The Parish has an extensive rail access, but much of the track into the paper mill is in serious need of repair. Many businesses along that rail have been told that Union Pacific intends to abandon the rail at the existing industrial park. A, L & M also has line from Monroe to Crossett which offer better customer service but there are transfer fees for that line that add to the cost. Union Pacific’s main line on the east side of the parish has limited side rail loading. Rail spurs are extremely expensive and any developments would need to accommodate at least 40 cars to get the best service from the railroad. With the large amount of agricultural production, bulk handling facilities are needed that include rail improvements.

The two industrial buildings that are currently available and owned by the City of Bastrop have very limited uses. The eave heights of the buildings, size, and foundation designs do not satisfy currently requested specifications. Many buildings in the community are old and need improvements.

FEMA maps for the City and Parish were done in the early 80’s and need to be updated. There are no Base Flood Elevations for potential flood hazard areas in the unincorporated areas of the Parish.

Continued weakness in the Monroe economy has affected many workers in Morehouse Parish. The State Farm Regional office and Delphi-Guide Plant have closed within the last three years.

Like many other rural areas, illegal drug use is a problem. A lack of opportunity tends to increase this type of activity and getting qualified workers who can pass a drug test is an increasing problem.

Because the driving patterns for people passing through Bastrop from Monroe to southeast Arkansas go past the paper mill, there is a general perception that Bastrop is just a “mill town” that smells. (It doesn’t matter what it smells like to us.)

There is a lack of trust within the community that is perceived to be a racial division which often centers more on economic divisions. This leads to a perception that people are self-serving. This perception may be encouraged by the fact that the same people serve on numerous boards and organizations. There is a need to get a more diverse group of people involved from a cross section of the community.

One of the concerns addressed by Vision Group that worked on Goals in 2002 was the need to coordinate economic development activities between the Chamber of Commerce and Morehouse Economic Development. While some progress has been made, there is a tendency for groups to split to form “better” organizations. This is at times presented to the community in a negative manner by the local newspaper. Many people do not understand the function and structure of the different organizations or the amount of funding needed to create dynamic results.

There are other items that affect the state’s ability to attract businesses and retirees which present obstacles to local communities. Louisiana’s tax structure discourages business development. A major problem is the high corporate income tax.

Transfer fees and sales tax on currently owned motor vehicles discourage people from moving into the state. This is particularly true for retirees who may own motor homes and other expensive vehicles.

The success of attracting a heavy industrial fabrication company to the industrial park in 2006 has provided an opportunity to develop training programs for local jobs. This company is based in south Louisiana with their main office located at Franklin, Louisiana. The selection of a Bastrop location is an opportunity to show that we can train and provide quality workers.

Angus Chemical in Sterlington is located 15 miles west of Bastrop. The company is investing funds at the Delta Community College in Monroe to train P-tech operators for this facility. There is an opportunity to encourage high school seniors who may not be college bound to participate in the program which may lead to a job that allows them to remain in the area.

Over the next two years, Highway 425 from Bastrop to the Arkansas line will be improved to a four lane roadway. Many older buildings are currently being purchased and removed to expand the right-of-way. This will encourage construction of new buildings along that corridor. This will also increase the four-lane road frontage available for development. The project is scheduled for completion in 2009.

Morehouse Parish has great recreational opportunities for hunting and other outdoor activities. Bayou Bartholomew meanders throughout the parish with very few access points and little visibility. There are a number of popular activities such as canoeing, bird watching, and nature trails that could be developed near more populated areas. While there are periods of low water near the end of summer, some sections could be used for portions of the year to promote tourism related activities.

A UDSA grant has been obtained to study the land use from Bastrop to the Ouachita Parish Line. The $25,000 will begin the process of planning development along the existing four lane corridor to the Sterlington/Monroe area. The primary goal will be to identify properties that have the highest potential for development.

Proposed ethanol plants in the region could produce large quantities of by-products which can in turn result in other product development. Distiller grains could flood the market for cattle feed leaving opportunities for innovative new businesses. Production of other types of animal food may also provide opportunities for small communities with abundant supplies. There are companies that are creating soil amendments and other products to improve plant growth.

Bio-diesel plants also produce byproducts such as glycerin. An effective degreaser, glycerin is used in many cleaning solutions and solvents. The industry is continuing to grow in the domestic market. The cosmetic industry also uses a large amount of glycerin particularly in anti-aging products. There is potential for new products to be developed from both large and small entrepreneurial companies.

International Paper will close the Louisiana Mill at Bastrop with a loss of 650 jobs for the region. (Not all employed at the mill live in Morehouse Parish). The tax base for local government entities will be reduced substantially.

The number of employed workers may continue to decline. Unless other employment is available, the most highly trained workers may migrate out of the area.

Agricultural production and profitability are subject to changes in the Farm Bill. Profits can also be affected by rising fuel prices. Shifts from cotton to corn production will continue to decrease agricultural labor requirements in the most rural areas of the parish. Cotton gins may not have enough business to open this year which could mean permanent closures if current trends continue.

Continuing drain of funds from domestic programs to support the war efforts and disaster recovery will make Federal funding for major projects much more competitive for rural communities. Hurricane recovery in the southern portion of the state has also affected State funding sources for such projects.

Proposed Goals (The goals address many of the concerns of stakeholders that were listed on the plan from 2002 and which continue to be primary concerns within the community)

1. Locate a tract of land that can be purchased or optioned that has a minimum of 100 acres for an industrial site that fits the requirement of targeted industries. (See page 11)

· Prepare preliminary studies, soil tests and permit requirements

· Provide necessary improvements (specifically utilities) with available funding. At a minimum, develop cost estimates and time lines for construction.

· Comprehensive transportation plan

· Determine needs for expansion of sewer and water (cost estimates and time schedules to complete improvements)

· Establish a priority list of needed improvements

· Seek funding sources for improvements

· Investigate the feasibility of establishing a tax district(s) to provide funding for development of roads and utilities.

· Continue to access programs through Louisiana Economic Development.

· Provide information to businesses and property owners about available tax credits and programs for expansion or revitalization.

4. Emphasize training for students and adults to develop higher quality workers.

· Promote alternatives to college which provide skills necessary to make a sustainable wage. Current polities tend to only promote college prep and many make other student feel like failures.

· Encourage local scholarships for technical college including assistance for adults who may not qualify for other programs.

· Develop incentives for completion of GED.

· Develop local training programs to increase the quality of new and existing employees. The Bastrop Campus and Delta Ouachita have had tremendous success with the IWTP - Incumbent Worker Program and we should work closely to coordinate efforts with our educational facilities.

5. Support a public transportation system to Monroe to increase access to the University and Community College. Public transportation should be developed regionally to allow access to education and job opportunities for rural areas.

6. Encourage the construction of housing by improving neighborhoods.

· Continue programs that demolish derelict structures.

· Identify adjudicated properties for possible grouping into revitalization projects and providing a clear title to purchasers.

· Develop zoning ordinances to discourage incompatible uses.

7. Continue to work on beautification and clean up programs.

8. Work to consolidate areas of government that duplicate services.

9. Promote the image of the community with technology and printed materials.

· Keep web sites current.

· Develop information kits for starting a business.

· Distribute a business newsletter to the general public.

· Work to develop a community supported Geographic Information System for information distribution, asset management and emergency services.

10. Coordinate Community and Economic Development Organizations.

Goals from 2002 targeted making the community attractive to retirees as a major goal. It is commonly reported that many people who left the community to pursue careers in other areas of the country have been returning to the parish. The primary drawing power includes low cost of living and ties to family and friends. Many “baby boomers” are returning to take care of aging parents, but for whatever the reason, they are here. There is a lot of talk about being retirement ready, certifications and expensive promotions. We should be careful to inject some reason into how many retirees we will actually attract to this community using these tools. Since it is likely that many prospects will have ties to the community, obtaining names of attendees at high school reunions is a way to development a mailing list of potential residents in a targeted age group. A news letter or a newspaper “selected issue” to promote positive developments, community news and pictures of houses offered for sale, mailed once or twice a year would be very useful at targeting an interested audience. This is more public relations work than a goal, but it is worth the space at the end of the goal section.

The recent study for Monroe (Comprehensive Strategy for Monroe Region) identified target industries for consideration. Among those identified were plastic products manufacturing, call centers, financial service centers, and pharmaceuticals/healthcare products. This report centered on Monroe and surrounding parishes. Morehouse will have some additional considerations as well as limitations.

Industries like Angus Chemical are continuing to expand in the region, indicating that other similar companies may find this area attractive. Within the chemical industry there are sectors that are increasing; including soaps, solvents and cleaners. While many chemical companies are shifting production to other countries, there will continue to be opportunities for some production with continued expansion in research and development.

There are also a number of alternative fuel facilities proposed or under construction in the region which will generate large quantities of by-products. There will be a lot of valuable material available from these operations which should provide an opportunity for industry clusters. Attracting companies interested in developing products to take advantage of the increased interest in renewal resources should be a priority for our agricultural communities.

The area may be attractive to industries that:

Require workers accustomed to industrial environment including shift work.

Prefer more isolated sites close to a small metropolitan area.

Need local agricultural products for value-added industries.

Use by-products from ethanol production, bio-diesel plants and other regional industries.

Need a less expensive labor supply for services.

· Traditional and biodegradable plastic production and products

· Chemicals, particularly soaps, solvents and cleaners

· Fertilizers (soil additives)

· Pharmaceuticals including non-prescription products

· Vitamin and enzyme extraction, anti-aging products, cosmetics, “niche” natural products made with plant extracts

· Call and service centers

· Small distribution centers (lack of Interstate access may limit size)

· Trucking and warehouse facilities

· Energy production

· Alternative Energy including Gasification plants

· Fabrication and Industrial service companies

· Animal Feed including specialized pet foods

· Detention centers

· Long term care facilities

· Emergency shelters and data storage centers

· Specialized recycling

· “Green” products including emerging energy saving products

All of the above industries will desire basic support services. Selection of a site should consider a number of factors. A checklist of particular qualities should be considered. (Industrial Development for a Small Rural Community)

1. Land should be fairly level to reduce development cost and have adequate load bearing capability.

2. The land should be well drained and free from flooding. In Louisiana, that is sometimes a problem but if near a Flood Hazard Area an approved FEMA Base Flood Elevation is desirable. Firms may be willing to risk some flood exposure to gain advantages that the site may otherwise offer. (How to make an Industrial Site Survey)

3. The site should be located to provide utilities including water, sewage, gas and electrical services. If not in place, a time frame and funding for improvements should be available.

4. Land should be served by an adequate highway.

5. Site should be large enough to be broken into several parcels. (Competitive Strategies Group Regional Plan cautioned in a recent meeting not to let your prime site get nibbled away with small industries that could be located elsewhere.)

6. Sites not publicly owned should have an established price that is in line with other land in the immediate area.

7. Sites should be protected by zoning ordinances to prevent incompatible neighbors and provide buffer areas.

Predevelopment processes should be underway or completed to consider feasibility and environmental impacts. (Developing Rural Industrial Parks) The cost to develop the site will be much more important that the price of the unimproved site. (How to Make an Industrial Site Survey)

The community should be ready to enter into property and incentive negotiations with a qualified prospect. (Developing Rural Industrial Parks)

The prime area for development of a site to take advantage of current development trends in Ouachita Parish and developing transportation networks in the region would be the U.S. Highway 165 corridor from Bastrop to the Ouachita Parish line.

Many may ask why the U.S. Highway 165 Corridor is the primary area of consideration? There are many challenges to developing sites along this area since it has flood hazard areas, potential wetlands and a large section of property that is encumbered with deed restrictions. However, there are advantages to this area that cannot be duplicated elsewhere in the parish.

1. U.S. Highway 165 is the primary 4-lane roadway currently available in the Parish.

2. It is situated near a portion of Ouachita Parish that has been experiencing growth.

3. Labor supply from Ouachita and Union Parishes can augment the labor supply in Morehouse. Ouachita Parish has 66,983 people employed with 3,854 people unemployed. Union Parish has 9,660 has employed with 471 unemployed. Morehouse has 10,271 employed with 956 unemployed. (Louisiana Department of Labor, Jan. 2007) A proposed site should be situated to draw a regional workforce. The northeast portion of Ouachita Parish also has a number of large residential subdivisions that are attracting young families who are located within a 10-15 mile radius.

4. Utilities serving the City of Bastrop, primarily large water mains and sewage treatment facilities, are closer than at other potential sites within the parish.

5. The City of Bastrop is also nearby for fire protection with personnel trained in handling industrial emergencies and fires.

6. With the completion of U.S. Highway 425 (four-lane for 2009), the connection to southeast Arkansas and a potential spur from the proposed Interstate Highway 69 will increase the importance of the transportation corridor to Monroe.

7. The area has accessibility to the information highway via a large fiber optic cable.

8. There is a railway located in the area. (A, L & M)

9. Sites offer isolation near a metropolitan area with natural buffers to minimize the development of incompatible neighbors.

10. Because new development has more regional benefit, there will be support for the funding of much larger projects.

The following table was developed from actual RFP’s over the last two years. These projects are often multi-state searches that are highly competitive. Having a site does not guarantee success but otherwise you are not considered.

The following is an example of requirements for a manufacturing company looking for a location within a five state search area. North Louisiana was considered but communities within 30 miles of Shreveport or Monroe were excluded for competitive reasons. We can use this to evaluate some basic requirements. This one is of particular interest because the prospect specified towns with about 10,000 people for consideration. This fits the demographic profile of Bastrop.

· Shovel Ready Site

· Must submit site layout, map and photo of site

· Greenfield site - approximately 30 acres

· Within 20 miles of Interstate with good truck access to Interstate from site

· Labor force in area to support staffing of 750 employees

· Should be within 100 miles of commercial airport or 150 miles of major airport

· Must be a reasonable distance to a community college or four year university for training assistance

· Submission much be sent electronically within one day. (This was rushed but normal response time is not much more than a week)

Most of the examples shown were provided by Louisiana Economic Development and are confidential. For this reason some specific information is omitted although projects listed are not current and are used only as a guide for improving the community’s ability to respond with a competitive site in a timely manner.

There are a number of organizations within the community that participate in community and economic development. A lack of clearly defined job descriptions leads to overlaps. There is also a lack of clearly defined purpose as many groups splinter off in different directions with the perception that objections and goals are not being addressed. In response to that, the community is often confused about who is doing what or why so many organizations are needed.

There is a need to clearly define an organizational structure the majority of the community will support. Former Mayor Bond saw a need to establish the MEDC with the reasoning that the Chamber of Commerce has a structure and purpose that is often different than an economic development organization. The Chamber of Commerce structure is focused on membership.

The MEDC, sometimes referred to as MEDCO, has not been adequately funded and relies primarily on retired or part-time Presidents. The President is a paid position but is contracted and offers little security or benefits. The organization has benefited from a number of qualified people who have served in this position over the years. Most people in the community do not understand what the MEDC contributes to the community.

The MEDD was formed to provide a public entity that could ask for public support through a dedicated tax. The MEDD has the ability to receive donations, serve as a public sponsor and receive grants and funding much like the Parish or City. It is however a district or political subdivision and also must operate in a public manner. This is a disadvantage in many incidences where business entities would like to keep business more confidential until decisions are final.

More recently there seems to be a struggle between Chambers and Economic Development organizations in many communities. This has been particularly true in Northeast Louisiana and some of this may be emanating from the Monroe area. Successful communities appear to have organizations that maximize efficiency.

One example of a community that seems to be getting it right is Tupelo, Mississippi. The community has structured a combined organization with designated functions. Some screen shots of that organization’s website are included indicating how a successful structure might work for this community.

If the community is interested in forming a conglomerate type organization it would require some study. We would need a consensus so that no one group is “in-charge” and through the umbrella of a foundation a more diverse cross section of the community would be involved. This could be accomplished by providing services to the community which are not presently available, but development of a larger organization would require additional revenue.

The addition of an Entrepreneurial assistance division would provide services through the foundation to people who are not members. This ideally would result in programs for training assistance and development of local programs in cooperation with the Technical College. A successful program could access grants and work with other programs to increase self-sufficiency.

Funding sources for the “foundation” would need to be established for several years to give employees the security needed to work effectively.