2016 Projected
Employment
Employment
Food Services and Drinking
Places
Educational Services
Administrative and Support
Services
Hospitals
Mining
Ambulatory Health Care
Services
Food Manufacturing
State Gov’t, excluding
Education & Hospitals
General Merchandise Stores
Local Gov’t, excluding
Education & Hospitals
Net Growth
% Growth
5,151
6,861
1,710
33.2%
8,862
10,497
1,635
18.4%
1,962
3,259
1,333
69.2%
3,491
358
4,484
1,201
993
843
28.4%
235.5%
2,842
3,682
840
29.6%
3,801
4,525
724
19%
2,004
2,576
572
28.5%
2,573
3,110
537
20.9%
2,725
3,241
516
18.9%
Source: Discover Arkansas
Long term, it is projected that food services, local and state government, health-care professions,
mining, and educational services industries will all experience growth.
Occupation
Food and Beverage Serving
Workers
Health Diagnosing and
Treating Practitioners
Financial Clerks
Primary, Secondary, & Special
Education School Teachers
Cooks and Food Preparation
Workers
Retail Sales Workers
Building Cleaning and Pest
Control Workers
Registered Nurses
Combined Food Preparation
and Serving Workers,
including Fast Food
Health Technologists &
Technicians
Source: Discover Arkansas
22
Top Ten Growth Occupations, 2006-2016
Ranked by Net Growth
2006 Base
2016 Projected
Employment
Employment
2,917
3,926
1,009
34.6%
2,504
3,240
736
29.4%
2,385
3,246
3,076
3,866
691
620
29%
19.1%
2,552
3,142
590
23.1%
5,207
2,049
5,790
2,571
583
522
11.2%
25.5%
1,413
1,252
1,897
1,735
484
483
34.3%
38.6%
2,184
2,660
476
21.8%
Net Growth
% Growth
Increase in Food Services and Retail Trade will improve the overall quality of life of residents
who use those services, but the county may ultimately be looking at an increase in low-paying,
low-skilled jobs. While an increase in total jobs is good news, to expand the economic base the
county will need to see an increase in jobs that are higher-skilled and thus higher wage jobs.
Considering the varying levels of education and workforce preparedness among the county’s
residents, the variety of growth occupations listed above probably makes sense.
Recommendations Related to Workforce
1. Develop formal, strong partnerships between workforce training programs,
industrial leaders, the business community, economic development organizations,
and school districts within the county. The results of this partnership could be a
robust speaker series in local schools to inform and educate teachers and students
on the current trends and needs in the business sector. Practical seminars on careerreadiness, professional etiquette, and resume development will help ensure that
students, teachers, and administrators are aware of what skills are needed for the
21st century workforce. Community investment in school partnerships will pay
dividends for workforce development.
2. Workforce Development Professionals should develop a training schedule for “life
after natural gas”. In the event that the boom in natural gas subsides, and many
individuals working in the field become displaced—which may also weaken demand
in supporting industries (retail trade, food services)—re-training of individuals will
become paramount to workforce development strategies. These strategies should
take a total approach to the individuals that are served. This holistic approach would
not be “job-centric”, but rather “people-centric”; workers should be trained for lifelong learning and development of transferable skills across a spectrum of industries.
Education
White County is fortunate to offer its citizens a variety of educational options. An important
trend in the nation is to look at education holistically, as a “P-20” or Pre-Kindergarten through a
four-year college degree system that is linked together. Research shows there is a direct
correlation between quality and level of education and economic prosperity, in addition to the
obvious benefits of learning and social development. This link has become even more
important as Arkansas, and White County, consider how to compete in a global, knowledgebased economy, where producing knowledge is key to economic success.
Survey and interview results indicate secondary and higher education are both strong and
should be considered assets. The high number of early childhood care providers indicates a
23
variety of options in care and should be viewed as a potential asset and key to long-term
economic prosperity.
Early Childhood Education
Although White County has a strong public secondary education system, it is not clear if the
connection has been made between investment in early childhood education and economic
prosperity. The report Education in the Post-Lakeview Era: What is Arkansas Doing to Close the
Achievement Gap? (February 2008) offers data to indicate early childhood education is directly
tied to economic prosperity. This report quoted a study that stated for every one dollar spent
on early childhood education, return to society through lower welfare costs, gains from
education and salary, more taxes paid, and lower costs due to crime was approximately
$16.14. Of this, $12.90 returned to the public and $3.24 returned to the participants. It also
indicates Arkansas ranks number one in terms of quality standards (by the National Institute for
Early Education Research NIEER). Arkansas has become a recognized leader in public early
childhood education and while pre-K is a part of the public school system, for communities
serious about their economic prosperity, they should work toward a community-wide
commitment to offering quality, affordable childcare.
A preliminary search of the Licensed Child Care Providers online database indicated the
following providers in White County. This is not an exhaustive list but a sample to indicate the
availability of licensed childcare providers—of which there are 47 in the county—and to show
the data tracked by the Arkansas Department of Health and Human Services. Because there
are a high number of child care providers in the county, one potential recommendation would
be to extend the traditional view of community investment in education to include early
childhood education due to its link to economic prosperity. There are a large number of
providers in the county, but is the county leadership viewing early childhood education as a
long-term investment for the county?
Licensed Child Care Providers
Name
Up to
Quality
5 yrs
Approved
Center
CAPCA Head
N/A
Yes
start Bald Knob
Center
Birth to BasicsYes
No
Bald Knob
Little Treasure II- Yes
No
Bald Knob
Camp Beebe
Yes
Yes
CAPCA Head
N/A
Yes
Start Beebe
Center
Apple Blossom
Yes
No
Child
24
Accepts
Vouchers
ABC
Facility
Headstart
Open after
7 p.m.
Yes
Open
Saturday
or Sunday
No
No
Yes
No
Yes
No
No
No
No
yes
No
No
No
Yes
No
No
No
No
No
No
Yes
No
No
Yes
No
No
No
No
Development
Center- Beebe
Bradford School
Daycare1
Riverview
Judsonia
WCC Bear Cub
PreschoolJudsonia
Mema’s
PlayhouseJudsonia
CAPCA Head
Start Mills
Center- Kensett
Riverview
Kensett
Pangburn
Daycare
Chris Eichler
DCFH- Romance
CAPCA Rose Bud
Center
Rose Bud ABC
School
Ms Lindas- Rose
Bud
CAPCA Head
Start Searcy
Center
Mable DavisSearcy
Shirley’s Mother
Goose- Searcy
2-6yrs
Yes
Yes
No
No
No
No
5-13
yrs
2-6 yrs
No
Yes
No
No
No
No
Yes
No
No
No
No
No
Yes
No
Yes
No
No
No
No
N/A
Yes
Yes
No
No
Yes
No
2-13
yrs
Yes
No
Yes
No
No
No
No
Yes
Yes
No
No
No
No
Yes
No
Yes
No
No
No
No
N/A
Yes
Yes
No
No
Yes
No
2-6 yrs
Yes
Yes
No
Yes
No
No
Yes
No
Yes
No
No
No
No
N/A
Yes
Yes
No
No
Yes
No
Yes
No
Yes
No
No
No
No
Yes
No
Yes
No
No
No
No
Source: Arkansas Department of Health and Human Services
Pre-K through 12 Education
White County is home to a significant number of public schools: fourteen elementary schools,
eight middle schools, and ten high schools (www.publicschoolreview.com). It is also home to
six private schools (indicates number of students and grades offered at each school): Center
Hill School (25 K-12), Curtis Kindergarten (99 PK-K), Harding Academy (638 (K-12), Lighthouse
Christian Academy (28 P-7), Sunshine School (41 P-12), Trinity Christian (30 K-12), according to
the National Center for Education Statistics.
The business survey conducted as part of the discovery phase looked at how education factors
in to the county’s economic condition. The survey used five point scale with one being “not at
all valuable” and five being “extremely valuable.” When asks about the overall quality of the K25
12 system (as it relates to the business community) the rating was 4.07. In addition to the
numerical rating, three themes emerged from the individual interviews:
1. White County has a very strong public education system and the public perception is
that, while even the strongest schools can improve, it is performing at well above
average levels.
2. The county has a diverse post-secondary system, ranging from state-supported technical
certification at ASU-Beebe and Searcy to private graduate education at Harding.
3. There is a tremendous amount of civic pride that the community was able to rally
behind efforts to turn around the Bald Knob School District during a period of financial
distress.
Below is an overview of the key education indicators in the county and shows White County
comparing very well with state and national averages is many, but not all, areas:
Education Indicators, White County School Districts, 2008
Bald
Beebe
Bradford
Pangburn
Knob
Riverview
Rose
Bud
Searcy
White
County
Arkansas
th
4 Grade
Literacy*
th
4 Grade Math*
71.9
75
94.1
72.1
84.7
73.1
94.4
81.5
67.8
85.4
85.1
100
78.7
76.5
88.5
86.3
83.3
75.1
72.4
78.5
78.6
69.8
79.4
70
86.3
74.5
68.1
th
8 Grade
Literacy*
th
8 Grade Math*
57.1
62.6
59.5
62.8
75
5
74.9
51.1
58
11 Grade
Literacy*
Dropout Rate
71.9
61.4
46.3
43.4
48.1
42.2
63.2
67.5
52.6
3.3
2.9
0.6
1.3
4.7
2.2
1.7
3.3
Graduation Rate
75.5
81.02
97.44
98.36
91.03
83.95
80.77
96.4
68.2
37.7
45
60.9
17.2
56.8
48.5
27.5
57.7
46.3
21.4
21.2
20.5
23
19.6
21.4
23
20.1
20.99
1,319
Per Pupil
Expenditures
$7,175
Avg. Teacher
Salary
$40,990
*Percent Proficient and above
3,072
529
722
1,270
833
3,857
707
466,391
$7,454
$7,980
$7,746
$7,953
$7,781
$6,950
$7,569
$8,362
$43,384
$36,852
$39,966
$44,871
$42,284
$46,072
$41,276
$45,393
th
College
Remediation
Rate
Avg. ACT Score
Enrollment
0
Source: Arkansas Department of Education, School Report Cards,
http://normessasweb.uark.edu/schoolperformance/index.html
26
Wilbur D. Mills Educational Service Cooperative
Another education asset is the Wilbur D. Mills Educational Service Cooperative (WDMESC).
There are 15 education service cooperatives throughout Arkansas, which provide support and
professional development to the school districts in their region, in addition to acting as a
consortium for purchasing certain services and supplies. The cooperatives also provide
technical computer support services to the schools in their area (www.arkansased.org). Since
the creation of the cooperatives in 1985, this coop has grown from $200,000 in base funding in
1985-86 to an estimated budget of $6 million for the 2009-2010 school year. According to its
website, “The WDMESC relocated its central offices at 210 North Main Street in Beebe but
retained Workforce Education office space on the ASU-Beebe campus. The Early Childhood
employees and program were moved to newly remodeled space at 133 North Main Street in
June of 1994. Literacy and Math Specialists were added in the summer of 1999 and were
housed at 114 Center Street in Beebe. In the spring of 2005, WDMESC acquired property at 114
North Main Street. Presently, WDMESC is housed in three buildings on Main Street in
downtown Beebe.”
Higher Education
From the interviews conducted, most respondents view higher education as a strength and an asset for
White County. ASU-Beebe and Searcy and Harding are strong institutions that many students from
White County attend. Harding is a known nationwide and draws students from across the nation, as
well as in state and locally. Harding is also known internationally, with campuses in several other
countries and a diverse international student population. There is a large diversity of higher education
opportunities from technical certificates, associates, bachelors and graduate degrees. Although many
from Harding do stay, or return later, many students who are attending these institutions often leave
White County when they graduate. Overall, the public perception is that White County has a strong
hold on education compared to the State of Arkansas, which is supported by statistics, but has a few
areas which could be addressed to elevate the county above the state average in all areas.
Residents view both ASU-Beebe and Searcy and Harding as critical to the economic , educational, and
cultural success of the county and there appear to be strong, mutually beneficial relationships between
the institutions and the communities surrounding them. Key strengths cited frequently in interviews
included the university’s ability to meet workforce training needs, an example of which are specialized
certifications for the gas industry and agriculture. ASU is seen not only as a good provider of education,
but also customized training for industry. Overall, White County has a strong hold on education
compared to the State of Arkansas, with the major drawback being the comparative low number of
residents with college degrees, as highlighted in the Educational Attainment table below.
The highest results in the business survey supported residents’ pride in education. When rated on a
scale of 1-5, with 1 being poor quality and 5 being excellent, the ratings for education fell in the above
average range. Residents expressed the consistent view of education as a county asset.
27
Overall quality of K-12 system = 4.07
Overall quality of community & technical colleges = 4.0
Overall quality of colleges & universities = 4.02
Education Attainment
Population Age 25+
th
Less than 9 Grade
th
th
9 -12 Grade, No Diploma
High School Diploma or GED
Some college, No Degree
Associate’s Degree
Bachelor’s Degree
Professional Degree
High School Graduate or Higher
Bachelor Degree or Higher
White County
#
%
46,066
-4,969
10.79 %
5,351
11.62%
18,232
39.58%
8,648
18.77%
1,801
3.91%
3,830
8.31 %
3,235
7.02%
-77.6%
-15.3%
Arkansas
#
1,847,325
136,143
223,906
671,500
378,534
100,619
221,233
115,390
---
%
-7.37%
12.12%
36.35%
20.49%
5.45%
11.98%
6.25%
80.5%
18.2%
Source: U.S. Census Bureau’s 2006 American Community Survey
Educational Indicators, White County Institutions of Higher Education
Harding
ASU-Beebe
Average ACT Score First Time Student 24.5
20.5
st nd
1 -2 Year Retention Rate
81%
52%
Male: Female Ratio
2:3
2:3
Remediation Rate
Not Readily Calculated
60%
Graduation Rate
61%
40%
Racial Composition
White/Caucasian
85%
89%
Black/African-American
5%
5%
Hispanic
2%
2%
Asian or Pacific Islander
0%
1%
American Indian/Alaska Native
1%
1%
Unknown
1%
2%
Non-Resident Alien
4%
Age Breakdown
13-17
1%
18%
18-19
26%
25%
20-21
22-24
25-29
30-34
35-44
45-54
28
23%
15%
8%
6%
10%
7%
13%
10%
11%
7%
9%
5%
United States
#
%
195,923,824
12,743,555
18,502,540
59,123,954
38,185,678
14,486,202
33,496,187
19,394,708
---
-6.50%
9.44%
30.18%
19.49%
7.39%
17.1%
9.9%
84.1%
27.0%
55+
3%
2%
Recommendations Related to Education
1. Raise awareness in the community about the link between early childhood education and longterm prosperity of a community.
2. Determine the reason, despite the presence of a public and private university, for the relatively
low numbers of residents with either an Associate’s or Bachelor’s degree.
3. Develop a strategy to close the gap between the number of college graduates between the
county and state statistics.
4. Take advantage of increased public funding for higher education from the lottery.
5. Consider what additional local incentives employers might offer for residents who want to
pursue a higher education while working.
Land and Resources Availability
Natural Gas
The Fayetteville Shale is a natural gas reservoir that extends across Northern-North Central
Arkansas. Natural gas was first extracted from the Fayetteville Shale in 2004, and since that
time, investment in the Fayetteville Shale play has had a significant economic impact on the
region.
According to the Center for Business and Economic Research at the University of Arkansas,
drilling in the Fayetteville Shale has resulted in the following economic impacts in White
County:
25.5 percent of Fayetteville Shale production occurs in White County,
In 2007, wage growth was 14 percent better than total wage growth from 2002 to
2006,
Since 2002, manufacturing employment declined by about 1,800 jobs, but overall
job growth has been positive,
The natural resources, construction, and services sectors all added employment over
the period,
The economic impact of Fayetteville Shale shows up most clearly in the dramatic
increase in White County Sales Tax Revenues.
Many people felt like the presence of natural gas industries were both an advantage and
disadvantage. Overall, people felt positive about the short term impact that the Fayetteville
29
Shale play was having on the area—from royalty checks, to increased demand for retail and
restaurants, to increased tax revenue and development—residents felt that these
developments were definitely buoying the county during what otherwise might be a tough
economic time. However, many residents are worried that just as the natural gas industry has
undergone a “boom,” it will eventually undergo a “bust.” In the individual interviews, questions
were raised such as:
What will happen to all the new buildings and homes if the industry takes a
downturn?
What will happen to workers who are no longer needed in the industry?
Will the restaurants and other establishments serving the basic needs of the natural
gas employees be sustainable considering the cyclical nature of the industry?
If gas industries exit the county, will the infrastructure be left better than when they
arrived, or worse?
These questions highlight the fact that residents are grateful for the positive economic impacts
of the Fayetteville Shale Play, but also worry about the long term economic impacts of industry
cycles. The county needs to be prepared to thrive by working to diversify the economic base,
thereby creating a local economy that can weather disturbances that may occur in any one
industry.
Water and Sewer
Many industries need an excess capacity of water and sewer for the facilities. Without
producing this information in a timely manner, a community may not be considered for an
investment. Water and sewer departments, and all departments within the city and county
governments, should be able to provide requested information in a timely manner.
Water and Sewer Capacity, White County
City
Bald Knob
Beebe
30
Water
Sewer
Max Daily Prod:
Max Daily Use: .485 MGD
Average Daily Use: .356 MGD
Storage Cap :
Excess Cap :
Plant Cap: .675 MGD
Average Daily Use: .602 MGD
Peak Daily Use: 2.08 MGD
Excess Cap: unknown
Max Daily Prod: 2.4 MGD
Max Daily Use: 1.6 MG
Average Daily Use: 0.73 MG
Storage Cap : 1.27 MG
Excess Cap : 0.53 MG
Plant Cap: 3.0 MGD
Average Daily Use: 0.95 MG
Peak Daily Use: 3.9 MG
Excess Cap: 2.0 MG
Bradford
Judsonia
Kensett
McRae
Pangburn
Rosebud
Searcy
Not provided
Max Daily Prod: 500,000 GPD
Max Daily Use: 276,597 GPD
Average Daily Use: 260,671
GPD
Storage Cap : 500,000 gallons
standpipe
Excess Cap : 249,329 per day
avg
Not provided
Plant Cap: 200,000 GPD
Average Daily Use: 68,850 GPD
Peak Daily Use: 302,000 GPD
(during infiltration periods)
Excess Cap: 131,150 gallons106,280 gallons
Max Daily Prod: Purchased
from Searcy
Max Daily Use: .125 MGD
Average Daily Use: 0.12 MGD
Storage Cap: .05 MGD
Excess Cap: -
Plant Cap: .25 MGD
Average Daily Use: 0.06 MGD
Peak Daily Use: 0.1 MGD
Excess Cap: .19 MGD
Max Daily Prod: 75, 000
gallons
Max Daily Use: 75,000 gallons
Average Daily Use: 58.02
thousand gallons
Storage Cap: 50,000 gallon tan
Excess Cap: Higginson will
supply back-up in emergency
situations
Plant Cap: 286,788 gallons
Average Daily Use: 2.68
thousand gallons
Peak Daily Use : 22,000 gallons
Excess Cap: 5 acre lagoon
Not provided
Max Daily Prod: Purchased
from Heber Springs Water
Max Daily Use: 14,901 gallons
Average Daily Use: 132,159
gallons
Storage Cap: 520,000 gallons
Excess Capacity: approximately
50,000 gallons (in lines)
Max Daily Prod: 15 MGD
Max Daily Use: 15 MGD
Average Daily Use: 8 MGD
Storage Cap: 10 MG
Excess Capacity: 0 MG; 4MG
expansion project slated to
begin in 2009
Not provided
Capacity not known until
installation of new sewer
system is complete
Plant Cap: 5 MGD
Average Daily Use: 3.5 MGD
Peak Daily Use: 13.5 MGD
Excess Capacity: 1.5 MG
Source: Information provided by local municipalities
Available Land and Buildings
The sites and buildings listed below were accessed on November 9, 2009, by searching for
“White County” on www.arkansassiteselection.com, the state’s building and site database. This
31
is a key tool provided by the state that needs to be fully utilized by the county and updated
regularly.
Available Sites in White County
Building Name
Street Address
BEE001
300 South Fir
SEA001
Benton St.
SEA008
Brantley Rd.
City
Beebe
Searcy
Searcy
Acreage
68
38.61999893
84.81999969
Source: accessed from www.arkansassiteselection.com on 09 Nov 2009.
Available Industrial Buildings in White County
Site Name
Street Address
OB189 – Goody’s
3005 E Race
OB190 – Searcy
2511 Hwy 367
Power Sports
IB315 – Twin Rivers
918 E Lincoln
(Food processing)
IB1005 – Whirlpool
200 Queensway St
(Dryers)
IB1062 – ITT (Brake
100 Queensway St
Pads)
Keathley Building
2407 S. Dewitt Henry
City
Searcy
Searcy
Type
Commercial
Commercial
Square Feet
20700
30976
Searcy
Industrial
47610
Searcy
Industrial
250000
Searcy
Industrial
128366
Beebe
Industrial
45400
Source: accessed from www.arkansassiteselection.com on 09 Nov 2009.
Recommendations Related to Energy, Land and Resource Availability
1. The county should make it a priority to have all available sites and buildings listed on the
state website, http://www.arkansassiteselection.com. Full information on each site
needs to be submitted. These sites also need to be listed on local and county websites.
2. Leverage investment in Fayetteville shale to prepare for the day when natural gas is no
longer a major factor in the local economy.
3. Have full site binders developed for each available site, and attempt to have selected
sites certified as a Select Site through Entergy’s Teamwork Arkansas. See appendix for
Select Site criteria.
4. Make sure all cities and towns in the county have full and accurate information on water
and sewer usage and capacity.
32
Infrastructure and Market Access
Summary of White County Infrastructure & Market Access
Air
55 miles to Adams Field Little Rock Airport; Searcy
Municipal Airport available for local traffic
Rail
Shortline Doniphan, Kensett and Searcy Railroad,
mainline Union Pacific Railroad
Roads
US Highway 67/167; Interstates 30 and 40 located within
45 minutes of county seat
Market Access Centrally located in South Central part of U.S.; 1 hour
from Little Rock, and 2 1/2 hours from Memphis
Interviews and Town Hall responses demonstrate that a majority of participants believe White
County to be in a favorable location, and that the transportation systems available are an asset
for the area.
Technology/Telecommunications
Access to high-speed internet has become an essential utility in regards to the way most people
live their lives and the way most companies conduct business. Answers to the business survey,
found below, show that most people who answered the survey have access to high-speed
internet and use it frequently to conduct business. This survey was delivered to most
respondents electronically, so these results were skewed towards individuals and businesses
that have and use the internet, which means that this data point is not necessarily indicative of
internet access and usage county-wide. The interviews revealed that in parts of the county,
both high speed internet access and cell phone coverage are spotty.
An area of concern is that despite technology being identified by the Advancing White County
Steering Committee as a priority, few interviewees or participants seem to see the urgency yet.
This indicates there is still a relatively low level of awareness across the county between robust
county-wide availability of high-speed internet access and economic development. It isn’t yet
seen as a required piece of infrastructure, just as water, sewer, and power, for growth.
33
Question 12. Does your business have access to high-speed internet?
Response
Percent
Answer Options
Yes
No
Not Sure
95.3%
3.9%
0.8%
answered question
skipped question
Response
Count
122
5
1
128
11
Source: Advancing White County Business Survey
Question 13. How often does your business use the internet?
Answer Options
Never
1-3 times a month
Once a week
More than once a week
I don't know
Response
Percent
2.3%
0.8%
1.6%
94.6%
0.8%
answered question
skipped question
Response
Count
3
1
2
122
1
129
10
Source: Advancing White County Business Survey
Air
From White County, it is approximately 55 miles to the Little Rock National Airport. The city of
Searcy has a municipal airport that can accommodate aircraft up to the G5 classification.
According to a Searcy Environmental Scan completed by the Searcy Area Chamber of
Commerce, an average of 50 planes use the airport each day. During the interviews,
respondents said that the airport is used mostly for personal or corporate use, and not often
used for movement of freight.
Recommendations Related to Infrastructure and Market Access
1. Participate in Connect Arkansas’ e-Community Initiative to raise awareness of the need
for this to support community and economic development. The mission of Connect
Arkansas is to promote high speed internet access and help communities understand
how to incorporate technology into education, healthcare, and economic development
initiatives. By participating in this program, the county can better understand where
high speed internet is available and develop a plan for information technology that
addresses access, equipment, and education.
34
2. Develop partnerships with EAST (Environmental and Spatial Technology) labs in each
school district to work on community projects that will benefit both the community and
the students.
3. Develop a master road plan for the County if one does not exist. Many interview
respondents did not understand the decision-making process for prioritizing repairs to
county roads, and many complaints about the quality of the county roads were aired. A
County Road Master Plan would make this process transparent, and guide infrastructure
improvements.
Quality of Life
Quality of Life includes the factors that contribute to an individual and community sense of well
being, fulfillment, pride, and safety. These are attributes of a community that are not always
easy to measure or quantify. Therefore, the majority of the information in this section is based
on a series of in-depth, confidential interviews with a cross-section of residents from White
County. As the county begins to address these issues as a county, it’s important to look at
these factors as a whole, and the image that might attract – or deter – potential residents.
The consensus is that Quality of Life in White County is overall very good, but, as with any
community, there are some things that people see that need improvement. The public believes
most of the basic needs are adequately provided for, but some of the nicer, upscale amenities
present in other communities are not present, in part because of the county’s proximity to
Little Rock. It is so easy to drive to Little Rock for a higher level of amenities that it actually
inhibits development of local attractions and facilities. Overall, White County’s quality of life is
“average” and has “pretty much all you need,” at the basic level by lacks the upscale attractions
and amenities it could offer.
There is a strong feeling that this is a “good place to raise a family.” There is a significant
amount of the population that came to Harding for an education, but stayed or returned later,
to raise a family which contributes to the sense of family atmosphere. There is a great “sense
of community” and the people pride themselves on having a high level of character.
Medical Services
Health care and medical services in the county were believed to be adequate by some
interviewees, while others were not confident in the services the county has available. Many
residents tend to go out of the county for medical services. Searcy has a hospital and there are
other clinics in Beebe, Bald Knob, and Kensett.
35
Some interviewees believe it is hard to recruit doctors to the area, and there is a need for rural
clinics and pharmacies. The overall opinion is that the medical services in White County are
good, but limited. Most residents still prefer to go out of town for “serious” medical needs.
Many interviewees indicated they felt the quality of medical care was actually better when
there were two hospitals. Competition resulted in a better quality and range of services being
offered. Some indicated now that there is only one hospital; it is a monopoly that yields
adequate, but not excellent care. However, there were advantages to combining the hospitals.
Now with only one hospital, a second "hospital within a hospital" offers a different type of care
called long term acute care, which is a new service that was not previously available. In
addition, a new adult psychiatric center called "Compass" would not have been available for the
needed care in the area because of the marginal profitability. Now that needed service is
available at the Searcy Medical Center (SMC). Though patients have to leave the county for
some medical services or procedures, SMC has added services in Rheumatology and expects to
offer Infectious Disease specialty in the near future. The Family Practice Clinic has Hospitalist
Services seeing their patients while in the hospital, and SMC has replaced physician losses due
to retirements or leaving the area in Cardiology, Oncology, and Orthopedics. While there
appears to be room for improvement in some of the current health care and medical services
available in the county, it may be that the county was simply not able to support two hospitals,
a trend seen nationally in counties of similar size.
In 2009, White County Medical Center commissioned PRC, a marketing research company that
specializes in the health care industry, to conduct a consumer perception survey. PRC’s
professional interviewers conducted 600 telephone interviews within the White County
Medical Center’s service area. Summary results from this perception survey are provided in the
graphs shown below.
36
Overall Satisfaction with Health Care Services in the Area
100%
80%
60%
49.0%
40.2%
40%
20%
10.8%
0%
Very Satisfied
Somewhat Satisfied
Not Satisfied
Source: 2009 PRC Consumer Perception Survey
Survey results showed that almost 50 percent of individuals interviewed were ‘very satisfied’
with the health care services in the area, while less than 11 percent were ‘not satisfied’.
Health Care Services Needed in the Area
More Doctors
3.5%
Specialists
3.4%
Better Quality Doctors
2.9%
More Hospitals
2.7%
Better ER Care
2.3%
Better Hospital
2.2%
Affordable Health Care
1.9%
More of Everything
1.8%
Other
27.3%
Uncertain
31.7%
Nothing
20.3%
0%
10%
Source: 2009 PRC Consumer Perception Survey
37
20%
30%
40%
50%
Preferred Hospital
White County Med Ctr
34.2%
Baptist Health-Little Rock
17.6%
Baptist Health-N. Little Rock
15.2%
UAMS Med Ctr
7.1%
Baptist Health-Heber Springs
4.5%
Other
16.1%
Uncertain
5.3%
0%
10%
20%
30%
40%
50%
Source: 2009 PRC Consumer Perception Survey
Best Hospital for Various Medical Treatment Areas
75%
60%
45%
30%
15%
0%
Maternity
Emergencies
General Surgery
Inpatient Phys
Therapy Rehab
Women's Health
Svcs
White County Med Ctr
32.1%
32.0%
27.6%
27.2%
23.6%
Baptist Health-Little Rock
10.2%
10.6%
19.6%
12.9%
14.7%
Baptist Health-N. Little Rock
7.5%
9.8%
13.8%
9.7%
11.4%
UAMS Med Ctr
4.1%
11.3%
9.6%
5.0%
8.6%
Uncertain
30.5%
12.2%
13.6%
27.0%
24.9%
Source: 2009 PRC Consumer Perception Survey
38
Best Hospital for Various Medical Treatment Areas (continued)
75%
60%
45%
30%
15%
0%
Retirement/
Assisted Living
Svcs
Mammography
Services
Orthopedics
Men's Health
Services
Heart Problems
White County Med Ctr
21.3%
20.8%
18.7%
18.0%
17.5%
Baptist Health-Little Rock
4.9%
13.4%
15.8%
13.6%
20.7%
Baptist Health-N. Little Rock
1.9%
10.9%
8.1%
10.9%
10.2%
UAMS Med Ctr
3.1%
5.3%
9.3%
9.6%
7.5%
Uncertain
57.6%
32.8%
25.6%
38.1%
12.8%
Source: 2009 PRC Consumer Perception Survey
Best Hospital for Various Medical Treatment Areas (continued)
75%
60%
45%
30%
15%
0%
Cancer Care
Psychiatric Services
Children
Neurosurgery
White County Med Ctr
12.5%
12.5%
9.8%
5.6%
Baptist Health-Little Rock
12.0%
9.1%
2.0%
24.2%
Baptist Health-N. Little Rock
5.6%
2.5%
4.1%
6.3%
UAMS Med Ctr
23.6%
5.8%
0.9%
22.6%
Uncertain
30.9%
60.5%
9.1%
30.2%
Source: 2009 PRC Consumer Perception Survey
39
Best Hospital for Various Quality Attributes
50%
40%
30%
20%
10%
0%
Easiest to Reach
Quality of Care
Employees'
Caring/Concern
Quality of Nursing
Comm Health
Ed/Screenings
White County Med Ctr
47.8%
32.3%
31.4%
28.8%
26.1%
Baptist Health-Little Rock
3.3%
16.3%
12.7%
15.4%
10.3%
Baptist Health-N. Little Rock
7.8%
14.5%
10.9%
11.9%
10.9%
UAMS Med Ctr
1.2%
6.0%
6.1%
8.1%
13.3%
Uncertain
4.5%
8.7%
13.1%
12.7%
26.6%
Source: 2009 PRC Consumer Perception Survey
Best Hospital for Various Quality Attributes (continued)
50%
40%
30%
20%
10%
0%
Quality of
Doctors
Fund Raising to
Benefit Comm
Programs for
Those Age 55+
New Tech/Equip
Access to
Specialists
White County Med Ctr
25.4%
22.3%
22.3%
19.2%
17.7%
Baptist Health-Little Rock
16.3%
5.5%
10.3%
15.0%
21.0%
Baptist Health-N. Little Rock
13.6%
4.8%
8.0%
11.8%
13.5%
UAMS Med Ctr
11.7%
5.4%
9.6%
21.7%
17.5%
Uncertain
10.5%
42.4%
36.1%
12.0%
11.0%
Source: 2009 PRC Consumer Perception Survey
In 2005, tobacco settlement dollars were used to fund a White County Adult Health Survey,
which was coordinated by White County and the Arkansas Department of Health and Human
Services Center for Health Statistics. According to the report, 843 randomly selected adults
40
participated through telephone interviews. Selected data from the report is shown in the charts
below.
Source: 2005 White County/Arkansas Dept. of Health & Human Services’ Adult Health Survey
Source: 2005 White County/Arkansas Dept. of Health & Human Services’ Adult Health Survey
41
Source: 2005 White County/Arkansas Dept. of Health & Human Services’ Adult Health Survey
Source: 2005 White County/Arkansas Dept. of Health & Human Services’ Adult Health Survey
42
Source: 2005 White County/Arkansas Dept. of Health & Human Services’ Adult Health Survey
In the workforce section of this report, the 2006-2016 growth occupations and industries
identified for White County show that health-care related jobs will be on the rise for the area.
Arkansas State University—Beebe and Harding University have the educational and training
programs in place to help prepare the workforce for the rising demand in the industry, as
outlined in the degree and certificate programs listed below.
Health Care-Related Degree Programs, White County
Arkansas State University—Beebe
Associate of Applied Science—Medical and Health
Business Technology: Medical Records & Health Information Technology
Medical Laboratory Technology
Paramedics
Pharmacy Technician Science
Associate of Science in Health Sciences
Cardio-Respiratory Care
Dental Hygiene
Diagnostic Medical Sonography
Nuclear Medicine Technology
Registered Nursing
Ophthalmic Medical Technology
Radiation Therapy
Radiologic Imaging Science
Surgical Technology
Technical Certificates—Health & Nursing
Health Information Assistant
Paramedics
43
Pharmacy Technician Science
Licensed Practical Nursing (LPN, RN, BSN)
Harding University
Pre-Professional Programs
Preallied Health
Predentistry
Premedical Technology
Premedicine
Preoptometry
Prepharmacy
Prephysical Therapy
Prephysician Assistant
Preveterinary Medicine
Undergraduate Programs
Nursing
Graduate Programs
Physician Assistant
Pharmacy
Source: ASU-Beebe and Harding University websites
Emergency Preparedness
White County is prepared for general emergencies such as fires, but many residents believe the
authorities lack preparedness for large scale emergencies. One resident worries about the
response to a school shooting, chemical spill, or bombing. Overall people are confident in their
emergency response within White County. There is a local Emergency Preparedness
Committee for the County that has been operating for over five years, and is working to
formulate a county-wide disaster preparedness manual. This effort has been ongoing, but it
does not appear the general public is aware of the emergency plans in place.
Appearance
The appearance of the county has improved greatly in the past decade, but most believe there
still is room for improvement. One resident says that “80% of the people are mindful of their
property and take pride, but there is always going to be some bad areas.” Interviewees
reference programs like Main Street Arkansas and understand the importance of maintaining
older areas of the community. However, it appears there are pockets of both well-maintained
and poorly-maintained areas in the county. This is an issue where there isn’t much consistency
across the county.
One thing unique to areas with natural gas development is the emergency of drilling
equipment. This is a trade-off that the residents seem willing to accept now because of the
economic benefits, but some express concern about the impact on the community’s
appearance now and have serious concerns about when this industry declines and the
“eyesores” remain.
44
Police and Fire Protection
Almost every community has a Volunteer Fire Department, and they all seem to have adequate
equipment. The Searcy Fire Department achieved international accreditation in 2009 (one of
28 in the world) and is a ISO Class 2 Rated Department. Recent stimulus funding has enabled
the Searcy Fire Department to grow. The police force is sparse in the surrounding communities
and the large area needed to cover throughout the county makes coverage difficult for the
Sherriff. Many residents cite the fact it is one of the largest counties in the state and there are
not enough personnel to cover it adequately. In addition to more personnel, some believe
there is a need to improve through further training. Some reference the safety of the county to
being a “dry county.” Some residents mentioned methamphetamine labs and indicated a level
of awareness but did not seem to feel White County was fairing any worse than other parts of
the state.
FBI Uniform Crime Statistics, 2008
White County†
Arkansas
United States
Population
Violent Crime
74,845
2,855,390
304,059,724
143
14,374
1,382,012
Violent Crime
Index*
191.1
503.4
454.5
Property Crime
2669
109,508
9,767,915
Property Crime
Index*
3,566.0
3,835.1
3,212.5
†Represents data from all reporting law enforcement agencies in the county
*Per 100,000 residents
Retail, Restaurants, and Lodging
Residents seem to feel a basic level of restaurants exist but nothing is considered to fall into the
“fine dining” category. Some believe there will be future growth in the number of mid-scale
chain restaurants but would like to see an upscale, local establishment. As with many of the
factors though, the county’s proximity to Little Rock is both a positive and a negative. The
other issue that was cited as a barrier to having fine dining was the fact White County is dry.
Many indicated that all the basics are available easily and affordably in the county, but specialty
and upscale items have to be purchased in Little Rock or online. Several referenced shopping
trips to Little Rock or Conway, but not necessarily as a disadvantage. Rather they viewed it as
an opportunity which is typical for those with higher income and the ability to drive to other
locations for shopping as “entertainment.”
There have been a good amount of hotels and motels built due to needs from Harding and the
natural gas industry. Many believe the natural gas industry has been hard on existing facilities
and new ones are needed for both quantity and quality.
45
White County Retail & Accommodation and Food Services, 2007
Total # of Employees Total # of Establishments
Retail Trade
3,293
306
Accommodation & Food Services
2,068
118
Total Payroll ($1,000)
66,767
21,294
Source: 2007 County Business Patterns (NAICS)
Cultural and Recreational Activities
As with most “college towns,” many cultural activities revolve around the schools and
universities. There is an Arts Council in Searcy, one in Bald Knob and an Arts Council
Is being organized in Beebe. Many of the social activities center around faith-based groups.
Harding is viewed by the majority of respondents as leader in this area because of lectures,
concerts, and cultural events open to the public. ASU-Beebe has the Centennial Bank
Lecture/Concert Series and the international film series. For museums, plays, symphonies,
ballet, and other cultural activities, many believe the close proximity to Little Rock is an
advantage.
Several residents mentioned the development of new sports facilities geared toward youth, but
this seems to be an area of concern that there are not more recreational facilities for the
community in general. Like many communities in Arkansas, residents cited the area’s natural
beauty, and opportunities for hunting and fishing as a major factor in recreation. Some
indicated they travel to Little Rock and Greers Ferry Lake for recreation.
Source: 2008 White County/Arkansas Dept. of Health & Human Services’ Adult Health Survey
Housing
Housing overall in White County is a fairly stable industry and houses are readily available. The
market has stayed fairly stable within White County even with all of the recent economic
turbulence, such as the housing downturn and credit crunch that begin in earnest in 2008.
46
Though the number of units sold has decreased from 2007 to 2008, the average price of new
and existing units sold has actually increased. There is a higher amount of mid-high level
housing available compared to low end housing in the county, but some residents did indicate
they believe the lack of starter and low-end housing is a barrier to growth. There have been
some foreclosures, but overall there have not been a large amount. There have been some
recent apartment complexes built, and the area overall has not suffered from the economic
downturn, but this is due to the buffer of natural gas and Wal-Mart, which has created a false
sense of security. Overall, the housing market has been stable, but it is masked by the natural
gas industry.
Source: Arkansas Realtors Association
Source: Arkansas Realtors Association
47
Source: Arkansas Realtors Association
Home Values, Owner-Occupied Units
White County
#
%
Total # of Owner-Occupied
19,691
Homes
Less than $50,000
3,994 20.28%
$50,000 to $99,999
$100,000 to $149,000
$150,000 to $199,999
$200,000 and above
Median Home Value
7,666
4,219
2,219
1,593
$88,800
38.91%
21.43%
11.27%
8.09%
Source: U.S. Census Bureau’s 2006 American Community Survey
48
Arkansas
#
%
753,412
149,704
252,766
152,784
88,259
109,899
$93,900
U.S.
#
%
75,086,485
19.87%
33.55%
20.28%
11.71%
14.59%
6,083,637
11,975,080
12,019,215
10,076,286
34,932,267
$185,200
8.10%
15.95%
16.01%
13.42%
46.52%
Source: U.S. Census Bureau’s 2006 American Community Survey
Source: U.S. Census Bureau’s 2006 American Community Survey
Recommendations Related to Quality of Life
1. Develop a plan to address the growth, and potential decline, of facilities related to
the natural gas industry.
2. Prioritize the local things that can be improved: appearance of area, housing,
increasing size of police force, and emergency preparedness.
3. Decide what amenities the community should leverage, and perhaps actively market
based on its proximity to Little Rock: specialized medical care, fine dining, and
cultural activities.
49
4. Think strategically about what areas should be a local priority (restaurants, hotels,
recreational facilities) for increased quality of life AND economic development.
5. Raise awareness of emergency response plans already in place.
50
Project Facilitation Team
Kelly Hunt Lyon, Project Manager
Director, Center for Community and Economic Development,
University of Central Arkansas
Ed.D., Higher Education Administration, University of Arkansas at
Little Rock (expected 2011)
M.A., Professional and Technical Writing, University of Arkansas at
Little Rock
B.A., English/Pre-Law, Lyon College, Batesville, AR
Ms. Lyon is the Director of the Center of Community and Economic Development at UCA,
including CDI Central. She has over nineteen years of experience in public service, economic
development, higher education, and the private sector. She excels at leveraging limited fiscal
and personnel resources and building public-private collaborative partnerships with a strong
ability to identify, prioritize, and communicate diverse needs of multiple stakeholders. Her
most recent work in community and economic development includes project management,
grant writing/resource development, research and trend analysis in grant funding, and public
policy. She teaches courses in grant writing and community development policy analysis in the
Master of Science in Community and Economic Development program. She is a professionallytrained public speaker and frequently addresses organizations and conferences on topics
related to education, and community and economic development.
51
Amy Bynum Whitehead, Project Coordinator
Coordinator, Center for Community and Economic Development,
University of Central Arkansas
M.S., Community and Economic Development,
University of Central Arkansas
B.S., Public Administration,
University of Central Arkansas
Certified Professional Community and Economic Developer (PCED)
Ms. Whitehead is the Coordinator for the Center for Community and Economic Development at
UCA. She has worked on several community assessments and strategic planning efforts, both
nationally and in Arkansas. She is a graduate of both the Community Development Institute and
UCA’s Master of Science in Community and Economic Development. In October 2009, she
received her Professional Community Economic Developer Certification. Her areas of
professional expertise include project coordination, data management, neighborhood-level
planning, meeting facilitation, web site design and development. She is also experienced in all
phases of conference and event planning, organization, and implementation. Her research
interests are in collaborative activity and economic development on the local government level.
-----------------------------------------------------
Additional support was provided for this project by other members of the CCED team: Ancil
Lea, Director of Community Relations, worked on planning and community outreach; Nathan
Lynch, Intern assisted with research, interview coding and summaries; Renee Lajeunesse,
Student Assistant, conducted research and worked on this report.
-----------------------------------------------------
The Center for Community and Economic Development (CCED) at UCA is a broad-based
consortium of educational opportunities, professional services, and outreach initiatives to
support communities engaged in 21st-Century community and economic development.
52
Appendix A: Arkansas Statutory Incentives
Advantage Arkansas:
The program offers a state income tax credit for job creation based on the payroll of the new employees
hired as a result of the project. The benefits under this program are determined in relation to the tier in
which the business locates. The state is segmented into four tiers based on poverty rate, population
growth, per capita income, and unemployment rate. Benefits range from 4 percent of payroll per year
for five years in a Tier 4 county to 1 percent of payroll per year for five years in a Tier 1 county.
Arkansas Capital Corporation:
The Arkansas Capital Corporation (ACC) is a privately-owned, nonprofit organization that serves as an
alternative source of funding of Arkansas companies. As a preferred lender for the Small Business
Administration, ACC makes loans to existing operations and business startups for everything from new
construction and equipment to working capital. ACC loans may be issued in combination with bank
loans, municipal bond issues, or other sources of financing.
Diamond State Ventures is a venture capital fund that provides patient capital for small businesses in
Arkansas. Capitalized by investors from the banking community, private corporations, individuals, and
state government, this Arkansas-based fund can syndicate capital raises up to $20 million. Diamond
State Ventures is a licensed Small Business Investment Company with the U.S. Small Business
Administration.
The Arkansas Certified Development Corporation is a private nonprofit statewide provider of SBA 504
loans, which offer long-term, low-down-payment, reasonably priced, fixed-rate financing to start-up and
healthy, expanding, small- to medium-sized businesses that have the highest probability of successfully
creating new jobs and competing in the world marketplace.
The Arkansas Economic Acceleration Foundation promotes entrepreneurial development through a
series of initiatives, including the Donald W. Reynolds Governor's Cup collegiate business plan
competition, which has one of the largest prize pools in the nation; the Arkansas Venture Forum, which
promotes establishment of venture capital industry in Arkansas; and Techpreneur, which promotes
establishment of technology enterprises.
ArkPlus:
This program offers an income tax credit equal to 10 percent of the investment in land, buildings, and
equipment associated with an approved project. The benefits under this program are the same
regardless of the tier in which the business locates; however, the company must meet the investment
and income thresholds established for the tier in which it locates or expands. This incentive may only be
offered at the discretion of the director.
53
Arkansas Public Roads Improvement Credit Act:
This act provides an income tax credit up to 33 percent to any individual, fiduciary, or corporation
subject to Arkansas income tax that contributes to the Public Roads Incentive Fund. Each taxpayer that
contributes to the fund may make a general contribution or designate a project for which the
contribution is earmarked. The credit claimed in any year shall not exceed 50 percent of the taxpayer's
net Arkansas income tax liability after all credits and reductions have been applied.
Childcare Facility Tax Incentives:
Companies can receive a sales and use tax refund on the initial cost for construction materials and
furnishings purchased to build and equip an approved child-care facility. A corporate income tax credit
of 3.9 percent of the total annual payroll of the workers employed exclusively to provide childcare
services, or a $5,000 income tax credit for the first year the business provides its employees with a daycare facility is also available.
Community Development Block Grant Program:
The Arkansas Economic Development Commission (AEDC) administers the federally-funded state
Community Development Block Grant Program (CDBG) for Arkansas. CDBG funds may be loaned to
manufacturers for fixed-asset financing on projects that create jobs for low- to moderate-income
families. Examples of eligible activities for this set-aside loan program include acquisition of property,
purchase of equipment, leasehold improvements, and construction or expansion of buildings or physical
plants.
Create Rebate:
The Create Rebate Program provides financial incentives to companies in highly competitive situations,
which enable Arkansas to compete with another state's incentives. This incentive may only be offered at
the discretion of the director. This incentive requires a minimum payroll of $2 million for the new
permanent employees and provides a financial incentive payment based upon a percentage of payroll
for the new permanent employees. The annual payroll threshold of the new employees must be met
within 24 months following the date a financial incentive agreement is signed with AEDC. The benefits
under this program are determined in relation to the tier in which the business locates. The state is
segmented into four tiers based on poverty rate, population growth, per capita income, and
unemployment rate.
Equity Investment Incentive Act:
The Equity Investment Incentive Program is a discretionary incentive and is targeted toward new,
technology-based businesses that pay wages in excess of the state or county average wage. If offered,
54
this program allows an approved business to offer an income tax credit to investors purchasing an
equity investment in the business. The income tax credits issued under this program are equal to thirtythree and one-third percent (33 1/3%) of the approved amount invested by an investor in an eligible
business. Any unused credit may be carried forward for nine (9) years.
Existing Business Resources Program:
AEDC’s Existing Business Program provides intensive pre-employment training for Arkansas workers to
meet the increasing technical employment needs of the state's new and expanding businesses.
Additionally, financial assistance to Arkansas' businesses and eligible consortia of businesses for
upgrading the skills of existing workers is available. Skills upgrade training is defined as instruction
conducted in a classroom environment at a work site, an educational institution, or a neutral location,
that provides an existing, full-time employee with the new skills necessary to enhance productivity,
improve performance, and/or retain employment. Eligible businesses include manufacturers in NAICS
codes 31-33, or eligible computer firms with no public retail sales that derive at least 75 percent of their
revenue from out-of-state sales, or businesses primarily engaged in commercial physical and biological
research as defined by NAICS code 541710. Financial assistance is available in two forms: For businesses
or consortia that use state-supported educational institutions for eligible training, grant amounts shall
be the lesser of the amount paid for such training or the instructional hourly rate established by the
governing council, not to exceed $60 per instructional hour times the number of instructional hours
delivered. Tax credits are available to eligible businesses that conduct internal training using business
trainers or consultants. Tax credits cannot exceed $15 per instructional hour. Businesses may not
receive grants and credits for the same training.
Freeport Law:
Raw materials and finished goods in transit or awaiting shipment to out-of-state customers are exempt
from property tax.
Goods in Transit:
New aircraft manufactured or substantially completed within the state and sold for use outside the state
are exempt from the sales tax. An exemption from the use tax is allowed for aircraft and aircraft
equipment, railroad cars, parts and equipment, and property leased by the railroad and aircraft
companies if these items are brought into the state for refurbishing and removed from the state within
60 days, or if they are stored in the state for use outside the state.
Industrial Fuels and Raw Materials:
Property that becomes a recognizable, integral part of property manufactured, compounded, processed,
55
or assembled for resale is exempt from sales and use taxes. Crude oil, electricity used in the production
of aluminum metal by the electrolytic reduction process, and fuel for railroads are exempt from sales
and use taxes. Catalysts, chemicals, reagents, and solutions consumed or used in producing,
manufacturing, fabricating, processing, or furnishing articles of commerce at manufacturing or
processing plants or facilities and/or to prevent or reduce air, water, and other contamination are also
exempt from sales and use tax.
Industrial Revenue Bonds:
Industrial revenue bonds provide manufacturers with competitive financing. Interest on tax-exempt
issues, which is normally 80 percent of prime, may vary depending on terms of the issue. The primary
goal of industrial revenue bonds is to enable manufacturers to purchase land, buildings, and equipment
to expand their operations. In addition to tax-exempt bonds, taxable industrial revenue bonds may be
used for distribution facilities and company headquarters at long-term fixed rates and for manufacturing
projects that exceed $10 million in capital costs or do not meet other federal guidelines relative to taxexempt bond financing. Businesses that use either tax-exempt or taxable industrial revenue bond
financing can negotiate with the local community for a payment in lieu of property taxes.
Industrial Revenue Bond Guarantees:
Arkansas' Bond Guaranty Program helps companies that have a financial history but are unable to sell
industrial revenue bonds to the public by providing a credit enhancement. Bonds can be sold at a higher
credit rating, thus lowering the effective interest rate for the company. Bondholders are assured of
payment up to $5 million of a bond issue. For larger projects, the Arkansas Economic Development
Commission (AEDC) can partner with the Arkansas Development Finance Authority (ADFA), a statewide
issuer, which has a similar bond guaranty program, to guarantee up to $11 million when combined. The
Commission and ADFA charge a 5 percent fee for guaranteeing Industrial Revenue Bonds.
InvestArk:
The InvestArk program is available to businesses established in Arkansas for two years or longer
investing $5 million or more in a new construction, expansion, or modernization project. The incentive
offered by this program is a sales and use tax credit based upon a percentage of eligible project
expenditures equal to 0.5 percent above the state sales and use tax rate in effect at the time the project
is approved by AEDC. The credit may be used to offset 50 percent of the businesses' state sales and use
tax liability. The credit can be applied against the businesses' state sales and use tax liability in the year
following the year of the expenditure. If the entire credit cannot be used in the year earned, the
remainder may be carried forward for five years, or until the credit is entirely used. Total project
expenditures must be incurred within four years of the project plan certification.
56
Investment Fund:
The Arkansas Science and Technology Authority (ASTA) administers a special investment fund of $1.7
million that can provide seed capital for new and developing technology-based businesses through
loans, royalty agreements, and limited stock purchases. In addition, ASTA administers a program that
encourages the transfer of technology from the laboratory to the manufacturing or processing plant and
technology development programs.
Venture capital financing is available from several local groups:
Arkansas Development Finance Authority
Diamond State Ventures I and II
Stephens Inc.
Talisman Capital
Venture Capital Investors
Enterprise Corporation of the Delta
Southern Financial Partners
Performance-Based Incentive Programs (Consolidated Incentive Act of 2003)
Machinery and Equipment:
An exemption from sales and use taxes is provided for machinery and equipment used directly in
manufacturing and purchased for a new manufacturing facility or to replace existing machinery or
equipment. Machinery and equipment required by Arkansas law to be purchased for air- or waterpollution control are also exempt.
Non-Profit Incentive Program:
Offered at the discretion of the executive director of the Arkansas Economic Development Commission,
this incentive encourages the location or expansion of national or regional non-profit headquarters in
Arkansas. An eligible organization must create a payroll for new, full-time, permanent employees of at
least $1 million dollars, pay an average wage in excess of 110 percent of the state or county average
wage (whichever is less) in the county in which the organization locates or expands, and receive 75
percent of its income from out-of-state sources. This program provides a payroll rebate equal to 4
percent of the payroll of the new, full-time, permanent employees for a period of up to five years. For
projects that invest a minimum of $500,000, it also provides a refund for sales and use taxes paid on
construction materials, machinery and equipment.
Recycling Equipment Tax Credit:
A tax credit is available for the purchase of equipment used exclusively for reduction, reuse, or recycling
57
of solid-waste material for commercial purposes, whether or not for profit, and the cost of installation of
such equipment by outside contractors. Ten percent of the recycled solid waste must be post-consumer
content. The tax credit shall equal 30 percent of the cost of eligible equipment and installation costs.
Credits may be carried over a maximum of three consecutive years following the taxable year in which
the credits accrued.
Research and Development Incentives:
Income tax credits for research and development were expanded during the 2007 session of the
Arkansas General Assembly. The existing 33 percent income tax credit for taxpayers who pay for
research performed at Arkansas universities remains. In addition, a 20 percent income tax credit was
approved for eligible businesses performing in-house research. Targeted businesses may also earn
transferable income tax credits equal to 33 percent of approved expenditures for in-house research.
Small Business Loan Program:
This program stimulates small business by providing up to one half the amount of participation loans
referred by approved community lenders. A small business is one with fewer than 50 full-time
employees and less than $1 million in annual gross sales, excluding agricultural production. AEDC’s share
cannot exceed 50 percent of the total loan amount and cannot be less than $2,500 or more than
$40,000. The business must provide the lender with a sound business plan, proof of creditworthiness,
collateral, and a demonstrated need. Proceeds may be used to purchase machinery and equipment, to
stabilize working capital, and/or to purchase, construct, or renovate commercial real estate.
Targeted Business Incentives:
These discretionary incentives are for start-up companies in emerging sectors that are less than five
years old, have an annual payroll between $100,000 and $1 million, and pay at least 150 percent of the
lesser of the state or county average hourly wage in which the business locates, and have a minimum
equity investment of $400,000.
Emerging technology sectors include:
Advanced materials and manufacturing systems
Agriculture, food, and environmental sciences
Biotechnology, bioengineering, and life sciences
Information technology
Transportation logistics
Bio-based products
58
Companies meeting these criteria are eligible for a transferable income tax credit equal to 10 percent of
payroll for up to five years, a transferable income tax credit equal to 33 percent of eligible research and
development costs, and sales and use tax refunds on building materials and necessary equipment.
Tax Back:
The Tax Back program provides sales and use tax refunds on the purchase of building materials and
machinery and equipment in conjunction with an approved project. Tax Back requires a minimum
investment of $100,000 for a new construction, expansion, or modernization project approved by AEDC.
This program also requires a job creation agreement under the Advantage Arkansas program.
Tax Increment Financing:
Local governments in Arkansas can issue bonds or notes to finance improvements in a redevelopment
district. The bonds will be paid back from the increased tax revenue generated as a result of the
improvements. A redevelopment district must be in an area that is considered blighted, deteriorated, or
underdeveloped.
Tourism Development Credit:
The Arkansas Tourism Development Act provides state sales tax credits and income tax credits to eligible
businesses initiating approved tourist attraction projects with a minimum project cost of $500,000. The
sales tax credits range from 10 percent to 25 percent of the approved cost depending on the amount of
investment. The credit earned may only be used to offset the increased tax liability incurred as a result
of the project. Any unused credit may be carried forward for a period of nine (9) years. The income tax
credit provided by this program is equal to 4 percent of the payroll of the new, full-time, permanent
employees of the approved tourism project. The credit may be applied against the tax liability for the tax
year the credit was earned. Any unused credit may be carried forward nine (9) years. Other review
criteria may be requested by the Arkansas Economic Development Commission (AEDC) to determine
whether the tourism-attraction project will further the purposes of the act.
Tuition Reimbursement Act:
The Tuition Reimbursement Act provides a 30 percent income tax credit to eligible businesses for the
costs they incur in reimbursing employees for tuition, books, and fees for training or courses at
accredited Arkansas postsecondary educational institutions to improve job skills. A business' tax credit
cannot offset more than 25 percent of its income tax liability in any year. An employee must be a
permanent full-time employee to qualify. Eligible businesses include manufacturers classified in SIC
codes 20-39; or eligible computer businesses with no retail public sales that derive at least 60 percent of
their revenue from out-of-state sales; or businesses primarily engaged in commercial physical and
59
biological research as classified by SIC code 8731; or businesses primarily engaged in motion-picture
production with no retail public sales that derive at least 60 percent of their revenue from out-of-state
sales; or distribution centers, office-sector businesses, trucking/distribution terminals as classified by SIC
code 4231, or corporate or regional headquarters with no retail public sales.
Venture Capital Investment Fund:
The Arkansas Development Authority authorized the U.S. Partnership for State Investment (USPSI) to be
the Designated Investor Group for the Arkansas Institutional Fund (AIF). The AIF is authorized to invest
in professionally-managed venture capital funds that in turn make risk capital more accessible to
promising Arkansas firms.
Workers' Compensation:
Arkansas has one of the most progressive workers' compensation programs in the nation, with nearly
300 certified insurance underwriters. Rates have dropped approximately 35 percent since the 1993
passage of the Worker's Compensation Reform Act.
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61
Appendix B: Business Survey
An informal survey of businesses was conducted from October 12 – November 1, 2009 as part of the assessment phase of this
project. Surveys were sent out electronically through the Bald Knob Chamber of Commerce, the Beebe Chamber of Commerce, and
the Searcy Regional Chamber of Commerce. A link to the survey was sent out to those businesses that use email. To reach other
parts of the county, and businesses where the internet is not used as part of daily business, hard copies surveys were distributed in
Bald Knob, Bradford, McRae, Pangburn, and Rose Bud.
Approximately 600 surveys went out, and 136 were returned for a rate of return around 22.67 percent. Survey participants did not
have to answer every question, but most all answered every question. The questions that were skipped most often were the open
response questions.
The project team strived to reach a cross-section of stakeholders that were representative of the county as a whole. 41.3 percent of
respondents were located outside Searcy, the county seat. 28.3% of the total respondents did not belong to one of the three
Chambers of Commerce in the county.
Highlights of the findings:
o 41% of businesses do 75 – 99% of their sales within the region, and 20% of respondents have 100 percent of their sales
within the region. With 62% of the company’s doing a majority of their business in the region, this means that there is not as
62
o
o
o
o
o
o
o
much opportunity for an infusion of wealth from outside the county. Money is circulating within the region, but additional
money is not being brought in from export-based sales.
89.1% of businesses are headquartered in the region.
Only 10.4% of companies export products outside the U.S.
43.8% of respondents were the Owners, Presidents, or Vice Presidents of companies in White County, and 71% had lived in
the region for 15 years or more.
86.9% rated the region as a good, very good, or excellent location for their business to succeed, and 62.3% said they believe
the quality of the region will improve over the next five years.
An overwhelming number of the respondents, 95.3 %, have access to high-speed internet, and 94.6% use the internet more
than once a week.
Universities in the area were consistently cited as being valuable to respondents’ business innovation.
On questions related to the business and civic environment of White County, no indicator had an average rating that was
below average.
The complete results are found in the tables that follow.
63
Question 1. I am a member of the following Chamber of Commerce:
Answer Options
Searcy
Beebe
Bald Knob
I am not a member of any Chamber of Commerce
Organizations
Response
Percent
Response
Count
58.7%
8.7%
4.3%
81
12
6
28.3%
39
answered question
skipped question
138
1
Question 2. What percentage of your company’s sales is to customers within the region?
Answer Options
100%
75-99%
50-74%
1-49%
<10%
Don't know
Response
Percent
20.0%
41.5%
11.1%
14.1%
5.9%
7.4%
answered question
skipped question
Response
Count
27
56
15
19
8
10
135
4
Question 3. Where is your business headquartered?
Answer Options
In the region
Elsewhere in the U.S.
Outside the U.S.
64
Response
Percent
89.1%
10.9%
0.0%
answered question
skipped question
Response
Count
122
15
0
137
2
Question 4. Does your company sell (export) products or services outside the U.S.?
Answer Options
Yes
No
Don't know
Response
Percent
10.4%
87.4%
2.2%
answered question
skipped question
Response
Count
14
118
3
135
4
Question 5. Which best describes the primary industry focus of your company? (If your
company is involved with more than one focus, check the one that creates the majority of
its revenues)
Answer Options
Aerospace
Agriculture
Business Service/Consultant
Construction/Architecture/Engineering
Computer/Network Consultant
Data-Processing Services
Education
Finance/Accounting
Food Services
Hospitality/Tourism
Insurance/Real Estate/Legal
Manufacturing
Marketing/Advertising/Entertainment
Medical/Dental/Health
Research/Development Lab
Telecommunications Services
Transportation/Utilities
Wholesale/Retail/Distribution
Other
65
Response
Percent
0.0%
2.2%
2.2%
2.9%
2.2%
0.0%
6.6%
13.2%
2.9%
2.2%
11.8%
4.4%
1.5%
10.3%
0.0%
0.0%
7.4%
16.2%
14.0%
answered question
Response
Count
0
3
3
4
3
0
9
18
4
3
16
6
2
14
0
0
10
22
19
136
skipped question
3
Question 6. Which best describes your position in your company?
Answer Options
Owner/President/CEO
Senior Executive or Senior Official
Director/Vice President
Manager
Other
Response
Percent
43.8%
9.5%
10.2%
21.9%
14.6%
answered question
skipped question
Response
Count
60
13
14
30
20
137
2
Question 7. How long have you lived in the region?
Answer Options
Less than 2 years
2-5 years
5-15 years
More than 15 years
66
Response
Percent
3.6%
6.5%
18.8%
71.0%
answered question
skipped question
Response
Count
5
9
26
98
138
1
Question 8. Please rate each of the following statements as to how harmful or beneficial various aspects of White County are to your business. Rating Scale: 1 = Very
harmful to your business 2 = Harmful to your business 3 = Neither harmful or beneficial to your business 4 = Beneficial to your business 5 = Very beneficial to your
business
Answer Options
Overall quality of the region’s transportation (e.g., roads, air transport, railroads and
ports)
Quality of the region’s communication infrastructure (e.g. high-speed internet)
Cost of doing business in your region (specifically, the cost of real estate, wages and
salaries, and utilities)
Region’s cost of living for your employees
Region’s overall quality of life (e.g. climate, and cultural and recreational opportunities)
Overall Quality of the K-12 system
Overall quality of the region’s community and technical colleges
Overall quality of the region’s four-year colleges and universities
Availability of regional college and university apprenticeship/internship programs
Quality of technical assistance offered by regional colleges and universities to businesses
Availability of technology support for business needs
Regional availability of demanding customers for your business
State and local governmental regulations and permitting procedures affecting businesses
Quality of promotional marketing campaigns featuring the region
1
2
3
4
5
N/A
Rating Average
Response Count
3
5
42
54
19
7
3.66
130
3
14
33
48
29
3
3.68
130
0
8
29
69
18
3
3.78
127
0
7
37
60
22
4
3.77
130
2
4
28
60
34
1
3.94
129
2
5
23
43
47
9
4.07
129
1
1
30
58
35
4
4.00
129
2
2
31
42
43
8
4.02
128
2
5
50
43
20
7
3.62
127
1
8
51
39
17
11
3.54
127
0
13
38
56
14
6
3.59
127
2
7
30
55
33
3
3.87
130
5
13
48
44
13
3
3.38
126
2
5
67
43
9
3
3.41
129
answered question
skipped question
67
130
9
Question 9. Considering all the factors presented so far, how would you currently rate
your region overall as a place for your business to succeed?
Answer Options
Poor Location
Fair Location
Good Location
Very Good Location
Excellent Location
Response
Percent
0.8%
12.3%
38.5%
39.2%
9.2%
answered question
skipped question
Response
Count
1
16
50
51
12
130
9
Question 10. In five years, do you believe the quality of your region as a place for your
business to succeed will:
Answer Options
Decline
Stay the same
Improve
Response
Percent
10.8%
26.9%
62.3%
answered question
skipped question
Response
Count
14
35
81
130
9
Question 11. Specifically with regard to state and local government programs and policies, please list and explain the most
critical issues that should be addressed to improve your business’s prospects for success.
Answer Options
answered question
skipped question
Number
Response Text
1
2
68
Highway 67-167 needs to be repaired, and resurfaced.
Improve infrastructure in particular roads
Response Count
74
74
65
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
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Providing jobs in the area such as small manufacturing, improved infrastructure, and more recreational options.
Willingness for small towns to embrace change in climate of how business is conducted. Small town's are not
receptive to changes or continuing growth
More incentives to draw in industry. Improved communication modes. Further development of higher education.
We need a dental school in Arkansas. We also need to enroll MORE hygiene students. The women who graduate
do not want to work full-time for the most part, just one or two days a week. Which means, AR is not replacing the
dentists/hygienists that are cutting back or retiring. I AM OVERLOADED! Quit having more and more requirements
on dentists in relation to the operatories. WE ARE NOT AN OPERATING ROOM business. If you want to pay
OPERATING ROOM prices, fine; but until AR can afford to pay for dentistry as it is, quit requiring more and more
equipment that resembles the equipment in an OR at a hospital because I CANNOT AFFORD IT and supply dental
care at a cost that is reasonable for the poor folks in AR.
The development of infrastructure
City of Searcy seems to be determined to make a hostile environment for the oil and gas industry and those
industries that stem from it. An example would be the recent forced tax on hotels and restaurants.
Real Estate and Taxes
More broadband, long-term planning to maintain and improve infrastructures, energy, water, sewer, etc.
My business depends on foot traffic. We need good sidewalks in our community. There are many places even in
important parts of Searcy where no sidewalks are available........others in the city or in bad repair.
?
We must keep and maintain a safe environment and that will encourage companies as well as families to choose
Searcy as the place they want to invest in. If you look around our state the cities with high crime are also the cities
that have poor growth.
COST OF DOING BUSINESS
None
There is too much red tape to starting and running a business I can either do the work or do the red tape but often
not both. I think if business should have to collect taxes for the state then we should be paid for the amount of time
involved.
na
Less Taxes! Less regulations.
We need factories to relocate to the area with many employees which usually results in families to the area. Using
bail out money to bring those jobs back to our area. Pharmaceutical companies are everywhere in India. Why not
bring those jobs and plants to White County. That would be true Health Care Reform and a stimulus package
together. We just never here how much we have given up and sold ourselves out to India and China.
Dr. D. Scott Stanley
More proactive efforts by the local chambers to promote business interests.
We have very little dealing with state and local governments, although I am sure we could provide them with many
of same or better quality products and services they use, I am not aware of instances when they checked locally
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23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
70
before obtaining those products and services from out of this area.
taxes
State funding for workforce training as well as entrepreneurial training.
1) Maintain low tax rates
2) Promote policies which encourage gas exploration and related infrastructure spending
n/a
Lower Property tax
Lower State sales tax
Vote the county wet.
Don't ask Harding's opinion on anything.
Get higher quality leadership in government positions.
Increased bank lending to promote construction
jobs
Health care coverage for all
Lower sales tax.
HOUSING AND INDUSTRY.
taxes; employee issues and regulations;
*no substantial tax increase
to customer's businesses
Education of persons starting up a business.
Help with promoting tourism and arts.
Hwy 67-167 should be upgraded to I-30 and connect LR with St. Louis via Jonesboro
Need for additional stable employment in the manufacturing sector
technological infrastructure
There should be a higher regard for education.
We need more industry. There is a need for manufacturing, not just in our region but nationwide. Our region
needs to be more aggressive in policy to attract industry.
More opportunities for employment in our area.
leisure & events
We need more Industry.
Low taxes, increase in businesses needing my services, and continue with open shops as opposed to closed shops, a
business friendly climate that will promote growth.
What we can do to prepare for the natural gas companies to exit the region should that time come in the near
future. We’ll have too many open commercial buildings, industrial parks, apartment buildings, etc. that it will look
like a ghost town. What can we learn from other areas in the nation that have seen a quick entry and even quicker
exit of natural gas related businesses?
Keep adding factories
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
71
Small business tax credits/exemptions and savings
Government is always too involved in any business.
The only policy that a county lever can do is the "Road". You do any things in County lever is going to benefit Searcy
only. Since the County official mainly come from the County seed town Searcy. I seem to me Searcy was getting the
most of the benefits. In the last ten years, since I came here, I did not see any town in white county has grown any
but Searcy. It's either because the City Officials of Searcy were doing a lot better job than other Cities' Officials or all
the benefit of development were went to Searcy. If you want to help, you should help some town has the potential
to growth and help the individual not in a county level.
business taxes are very high...
wages keep going up but business does not
red boxes hurt my business (video rental)
gas prices hurt
Infrastructure for growth
Health care benefits
Industrial development so people will not have to relocate.
More retail businesses
I'm not sure Searcy sells itself to the entire state and local government is too political
Sewer Installation
Sewer system will promote growth and population
Roads, ability of gas companies to drill oil wells
Quality of roads- permitting issues for trucks, drilling of gas wells.
People need more money to spend on necessity things.
People having more money to spend on things they need
Peoples wages need to increase
oil and gas taxes
more jobs- cash to spend
Local city improvements, buildings and appearance.
Tax breaks for small business
Regulations within the gas industry
Sewer system will promote growth and population
Sewer installation
Roads
Quality of roads, permitting issues for trucks, drilling of gas wells
Installation of sewer- brings in more population to the region
city sewage project
city sewer
sewer, economy
72
73
74
State permits for oil and gas industry, DOT regulations, pipeline safety
sewer for th city will help for population, more population more business
Sewer system might bring more people in
Question 12. Does your business have access to high-speed internet?
Response
Percent
Answer Options
Yes
No
Not Sure
95.3%
3.9%
0.8%
answered question
skipped question
Response
Count
122
5
1
128
11
Question 13. How often does your business use the internet?
Answer Options
Never
1-3 times a month
Once a week
More than once a week
I don't know
Response
Percent
2.3%
0.8%
1.6%
94.6%
0.8%
answered question
skipped question
Response
Count
3
1
2
122
1
129
10
Question 14. If you do not use the internet, why?
Answer Options
I have access, but the price is unreasonable.
I have access, but do not have a computer.
I don’t have access, but would use it if I had it.
My business does not need it.
Don’t know
72
Response
Percent
Response
Count
35.7%
0.0%
0.0%
28.6%
35.7%
5
0
0
4
5
answered question
skipped question
14
125
Question 15. How does your business get ideas for using new technologies?
Answer Options
Response Count
answered question
skipped question
Number
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
73
Response Text
Industry demand internal innovations
internet, trade shows, business magazines
MAGAZINES AND TRADE SHOWS
through networking and the availability of info
Consultants
Trade journals
Professional meetings and magazines. Research.
Internet, trade magazine.
Internet, Educational opportunities
Responses to a changing world and changing needs of employees
I am a big reader of business news and read ideas there.
Trade magazines.
Internally
TRADE MAGAZINES AND THROUGH MY WAREHOUSE
the web
Engineering, Sales, Manufacturing internal research
Trade Shows
word of mouth
Talk to People
Seminars and the Internet
We receive information from our industry
other professionals
Industry trade groups.
71
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68
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
74
Internet, Television, Radio, News Magazines, Trade Publications, Word of Mouth
trade news
seminars, conferences, best practices.
Industry specific advertising
networking with other businesses; corporate marketing and technology
Internet and sales people and industry publications and personal observations
Industry publications.
Magazine ads, word of mouth, internet
na
Profession magazines
We invent them
Conferences, literature, benchmarking with other hospitals
THROUGH OUR BANKING INDUSTRY
trade shows and publications
Researching ourselves
From regional headquarters.
From my software vendor
B/I advisory groups, professional conferences, networking via workshops, prof. organizations &
memberships, participation in local organizations Chamber of Commerce, Civic Clubs, etc.
Our Home Office.
Through our IT department
competition
Communication on the internet. Communication with our vendors.
Networking with other similar programs in the state.
computer
Industry communications
Nationwide company so many of the ideas come from within our company.
From our corporate offices located in another region.
Study of what others are doing.
We sell multi-functional copiers, most of which are connected to networks. Technology is very big for us.
We are always looking for new ideas to promote our product.
good.
listening to customers and reading news that effect my business
Trade shows, publications
Technologies are a necessary part of doing business now.
Our internet access and networking is provided globally to my business and does not require a local support
58
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60
61
62
63
64
65
66
67
68
69
70
71
system.
n/a
n/a
n/a
Internet
Mainly though internet
Pay attention
word of mouth, engineers
our tech center
Internet sales, new products
public input
Internet
internet
Internet
salesman- internet
Question. 16 Has your business been offered additional technology training and
development in the past year?
Answer Options
Yes
No
75
Response
Percent
45.2%
54.8%
answered question
skipped question
Response
Count
56
68
124
15
Question. 17 If you answered yes to question 5, please explain whether or not you obtained the training/development
and what it consisted of.
Answer Options
answered question
skipped question
Number
46
46
93
Response Text
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
76
Response Count
My company helps with this
No
continued computer training for employees
Internal provided by employer on operating systems
No, conducted in-house
obtained training from outside the region
Yes, the training was obtained. Considerable PD is undertaken in this area in order to keep people current and
able to take advantage of the benefits of technology.
No
Training at the cooperate level, various locations.
professional societies
We did and it consisted of two and three day training seminars.
Computer system, in-house and out-of-state consultants
The chamber offered classes but I found they were not very good for several reasons.
didn't feel it necessary
Various manufacturing/professional training classes offered by ASU Searcy
We continuously have online training regarding updates to our computer systems.
Built a new website
Some I attended
As a computer service company we use the internet 24/7. Also as a computer service company we are
constantly training with vendors and manufactures as well as industry certification organizations.
new programs for sales and inventory control
Training on the use of software and applications.
used our own corporate training/development
Linking with other web sites. Banking deposits improvements for customers.
Did not take offer.
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
77
We are keeping a low budget until the economy shows more strength.
continuing ed
Was not able to access at the time offered
Yes
Yes, Electronic medical record
COMPLIANCE ISSUES AND UPDATED PROGRAMS THAT MEET REQUIRED REGULATIONS IN ORDER TO DO
BUSINESS
Training and development specific to financial industry.
no
ASU Beebe & it's campuses strive to advance its education/training programs through the technology media. It
is difficult to always be "out front in the technology area but annual attempt are made to stay as current as
resources will allow.
Our vendors supply training to which we send our employees and technicians.
Area and regional training. Also attended National conferences/training to develop better access to
communication/technology
property management system
Yes, New computer system with training
CONSTANT TRAINING OF NEW TEAM MEMBERS IN SAFETY, QUALILTY AND EFFICIENCY
We attended various vendor and trade programs and training.
In pharmacy business...online continuing education, drug information, online ordering, online banking,
Product information is updated online. Third party pay is online. It is impossible to run a drug store with
technology and training
We've had people help with setting up stuff
We have had sales people train in their industry
Yes, trained once a year to keep updated on tv repair.
yes, required by state
Our bank went online 2/09. The back did the training.
yes, training for new equipment used in animals for healing
Question 18. We are interested in understanding how your relationship with other regional institutions helps your business to innovate. Please
rate how valuable interaction with each of the following regional institutions is to your business’s capacity to innovate. Rating Scale: 1 = Not at
all valuable 2 = Somewhat valuable 3 = Valuable 4 = Quite valuable 5 = Extremely valuable
Answer Options
1
2
3
4
5
N/A
K-12
Universities and 4-yr colleges
Community/technical colleges
Public or private research organizations
Professional service firms
Federal labs
Regional customers
Other businesses in your industry
Regional suppliers
Banks
Venture capital firms
Angel Investors
Business incubators
Industry associations
Non-professional associations (alumni clubs, athletic clubs, etc.)
Entrepreneurial networks
Business assistance centers
17
14
16
19
13
31
6
7
5
7
28
32
34
13
22
21
19
13
15
22
24
19
28
3
19
12
17
25
24
20
21
22
21
27
33
32
34
37
35
20
34
39
36
35
22
20
18
30
28
30
28
21
26
17
10
24
7
22
25
37
30
10
5
10
21
15
13
12
22
21
20
7
9
3
47
22
16
26
5
6
5
15
11
9
10
14
10
8
20
18
29
4
5
10
5
25
29
30
18
16
24
20
78
Rating
Average
3.17
3.23
3.03
2.61
2.97
2.13
3.90
3.32
3.44
3.44
2.32
2.18
2.22
3.04
2.70
2.66
2.66
answered question
skipped question
Response
Count
120
118
117
117
118
118
116
117
116
120
115
116
117
118
114
118
116
121
18
Question 19. Please list, by name, the institutions most valuable to your business’s innovation:
Answer Options
answered question
skipped question
Number
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
79
Response Text
Regional Suppliers
Banks
Arkansas Press Association
REGIONAL SUPPLIERS, BANKS AND ANGLE INVESTORS
Colleges/universities
ADA, ASDA, JADA
Retail sales,
Regional colleges and universities
BUSINESS ASSISTANCE CENTERS
ASU Searcy--AIDC-ADEC--AMS--UALR
ASU-Searcy
Microsoft, Cisco, Comptia, HP
suppliers
NACCE, ACTE, AATYC, SHRM
all of the above
ASU-Searcy
First Community Bank
na`
Universities, Housing, Banking, Golf
TTMA
Universities, banking
N/A
Industry
Agriculture
Medical
Gas Industry
Response Count
51
51
88
23
24
25
26
Entergy-Services, White County Community Foundation
Harding university
27
28
29
30
31
white co. medical center
NAED, EDN/EQUITY
IBM
Harding u
Chamber of Commerce
video products distributors
specialty store services
Wal-mart
Retail Establishments
Industry
Location, Location ,Location
Schools, Gas Industry, Tourism
schools and cities to enhance growth and population
bank, gas companies
Gas companies
local banks
Pang. Public School
Gas industry
Schools and cities to enhance growth and population
Schools, gas industry , tourism
Banks, gas companies
Gas companies
automobile industry
Pets and animals
ranchers, cattlemen, agriculture
Banks, farms, cattleman ass
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
80
Local & Area Business/Industry, The network of Arkansas Two Year Colleges, Interaction with the Four Year
Universities in Arkansas, Chamber of Commerce Membership & Participation, Regional Comsortium efforts &
working together for the common good in education/training, Local Advisory councils & committees
Harding University, ASU Searcy
First Security Bank; Harding University; Arkansas Waterworks Association; Arkansas Rural Water Association; Farm
Bureau; White County Cattleman Association; Chamber of Commerce;
Arkansas State University-Beebe
50
51
Pipe suppliers
Gas industry- contractors
Question 20. Please tell us how much you disagree or agree with the following statements. Rating Scale: 1 = Strongly disagree 2 = Disagree 3 = Neutral 4 =
Agree 5 = Strongly Agree
Answer Options
1
2
3
4
5
Rating
Average
Response
Count
New residents can easily integrate into the county's business community
White County is a welcoming, tolerant, and attractive place for people of diverse
backgrounds
Leaders in the county are responsive to the needs of all the regional residents, irrespective
of ethnicity, cultural heritage, gender, or lifestyle
The business culture in the county understands that failure is part of the learning and
innovation process for businesses
People from different industry and economic sectors frequently interact in the region (e.g.
bankers and engineers, manufacturers and tourism)
The county celebrates the growth of companies, not just the absolute size of companies
Artists and business people frequently interact in the region
Local government institutions eagerly partner with the private sector to promote new
business development
Business leaders in the region treat entrepreneurs, startups, and new companies as full
partners in all aspects of industry cooperation
Business leaders proactively share information and resources when possible
Regional residents actively participate in community development organizations and
projects
Business people in the region actively invest in the economic development projects and
startup ventures
3
10
34
65
5
3.50
117
6
8
33
64
6
3.48
117
4
15
41
51
6
3.34
117
4
13
63
34
3
3.16
117
3
8
30
69
7
3.59
117
2
3
13
21
36
61
60
27
5
4
3.46
3.07
116
116
9
14
45
46
3
3.17
117
5
20
43
47
2
3.18
117
6
14
40
55
2
3.28
117
2
10
38
63
3
3.47
116
6
11
50
46
4
3.26
117
answered question
skipped question
81
117
22
Appendix C: Target Industries for the State and Region
Arkansas Economic Development Commission Targeted Industries
Growth Manufacturing
Aerospace/Aviation
Automotive Assembly and Suppliers
Bottled Spring Water
Health and International Foods
Steel
Technology
Bioscience
Data Centers
Information Technology/Telecommunications
Logistics
Clean, Green and Sustainable
Alternative Fuels
Wind Power
Green or Sustainable Building Materials
o Steel
Non-Profit Headquarters and Operation Centers
Tourism
Metro Little Rock Alliance Targeted Industries
Automotive
Biotechnology
Information technology
Aerospace
Financial services
Healthcare
Logistics and distribution
Tourism
Non-profits
Food processing
82
83
Appendix D
Program Reference Guide
Prepared by
Teamwork Arkansas
May 2006
© Copyright 2006 Entergy Arkansas, Inc. All Rights Reserved.
Select Site is an initiative designed to provide Entergy Arkansas-served
communities with a competitive edge. This developmental and promotional
tool allows communities to certify sites using a set of comprehensive and
pre-determined criteria as recommended by Deloitte Consulting.
General Information
Site Name
Site Address
Owner Contact Name
Name of Owner(s)
Economic Development
Economic Development Organization
Organization Contact
Contact(s)
Information
Address
City
State
Zip
Phone and Fax
Email
Site Control Document
Attach proof of ownership documentation by the economic
development organization or a site control document. At a
minimum, the site control document should specify the following
items:
Name of property owner(s)
Stated price
Term of agreement
Property description/location
Please insert proof of ownership or site control document behind the General
Information tab in the binder.
Site Characteristics
Acreage
Provide gross and usable acreage.
Note: The site must be 40 acres or greater.
Dimensions
In feet
Previous Use
List ALL previous uses.
Fire Rating
Contact your local fire department.
Class 1-10
Distance to Fire Station
In miles
Distance to Nearest
Interstate and 4-lane
Highway
In miles – Include the name and type(s) of road.
Road Frontage
Yes/No – If yes, identify road name and type.
Distance to Nearest Rail
In miles – Include the name of the provider.
Distance to Nearest
Commercial Airport
In miles – Include the name and location of the airport.
Distance to Nearest Port
Facility
In miles – Include the name and location of the facility.
Distance From Retail or
Central Business District
In miles
Site Type
Stand-alone or industrial park
Cost Estimates and Timing
Cost per Acre
Special Timing
Considerations
Explain if there are factors that could cause project delays: existing
structures, ownership, major site preparation challenges, pending
litigation, environmental concerns, etc.
Clearing Cost
State affected acreage and resulting costs.
Grading Cost
State affected acreage and resulting costs.
Cut/Fill Cost
State volumes, elevation changes, and affected acreage.
Utility Extension or
Upgrade Costs
If extensions or upgrades are required for any or all utilities, please
provide cost estimates, responsible parties, and any supporting
documentation. If not required, note “Service at the site – no
upgrades necessary.”
Please insert detailed letters from engineering firms and/or utilities behind the Cost
Estimates and Timing tab in the binder.
Environmental
Wetlands Screening
An initial screening of the site by a qualified engineer / consultant
(letter) for any wetlands or waters of the U.S. If it is recommended
and you choose to obtain a full delineation for the site, you will need
to contact the appropriate U.S. Army Corps of Engineers Office
below:
U.S. Army Corps of Engineers, Memphis District
Attention: CEVM-CO-R
Clifford Davis Federal Building
Room B-202
Memphis, TN 38103-1894
Phone: 901-544-3471
U.S. Army Corps of Engineers, Little Rock District
Attention: CESWL-PR-R
P.O. Box 867
Little Rock, AR 72203-0867
Phone: 501-324-5296
U.S. Army Corps of Engineers, Vicksburg District
David Lofton
Attention: CEMVK-OD-F
4155 Clay Street
Vicksburg, MS 39183-3435
Phone: 601-631-5276
Note: It is important to identify your appropriate district prior to
submitting any correspondence. Generally, northeastern Arkansas
is in the Memphis District, southern Arkansas is in the Vicksburg
District, and the remainder of the state is in the Little Rock District.
Floodplain Delineation
Please list FEMA floodplain zone and description for the location of
the site. Reference and/or include Floodplain Map for additional
detail.
Roy McClure
Floodplain Specialist
Federal Emergency Management Agency (FEMA)
Federal Regional Center
800 N. Loop 288
Denton, TX 76209
Phone: 940-898-5500
Environmental
Historical Survey
Arkansas Historic Preservation Program
George McClusky
1500 Tower Building
323 Center Street
Little Rock, AR 72201
Phone: 501-324-9880
Endangered Species
Survey
US Fish & Wildlife Service
Ms. Margaret Harney
110 S. Amity, Suite 300
Conway, AR 72032
Phone: 501-513-4477
Environmental Phase I
(and Phase II if required)
Environmental engineering firm/consultant
Stormwater Retention
Plan
If applicable by local ordinance, summarize or provide detail; if not
applicable, state “Not Applicable.”
Please insert the letters of clearance / consent from the offices above behind the
Environmental tab in the binder.
Geotechnical
Soils Report
Contact engineering firm or qualified consultant.
The report must include soil bearing capacity, soil classifications,
and characteristics for current borings taken on site or within 0.5
miles of the proposed site. At least 3 – 4 borings at a minimum of
50’ depth should be provided.
Water Table Depth
If the groundwater surface on site is less than 50’ deep, then it will
be detected during the borings of the site.
Otherwise, information can usually be obtained from local sources
(nearby agricultural wells or industries) or from various government
agencies (Arkansas Natural Resources Commission, Arkansas
Geological Commission, or the Arkansas Cooperative Extension
Service).
Seismic Rating
www.TeamworkArkansas.com: refer to the Seismic Zones of
Arkansas map located on the Teamwork Arkansas website in the
Media Resources/Publications section.
Zoning/Permitting
Copy of Restrictive
Covenants
As applied to site and/or industrial park
Current Classification and
Proposed Zoning (if
different) to Conform with
Intended Use
Local planning and zoning board
Copy of Zoning
Ordinance
Local planning and zoning board
Provide table of contents and those portions of the ordinance
applicable to the site. This information should include number of
days, steps, approving bodies, etc.
Explanation of Process to
Change Zoning
Local planning and zoning board
Include timelines and costs.
Utilities
Electric Utility:
Name of Utility:
Entergy Arkansas
Contact Person(s):
Chris Marsh or Russell Harris
Address:
425 West Capitol, 27th Floor
City, State, Zip:
Little Rock, AR 72201
Phone:
501-377-4467 or 501-377-4089
Fax:
501-377-4448
Service and Proximity to
Site:
Please contact Russell or Chris to provide service voltage.
Natural Gas Utility:
Name of Utility:
CenterPoint Energy (or consult local provider for information)
Contact Person(s):
Chauncey Taylor
Address:
P.O. Box 751
City, State, Zip:
Little Rock, AR 72203
Phone:
501-377-4557
Fax:
501-377-4630
Service and Proximity to
Site:
Provide size of main, psi.
Water Utility:
Name of Utility:
Contact Person(s):
Consult local provider for information
Address:
City, State, Zip:
Phone:
Fax:
Service and Proximity to
Site:
Provide size of main, psi.
Utilities
Sewer:
Name of Utility:
Consult local provider for information
Contact Person(s):
Address:
City, State, Zip:
Phone:
Fax:
Service and Proximity to
Site:
Provide size of main.
Telecommunications:
Name of Utility:
Consult local provider for information
Contact Person(s):
Address:
City, State, Zip:
Phone:
Fax:
Service and Proximity to
Site:
Provide a description of type(s) of service(s).
Taxes
Local Sales Tax Rates
Local County Assessor. Local taxes (county and city) above and
beyond state sales tax.
Property tax rates (real,
personal) and methods of
assessment
Local County Assessor
Provide an example using $10,000,000 of value as a baseline
figure.
State Taxation Summary
Provided by Teamwork Arkansas upon completion.
Maps
Topography map
Topographic survey or www.topozone.com
Utility map
Utility Providers
Surrounding uses map
Include aerial photography and/or industrial park map. This map
should identify surrounding businesses and major landmarks.
Road infrastructure map
Local planning and zoning board
Easements map
Utility Providers
Floodplain delineation
map
FEMA Flood Map Store
Phone: 1-800-358-9616
http://store.msc.fema.gov/
USGS quadrangle map
1-888-ASK-USGS
Zoning maps of area
Local planning and zoning board
Please insert maps behind the Maps tab in the binder.
If you need further assistance, please contact Teamwork Arkansas at
888.301.5861