Scotland County and the North Carolina Department of Commerce began the 21st Century Communities Program in fall 2008. The Scotland County Steering Committee began work on the Scotland County Visioning plan in early 2009. The Steering Committee composed of representatives from various areas of Scotland County including leaders from local government, business, industry, education and other community stakeholders. The purpose of this Committee is to act as a governing body over the planning process and to gather information and suggestions for enhancing development in Scotland County. A number of important issues have emerged from the Steering Committee meetings and it was determined that the best manner to address such issues is with smaller Sub-Committees.
The Sub-Committee issues identified include:
• Community Development
• Economic Development
• Infrastructure
• Workforce Development
This document provides a draft of each Sub-Committee’s development of issues, goals, and strategies to address their respective issues. This Visioning plan has not been adopted at this time but this draft is in a very progressive state and will soon be sent before the entire Steering Committee for final revisions and approval.
Sub-Committee Members Community Development: Sandy Callan, Cathy Graham, Ann Kurtzman, Leroy McIntyre, Shannon Newton and Jan Schmidt.
Economic Development: Greg Icard, Drew Williamson, Guy McCook, Randy Wood, Debbie Hanmer, Sherry Byrd, Kevin Patterson, Ed Burchins and Mayor Matthew Block.
Infrastructure: Dee Hammond, Theresa Lamson, Kevin Patterson and Ed Burchins
Workforce Development: Judie Beck, Leon Butler, Vickie Clark, Andy Foshay, Betty Galloway, Joe Knott, Dale McInnis, Tony Spaulding, Fred Thomas, Jay Todd, Terence Williams and Greg Wood.
Scotland County 21st Century Communities Action Plan for Community Development
Mission – Citizens take pride in the uniqueness and diversity of Scotland County, which advances community well-being through collaboration, respect and a shared purpose.
Definition – Community development encompasses the arts, parks and recreation, access to affordable healthcare, and other services that are commonly considered to enhance one’s quality of life.
GOAL: Improve the quality of life in Scotland County by promoting 1) cultural well-being, 2) health and wellness and 3) economic security.
Recommended Strategies
Strategy: Reestablish, fully fund and promote a Scotland County Arts Council.
Lead Agency/Organization: Storytelling Arts Center of the Southeast
Partners: ENCORE!, African American Heritage Committee, Scotland High School of Visual and Performing Arts, St. Andrews Presbyterian College Department of Arts and Humanities, Lumbee Tribal Council of North Carolina, Scotland County, all municipalities, Art by Design, Parks and Recreation, Cooperative Extension, Extension and Community Association, Silver Arts, Indian Museum of the Carolinas.
Funding Sources: NC Arts Council, National Endowment for the Arts
Completion Date: December 2011
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Strategy: Create a feasibility study to establish recreation, cultural and community centers strategically placed throughout the County.
Lead Agency/Organization: Scotland County Board of Commissioners and City Council of Laurinburg
Partners: Scotland County, all municipalities, Scotland County Schools, Arts Groups, St. Andrews Presbyterian College, Richmond Community College, Parks and Recreation Advisory Board, Parks and Recreation Foundation, civic clubs, Cooperative Extension,
4-H
Funding Sources: Housing and Community Facilities Program, Rural Planning Program, USDA Rural Development, NC Amateur Sports Endowment Fund, Scotland County, City of Laurinburg, Parks and Recreation Trust Fund, federal stimulus funds
In-Kind Service: State and private universities, colleges and community colleges
Completion Date: December 2012
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Strategy: Launch a county-wide beautification program to instill pride and respect for communities and neighborhoods.
Lead Agency/Organization: Chamber of Commerce Image Committee
Partners: Scotland County, all municipalities, NC Department of Transportation, Cooperative Extension, retirement communities, arts groups, youth organizations, faith organizations, non-profits, business and industry and all County residents.
Funding Sources: Community Development Planning, Urban Development, Keep America Beautiful
In-Kind Service: NC Department of Transportation, 4-H, Cooperative Extension
Completion Date: December 2011
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Strategy: Develop ongoing entertainment activities that appeal to a broad range of age groups.
Lead Individuals: Sandy Callan and Leroy McIntyre
Partners: Scotland County, all municipalities, Lumber River State Park, St. Andrews Presbyterian College, Richmond Community College, Laurinburg Downtown Revitalization Corporation, Storytelling Arts Center, Parks and Recreation, retirement communities, UNC-Pembroke, Scotland County Schools, Tourism Development Authority, area festival and special events groups, Chamber of Commerce, Active Laurinburg, Golden Knights, Laurinburg Maxton Airport Commission, local businesses and other arts groups, Lumbee Tribal Council, Indian Museum of the Carolinas.
Funding Sources: Department of Parks, Recreation and Tourism, NC Arts Council, NC Humanities Council, NC Department of Tourism, Film and Sports Management, sponsors and foundations
Completion Date: December, 2011
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Strategy: Improve Scotland County health and wellness indicators through a coordinated education, communication and health access campaign.
Lead Agency/Organization: Scotland County Health Department
Partners: Private and public health care systems, Department of Social Services, Aging Advisory Council, Lumber River Council of Governments, Cooperative Extension, retirement communities, faith community, Scotland Place, Scotland Partnership for Children and Families, Expanded Food Nutrition Education Program, County School System, Scotland County and all municipalities, NAACP, Healthy Carolinians, Domestic Violence and Rape Crisis Center, Scotland Area Transportation System.
Funding Sources: Robert Wood Johnson Foundation, Kate B. Reynolds Foundation, Annie E. Casey Foundation, Community Transportation Program, most funding sources under NC Department of Health and Human Services and North Carolina Housing Finance Agency
Completion Date: December, 2015
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Strategy: Strengthen partnerships and mentoring to address basic life skills that empower people to achieve self-sufficiency.
Lead Agency/Organization: Scotland County Department of Social Services
Partners: Scots for Youth, Juvenile Crime Prevention Council, retirement communities, Scotland County Partnership for Children and Families, Childcare Directions, Cooperative Extension, Literacy Council, Guardian ad Litem, faith community, Parks and Recreation, Richmond Community College, job service, Health Department, 4-H, Scotland County, all municipalities, Scotland County School System, NAACP, Chamber of Commerce, Housing Authority, Four County Community Services, Concerned Citizens for Rehabilitation of the Homeless, Domestic Violence and Rape Crisis Center, Habitat for Humanity, Lumber River Legal Services, Lumbee Tribe, Tuscarora Nation of Indians of the Carolinas
Funding Sources: Would incorporate most funding sources under NC Department of Health, Human Services and Community Development Block Grants, Workforce Development, NC Housing Finance Agency, Rural Funding, Rural and Urban Funding and USDA, and the Barbara Bush Foundation
Completion Date: December, 2011
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Strategy: Fully fund a grant writer/researcher position to pursue as many funding possibilities to benefit community development, infrastructure, economic development and workforce development.
Lead Agency/Organization: Scotland County and City of Laurinburg
Partners: Local government and non-profits, Lumber River Council of Governments
Funding Sources: Scotland County, all municipalities
Completion Date: July 2011
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Scotland County 21st Century Communities Action Plan for Economic Development
Mission – The economic development mission of Scotland County is to increase and diversify employment and economic opportunity for all citizens.
Definition – The County is actively engaged in economic development both directly and via partnerships with the Scotland County Chamber of Commerce, Richmond County Community College (RCCC) and the North Carolina Department of Commerce.
GOALS:
1) Create Green Business Park within or on border of the City of Laurinburg
2) Pursue Potential for Intermodal Facility at the Laurinburg/Maxton Airport
3) Support Regionalization of Water Treatment
4) Create/Support Major Attraction (i.e. Mega Horse Park)
5) Work to Expand Agriculture Base to Include Sustainable Agriculture and Local Food Supply
6) Support St. Andrews Presbyterian College and Richmond Community College
7) Strengthen the local business infrastructure
a) Increase Local Investment/Grow Our Own (Economic Gardening)
b) Increase Entrepreneurship Opportunities
Recommended Strategies
Strategy: Create Green Business/Industrial Park
1. Pursue Funding sources to acquire site and begin development
Lead Agency/Organization: City of Laurinburg & Scotland County
Partners: NC Department of Commerce, US Department of Commerce, Economic Development Administration, Electricities, Piedmont Natural Gas, Richmond Community College, University of North Carolina Pembroke, St. Andrews Presbyterian College
Funding Sources: US Department of Commerce, Economic Development Administration, NC Department of Commerce
Completion Date: December 2012
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Strategy: Identify and pursue funding sources for feasibility study and engage stakeholders or interested parties to lay groundwork for intermodal facility
Lead Agency/Organization: City of Laurinburg, Town of Maxton
Partners: Laurinburg Maxton Airport Commission, Scotland County, NC Department of Commerce, NC Department of Transportation – Aviation Division, NC Ports Authority
Funding Source: US Department of Commerce, Economic Development Administration
Completion Date: December 2010
Strategy: Partner with the Lumber River Council of Governments to develop water and sewer plants to serve the region based on need
Lead Agency/Organization: City of Laurinburg & Scotland County
Partners: Lumber River Council of Governments, all other interested local and county governments in region
Funding Sources: Partners, State of North Carolina, Golden Leaf, NC Rural Center, Clean Water Management Trust
Completion Date: December 2012
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Strategy: Identify projects that would attract outside dollars to the county
Lead Agency/Organization: Scotland Tourism Development Authority
Partners: Laurinburg/Scotland County Chamber of Commerce, City of Laurinburg, Scotland County, and Tourism based businesses and organizations
Funding Sources: NC Department of Commerce – Tourism, NC Rural Center, Golden Leaf
Completion Date: June 2012
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Strategy 1: Create agricultural exchange to promote selling and distribution of locally grown produce
Strategy 2: Match local growers and producers with consumers
Strategy 3: Work with Scotland County Cooperative Extension to promote educational programs that train farmers.
Lead Agency/Organization: Scotland County Cooperative Extension
Partners: Local Farmers, Laurinburg/Scotland County Chamber of Commerce, Interested Consumers
Funding Sources: US Department of Agriculture, NC Department of Agriculture, Golden Leaf
Completion Date: December 2011
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Strategy: Aggressively promote and support St. Andrews Presbyterian College and Richmond Community College
Lead Agency/Organization: All Partners
Partners: City of Laurinburg, Scotland County, Richmond Community College, St. Andrews Presbyterian, Scotland County Schools
Funding Sources: Golden Leaf, North Carolina Department of Environment and Natural Resources, NC Community College System, Private Foundations
Completion Date: No end date
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Strategy 1: Increase Local Investment/Grow Our Own – “Economic Gardening”
1. Create small business fund
a. Engage local banks and potential angel investors
Strategy 2: Increase entrepreneurship opportunities
1. Seek funding for entrepreneurship training
2. Develop program that allows for continued and sustainable entrepreneurship training
3. Entrepreneur program that encourages business development in supply chain
Strategy 3: Redevelop and Revitalize Downtown Laurinburg
Strategy 4: Make land use decisions to protect and promote business development
1. Review zoning code and modify to encourage commercial development
Strategy 5: Build on existing industry clusters
1. Identify supply chain components to strengthen industry presence and attract companies to Scotland County
Strategy 6: Create Scotland County Industry Exchange (SCIE) to facilitate communication and information sharing among existing industries
Strategy 7: Leverage community assets: location, transportation infrastructure, and established industry leadership
1. Support LMA Improvements
2. Support Completion of I-74
3. Support Expansion of US 401 from Laurinburg to Raeford
Lead Agency/Organization: Scotland County Economic Development Corporation
Partners: City of Laurinburg, Scotland County Chamber of Commerce, Laurinburg Downtown Revitalization Corporation, Small Business Center – RCC, Small Business Technology & Development Center – UNCP, BRAC-RTF
Funding Sources: Scotland County, City of Laurinburg, NC Department of Commerce, US Department of Commerce
Completion Date: June 2012
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Scotland County 21st Century Communities Action Plan for Infrstructure
Mission – To ensure that our County has the tangible assets in place to serve the community and facilitate Business and Private Citizens accumulation of wealth
Definition – Includes transportation resources, water and sewer evaluation and improvements.
GOALS: To ensure that our County has the tangible assets in place to serve the community and facilitate Business and Private Citizens accumulation of wealth
Recommended Strategies
Strategy: Develop Infrastructure Committee with Chamber
Lead Organization: Chamber of Commerce
Partners: County, Laurinburg, Department of Transportation, Lumbee River Council of Government, Business Members, Laurinburg Maxton Airport
Potential Funding Sources: This is an advisory group. Operating costs are negligible. Implementation will be paid by DOT, City of Laurinburg and Scotland County.
Completion Date: Organization Complete
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Strategy: Continuously leverage resources to improve road systems (401, 74, Bridges)
Lead Organization: Laurinburg and County
Partners: DOT, Infrastructure Committee, LMA, Gibson, Wagram, E Laurinburg, Maxton
Potential Funding Sources: DOT, Laurinburg (City Roads)
Completion Date: Ongoing process, 20 years plus
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Strategy: Seek opportunities for alternatives of transportation in County for example public and private transportation, greenways and bike paths, etc.
Lead Organization: County, Laurinburg
Partners: DOT, Infrastructure Committee, LMA, Gibson, Wagram, E Laurinburg, Maxton
Potential Funding Sources: DOT, County, Laurinburg
Completion Date: Ongoing process
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Strategy: Explore potential for Intermodal facility (Inland Port, Foreign Trade Zone)
Lead Organization: Scotland County
Partners: Laurinburg, LMA, NC Port Authority, Dept of Commerce, EDA, Federal Aviation Authority, NCDOTA
Potential Funding Sources: Federal appropriation request made, match by County and Laurinburg
Completion Date: Federal appropriation request made – Study to begin January 2012; Study Completed December 2013
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Strategy: County wide water/ sewer inventory assessment.
Lead Organization: Laurinburg
Partners: County, LMA, Wagram, Gibson, Maxton, LRCOG
Completion Date: Engineering report presented to joint board meeting by May 31, 2010; Consider consolidation of Laurinburg, County and LMA water systems, holding each party harmless, June 30, 2011; Begin study of water & sewer systems in remaining municipalities; Work with LRCOG to study innerconnections between Scotland, Robeson, Hoke and Moore County watery systems, November 2011
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Scotland County 21st Century Communities Action Plan for Workforce Development
Mission – Cultivate a well-trained workforce by identifying youth, adults and dislocated workers; assess employability skills; and provide training for identified sectors of growing employment demand.
Definition – The provision of educational and technical training programs to assist incumbent workers, unemployed adults, and job seekers with upgrading their skill set to compete for employment opportunities in the 21st Century.
GOALS:
1) Assist in lowering the overall unemployment rate of Scotland County.
2) Identify the barriers to employment for those individuals who are perceived as unemployable, and where appropriate aid in the development of programs to lessen those barriers.
3) Increase the education level of Scotland County residents whether through degreed programs or skills training.
4) Develop programs that can teach individuals appropriate workplace behaviors.
Recommended Strategies
Strategy: Establish WorkKeys as a universal workforce assessment standard for Scotland County
Lead Organization: Richmond Community College
Partners: Laurinburg/Scotland Co. Area Chamber of Commerce, Scotland County Schools, Lumber River Workforce Development Board, NC Department of Commerce, Employment Security Commission- Scotland County JobLink Center
Potential Funding Sources: Lumber River Council of Government- Workforce Development Board, NC Department of Education, NC Department of Labor, Scotland County Schools, various education foundations and business foundations
Completion Date: June, 2011
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Strategy: Evaluate the overall skill level of our available workforce
Lead Organization: Employment Security Commission-Scotland County JobLink Center
Partners: NC Department of Commerce, Lumber River Workforce Development Board, Richmond Community College, Local Employment Agency Companies, North Carolina’s Southeast Partnership, BRAC-RTF
Potential Funding Sources: No funding needed at this time
Completion Date: Questions and Measurements by April 30, 2010; Data compiled by September 1, 2010
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Strategy: Identify and assist in the development of job growth career options for Scotland County.
Lead Organization: Laurinburg/Scotland Co. Area Chamber of Commerce & Scotland County – Economic Development Office
Partners*: NC JOBS Commission, BRAC-RTF, City of Laurinburg, Richmond Community College, St. Andrews Presbyterian College, UNC-Pembroke
Potential Funding Sources: No funding needed at this time
Completion Date: Summer 2010
*Please note that all Partners include but are not limited to only those organizations or agencies
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Strategy: Develop and coordinate training programs/resources to educate the available workforce on appropriate workforce behaviors.
Lead Organization: Scotland County Department of Social Services & Employment Security Commission-Scotland County JobLink Center
Partners: Richmond Community College- Small Business Center, Laurinburg/Scotland Co. Area Chamber of Commerce, local non-profit agencies, Scotland County Schools, Scotland County Public Library, local churches
Potential Funding Sources: TBD
Completion Date: Summer 2011
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Strategy: Coordinate an annual event which brings together all resources available to unemployed in Scotland County, in one place for one day.
Lead Organization: Laurinburg/Scotland Co. Area Chamber of Commerce
Partners: Richmond Community College- Small Business Center, local non-profit agencies, Scotland County Schools, Employment Security Commission-Scotland County JobLink Center, Lumber River Workforce Development Board, Scotland County Board of Commissioners, City of Laurinburg, NC JobLink Center
Potential Funding Sources: Rural Development Center, Lumber River Council of Governments, Department of Labor, Golden Leaf, Mary Reynolds Babcock Foundation, Wal-Mart Foundation, Morgan Foundation
Completion Date: Fall 2010
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Strategy: Explore a career services center to complement the existing JobLink Center in Scotland County
Lead Organizations: Employment Security Commission-Scotland County JobLink Center & Richmond Community College
Partners: Laurinburg/Scotland Co. Area Chamber of Commerce, City of Laurinburg, Scotland County Department of Social Services, local non-profits, faith based community, Scotland County – Economic Development Offices, Lumber River Workforce Development Board, NC Department of Commerce – Workforce Development Division
Potential Funding Sources: US Department of Labor, NC Community College System, NC Department of Labor, The Rural Center, Golden Leaf Foundation, local business community, NC Department of Commerce
Completion Date: Summer 2012
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Acknowledgements: Scotland County Government, Scotland County Chamber of Commerce, City of Laurinburg and Scotland County Commissioners
Appendices Referenced Documents
Community Development
Scotland County Parks and Recreation Master Plan
Workforce Development
Employment Security Commission of NC – Labor Marketing Information; Unemployment Rate Reports, and Labor Force Estimates
North Carolina’s Southeast – Demographics and Trend Reports
Scotland County Schools – WorkKeys Testing Program
BRAC-RTF – 2009 Regional Study of the 11 county areas; Job/Career Growth Report
Lumber River Workforce Development Board – NC Occupational Trends Report
Scotland County Department of Social Services – Food & Nutrition, Adult Medicaid, Children’s Medicaid and Child Support Reports
Scotland County North Carolina – SITUATIONAL ANALYSIS
North Carolina Department of Commerce
J. Keith Crisco, Secretary
Division of Community Assistance
Gloria Nance-Sims, Director
December 2007
Executive Summary
Scotland County and the North Carolina Department of Commerce began the 21st Century Communities Program in late 2008. A reconnaissance team composed of representatives from various divisions of the Department of Commerce interviewed over 20 residents of the county. The interviewees included leaders from local government, business, industry, education and other community stakeholders. The purpose of the interview process was to gather information and suggestions for enhancing economic development. A number of important issues emerged from this process, which will be discussed in the following analysis. These issues will also be discussed in greater detail as part of the planning process that will follow presentation of this analysis. The major issues identified include:
• The need for improved infrastructure
• Workforce development
• Industry recruitment
INTRODUCTION
Many of North Carolina’s communities continue to face significant challenges as they strive to be more competitive in the struggle to achieve and sustain community vitality and economic prosperity in the 21st century. Economic restructuring in agriculture and the State’s traditional industries is occurring more rapidly in many communities than newer technology jobs can be created to replace those lost to global competition. Due to automation and other economic factors, communities must plan for and be ready to exploit rapid change. This applies to communities that are enjoying economic success as well as those that have recently experienced abrupt and severe economic downturn.
To respond to these challenges the North Carolina Department of Commerce has embarked on a community-based readiness program that offers a menu of customized services to local leaders statewide. Although successful communities are unique, they share several common attributes that make them more attractive for economic investment. The North Carolina Department of Commerce has studied and cataloged these winning attributes and will assist local leaders who are interested in planning for community readiness and quality growth to achieve success.
The North Carolina Department of Commerce is poised to assist in bringing significant resources to communities that commit to take the challenge. However, it is clear that community readiness, like economic development, is a team effort requiring the collective resources of a multitude of local leaders and allied organizations. The Divisions of Community Assistance; Tourism, Film and Sports Development; Business and Industry; Commerce Finance Center and Employment and Training will provide specialized services. Additionally, selected federal, state, regional and local agencies will be called upon as unique needs are identified and prioritized.
Understanding that “one size does not fit all,” the North Carolina Department of Commerce staff initially coordinated with local leaders in order to conduct a quick assessment of community needs and to set up reconnaissance visits.
The 21st Century Communities program will offer, or broker and facilitate, a variety of services including, but not limited to the following:
• economic development planning,
• strategic planning,
• community planning,
• leadership development,
• product/real estate planning,
• infrastructure improvement,
• downtown revitalization,
• work force development,
• finance/fund raising,
• tourism development/heritage tourism planning,
• intergovernmental collaboration,
• customized community marketing and incentives plans.
Community readiness, like economic and community development, is a process - not a destination. Participating communities will be asked to commit to a year-long strategic planning process and to follow through with bold commitments that will maximize their full potential for sound, quality growth. These communities will discover a new sense of pride, improved intergovernmental relations, stronger leadership and a broader base of support for community development, recognition from stakeholders and customers, and better access to tools and resources needed to achieve their vision for the future.
Structural changes that are occurring throughout North Carolina’s economy need not jeopardize our future if we confront the challenges and seize the opportunities as well-prepared 21st Century Communities.
OVERVIEW OF SCOTLANDCOUNTY Demographic Change
The state as a whole is experiencing rapid demographic change. Currently, North Carolina ranks as the 10th largest state in the country. However, Scotland has not experienced the rapid growth that has been experienced in other parts of the state. Between 2000 and 2007, Scotland County gained only 1 percent and experienced migration of people out of Scotland County into other North Carolina counties.
Educational Attainment
The dropout rate in Scotland County is below the state average and is among the lowest of the comparison counties, but the rate increased by 0.3 percent between 2000-2001 and 2006-2007 school years. Though the County has a large concentration of people 25 years or older with their highest academic attainment being a high school degree or GED certificate, there is a very small concentration with bachelor’s degree or above. To recruit quality businesses and industries, such as knowledge-based occupations, Scotland will need more highly educated workforce.
Labor Force
Employment in Scotland County decreased by 12.7 percent between 2000 and 2008 due in large part to the decline in the demand for manufacturing industry. The county experienced significant growth rates in service occupations and health care-related occupations during this time period. However, the county has experienced above state average unemployment rates since 2001. As of June, 2008 the County’s unemployment rate is 10.7 percent, one of the highest unemployment rates across the state.
Transitioning Economy
Scotland County continues to transition its economy from labor-intensive industries to service and healthcare-related industries. Between 2002 and 2007, the manufacturing sector in Scotland County declined by 47.8 percent, losing more than 2,000 jobs. During this same time period, the service-related sectors grew more than 184 percent creating 577 jobs.
Regional Outlook
North Carolina’s Southeast Economic Development Region comprises 11 counties: Bladen, Brunswick, Columbus, Cumberland, Hoke, New Hanover, Pender, Richmond, Robeson, Sampson, and Scotland. “The region offers an eclectic mix of vibrant cities and quiet rural communities — of pristine Atlantic shoreline, pine-covered Sandhills and the U.S. Army’s legendary Fort Bragg. The region’s diverse industrial base blends Old Economy with New, with companies across a wide array of industries…” While some counties in the region are growing rapidly and gaining new jobs others are losing population and industries. This regional inconsistency should be considered in the planning process.
SUMMARY OF STRENGHS AND WEAKNESSES
The following is a listing of the strengths and weaknesses as ascertained from the interviews conducted August 2008. More details are provided in the Reconnaissance Team Report in the Appendices.
Community Strengths:
• St. Andrews College, Scotia Village (active retirement community)
• County’s K-12 educational system
• People is the greatest asset (work well together and support county efforts)
• Good hospital
• Determination to get things done as a group
• Local newspaper editor is good
• History of devoted leadership – committed to the local area
• Strong volunteer network.
• Strong community cohesion.
• Winery – tourism, expansion potential
• Buddhist camp based on a health spa concept
• Highways 74, 130, I-95, 73 corridor
• Air Base
• Equestrian center
• History and heritage
• Landscape and visual resources
• UNC-Pembroke
Community Obstacles:
• Apathy is the number one problem caused by poverty, lack of education
• The divide between the haves and the have-nots
• Loss of industry has created an attitude of hopelessness
• Functional illiteracy rate in the adult population
• Teen pregnancy
• Strain in racial relations makes coalitions to solve community problems more difficult
• There is a sense of economic competition between Lumbee native Americans and African-American population
• Prevent loss of accreditation for St. Andrews Presb College
• Public housing has brought a lot of low-income people to the area.
• Lack of vision
• Complacency
• Tax system – high rates
RECOMMENDATIONS
Department of Commerce recommendations are part of a Situational Analysis that identify key issues and make suggestions to address them. The Scotland County Situational Analysis, however, uses a different process.
The Steering Committee, composed of members from county, will identify the issues that are most critical to the area’s future economic development. A Visioning plan will be developed to address those issues that are most critical and with objectives that are attainable with action steps.
As a starting point, the following issues were mentioned most often by those people interviewed by the Commerce Reconnaissance Team:
• Improve industry recruitment opportunities - agri-business, industry, retail and service
• Better-prepared workforce for today’s high-skill requirements.
• Need for improved infrastructure – water and sewer.
NEXT STEPS IN 21ST CENTURY COMMUNITIES PROCESS
The Department of Commerce is committed to working with Scotland County to develop a Visioning Plan that will increase their economic development competitiveness in the 21st Century. The Department will make its services available to the County in a proactive, coordinated way to identify strategies. These strategies will be built on the County’s strengths and best opportunities for success.
A Steering Committee made up of a cross-section of community leaders has been appointed to work with the Department of Commerce and County staff to formalize the findings of the Situational Analysis and the Visioning Plan. This committee will be a “catalyst” for identifying specific actions, tasks and resources needed to accomplish a specific strategy or recommendation. They will use the Visioning planning process to prioritize strategies, and identify specific action tasks, responsible parties and resources needed for implementation. Many strategies and recommendations will be conducted simultaneously and some strategies may require substantial time to accomplish. Therefore, there should be a long-term commitment to the implementation process, including an annual evaluation of the progress made to date.
One of the principal tasks of this group should be to take advantage of the cooperative efforts of the state agencies while the 21st Century Communities Program is focusing on Scotland County.
A preliminary schedule for the next stages of this planning process is as follows:
August 2009
• Presentation of Situational Analysis to Steering Committee.
September 2009 – February 2010
• Review Situational Analysis
• Determine project prioritization
• Select members for task forces to address issues identified.
• Steering Committee to develop implementation goals & strategies
March 2010 – May2010
• Public Input Meetings
• Formal presentation of Strategic Implementation Plan
• Adoption of Strategic Implementation Plan
June 2010
• Kick “out” Celebration – An event to celebrate the project’s successes and honor the people who have volunteered their time to make it a success and to commit to continuing of progression made be the use of the strategic implementation plan.
Appendix A: Scotland County Preliminary Profile
Executive Summary
Purpose of the Preliminary Profile
The goal of the Scotland County Preliminary profile is to provide detailed information on a set of economic indicators to be used in the 21st Century Communities Program strategic planning process. The preliminary profile will serve as a primer for Commerce staff as they prepare for the county visit scheduled for August 19-20, 2008. Using the most recent data available, the preliminary profile focuses on Scotland County’s performance against the state and a set of five comparison counties. In addition to specific economic data the preliminary profile provides analysis on how the indicator results could guide economic development policy decisions in Scotland County.
After the initial interviews are complete further research and analysis can be conducted to illuminate information learned through these preliminary meetings. This more detailed profile could be distributed to members of the Scotland County steering committee and used in the 21st Century Communities Program strategic planning efforts.
Summary of Findings
The indicators selected for the preliminary profile provide a general understanding of Scotland County’s economy. Scotland County faces many challenges (decreasing labor force and employment) and opportunities (growth on knowledge-based occupations), and below are some key trends in the data that need to be considered as the strategic planning process moves forward.
Demographic Change
The state as a whole is experiencing rapid demographic change. Currently, North Carolina ranks as the 10th largest state in the country. However, Scotland has not experienced the rapid growth that has been experienced in other parts of the state. Between 2000 and 2007, Scotland County gained only 1 percent and experienced migration of people out of Scotland County into other North Carolina counties.
Educational Attainment
The dropout rate in Scotland County is below the state average and is among the lowest of the comparison counties, but the rate increased by 0.3 percent between 2000-2001 and 2006-2007 school years. Though the County has a large concentration of people 25 years or older with their highest academic attainment being a high school degree or GED certificate, there is a very small concentration with bachelor’s degree or above. To recruit quality businesses and industries, such as knowledge-based occupations, Scotland will need more highly educated workforce.
Labor Force
Employment in Scotland County decreased by 12.7 percent between 2000 and 2008 due in large part to the decline in the demand for manufacturing industry. The county experienced significant growth rates in service occupations and health care-related occupations during this time period. However, the county has experienced above state average unemployment rates since 2001. As of June, 2008 the County’s unemployment rate is 10.7 percent, one of the highest unemployment rates across the state.
Transitioning Economy
Scotland County continues to transition its economy from labor-intensive industries to service and healthcare-related industries. Between 2002 and 2007, the manufacturing sector in Scotland County declined by 47.8 percent, losing more than 2,000 jobs. During this same time period, the service-related sectors grew more than 184 percent creating 577 jobs.
Regional Outlook
North Carolina’s Southeast Economic Development Region comprises 11 counties: Bladen, Brunswick, Columbus, Cumberland, Hoke, New Hanover, Pender, Richmond, Robeson, Sampson, and Scotland. “The region offers an eclectic mix of vibrant cities and quiet rural communities — of pristine Atlantic shoreline, pine-covered Sandhills and the U.S. Army’s legendary Fort Bragg. The region’s diverse industrial base blends Old Economy with New, with companies across a wide array of industries…” While some counties in the region are growing rapidly and gaining new jobs others are losing population and industries. This regional inconsistency should be considered in the planning process.
Indicator I – Educational Findings
Key Findings
• Scotland County’s high school dropout rate has increased by 0.3 percent since the 2000-2001 school year but it is still below the state average.
• In 2000, 29.5 percent of Scotland County citizens had at least a high school degree and only 10.6 percent had a bachelor’s degree.
Indicator Overview
Education is a key driver of economic prosperity and an important characteristic to both the social and economic quality of a community. An educated population can lead to increased business opportunities and economic success. A steady and successful education system and level of attainment indicate strong ties as a community and opportunity to capitalize upon an educated local work force. Higher levels of education tend to lead to higher wages, improve a worker’s ability to adapt to changing economic conditions, and are increasingly a prerequisite for employment in knowledge-based industries.1
How Does Scotland County Perform?
The high school dropout rate for Scotland County schools has increased 0.3 percent between 2000-2001 and 2006-2007. The rate 4.62 percent is below the state average (5.24 percent) for the 2006-2007 school year and is lower than its neighboring counties except for Moore County (4.3 percent). Robeson is the only county among all comparison counties that had a decreased dropout rate, the remainder experienced increased dropout rates ranging from 0.3 percent to 2.8 percent.
Scotland County performed under the state average in all categories of education attainment except for high school graduates. Compared to its peer counties, Scotland has the second lowest percentage (29.5 percent) of persons with a high school degree or equivalent as the highest level of educational attainment. This means that about a third of the population in the County over 25 years of age a high school diploma or GED certificate is the extent of their education. Among the comparison counties, Scotland had the second highest percentage in the Bachelor’s Degree (10.6 percent) and Graduate, Professional, or Doctorate Degree (5.3 percent) categories, both are below state average (15.3 percent and 7.20 percent respectively).
What does this mean for Scotland County Economic Development?
The quality of the workforce is the single most important factor in an economy’s success, and educational attainment is a fundamental way to improve the quality. While Scotland County performed better than most of the comparison counties, its educational attainment rates still ranked below the state average in all of the categories except for high school graduates. The County should continue to invest in higher education and help students understand that the value of higher education could lead to a high paying job. As jobs in the knowledge-based economy require additional education attainment, continued investment in higher education will also aid Scotland in creating a highly educated local workforce to attract knowledge-based industries. With the dropout rate increased in 2006-2007, it is equally important that the County should continue its efforts in reducing the dropout rate.
Indicator II: Industry Analysis
Key Findings
• In 2007, more than 60 percent of Scotland County’s private industry employment is concentrated in three industry sectors: Manufacturing, Retail Trade, and Health Care and Social Assistance.
• Between 2002 and 2007, Scotland County has experienced 23.1 percent decline in employment of all combined industries. Manufacturing, the largest private sector in Scotland, decreased by 47.8 percent.
Indicator Overview
Industry employment trends are a significant indicator of an economy’s overall health. Analyzing industries relative to employment size can reveal where a region is vulnerable during an economic downturns. More specifically, high concentrations of employment on cyclical industries (e.g. manufacturing and retail trade) can intensify the magnitude of economic shocks felt in the region versus the state or nation as a whole. 2
How Does Scotland County Perform?
Between 2002 and 2007 total private sector employment in Scotland County decreased by 23.45 percent while the state of North Caroline increased by 8.42 percent. Over 60 percent of the private industry workforce in Scotland is concentrated in Manufacturing (26.31 percent), Health Care and Social Assistance (20.43 percent), and Retail Trade (14.93 percent).
The employment in the manufacturing sector in Scotland County was dramatically impacted in the five-year period ending in 2007, experiencing a 47.8 percent decline. The state also experienced a significant loss of employment in manufacturing sector during the same period.
Accommodation and Food Services, and Health Care and Social Assistance had the highest share growth over the five-year period ending in 2007. The aging of North Carolina’s population has resulted in an increased demand for health services and even more so in Scotland County where Health Care and Social Assistance makes up 20.43 percent of private industry employment, nearly double the state average.
Between 2000 and 2007, Scotland County has experienced a significant decline in employment from all sectors except State and Local Government. Federal Government had the highest percentage decrease but this may be misleading as the nominal decrease in number of employment changed from 97 to 55. Employment in private sector also had a substantial decrease of 28.3 percent, number of employment opportunities dropped from 16,187 in 2000 to 11,611 in 2007. Total employment in all industries showed a negative employment growth rate of 23.1%, which accounted for approximately 4,179 workers. The employment in the State Government sector has gained 161.7 percent, with number of employees increased from 183 to 479.
Five industries employed almost 80 percent of the County’s workforce from 2002 to 2007. Three of these five industries experienced a negative employment growth. The employment in the major Manufacturing industry declined by 47.8 percent and lost 2,799 jobs. During the same period, Health Care and Social Assistance industry grew by 24.1% and created 461 jobs; however, Accommodation and Food Services industry had the largest growth, but only gained 309 jobs.
Scotland County experienced gains in several sectors. Between 2002 and 2007, the Accommodation and Food service sector grew by 37.2 percent. Other growth sectors include: Educational Services (16.7%), Healthcare and Social Assistance (24.1%), Wholesale Trade (10.7%), and Transportation (8.9%).
What does this mean for Scotland County Economic Development?
Scotland County has faced the same challenge confronting many other parts of the state to replace jobs lost in manufacturing industries by creating jobs in services such as health care and hospitality. The large number of manufacturing jobs lost could indicate a need for workforce training and re-training programs to aid displaced workers with economically valuable skills. There is also a need for existing industry specialists to work with the remaining manufacturing industries to apply advance technology to their operation in order to remain competitive. The recent trends in industry growth and contraction can be used to determine—in part—how workforce development, economic development, and education resources should be allocated.
Indicator III: Labor Force
Key Findings
• Between 2000 and 2008, Scotland County’s experienced a 9 percent decline in labor force, and a 12.7 percent decline in employment growth.
• Scotland County’s unemployment rate is 10.7 percent, higher than state average of 6.2 percent.
• Scotland County has a positive commuting pattern, more workers coming into the County than leaving to work in surroundings counties.
Indicator Overview
A county’s labor force is defined as the number of people employed plus those seeking employment. Labor force growth can signify a positive economic outlook. It is also typically an indicator of economic expansion and increased production. Labor Force can also be analyzed by examining the commuting patterns of a region’s residents. The degree to which workers commute in and out of a region is an indicator of the strength of a region’s economy and describes the availability of jobs for residents of a region, regardless of the size of its labor force. Commuting patterns also reveal the degree to which a region is economically interdependent with its surrounding geographies. The number of net commuters from a region is derived by subtracting the number of workers commuting to jobs in a region from the number of workers traveling to jobs outside of the same region.
How Does Scotland County Perform?
Scotland County has not experienced the growth in labor force that has been experienced in other parts of the southeastern region. Among its comparison counties in North Carolina, Scotland is the only county had a negative labor force growth (-9 percent) from 2001 to 2008. The rest experienced positive labor force growth: Hoke 11.4 percent, Moore 11.3 percent, Richmond 2.4 percent, and Robeson 11.4 percent.
Although Scotland County experienced a decline in the unemployment rate between 2003 and 2006 (the rate fell from 12.5 percent to 9.5 percent), the unemployment rate has again risen to 10.7 percent as of June 2008, well above the state average of 6.2 percent. Table 4-2 shows Scotland County’s unemployment rate for the eight year period ending in 2008.
Commuting Pattern
Labor Force can also be analyzed by examining the commuting patterns of a region’s residents. The degree to which workers commute in and out of a region is an indicator of the strength of a region’s economy and describes the availability of jobs for residents of a region, regardless of the size of its labor force. Commuting patterns also reveal the degree to which a region is economically interdependent with its surrounding geographies. The number of net commuters from a region is derived by subtracting the number of workers commuting to jobs in a region from the number of workers traveling to jobs outside of the same region.
Scotland County has a positive net commuting pattern; total number of net commuting is 2,413 workers. Based on the 2000 US Census data, it indicates that 10,366 persons who live in Scotland County also work in Scotland County, with 6,010 workers coming into the County to work, while 3,597 workers are leaving to work in surrounding counties. The majority of workers (over 1,000 count) coming into the County are from Robeson County, North Carolina (1,163 workers) and Marlboro County, South Carolina (1,012 workers). The majority of workers leaving the County are going to Robeson County.
What Does This Mean For Scotland County?
Scotland County experienced a decline in both labor force between 2000 and 2008. The unemployment rate for Scotland County is 4.5 percentage points higher than the state average. Scotland County’s negative growth in labor force and high unemployment rate may suggest that workers became discouraged with the lack of employment and dropped out of the labor force due in large part to the decline in the demand for manufacturing industry. The manufacturing sector of the Southeastern United State’s economy has been in decline in the past several decades. The same is true for Scotland County.
There is a positive net commuting pattern into Scotland County. This indicates that there is a healthy local economy that can support a local and regional labor pool. However, there are still a good number of workers that commute from Scotland County to surrounding counties for employment.
Scotland County needs to continue its efforts on workforce and economic development strategies to focus on the strengths and address areas of weakness in Scotland County.
Indicator IV: Occupational Mix
Key Findings:
• Average annual earning in Scotland County is $33,490, below state average earning of $41,803.
• Between 2002 and 2007, jobs in managerial, professional, and technical occupations grew by 13.0 percent.
Indicator Overview:
Knowledge-based jobs sustain an economy through increases in productivity and wealth. These jobs can also help insulate a region from adverse business events that typically cause economic downturns. Examining a region’s occupational composition can help determine the mix of occupations, including those that are knowledge-based (or jobs associated with higher levels of educational attainment). Occupational composition can also explain differences in average wages among regions. Regions with a concentration of higher-paying occupations will exhibit a higher average wage rate. 4
How Does Scotland County Perform?
In 2007, management occupations had the highest average annual salary ($64,793) in Scotland County, closely followed by legal occupations ($64,459) and healthcare practitioners and technical occupations ($61,006). The five top earning occupations represent only 12 percent (2,256) of the total employment (18,711) in the County.
Growth in management, professional, and technical occupations often indicate a region’s transition into a knowledge-based economy. All comparison counties added knowledge-based jobs over the five-year period ending in 2007. Scotland County experienced a 13 percent (520 jobs) growth rate in management, professional, and technical occupations between 2002 and 2007, which was lower than all comparison areas except for Richmond County (7.4 percent) and Marlboro County, SC (10.5 percent). Education, training, and library occupations had the most net increase of 191 jobs, followed by healthcare practitioners and technical occupations with a net increase of 95 jobs, and management occupations with a net increase of 71. Computer and mathematical science had no increase in jobs; architecture and engineering had a net decrease of 3 jobs, and legal occupations had a net decrease of 1 job.
Between 2002 and 2007 more than half of the comparison areas experienced growth in the two occupations: life, physical, and social science, and healthcare and support. Scotland County experienced the most growth in the life, physical, and social science occupations (51 percent). However, this can be misleading as actual number of jobs increased from 55 to 83. Three of the comparison counties (Moore, Robeson, and Marlboro, SC) also experienced the increases in this category, which indicates overall growth of the life, physical, and social science occupations in the Southeast region (27 percent). Hoke County had a very significant growth in the healthcare support occupations (85 percent); three other counties (Richmond, Robeson, and Marlboro, SC) also experienced growth in this area. While such positive growth is welcome, it also could be troubling because these occupations can have low hourly wages ranging from $9.32 to $16.32.
What does this mean for Scotland County Economic Development?
In 2007 Scotland County had average annual earnings of $33,490, below state average earning of $41,803. There are a high percentage of Scotland County residents in low wage occupations with an average annual salary less than $30,000, such as production occupations ($28,558) and office administrative support ($24,252). In order to transform its traditional economy to knowledge-intensive economy which offers a higher paying wage, Scotland County will need to continue its investment in workforce training to aid both existing and displaced workers with the highly-skilled set to compete for better economic opportunities.
Indicator V: Population
Key Findings
• Scotland ranked 75th out of 100 counties, with an estimated total population of 36,364 as of July 2007. Scotland has not experienced the rapid growth that has been experienced in other parts of states.
• Between 2000 and 2007, Scotland County experienced a small population change due to migration of people out of Scotland County into other North Carolina counties.
Indicator Overview
Changes in population characteristics have social and economic implications that influence business location decisions and infrastructure demands. Population growth is considered an indication of economic opportunity as people often move to regions where there are jobs. Population growth can be attributed to two factors: natural increase and net migration. Positive natural increase results from a greater number of births than deaths for a region. Positive net migration results when more people migrate into a region from other parts of the U.S., than migrate out.
How Does Scotland County Perform?
As of July 2007 Scotland had an estimated population of 36,364 and ranked 75th out of the 100 counties in North Carolina. Between 2000 and 2007, Scotland’s population increased by 366 individuals and experienced a very low growth rate (1 percent) among comparison counties, Southeast Regional Economic Development Region (10.6 percent), and the state (12.6 percent) as a whole. Among the comparison counties, Hoke, Moore, and Robeson experienced positive population growth during the 7-year period ending 2007. Hoke County, which borders Scotland County to the northeast, had the highest growth rate of 26.1 percent.
According to North Carolina State Demographics & Bureau of Economic Analysis, Scotland’s population is projected to continue at a steady and slow rate through 2030, with the County population projected to be 37,392 with an annual growth rate of 47 percent, and an additional 1,394 persons.
Scotland County’s population is 51 percent female and has a median age of 34, with 28.9 percent of the total County population in the 0-19 age group and 16.5 percent over the age of 60. Between 2000 and 2006, the population growth of different age groups in Scotland County remained steady. Scotland County experienced a stable growth in the 45-59 and 60 plus age groups, which may suggest a future impact on the available workforce population as these age groups are near the retirement. The decline in both the 0-19 and 35-44 age categories may indicate that young and upper middle age adults are more apt to leave the county in search for more educational and economic opportunities.
Scotland County’s population experienced below-state- average growth due in large part to negative migration of people out of the county into other countries, states, and nearby counties. Between 2000 and
2007 overall population increased by only 366 individuals. During the 7-year period the County had a very small increase of population by natural causes and also experienced negative migration of population. Among all comparison counties, both Hoke and Moore Counties had experienced a significant population increase; positive net migration attributed to the growth in Hoke County while natural increase in Moore County boosted the growth.
Nearly 50 percent of the Scotland County’s population is white. A large minority is the African American with 37.68 percent. The County has a very small Hispanic or Latino population with only 1.47 percent. See Table 5-4 for percent of population by race reported.
What does this mean for Scotland County Economic Development?
Scotland County’s slow population growth could be an indicator of economic distress and higher county tax rate. With the decline in the manufacturing industry, the County experienced a significant amount of out-migration as workers left the county to look for economic opportunities. The relationship between economic development and positive population growth is strong. To avoid negative population growth in the future Scotland needs to continue its efforts on strategic economic planning to improve and enhance its infrastructure for business and industry recruitment.
Appendix C1: Interview Summary
STRENGTHS AND OBSTACLES
Community Strengths
• St. Andrews College, Scotia Village (active retirement community)
• County’s K-12 educational system
• People is the greatest asset (work well together and support county efforts)
• Good hospital
• Determination to get things done as a group
• Local newspaper editor is good
• History of devoted leadership – committed to the local area
• Strong volunteer network.
• Strong community cohesion.
• Winery – tourism, expansion potential
• Buddhist camp based on a health spa concept
• Highways 74, 130, I-95, 73 corridor
• Air Base
• Equestrian center
• History and heritage
• Landscape and visual resources
• UNC-Pembroke
Community Obstacles
• Apathy is the number one problem caused by poverty, lack of education
• The divide between the haves and the have-nots
• Loss of industry has created an attitude of hopelessness
• Functional illiteracy rate in the adult population
• Teen pregnancy
• Strain in racial relations makes coalitions to solve community problems more difficult
• There is a sense of economic competition between Lumbee native Americans and African-American population
• Prevent loss of accreditation for St. Andrews Presb College
• Public housing has brought a lot of low-income people to the area.
• Lack of vision
• Complacency
• Tax system – high rates
BUSINESS & INDUSTRIES
Current Industries
• Butler is a good corporate citizen
• Hospital
• School system
• St. Andrews Presbyterian College
New businesses in the area?
• Richmond County Community College will open new branch across from the Laurinburg Presbyterian Church
• Auto parts
• Temp services
If you could add 3 businesses?
• Restaurants
• Movie theaters / community theater or performance space
• Something to replace employment from manufacturing losses
• Entertainment and performing arts – St. Andrews has the capacity to do more of this
• Replace textile jobs – Need manufacturing jobs for low-skill employees. When things were computerized, low-literacy folks found themselves out of luck.
One major thing to improve economic development potential of your county?
• Change perceptions. We have a lot better potential city (Laurinburg) than we usually think of ourselves.
• “Education – Education – Education.” There would be a more positive view of education; ff people saw the benefits of it.
• Marketing the community’s image
• Ball fields for tournaments, or something. Need attractions. Need to improve downtown Laurinburg as a destination.
• Combat apathy. Have a more active citizenry – involved, voting, volunteering. The volunteer spirit was previously alive and well, but it has declined.
TRANSPORTATION & INFRASTRUCTURE
Transportation issues?
• Lower socio-economic groups have difficulty getting around. Lack of car ownership, no public transit (except social services paratransit)
• Health Dept office is several miles out of town, which is crazy.
• Schools are out of town. Middle school is almost all the way to Wagram. Causes travel problems.
• Laurinburg is no longer a bus stop served by inter-city bus service.
• Need a transit system around the county to serve the towns.
• Need better mobility in general to serve people’s needs.
Community infrastructure needs?
• County arguably was a stronger contender in many ways for the Global Trans Park, but the political decision had already been made.
• The downtown utility lines have already been placed underground, which is good.
• Taxes are high, but that is not what is keeping industries out. The big industries are gone and they are not coming back. We need to be realistic about that and find some other way to pull ourselves up.
Highway access?
• Bypass from Maxton-Lumberton will help get to I-95. Will give better access from the Air Base (only 15 miles to Interstate, on a 4-lane divided highway)
• Also 74 to I-95 from Laurinburg will help
WORKFORCE
Workforce: Most needed training/skills?
• Basic education – start with reading. Be able to pass drug tests.
• Need mechanics, trades, electricians, AC, plumbers.
• Have a good college system, between Pembroke, St. Andrews, and Richmond CC.
• Key is to make sure kids stay in school.
• Start very early: pre-K, K education, strengthen family setting for educational advancement.
• Customer service skills in relating to the public.
• Functional illiteracy.
• Focus on the basics
• Construction trades
QUALITY OF LIFE
Environment, Partnerships & Quality of Life – What are the special QOL amenities?
• Festivals
• Climate
• Location – choice of beaches and cities within 100 miles
• Golf courses in Pinehurst
• Great location for golf.
• John Blue Cotton Festival.
• Small town setting. No traffic congestion.
• Lots of flat ground; recreational complex with soccer fields; softball tournaments bring visitation and spending.
• Equestrian Center at the college is “the only reason the school is still open” – it helps student recruitment. Equestrian meets bring up to 12 colleges to compete, huge spending effect from visitor stays. Also, each equestrian student who comes to college here brings a horse, a trailer, a Suburban, and lots and lots of money.
Adequate recreation / parks / entertainment?
• Need more. We have a water park and a large community park.
• RCC has theater series
• Pembroke and St. Andrews have theater, performing arts series
• College football at Pembroke.
• Can take continuing education courses at Pembroke / St. Andrews.
• Lumber River State Park opened just a few years ago.
• Gamelands (deer, bird, duck hunting). The fox hunt really loads up the motels.
• Generally: QOL elements will improve when there are better jobs.
• St. Andrews College needs 1100 students to be financially sound. The only problem with its accreditation is a financial issue.
• We are improving in this area. We have good ball fields, and a water (spray?) park.
• We really need a public swimming pool. St. Andrews lends their pool, but that is not sufficient for the community need – swimming l
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