COMPREHENSIVE ECONOMIC

DEVELOPMENT STRATEGY
2022 - 2026

SOUTH DELTA PLANNING & DEVELOPMENT DISTRICT, INC.

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TABLE OF CONTENTS
Introduction ...............................................................................................................................4
Summary Background .......................................................................................................... 6

Population and Demographics ...................................................................................................... 6

Population………………………………………………………………………………………………………………………………………………………….6
Income and Education………………………………………………………………………………………………………………………………….9
Employment and Labor Force………………………………………………………………………………………………………………. 14
Housing…………………………………………………………………………………………………………………………………………………………… 24
Clusters/Sectors…………………………………………………………………………………………………………………………………………. 26
Infrastructure ..........................................................................................................................29
Water.......................................................................................................................................... 29
Sewer ......................................................................................................................................... 30
Transportation ............................................................................................................................ 31
Industrial Parks and Sites ........................................................................................................... 33
Water Resources ....................................................................................................................... 35
External Forces ......................................................................................................................35
Natural ....................................................................................................................................... 35
Political ...................................................................................................................................... 36
Economic ................................................................................................................................... 37
Social ......................................................................................................................................... 38
Resilience ...............................................................................................................................38
SWOT Analysis ......................................................................................................................40
Goals and Objectives .............................................................................................................41
Strategic Projects, Programs and Activities ............................................................................43
Action Plan .............................................................................................................................51
Performance Measures/Evaluation.........................................................................................52
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INTRODUCTION

The South Delta Planning and Development District, Inc. was incorporated under State
Law as a non-profit corporation on September 8, 1967. In January 1976, the Charter was
changed and the organization is currently a non-profit, non-taxable corporation as designated
by The Internal Revenue Code 501 (C) (3). In 1971, the Governor of the State of Mississippi
changed the name from Economic Development District, to Planning and Development
District, and delineated its boundaries.
The South Delta Planning and Development District, Inc. serves Bolivar, Sunflower,
Washington, Humphreys, Sharkey and Issaquena counties as well as the 35 municipalities
within these six counties. The region served has a land area of 3,602 square miles and a
population (2020 Census) of 114,801.
South Delta assists local governments with economic development efforts, workforce,
housing, community development, childcare and programs for the elderly. The district serves
as the Regional Clearinghouse Coordinator, the Delta Workforce Investment Opportunity
Area administrator, the Area Agency on Aging and the U. S. Census Data Affiliate.
This Comprehensive Economic Development Strategy (CEDS) has been developed
through a cooperative effort between citizens, local elected officials, CEDS Committee
members and District personnel. Through surveys, meetings, research and observations this
document provides an overview of the region as a whole and the individual factors involved in
development of the area. The CEDS is to be the basis for district-wide planning and
implementation activities for the next five years. However, this document, the analysis and the
ideas within are not static. This plan will be revisited numerous times over the next five years
and, with the assistance of each local government and the CEDS committee, the plans, goals
and objectives will be amended as necessary to reflect changes in the area.
This document includes broad goals and objectives of the region along with some of the
readily identifiable needs of the area and potential actions to address these needs. It also
includes an analysis of the strengths, weaknesses, opportunities and threats of the region.
Apparent in recent years is the need for useable regional planning documents to include
information related to the resilience of the area with regard to natural disasters and a method
of evaluating successes and failures. This document includes both.
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This document, the analysis and the ideas within are not
static.

The completed CEDS will be made available to the public for review and comment.
The CEDS will be available at the offices of South Delta Planning and Development as
well as on the South Delta website. The document will be provided to State and Federal
agencies for integration into state and regional economic development efforts.
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SUMMARY BACKGROUND

South Delta Planning and Development District includes 41 units of local government. Six
counties and thirty-five municipalities make up that number. The counties served by the
Planning and Development District are Bolivar, Humphreys, Issaquena, Sharkey, Sunflower
and Washington. The regional analysis section of this document serves to give insight into the
traits and characteristics that make up the area known as South Delta. Population and
demographics, clusters, infrastructure, financial resources and external forces will be looked
at from a regional standpoint as well as on a county-by-county basis.

Population and Demographics

Population

South Delta is comprised of 3,602 square miles of land area. That equates to
approximately 8% of Mississippi’s land area. Based on U. S. Census Bureau 2020 Population
figures, there are 118,263 people living in the South Delta region. This is only 3.8% of the
2020 Mississippi population. The population of the District and the State of Mississippi,
between 2010 and 2020, decreased by 11.98% and .20% respectively. Until 2020 the State
had consistently shown an increase in population. The district, however, has had an average
decrease in population of 9.58% at every Census since 1960. The 2010 Census showed a
District population decrease of 17.5%, the largest decline since the 1960 Census.
South Delta Planning and Development District experienced a total population decline
of 44.75% from 1960 to 2020. The majority of the district’s population resides in three of the
six counties. These three counties – Bolivar, Sunflower and Washington – have over 88.74%
of the population. Going hand in hand with this is the fact that the majority of the civilian labor
force resides in and is employed in these three counties. Residents of the three smaller
counties, the three southern counties of the district, must obtain employment from the limited
opportunities in each county. Those unable to find employment within their own county must
commute to the surrounding areas.
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POPULATION TRENDS PERCENT CHANGE, 1960 - 2020

% % %
1960 CHANGE 1970 CHANGE 1980 CHANGE 1990
South Delta PDD 212,259 -13.6 183,312 -3.1 177,561 -7.8 163,786
Mississippi (000) 2,178 1.8 2,217 1.8 2,520 2.1 2,573
Counties
Bolivar 54,464 -9.3 49,409 -7 45,965 -8.9 41,875
Humphreys 19,093 -23.5 14,601 -4.6 13,931 -12.9 12,134
Issaquena 3,576 -23.5 2,737 -8.2 2,513 -24 1,909
Sharkey 10,738 -16.8 8,937 -10.9 7,964 -11.3 7,066
Sunflower 45,750 -19 37,047 -5.9 34,844 -5.6 32,867
Washington 78,638 -10.2 70,581 2.5 72,344 -6.1 67,935

% % %
CHANGE 2000 CHANGE 2010 CHANGE 2020
South Delta PDD -3.5 158,039 -17.5 130,429 -11.98 114,801
Mississippi (000) 10.5 2,844 4.3 2,967 -0.2 2,961
Counties
Bolivar -3 40,633 -15.9 34,145 -9.25 30,985
Humphreys -7.6 11,206 -16.3 9,375 -16.9 7,785
Issaquena 19.1 2,274 -38.2 1,406 -4.84 1,338
Sharkey -6.9 6,580 -25.3 4,916 -22.7 3,800
Sunflower -4.6 34,369 -14.3 29,450 -11.81 25,971
Washington -7.3 62,977 -18.8 51,137 -12.15 44,922

SOURCE:
U. S. Census of Population, General Population Characteristics, Mississippi 1960-2000.
U. S. Census Bureau, Census 2010.
U. S. Census Bureau, 2020.

Generally, it can be stated that there are certain prevalent population, labor force,
income and educational trends in the South Delta District that have existed throughout the
last 60 years and are still present in varying and/or worsening degrees today. In the past, the
district’s economy was based almost solely on agriculture. With the advent of mechanized
farming, the need for laborers who possessed very little education and few job skills
diminished drastically. Laborers were forced to seek employment elsewhere, usually in the
industrialized cities of the North. In 2022, just as in 2012 and 2017, the district can be
described as a persistently distressed area experiencing a continuing decline in population
due to out-migration and death; unemployment rates that are high; median family incomes
that are extremely low; numbers of persons living below the poverty level are high and
educational levels that are below standard.
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The population of the district has declined by approximately 97,458 persons between
1960 and 2020. While all counties in the district have experienced significant population
losses during the past several decades, Sharkey County has experienced the greatest loss in
percentage of population. Sharkey County lost 64.61% of its population during the period
1960-2020, while Issaquena County followed closely with a population of loss of 62.58%. In
terms of absolute numbers, Washington County lost the greatest amount of population during
the same period amounting to over 33,000 persons.
A decreasing population is currently the most concerning threat to the South Delta
area. The decline in population was previously considered to be mostly a product of out-
migration, “brain drain”. Now the long-term impacts of “brain drain/outmigration” are truly
becoming apparent. During the period from 1990-99 there were 26,767 births in the district.
Between 2010 and 2017 the number of births in the district had decreased by 51.5% to
12,981. In the period of 2017 through 2021 births had dropped to 7,332. The number of
deaths in the district,10,557, during the same period, 2010 – 2017, resulted in a natural
increase of 2,424. Despite the fact that births in the district outnumbered deaths, overall
population continued to decline. Now during the period of 2017 through 2021 deaths, 8,437,
outpaced births accelerating the rate of population decline. Out migration/brain drain,
although no longer the major contributing factor of population decline, remains a concern for
the region.
Based on the 2016 U. S. Census American Community Survey Data, the District’s
median age was 36 years while Mississippi’s was 36.7 and the United States’ 37.7.
According to the 2020 U. S. Census American Community Survey, the District’s median age
increased to 38.7 years while Mississippi’s increased to 37.7 and the United States to 38.2.
The district’s median age in 1960 was 19.9 years indicating the district’s population is
continuing to age. Of the district’s population in 2016, 35.8% were 0-24 years old while
13.4% were 65 years of age or older. This left 50.8% of the district’s population in the
productive working age group of 25-64. As the overall population of the region has declined
these numbers have shifted slightly. In 2020 34.26% of the population was in the age range of
0-24 and 15.86% were over the age of 65. This has left 49.88% of the population in the
productive working age range.
The fact that there is no major shift in any one of these segments of the population
gives the impression that outmigration/brain drain is still the major contributing factor to the
overall population decline. There will be no drastic upward changes in population unless
there are significant changes in economic conditions and the perception of these conditions.
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Until opportunities and quality of place improve, the steady out-migration of population will
continue. Therefore, efforts must be placed on retaining and attracting population to the area.
The “brain drain” must be addressed. Arresting the “brain drain” and drawing younger,
educated individuals either back to the area or to it for the first time always brings about the
age old “chicken and egg” conundrum. Which comes first? Do you focus on recruiting
industry with the idea that younger people will come to the jobs? Do you focus on attracting
the younger people in the hopes that industries will choose to locate where the bright, young,
well-educated work force is located? Unfortunately, people can’t live on good intentions and
growing an area out of nothing. The industry side of this equation should come first but with
an initial focus on industry that can utilize a somewhat transient work force until locals are
trained and additional population is attracted to the area. The trend of out-migration,
especially among the college aged/young adult groups, cannot continue. Everything else that
leads to a turnaround in the fortunes and livability of the district depends on having a younger,
educated and energetic population in the area.

Income and Education

The average 2019 median household income of the district is $28,826, a $544
improvement from 2016, while that of the State improved from $40,528 to $45,081 and the
Nation, according to the 2020 ACS is $64,994. The district’s average median household
income remains significantly lower than the State’s and Nation’s. Based on the 2021
American Community Survey 5 Year Estimates, 15% of the 40 reporting units of local
government in the South Delta area had a median household income of less than $20,000
and 67.5% had a median household income of less than $30,000. Economically, the District
continues to lag, significantly, behind the State and Nation. The percentage of households in
Mississippi and the United States with an annual household income of $10,000 or less is
9.3% and 5.8% respectively; whereas, the percentage in the South Delta region is 18.34.
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Transfer payments continue to make up a large share of personal income for all South Delta
counties. Three of the counties in the South Delta area are among the counties with the
highest percentage of transfer payments as a component of personal income in the state,
Issaquena has the highest in the state, 61.2%, the regional average is 44.3% up from 37.7%
in the previous CEDS. These percentages are well over Mississippi’s percentage of 26.2.
Transfer payments are government payments to individuals that are not paid in return for
goods and services to the government. Examples include social security, unemployment
compensation and welfare payments.
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In 2016 36.1% of South Delta’s citizens were living below the poverty level. In 2017 that
percentage had decreased slightly to 35.6%. Although slightly improved, the percentage of
persons living below the poverty is still over twice the national percentage. The segment of
the population with the highest percentage below the poverty level is family households with a
female head of household.
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The educational attainment level within the district had improved slightly between 2010
and 2016; however, according to the 2015-1019 ACS the average percentage of the district’s
total population above 25 years of age that had completed high school or above had dipped
to 73.23%, compared to 84.5% for the State. These numbers still reflect a considerable
improvement in Education levels in the district since 2000, from a 50.7% high school
completion percentage to 73.23%. These improvements are encouraging, but there is still
much to be done in order for the South Delta region to compete in the State, the Nation, and
the World.

With regard to income and education, these two factors must be one of the major focal
points for improvement of the region. All other man-based factors are dependent on these
things for improvement. The improved focus on workforce training and vocational education
rather than the concept of the only way to a good job is through a college degree will continue
to help make the region more competitive in attracting skilled employment opportunities.

Employment and Labor Force

The district’s labor force steadily declined from 66,811 in 1960 to 57,565 in 1970,
rebounded in 1980 to 60,865 continued upward in 1990 to 64,030 and has fallen drastically to
55,624 in 2010 and even farther to 35,910 in January, 2023, according to the Mississippi
Department of Employment Security. The 2017 district labor force was 42,720 of which
39,548 were employed. The June 2018 District labor force, according to the Mississippi
Department of Employment Security, was 43,000 of which 39,460 were employed. The
January, 2023 labor force number was 35,910 of which 34,060 were employed. The
unemployment rate for the period was 5.2%. The January, 2023 unemployment rate gives
the appearance that things are improving by showing that there is a larger percentage of the
labor force employed and that the region is not as far behind the state and nation as seen
previously. However, that is a higher percentage of a much smaller number of labor force
participants.
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At one time the major draw for companies to come to the Delta was a large labor pool
that would work for low wages. That is no longer the case. Out migration and lower labor
force participation rates have reflected a change in the attitude of the area’s labor pool. Many
of the working age population are no longer willing to remain in situations of
underemployment and have chosen to take steps to improve their situation by moving to
areas with better opportunities or leaving the labor pool altogether.
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In an effort to bring better, higher paying job opportunities to the area, the ACT
WorkKeys National Career Readiness Certificate program was implemented throughout the 6
South Delta counties as well as the surrounding 8 workforce counties. This program put the
labor pool on an equal footing with the entire nation. Employers could no longer look to the
Mississippi Delta for a plentiful and cheap labor pool. The most recent ACT Certificate
numbers are proof that when it comes to a useful, trainable workforce, the region can hold its
own.
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As noted in the previous tables indicating the number of people in the region with ACT
NCRC certificates, the single highest category in each table is the Silver Certificate. This
means that the majority of the Delta workforce can perform at a skill level equal to a silver
certificate holder any where else in the country. The region no longer has to rely on the
industries that need high volume, low income/low brainpower to bring employment to the
area. Industrial recruitment can now focus on companies that need more skill and trainability.
Recruitment of these types of industries can be a huge help in arresting and reversing the
outmigration trend.
One component of this is a workforce that improves and advances with time and
technology. To this end the district is the fiscal agent for the Delta Workforce Development
Board (DWDB). It provides the administrative functions associated with the Workforce
Innovation and Opportunity Act (WIOA). Six South Delta staff members currently provide
support to the Board and coordinate workforce programs and activities in the 14-county
workforce area.
In accordance with the Workforce Innovation and Opportunity Act, it is the purpose of
the Delta Workforce Development Board to provide workforce activities in the local area that
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will increase the employment, retention and earnings of participants and increase occupational
skills attainment by participants, and, as a result, improve the quality of the workforce, reduce
welfare dependency and enhance the productivity and competitiveness of the fourteen counties
which constitute the Delta Workforce Development Area (DWDA).
In FY’07, the DWDA was awarded $10 million to serve DWDA eligible adults, dislocated
workers and youth, since then the awards have steadily decreased, yet the need continues to
increase as the Region, State and Nation fall farther behind the rest of the world in the ultra-
competitive global market. Seven WIN Job Centers (one-stop operators) in the 14 counties
provide adult and dislocated worker services. The DWDA focuses a lot of activity on economic
development to recruit new businesses and retain existing businesses through On-the-Job
Training and Customized Training. DWDA eligible participants are provided services through
Individual Training Accounts to help them get a first job or a better job.
New efforts are underway in the DWDA to focus on sector training initiatives to address
local needs. The DWDA will be exploring specific job sectors and will allocate a certain amount
of funds to that specific sector. Some areas to be considered include electrical linemen, A & P
(aircraft maintenance), health care, hospitality and advanced manufacturing.
These sector initiatives will focus on key industries, promote education and training,
provide opportunities for career advancement and create new jobs while building the area’s
skilled workforce. These efforts will also help create shared objectives and priorities between
public and private partners to leverage new and existing resources.
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Housing

Housing characteristics in the South Delta region are directly related to the
environment of the population. One of the negative housing characteristics in the area, as
well as in the State, is the age of housing. Of the 52,162 housing units in the six-county area
11.71% were constructed prior to 1949 and only .63% were constructed between 2014 and
2018. The majority of the housing stock in the region was constructed between 1950 and
1999. The very small percentage of new construction indicates that the current housing stock
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will age and deteriorate. Substandard housing units will become a bigger issue as the
majority of the existing housing stock reaches the upper limits of usefulness. The percentage
of housing units in the region lacking complete plumbing and/or kitchen facilities is slightly
less than that of the state, .78% and 1.1% respectively. This is an indicator that some efforts
are being made to improve the existing housing stock. The fact remains that these aging
housing units will become more difficult to address as the numbers increase. It is also an
unfortunate by-product of population loss, as well as, the regional and national economy that
there is very little housing construction taking place.
According to the 2014 – 2018 American Community Survey conducted by the U. S.
Census Bureau there are 19,872 renters in the South Delta area. This reflects a slight
increase in renters from the 2012 – 2016 American Community Survey. Some studies have
shown a need and desire among renters to become homeowners; however, financing for low-
and moderate-income families is often difficult or even impossible to obtain. Experience has
shown that not everyone with a desire to own a home is capable of doing so. South Delta
has, when programs were available, attempted to address this need through some innovative
financing and down payment assistance. These programs, that were available to specific
units of government, have virtually disappeared. The programs that are now available are on
an individual basis and no longer involve local governmental units.

A number of the 24,385 owner-occupied units in the area are in need of minor to major
repairs. The district from 2005 to 2015 assisted local units of government with
reconstruction/rehabilitation projects that addressed 137 sub-standard, dilapidated housing
units. This program was extremely helpful to many low and very low-income homeowners.
Unfortunately, since 2015 the program has changed administrative agencies and shifted
priorities. These factors along with very limited funding for HOME (Home Investment
Partnership Program) have made it nearly impossible to help those homeowners that are truly
in need.
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With the realization that it is very much a component of economic development,

housing has become an issue in the area. Housing stock deficiencies, especially houses
affordable to middle income families are a serious deterrent to industries that may desire to
locate here. Houses are not being built in the district. According to some urban and regional
planners, “if you aren’t building, you are dying”.

Clusters/Sectors

According to the Sector Strategy Plan developed by the Delta Workforce Development
Area, the South Delta region has grown from three significant clusters/sectors to five,
manufacturing, health care, aviation, information technology, and agribusiness. At the writing
of the previous CEDS, there were a few other industry categories that, although not included
in the Sector Strategy, were relevant enough to remain a focus of industry/job recruitment
efforts. (aerospace, metalworking, automotive, distribution, and plastics) Since that time,
aerospace/aviation and information technology have become worthy of significant focus.
Based on information obtained from the Mississippi Department of Employment Security,
retail/wholesale has the highest number of employed persons in the 14-county Delta
Workforce Area. Away from the more urban settings of the far north delta, retail is not
necessarily sustainable as a growing sector for employment. The five significant sectors
were established based on job growth projections, sustainability and Delta Strong.
Agriculture, although no longer the basis for all of the economy of the region, is still a major
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component. In 2006 the largest cluster in the area appeared to be Agribusiness, Food
Products and Services. Since then, agribusiness has slipped behind health care and social
assistance. Processed food production is still a part of the manufacturing-based sector;
therefore, it brings together the sectors of manufacturing and agribusiness.
The district has the largest medical facility within a 120-mile radius. Four of the six
counties in the region have hospitals located within their boundaries. Delta Regional Medical
Center, located in the City of Greenville, is the largest medical facility in the area. Issaquena
County and Humphreys County do not have medical facilities of their own. Humphreys
County participated in a pilot project with the University of Mississippi Medical Center to
establish a critical care clinic; however, the project was not sustainable as a critical care
facility due to a lack of qualified staff willing to work within the design of the program. The
facility has since been turned over to a more family oriented medical practice.
The health care and social assistance sector has begun to outpace agribusiness as a
source of employment in the region. The manufacturing sector, in the current climate, is
where the majority of job creation/improvement strides have been made in the Workforce
counties surrounding the South Delta district.
The Delta Strong initiative started to bring about improvement and growth in the
manufacturing sector/cluster. Delta Strong is a new regional branding, marketing, and
business attraction program aimed exclusively toward attracting new manufacturing
opportunities to the Mississippi Delta. The initiative is supported by private sector financial
institutions, planning and development districts, port terminals on the Mississippi River, local
economic development foundations, and utility/infrastructure partners. This strategy, led by
the Delta Council Development Department, is a multi-year plan which includes outcome
measurements and transparency that positions the Mississippi Delta region as a major player
in the attraction of manufacturing, distribution, and warehousing operations.
Although tourism is not considered a significant sector/cluster it is an up-and-coming
component of the local economy and employment. The region is
steadily taking hold of the tourism opportunities that are related
to the region. Music and museums are now a force in the local
economy and driving hospitality industry entrepreneurship. The
construction of the B. B. King Museum, the Grammy Museum
Mississippi and the Delta Music Institute has been the catalyst
for new restaurants, hotels and shops that are springing up in the
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area. In addition to music, outdoor sporting activities such as hunting and fishing are helping
to bring about outfitter and guide businesses as well as sporting goods retailers.
The aviation/aerospace sector is expected to be the next “big thing” within the area. It
appears that the region was unknowingly sitting on a very large collection of airplane hangar
space, apron space, runways long enough to land almost any aircraft and very empty
airspace. With this revelation, job creation opportunities and workforce training opportunities
have come to the forefront. The training and employment program will be working in
partnership to make sure the training is sector driven.
The information garnered from the sector/cluster analysis is an indicator of “the way
things have been” in the South Delta area but, it is also an indicator of the opportunities that
can be taken advantage of moving forward. The low levels of training and educational
attainment have left the majority of the labor force qualified for and working at the lowest
paying jobs. This is where the Workforce Development Area steps in and provides the
training necessary for these workers to fill the gap of the middle-skill worker shortage. These
sectors/clusters must be nurtured in order to provide more opportunities for employment and
economic growth.

Fuselage Repair Training Aircraft

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Infrastructure
Water

The principal difference between the infrastructure of urban and rural areas is in the
capacity of the water and sewer systems. Urban networks generally have a superior capacity
per person in both quantitative and qualitative evaluations. Water supplies in the urban area
are more reliable and have better treatment facilities. A greater amount is available on a per
capita basis for domestic purposes and also for fire flows in emergency situations.
In addition to municipal water and sewer systems, there are water associations
operating within the district to provide domestic water supplies to rural areas. Most of these
were organized through the United States Department of Agriculture – Rural Development and
were designed to furnish domestic needs only. In most instances, industrial uses of fire flow
demands would be beyond the design capacity of such systems.
In accordance with the Federal Safe Drinking Water Act of 1996, the State of
Mississippi has implemented a Capacity Development Program to improve the technical,
managerial, and financial capacity of the state’s public water systems and to prevent the
creation of new systems that do not have the technical, managerial, and financial capacity to
comply with current and future provisions of the Act. Included in the requirements of the Act is
the development of an annual report on all of the public water systems in the State of
Mississippi. This report provides much needed information in the development of projects
throughout the district. It not only indicates water production capacity but provides ratings to
discern the capability of the system on the issues of technology, management and finances.
These factors must be considered for projects to improve these water systems as well as for
projects that rely on access to water. In addition to the changes in that are now required
through Mississippi’s Capacity Development Program, funding agencies have also taken
steps to become better stewards of taxpayer funds by requiring water system viability prior to
awarding funding.
Although the populated areas of the region are generally served by public water
systems, these systems are aging and deteriorating to some degree. There may also, be
some pockets of population that are too remote to be included in an organized water system
and must rely on private wells for access to water. Many of the unserved areas surrounding
municipalities or organized communities have been recently connected to existing systems.
Those remaining will be connected as funding becomes available. One of the major concerns
of the area is not access to water but, access to water systems that are technologically
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sound, well managed and financially capable of remaining viable. The second, equally major
concern is the aging components of the municipal water systems in the region. Many of these
systems are beginning to experience catastrophic failures and have required major system
improvements. These issues will continue to be at the forefront of infrastructure improvement
planning for many years to come.

Sewer

Urban sanitary wastewater facilities have generally been characterized by more

sophisticated treatment methods and consequently higher quality treated effluent. Most of
the small towns in the district utilize lagoon treatment while the largest city uses a mechanical
treatment plant. Several of the communities that were utilizing mechanical plants then
changed to lagoon type treatment for cost savings are being forced to make plans to return to
the mechanical systems. Constant changes in the permitted limits have caused this epidemic
of back and forth on the issue of wastewater treatment. The wastewater systems within the
area utilize mechanical treatment plants, lagoons, and overland flow systems. Many of the
small communities in the region cannot meet the limits because of location and environment.
The outward flow of treated wastewater has to be released into under very strict guidelines to
limit potential pollution. This includes outflow to streams that have a consistent flow of water.
These streams can be miles from existing treatment facilities. This is an example of one
regulatory hardship faced by small communities and utility districts. Many communities had
discovered that the operation and management costs related to mechanical treatment was
too high for their financial capacity thus turning them back toward a lagoon system only to find
out that lagoon systems come with another set of financial hardships. Unfortunately, the
choices for wastewater treatment are becoming very limited.
In the last decade, a number of the unincorporated communities in the district have
formed utility districts, which allowed them to provide sewer service to area residents. These
systems are going to face the same uncertain future as the municipal systems and may have
to return to a form of septic system for their wastewater service needs.
More and more information on the health hazards of poor wastewater handling is being
disseminated to the public. As this happens more communities are seeking ways to improve
their quality of place and the human condition of their area. Additionally, the changes to
discharge requirements implemented by the Environmental Protection Agency will bring
about the need to revisit wastewater systems that have recently been addressed. Efforts to
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assist both units of local government and unincorporated communities in identifying funding
for addressing these issues must continue. These efforts are not only vital to maintaining a
healthy populace but also in attracting people and business opportunities to the region.

Transportation

The South Delta area has a multi-modal transportation network capable of handling
almost any type of cargo. Proximity to the Mississippi River makes water transportation of
bulk materials possible. The public ports at Greenville and Rosedale offer shippers the
opportunity to import or export large volumes of goods to regional, national or international
markets. Numerous industrial port facilities also line the harbor front. Unfortunately, both of
these port facilities are full and no longer have useable land available to offer industries
wishing to locate at the ports.
The remainder of the transportation system in the district is characteristic of the State
as a whole. The principal north-south and east-west thoroughfares are U. S. Highways 61
and 82. Greenville, the largest city in the district, is the site of the relatively new Highway 82
Bridge and the recently funded by-pass that will skirt the south end of the City of Greenville
and rejoin Highway 82 at Leland. Greenville has one of the four bridges in the state that
crosses the Mississippi River. The crossing currently gives Greenville a locational advantage
because of its exposure to larger volumes of traffic and its access to a greater regional trade
area. Highway 61 passes through Leland, which is eight miles to the east of Greenville. A
secondary roadway network that serves even the smaller communities with paved access
roads complements the primary thoroughfares. The counties build and maintain a network of
farm-to-market roads that are either paved or gravel surfaced. This operation is assisted by
both State and Federal funds, but the county provides the manpower and management.

The South Delta Region, just like the remainder of the state, is experiencing a critical
situation on the farm-to-market roads serving the area. Based on the current criteria and
inspections conducted by the Federal Highway Administration, there has been a major focus
on rehabilitating or reconstructing timber bridges located within the six-county south delta
footprint as quickly as possible. The number of bridges to be addressed will likely rise as
rounds of inspections are completed. The long-range plan is to rehabilitate or reconstruct
these timber bridges with concrete pilings or concrete box culverts as each bridge situation
dictates. The current timber bridges, although some are 60 or 70 years old, outlived their
 32

design life at around 30 or 40 years. Concrete components, with care and maintenance,
could possibly double the design life of these bridges.
A proposal for another bridge over the Mississippi River has been approved as part of
the construction of Interstate 69 (I-69) an intercontinental highway linking Canada, the United
States and Mexico. It appears that the most likely route for I-69 will be through southern
Bolivar County and to the north of the City of Greenville. Greenville has been identified as a
location requiring further study for access and connectivity. The location of I-69 and any
connector routes through the South Delta Planning and Development District would have a
major economic impact on the region.
The only commercial airport in the district is located in Greenville, which is within 75
miles of any point in the district. The regularly scheduled commercial flights are regionally
oriented, providing a commuter style connection to both Nashville, TN and Dallas, TX. The
service provided by the latest flight partner of the Greenville Mid-Delta Airport has been such
a vast improvement that the airport has passed year one of two of over 10,000 enplanements.
Reaching the two-year goal would reinstate funding from the FAA to the airport. Additionally,
the Greenville Mid-Delta Airport, a former Air Force training facility, with over 300,000 sq. ft. of
empty hangar space is the target of a number of improvement projects in order to take
advantage of the available hangar space for economic development purposes.
The other airport of significance in the region is located at the City of Cleveland and
serves both the City and Delta State University’s Commercial Aviation degree program. The
Cleveland Airport is expanding and building new hangar space to accommodate a new
agricultural pilot training program. The Greenville Airport and the Cleveland Airport will be
partnering on some activities related to the agricultural pilot training programs.
The Genesee and Wyoming Railway, formerly known as the Columbus and Greenville,
provides the South Delta District with rail-freight service. The Genesee and Wyoming is an
east-west railway that once crossed the entire state. Now the railway only provides service
from Greenville to Greenwood. This service is marginal at best considering the current track
conditions. The Great River Railroad, although still in existence, is no longer in operation.
Rail access to industrial sites is currently very limited. The Great River Railroad has been the
focus of an effort to find funding for revitalization of the north south connector that would
serve the growing Port of Rosedale and connect to the east west rail access at Greenville.
Transportation facilities in the South Delta region must continue to be improved upon
in order for the area to be competitive with the state, the nation and the world. Every
component of the transportation system within the district needs improvement. Some, like the
 33

Port of Greenville and the Rosedale-Bolivar County Port, have taken steps to improve their
facilities and the services offered. However, both of these port facilities have many more
improvements that could be made, not the least of which is taking the steps necessary to
open more land for development.
Air transportation and airport facilities, should continue to be at the forefront of
improvement considerations. An area that does not have access to a functioning commercial
airport will not be considered for business location over an area that does. Therefore, it is
imperative that the Greenville Mid-Delta Airport be maintained at its current level of service
and improved with every opportunity. These improvements should include complete
renovation of the existing hangars, construction of new hangars and construction of a new
Fixed Base Operator (FBO) facility.
Rail service in the district is not even remotely close to the level necessary to make this
area a viable option for business location or in support of business that has located elsewhere
in the state. The Great River Railroad, that provided service from the Port of Rosedale to a
junction with the Genesee and Wyoming in Leland, is currently not in operation due to age
and deterioration of the equipment and rails. The Great River Railroad is actively seeking
opportunities to rehabilitate the line. The Genesee and Wyoming has shut down service
beyond Greenwood. With the location of the Toyota plant at Tupelo, the aluminum plant in
Columbus and the steel mill in Columbus, it is critical that the South Delta region have rail
access to the eastern side of the state. Plans must be made for the future to keep access to
rail service in South Delta area. Even though rail traffic has been very light in recent years,
the total loss of rail service would be highly detrimental to economic development in the area.

Industrial Parks and Sites

Nine local governments in the district – Greenville, Cleveland, Indianola, Shelby,

Rosedale, Belzoni/Humphreys County, Rolling Fork, Issaquena County and Hollandale – have
organized industrial parks. Several smaller communities have industrial sites reserved and
serve those sites with utilities, but they are not of a scale that would classify them as industrial
parks.
Light and heavy industries are located throughout the district and their contribution to
the economic growth of the district has been considerable. The total land area presently
occupied by industrial users is very small with the greatest concentration being in Greenville,
Cleveland and Indianola. The larger communities are better able to support the needs of
 34

most manufacturers. Consequently, it can be anticipated that their dominance of attracting

new industries in the district will continue.
Currently the only shortage of industrial development space within the district is at the
Port of Greenville and the Rosedale-Bolivar County Port. All other industrial parks and sites
have land available for development. Most of these sites are served with the necessary
infrastructure. However, some of the infrastructure serving these industrial parks is beginning
to age considerably and some has been surpassed by the needs of industries currently being
served. Future efforts must include upgrading and maintaining existing industrial parks and
sites. This is especially true in light of the current Delta Strong efforts to focus on smaller
manufacturing recruitment. Beyond this, efforts must focus on the development of larger
regional industrial development areas designed for the larger type of industry such as an
automotive manufacturing facility. This need not be the first item of business but as I-69
continues toward completion it should be addressed.

Highways 61 and 82 Industrial

Park, Leland, Mississippi
 35

Water Resources

One of the primary natural resources of the district is the water supply. In addition to
the Mississippi River, which forms the western border of the district, underground aquifers
have provided domestic water supplies of very good quality. Lakes and ponds provide
numerous opportunities for water-oriented recreation as well as aesthetic enhancement of
building sites.
The port terminals at Greenville and Rosedale provide excellent access to water
transportation of cargo for the entire district. Passenger access at the City of Greenville
waterfront and at Terrene Landing in Bolivar County is bringing about a renewed focus on the
Mississippi River’s role in tourism. Partnerships with the American Queen and Viking River
Cruises are now bringing tourists to the area on a regular basis.

As both the Port of Greenville and the Port of Rosedale have reached capacity in land
area available for development, expansion projects are at the forefront of future planning
activities for the region. As with all new major construction projects in the South Delta area,
will have careful environmental evaluations in order to assess the impact of the projects on
their surroundings. In order to assure the continued potential of the district’s natural
resources for future generations, it is imperative that our present action be consistent with
conservation goals for the future. Additionally, future activities of this nature will be planned to
minimize negative impacts and maximize resilience. Specifically, related to port expansion
areas, lands dedicated to future development at either port will be raised to a level equal to
the height of the existing levee to minimize the impact of river flooding.

External Forces
Natural

The State of Mississippi, like any other state, is susceptible to a number of natural and
man-made hazards. The South Delta region faces the same hazards as the rest of the state
and some not associated with the entire state. The region, just like the rest of Mississippi, is
threatened annually by devastating tornadoes, drought and severe thunderstorms. Not as
frequent, but just as devastating, is the threat of winter storms and hurricanes that approach
 36

the state from an angle leaving the region vulnerable to spin off tornadoes and flooding. The
South Delta region, by its very nature, is extremely vulnerable to flooding resulting from
storms and prolonged periods of rain. Additionally, the threat always exists for a break in the
levee that retains the Mississippi River.
In addition to threats already mentioned, is the region’s location along the New Madrid
fault. This location expands the list of natural threats to include earthquakes. Though the
threat of an earthquake may seem very small it is a very real possibility and like the others
must be included in future planning efforts.

Political

There are several politically based external forces that are at work in the South Delta
Planning and Development District. These political forces include Federal and State
programs as well as the current administration.
Portions of the District were included in the Mid Delta Empowerment Zone Alliance.
This Empowerment Zone designation, a joint program through the U. S. Department of
Housing and Urban Development for urban zones and the U. S. Department of Agriculture for
rural zones, had a ten-year time frame. Even though the time frame for the Empowerment
Zone has expired, the benefits of this designation are still in evidence. The broad and flexible
usage of the funds associated with the designation provided an additional resource for
financing projects of all types. These projects have included water system improvements,
sewer system improvements, port facility additions and drainage improvements just to name
a few. All of these projects continue to provide benefit to the citizens of the region long after
the expiration of the Empowerment Zone designation.
More recently, seven census tracts within the district were designated for the
Opportunity Zone program. The Tax Cuts and Jobs Act of 2017 established Opportunity
Zones as a new community development program aimed to encourage long term investments
in low-income and rural communities.
Private investors could earn tax relief through investments made in qualified
Opportunity Funds. In turn, Qualified Opportunity Funds must be invested in designated
Opportunity Zones. Low-income communities, defined as census tracts with a poverty rate of
20 percent or greater and/or family income less than 80 percent of the area’s median income,
were eligible for consideration as Opportunity Zones. Each state could nominate up to 25
percent of the total number of eligible low-income community census tracts within the state.
 37

The U.S. Department of Treasury approves the nominated census tracts and
administers the Opportunity Zone Program. States were required to submit Opportunity Zone
applications to the U.S. Department of Treasury no later than March 21, 2018. Mississippi
accepted and reviewed applications for tracts to receive consideration. Governor Phil Bryant
submitted his nominations to the U.S. Department of Treasury in March, 2018.

Economic

The previous cluster analysis leads us to a number of conclusions concerning the

impact, of the national economy as a whole and private sector actions, on the economy of the
South Delta region. One would have the impression that a few of the clusters might be
somewhat more immune to the impacts of the ups and downs of the national economy than
others. At first glance it would stand to reason that food and health care are items of necessity
and as such would not seem to be as easily impacted by swings in the economy. However,
as everything, including the identified clusters/sectors, becomes part of the global economy
they become much more susceptible to the impacts of inflation, interest rate increases and an
over economic downturn. Advances in technology, along with decisions of elected officials,
are impacting each of the five identified sectors/clusters on a daily basis.
Multi-million-dollar private sector investment in the State of Mississippi should be a
boon to all areas of the State. Additionally, these major investments improve the overall
financial status of the State thereby allowing the Legislature the opportunity to increase the
funding for programs that help all areas of the State., not just the location of the investment.
These benefits may be somewhat indirect but, benefits nonetheless. The location of the
automotive industry facilities, along with steel and aluminum facilities should have improved
the economy of the South Delta region through investment and job creation focused on
bringing ancillary businesses to the region. Unfortunately, regardless of recruitment efforts,
these ancillary business locations have not yet come along; therefore, the region has
continued to maintain a “go it alone” attitude focusing on growing industry with partners from
outside the state rather than within.
 38

Social

The overall population of the district has continued to decrease putting a very steady
pressure on the region to maintain the basic services necessary for the remaining population.
Numerous efforts are either underway or on the horizon to try and curb the outmigration of
residents as well as attract newcomers. Current residents do not appear to be as focused on
the social component of the overall community as much as potential newcomers. Making
more of an effort to promote placemaking, improving quality of place and quality of life
opportunities is of the utmost importance in bringing newcomers to the area and encouraging
them put down roots. Although, not the main focus of current residents, these same place-
based activities are more important for residents remaining in the area than many believe. It
is crucial for the future economic health of the South Delta region for local governments to
focus on supporting the arts, entertainment, and tourism sectors for the future growth and
stability of the region.

Resilience

The general consensus is that regional economic prosperity is tied to an area’s ability
to prevent, withstand and recover from a major disruption. The Economic Development
Administration considers resilience in three ways: a region’s ability to recover from a disaster;
a region’s ability to withstand a disaster, and; a region’s ability to avoid/prevent a disaster. To
this end, it appears that there are two types of answers: steady-state and responsive. Having
two types of answers does not mean that they are exclusive of each other. Both must be
incorporated into future plans in order be somewhat resilient. Because of the ever-increasing
potential for natural, economic, and political disasters it is becoming more and more important
for economic development to be as disaster resistant as possible. It is also critical to
understand that disasters do happen. The key is to minimize the negative impact.
Responsive: In the case of a disruption to “normal” South Delta is in the best position
to act as the hub of the economic development community’s network for coordination,
information dissemination, and grant administration. It is imperative in these situations to
have prior knowledge of the types of assistance that may become available from agencies
such as the Economic Development Administration, the Federal Emergency Management
 39

Agency and the U. S. Department of Housing and Urban Development. Ongoing experience
with these agencies makes the district the logical focal point for post-disaster recovery.
Steady-state: It is also important to not lose site of the fact that the district can and
should be the leader in pre-disaster planning and development guidance. When one thinks of
a disaster, it is generally with the idea that it is very sudden. That can certainly be the case.
Economic and natural disasters that have occurred in the region, most recently, however,
have been rather slow moving. The district in its collaborative efforts with Delta Strong and
other economic developers in the area is focusing industry placement away from flood prone
areas and focusing, for the most part, on recruitment of industries that are smaller and more
numerous. The “don’t put all of your eggs in one basket” style of development. However, due
to certain economic development assets available in the area at least one large employer is
being pursued along with ancillary businesses. If all of your area employment relies on one
industry that falls to some type of disruption, recovery will be much more difficult. In addition
to this more proactive approach to development of new business and industry, South Delta is
also actively trying to assist existing industry to become more resistant to issues that may
arise.
 40

SWOT Analysis
Strengths/Weaknesses/Opportunities/Threats
 41

Goals and Objectives

In the original study of The Mississippi Delta that formed the basis for the Delta
Regional Commission, it was surmised, “A Delta without change is a symbol without
meaning”. In order to progress and improve during the 21st Century, a change of direction is
needed. This change in direction will be informed by the findings generated and analyzed
during the development of this document. Very broad goals for the district have been
established over the years. These goals have then been looked at in terms of objectives that
when achieved will help in attaining the goals.

These goals, resulting from establishment of needs, pertain to a wide variety of issues
in the region. The issues range from the very broad, economic improvement, to the very
specific, construction of I-69 and connectors. All of these goals and objectives should work
hand in hand to improve the region. The items addressed in this section of the document
should be considered the “road map” for South Delta Planning and Development District for
the next five years.

Goal: Attract new private sector investment to the region while retaining and expanding
existing business.

• Focus on and encourage downtown development

• Rehabilitate/reconstruct existing facilities at the Greenville Mid-Delta Airport
• Focus on establishing an airport-based MRO
• Encourage the development of tourism-based business, capitalizing on the
cultural history of the area as well as the outdoor recreational opportunities
• Focus on recruitment of smaller 50 – 200 employee industries
• Continue efforts to expand and improve ports along the Mississippi River
• Continue collaboration and support of Delta Strong
• Assist local developers, through Delta Strong, in marketing of industrial parks
and sites
• Coordinate financial resources for economic development projects
• Pursue funding for economic development projects

• Continue to develop existing clusters

 42

• Focus efforts on assisting business development related to agribusiness, health

care, aviation, information technology, and manufacturing

Goal: Develop an ethically sound, well-trained and educated workforce

• Encourage and assist in the development of employment opportunities in the

private sector
• Coordinate activities and training needs with the Delta Workforce Investment
Area
• Encourage the use of “One Stop” (WIN Job Centers)
• Encourage the development of partnerships between local schools and
business leaders to emphasize the importance of education and training
• Continue to provide high quality training through the use of appropriate
providers

Goal: In order to enhance competitiveness in the realm of economic development, upgrade

and maintain basic infrastructure

• Continue efforts to assist in the location of I-69 within the district

• Seek funding for planning requirements and implementation of I-69 connector
routes
• Continue to seek funds for the implementation of water, sewer, storm drainage
and street improvement projects
• Assist communities in updating needs assessments
• Establish a geographic information system to maintain infrastructure records for
member governments
• Encourage establishment of telecommunications/broadband infrastructure

Goal: Improve the “quality of place” within the region to enhance competitiveness

• Continue implementation of housing programs designed to improve quality of

the housing stock
 43

• Continue implementation of home buyer activities thus establishing pride of

ownership as well as increasing tax base
• Seek funds for implementation of recreation projects
• Seek funds for construction of community centers and multi-purpose facilities
• Encourage the implementation of zoning ordinances
• Encourage the development of localized comprehensive plans
• Main Street Program participation should be encouraged
• Focus on maintaining and expanding health care facilities

Strategic Projects, Programs and Activities

The following pages of this document provide a, in no way exhaustive, list of potential
projects. These projects are based on the overall goals and objectives set forth on previous
pages. The list includes very specific projects of a regional nature as well as rather broad
projects based on the desires of individual communities. Some of the activities listed are in
the beginning stages of implementation while others are still in the very early planning and
development stage. Regardless of their status or range of benefit, all of these projects are
important in one way or another to the South Delta Planning and Development District and its
citizens.

Funding for these projects could come from a number of sources. Federal, state and
local funds could be used for the implementation of these projects. Private sector funding may
also be necessary for the larger projects. Federal sources could include but, are not limited to,
Delta Regional Authority, Economic Development Administration, USDA Rural Development,
HUD, Federal Highway Administration and the Environmental Protection Agency. State funds
may come from the Mississippi Development Authority, Mississippi Emergency Management
Agency, MS Department of Health, MS Department of Environmental Quality and the MS
Department of Transportation.
 44

Strategic Project, Program or Responsible Potential Job

Activity Partners Funding Creation
Estimate

Regional
Vital Design of I-69 Connectors Bolivar Federal
County State 100+
Washington Local
Co.
Vital Rebuild Railroad connecting Bolivar Federal 50+
Bolivar Co. to Washington Co. County State
Washington
Co.
Vital Reopen rail service to the east Federal
side of the State State
Private
Vital Rehabilitation of hangars at the Greenville Federal 200 - 600
Greenville Mid-Delta Airport to Washington State
Department of Defense standard Co. Local
– Reconstruct FBO Private
Establishment of Revolving Loan SDPDD Area Federal
Fund for Brownfield Properties State
Local
Construction of I-69 Corridor Federal Federal 100-500
Highway

Ongoing Construction of Highway 82 By- MDOT State

Pass
Open development ready land at Greenville State 25-100
the Port of Greenville Washington Federal
Co.
Port
Commission
 45

Strategic Project, Program or Responsible Potential Job

Activity Partners Funding Creation
Estimate
Open development ready land at Bolivar State
the Port of Rosedale County Federal
Port
Commission
Bolivar
County
Recreational Improvements All Bolivar State
County Parks County
Owner Occupied Housing Bolivar State
Rehabilitation County
Benoit Sanitary Sewer System Benoit State
Improvements Local
Construction of Town Benoit Local
Maintenance Facility
Beulah Water & Sewer System Beulah Local
Improvements State
Merigold Owner Occupied Housing Merigold State
Rehabilitation
Downtown Development Merigold Local
State
Mound ADA upgrades and repairs to Mound Bayou Local
Bayou City Hall State
Owner Occupied Housing Mound State
Rehabilitation Bayou
Downtown Development Mound State
Bayou Local
Water System Mound State
Improvements/Extension of Bayou Local
Water System to Unserved Area
 46

Boyle Owner Occupied Housing Boyle State

Rehabilitation
Boyle Water System Improvements Boyle State
Pace Water & Sewer System Pace State
Improvements
Renovate vacant school building Pace State
for multi-purpose use Bolivar Local
County
Renova Construction of Public Park & Renova State
Playground Local
Rosedale Owner Occupied Housing Rosedale State
Rehabilitation
Water and Sewer System Rosedale State
Improvements Local
Rehabilitation of Public Parks Rosedale State
Local
Shaw Water System Improvements Shaw State
Federal
Downtown Improvements Shaw State
(Sidewalks and Lighting) Local
Shelby Industrial Facility Renovations Shelby State
Bolivar Federal
County
Water System Improvements Shelby State
Federal
Downtown Improvements Shelby State
(Sidewalks and Lighting) Local
Winstonville Sanitary Sewer System Winstonville State
Improvements Federal
Construction of a Multi-purpose Winstonville State
Building Local
Humphreys
Co.
 47

Humphreys Construction of Health and Humphreys State 10-25

Co. Human Services Complex County Federal
Complete Local
Drainage Improvements Humphreys State
County Local
Federal
Belzoni Improve Public Tennis Courts Belzoni State
Federal
Local
Drainage Improvements Belzoni State
Federal
Local
Water/Sewer System Belzoni State
Improvements Federal
Louise Downtown Improvements Louise State
Federal
Renovate Town Hall Louise State
Local
Water & Sewer System Louise State
Improvements
Issaquena Courthouse Parking Areas Issaquena State
County County Federal
Provide Water To Unserved Issaquena State
Areas County Federal
Construct Additions to County Issaquena State
Courthouse County Local
Street and Road Improvements Issaquena State
County Local
Mayersville Owner Occupied Housing Mayersville State
Rehabilitation
Water System Improvements Mayersville State
Federal
 48

Sharkey Rural Water & Sewer System Sharkey State

County Improvements County Local
Anguilla Owner Occupied Housing Anguilla State
Rehabilitation
Construction of a Multi-Purpose Anguilla State
Facility Local
Water System Improvements Anguilla State
Federal
Rolling Water System Improvements Rolling Fork State
Fork Federal
Sanitary Sewer System Rolling Fork State
Improvements Federal
Drainage Improvements Rolling Fork Local
Federal
Sunflower
County
ADA Compliance - Courthouse Sunflower Local
County State
Street and Drainage Sunflower Local
Improvements County State
Owner Occupied Housing Sunflower State
Rehabilitation County
Drew Sewer & Water System Drew State
Improvements
Owner Occupied Housing Drew State
Rehabilitation
Indianola Owner Occupied Housing Indianola State
Rehabilitation
Drainage Improvements Indianola State

Construct Fire Station Indianola State

Federal
 49

Renovation of Neighborhood Indianola Local

Parks
Ongoing Sewer System Improvements Indianola State
Local
Inverness Sewer System Improvements Inverness State
Federal
Owner Occupied Housing Inverness State
Rehabilitation
Street Improvements Inverness State
Local
Moorhead Purchase Three Police Cars Moorhead Federal
Hire Police Officers Moorhead State
Federal
Local
Street and Drainage Moorhead State
Improvements Federal
Ruleville Drainage Improvements Ruleville State
Federal
Owner Occupied Housing Ruleville State
Rehabilitation
Sewer System Improvements Ruleville State
Local
Sunflower Sewer System Improvements Sunflower State
Federal
Owner Occupied Housing Sunflower State
Rehabilitation
Downtown Improvements Sunflower State
(Sidewalks and Lighting) Local
Washington
Co.
Renovate Buildings for Washington State
Economic Development County Local
Purposes Federal
 50

Drainage Improvement Projects Washington State

Throughout County County Federal
Arcola Downtown Improvements Arcola State
(Sidewalks and Lighting) Local
Construct Indoor Recreation Arcola State
Facility Local
Renovate Public Bldg. For Arcola State
Community Resource Center Local
Greenville Rehabilitate Historic Area of Greenville State
Downtown Local
Federal
Sanitary Sewer System Rebuild Greenville State
Local
Development of New Sub- Greenville Local
divisions Private
Reconstruction of Major Traffic Greenville State
Arteries
Hollandale Purchase Equipment for Fire Hollandale State
Department Federal
Street Improvements Hollandale Federal
State
Leland Owner Occupied Housing Leland State
Rehabilitation
Water & Sewer System Leland Local
Improvements Federal
Storm Drainage Improvements Leland Local
State
Federal
Metcalfe Water & Sewer System Metcalfe Local
Improvements State
Federal
 51

Action Plan

Renovate $33,000,000 Economic Seeking Funding

Greenville Airport Development – Job
Hangars to DOD Creation
Standard/New FBO
The City of Greenville, South Delta Planning and the Washington County Economic
Alliance commissioned a study of the vacant airport facilities for the purpose of
obtaining cost estimates. South Delta will assist in obtaining funding for the
renovations and act as project administrator.

Rebuild Rail from $30,000,000 - Transportation Seeking Funding

Bolivar Co. To $50,000,000 Improvement for
Washington County Economic
Development
Bolivar County and the Port Commission, owner of the railroad, have obtained a
preliminary cost estimate for the rehabilitation of the rails. South Delta has made initial
contact with potential funding sources.

Design of I-69 Construction costs Transportation Feasibility Study

Connectors unknown – location Improvement for and Environmental
to be established Economic Study
Development
South Delta is currently seeking cost information and funding opportunities.

Repair of $161,000,000 Infrastructure Partially Funded –

Greenville’s Sewer Improvement Under Construction
System
South Delta Continues to seek funding and provide administrative services.
Delta Strong Non- Economic Development Ongoing
Construction Industry Recruitment
Regional nineteen-county effort.

Port Expansions – Unknown at Economic Development

Greenville & this time.
Rosedale
South Delta has previously submitted applications for funding the Greenville Port
Expansion. Port at Rosedale is still in the planning stages.

Complete Street – $5,000,000 - Quality of Place

City of Greenville in $10,000,000 Improvements
support of new
Federal Courthouse
Project
 52

Performance Measures/Evaluation

Any “plan of action” to be successful must produce positive results. The evaluation
process for this plan must be the measurement of the economic conditions that it has
prioritized.
An analysis of economic indicators will attest to improvements in the area economy or
a continuation of the downslide. Statistics are cold, hard facts. They are not infallible but they
do measure in the same manner and the same factors every time. Success or failure can be
measured by analysis of:
- Unemployment figures
- Gain or loss of jobs
- Diversification of employment
- Population Figures
- Health care statistics
- Area tax base statistics
- Housing analysis

As indicators change, the plan will need to be flexible and adjustable. Elimination of
some problems will allow other problems to increase in priority. As goals are reached, new
goals must be established. Success will be measured in “degrees of accomplishment, not by
the elimination of goals”.

It is a basic axiom that one’s interests and perceptions determine one’s ideologies.
This holds true in the South Delta region. Economic and social interests, as well as, societal
influence play a large part in the perception of whether or not economic development
activities have been successful. The hard numbers may say that there is success, yet the
populace doesn’t believe it because they can’t look around and see the change.

Of the socially and politically involved groups in the region, they all list economic
development/job creation as a major priority. These groups have, however, changed their
point of view on the types of jobs created. There is no longer a willingness to be satisfied with
the creation of just any type of job. The emphasis has shifted to jobs that pay better than a
 53

living wage and require some skills. This change in emphasis from the citizens of the region
does not take into consideration the actual skill levels of the labor force but instead assumes
that workforce training will take care of those needs.
A number of paths to improvement will be needed for a region like the Delta.
Activities along more than one path will have to take place in order to realize actual and
perceived improvement. As regional economic development efforts come to fruition, quality of
place improvements, and population increases must also be recognized. Without recognition
of multiple factors, maintaining citizen “buy-in” will be extremely difficult. If the citizen
investment can’t be maintained and/or increased, improvements will be extremely difficult to
maintain and grow.

Future Element of Success: Greenville Kearns Aerospace Maintenance

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