VOLUME I

Documentation

Table of Contents

Section 1: Participation

1.a. Applicant and Lead Entities
1.b. Participating Entities
1.c. Participant Selection

Section 2: Planning Process

2.a. How Plan Was Created
2.b. Disagreements and Problem Resolution
2.c. How Area Was Selected

Section 3: Eligibility

3.a. Additional Information
Boxholder mailer
Meeting Notes
Annual Report

Information Sheet Handout
Survey Form
Boxholder Mailing
Meeting Notes
Annual Report

3.b. Maps and General Description
Census Data

Section 4: Economic and Social Conditions

Demographic and Economic Data
Economic Analysis

Section 5: Implementation

5.a. Roles of Each Participating Entity in Implementation
5.b. Evidence of Capacity of These Entities

Section 6: Public Information

6.a. Clippings, Articles, etc.

Section 7: Letters of Support

Section 8: Other Attachments

8.a. Sample Survey Replies

Section 1: Participation

1.a. Applicant and Lead Entities

The applicant and lead entity in plan production and implementation is:

Clinch-Powell Resource Conservation and Development Council
P.O. Box 379
Rutledge, TN 37861
Primary Contact: Lindy Turner
Phone: 423/828-5927
Fax: 423/828-5212
Email: lindyturn@aol.com
Webpage: http://www.korrnet.org/cprcd

Description of Organization: The applicant and lead entity for the Clinch-Powell Enterprise Community is the Clinch-Powell Resource Conservation and Development Council (RC&D). The RC&D is a community development organization recognized as a charitable and educational nonprofit organization, tax exempt under Section 501(C)(3) of the IRS Code. The RC&D serves Claiborne, Grainger, Hancock, Hawkins, and Union counties, Tennessee which are the five counties with census tracts included in this Enterprise Community application. Organized in 1990, the Clinch-Powell RC&D Council enjoys the reputation of an organization that gets things done and has an impressive track record of successful community development programs throughout the Zone.

Everything we do is about building strong foundations ... for our economy, our watersheds, our children, our community pride, and for America.

Background: The Clinch-Powell RC&D Council was organized as an outgrowth of a bi-state effort to protect the Clinch and Powell Rivers that flow from Virginia into Tennessee and ultimately into Norris Reservoir (the first TVA lake built for power generation which brought electricity to Appalachian). The free-flowing sections of the Clinch and the Powell harbor a collection of freshwater mussels unmatched anywhere in the world. This region has the highest number of globally imperiled and vulnerable freshwater species in the United States.

The rivers define the people and are forever linked to their prosperity. As the waters have carved out the mountains and valleys, so have they shaped the lives and culture and heritage of the good people who live here. They are inextricably intertwined.

In the mid-1980s, led by the Governors of Tennessee and Virginia, a Bi-State Task Force was organized of local officials and community leaders to discuss what should/could be done to protect the rivers and lift up the residents of the region. Over time, county leaders found that they had similar problems and challenges to overcome economically, environmentally and socially and decided to pursue the authorization of a resource conservation and development council through the USDA. As a result, the Clinch-Powell RC&D Council was authorized in 1990.

The RC&D is community-driven and action-oriented in response to needs identified by citizens. During 1990, an extensive public input process was organized (much like this EZ effort) which resulted in more than 500 participants from all walks of life responding to the question "What do you think the three biggest concerns facing your community will be in the next 10 years?"

Based on this input, a long range plan was developed which is updated annually with the development of an annual Plan of Work (benchmarking). The goals and objectives identified in the original long range plan are still applicable, and in use, today. The strategies and actions change, but not the basic goals and objectives. The needs and the pulse of the community are constantly being monitored. As RC&D staff make presentations and interact with the community dozens of times each year, we begin each presentation by asking the audience to jot down their three biggest concerns on an index card. In this way, we can keep in touch with the pulse of the people.

Planning the work and working the plan is a way of life at the RC&D and has proven its value over and over throughout the years. The RC&D and staff have received numerous awards, including Outstanding RC&D Council in the nation in 1995 (National Assoc. of RC&D Councils), Team Tennessee Award in 1996 (USDA Forest Service), Tennessee Agriculture/Forestry Award 1998 (TN Dept. of Environment and Conservation), Conservation Communication Award 1991 (Tennessee Conservation League). Staff awards include Outstanding RC&D Coordinator in the nation 1995, 1998 Person of the Year (Chamber of Commerce), and the 1998 Jane Whitson Conservation Award (The Nature Conservancy). The wide array of awards demonstrate our ability to work with everyone...federal, state, environmental and economic. All sectors of the community can work together through RC&D.

Vision: Our vision is that every American deserves to live in a healthy and vital community where families are valued, youth are celebrated, education is a priority, the environment is clean, jobs are plentiful and pay a living wage, and leadership is not only visionary, but shared.
Response: The RC&D response is to implement programs and projects which help to build foundations for strong, clean, and healthy communities, while empowering citizens to help themselves and tackle challenges through critical education, demonstrated leadership, meaningful volunteer service, and dedicated action.
Board of Directors: The RC&D Council is governed by a 15 member Board of Directors comprised of three community members from each of the five counties the organization serves and represents the public and private sectors of the community. The Board governs the policy, direction and activities of the RC&D. Current board make-up is 5 female and 10 male members. There are no minority board members (The region has less than 0.5% minority population according to the 1990 census). Great care is taken to keep a board whose membership is diverse in background as well as expertise. The current board make-up follows:

1 Electric cooperative community relations specialist
1 Conservationist
1 Nursing home administrator
4 County executives
1 Retired insurance broker and chamber of commerce representative
2 Farmers
1 Soil Scientist
1 Attorney
1 Retired public school teacher
2 Office managers

Staff: The RC&D staff puts ideas into action. A coordinator and a part-time office administrator working with the council are provided by the USDA in a unique public/private partnership through the Natural Resources Conservation Service. All other RC&D programs and staff are funded through grants, contributions, fees, partnerships, and private fundraising. Current staff includes:

RC&D Coordinator
Office Administrator
Partners for Clean Communities Keep America Beautiful Coordinator
Clinch River Community Project Field Representative
Tourism and Technology Coordinator
U-Build Juvenile Delinquency Prevention Program Coordinator
AmeriCARES/AmeriCorps Program Director
18 AmeriCorps Members
Development Director (part-time)

Volunteers and Community: The success of RC&D projects depends heavily on the help of volunteers and the community. Volunteers help with most of our activities and provide vital links to partner organizations and community groups. They are also a continual source of new ideas, energy, and fresh perspectives. We rely on our communities for the direction of our projects. With their input and participation we are able to focus on the concerns and problems that are important to them.

1b. Participating Entities

The production of this plan has been a joint effort of many community entities and is the result of input from 1314 individuals and 63 organizations. The input was analyzed and synthesized and the plan was put together by a 16 member regional steering committee representing the Zone community.

A description of each of the participant entities follows below which demonstrate that the steering committee has the expertise needed not only to produce a strategic vision for change but to turn that vision into reality.

Jubilee Project: Jubilee Project is a nonprofit, community development organization located in Hancock County. Jubilee was begun in 1991 by local United Methodist church members and seeks to promote the empowerment of people in one of Tennessee's lowest income counties. Jubilee is a membership organization with 53% of members classified as low income. Steve Hodges represents this group.

Clinch Community Council: The Clinch Community Council exists to enable people in the small Clinch community to actively participate in preserving the beauty and character of our valley and to promote the economic and social well-being within a cohesive community. This community-based group has begun a participatory economic renewal process in the isolated Clinch Community, which is characterized as poorly educated and poor. The project is less than 3 years old. Nancy Bell represents this group.

Hawkins and Claiborne Chambers of Commerce: The goals of the chamber are to promote economic development and recruitment of business. Although small organizations, these chambers are well established and well respected organizations in the counties. Nancy Barker and Frances Rasnic are chamber representatives.

First Claiborne Bank: A home-owned bank since 1888 with branches in three of the five EZ counties with a reputation of strong interest in and support of the communities. Tom Mottern represented the bank.

Union County Business and Professionals Club: Organized in 1991, this club is made up of local professionals and business owners. They promote business recruitment, economic development, and improvement of the quality of life for the residents of Union County (where there is no Chamber of Commerce). Marie Rhyne represents this group.

Sneedville/Hancock Community Partners: A partnership organization of civic and professional groups working toward a vision for Hancock County, this group was organized as a result of the Round I Enterprise Community application process. Danita Dodson represents this group.

Grainger County School System: Public school system represented by Fred Parker.

Claiborne County Health Council: Council of citizens and professionals who have conducted a community health diagnosis and plan for action. This is a long standing volunteer organization represented by Joyce Hopson.

Thorn Hill Recreation Club: A nonprofit citizen's organization formed in the last 5 years to establish recreation and community activities in the very small community of Thorn Hill. Dana Dalton represented this group.

Union County Health Department: State run public health department for ensuring the safety and public health of the residents of Union County. Jane Bowman represents this group.

Private Business: Owner/operator of Washburn Grocery, a small business in the Zone, Larry Fox sat on the committee representing private business.

Clinch-Powell Educational Cooperative: This organization operates the Head Start program in the region which serves low income families with child care and enrichment. The representative is Kim Belcher.

Hawkins County Industrial Board: Organization to promote industrial recruitment and job stability represented by Ronnie Price.

County Government: County executive (highest elected official in county government). All county executives served in an ad hoc capacity but Mike Harrison served as an active participant representing county government.

Clinch-Powell RC&D Council: Regional nonprofit community development organization that implements programs and projects based on community needs and participation. RC&D was represented by George Harbison.

Steering Committee Members:

Claiborne County
Joyce Hopson, Claiborne County Health Council
Frances Rasnic, President, Coffey Funeral Home and Chamber of Commerce
Tom Mottern, President, First Claiborne Bank
Darrell Brittain, County Executive

Grainger County
Larry Fox, Owner, Washburn Grocery
Dana Dalton, Thorn Hill Recreation Association
Fred Parker, Minister and Teacher, Washburn High School
Michael Hammer, County Executive

Hancock County
Steve Hodges, Executive Director, Jubilee Project
Kim Belcher, Clinch-Powell Educational Cooperative
Danita Dodson, Sneedville/Hancock County Partners
Mike Harrison, County Executive

Hawkins County
Ronnie Price, Hawkins County Industrial Board
Nancy Barker, Director, Chamber of Commerce
Nancy Bell, Clinch Community Project
Heiskell Winstead, County Executive

Union County
Marie Rhyne, President, Union County Business and Professionals Club
Jane Bowman, Union County Health Department
Kathleen Graves, Retired Librarian
Larry Lay, County Executive

Clinch-Powell RC&D Council
George Harbison, Director
Dariel Mayer, Tourism and Technology Coordinator
Lindy Turner, RC&D Coordinator

Invaluable partners in technical assistance was provided by Joe Woody (Rural Development), Alan Barefield (U.T. Extension), John Harenza (TVA), Joel Hornberger (Cherokee Health Systems).

1c. Participant Selection

Participant entities with representation on the steering committee were selected to represent the communities included in the Zone region. The RC&D took care to put together a team of individuals who are dedicated to their communities, who are dependable, who have the skills and abilities needed in planning, but most importantly who bring a broad representation of the community to the team.

There were many other important participating groups and entities closely involved in the planning process representing 63 organizations. These groups sent representatives to participate in focus group sessions on a variety of topics considered in depth during the planning process (See also Focus Group Input in Volume II, Section 2). Many of the individuals were members of or represented groups of under served and low income residents (such as Shepard's Corner - a non-profit group that provides food, clothing and housing assistance to the poor). The input from these entities was vital in the preparation of the plan.

Section 2: Planning Process

2.a. How Plan Was Created

Our plan grew out of an extensive community based planning process led by the 16-member steering committee with assistance from Lindy Turner and Dariel Mayer of the RC&D. The steering committee met as a group eight times between June and September including a two-day retreat to develop the basis of the strategic plan. The group used a very participatory process and used consensus as the decision-making model. Each session was facilitated rather than directed. Over the four month period, the committee really became a team, grew comfortable with each other, the process and the plan, and functioned well in subcommittees. Open and honest discussion was always a hallmark of the meetings. The notes from these meetings are included in Section 8, and will provide a more in-depth look at the process used. A glance at the month by month activity of the planning process is described below.

May
The process was begun in late May as steering committee members were identified and approached about being part of the process. Selection was made in consultation with county executives. It was made clear that this would be an intense, fast-paced, and possibly stressful process which would require a lot of work by every committee member on the team.

June
During June the steering committee was convened and oriented to the EZ program. They determined the planning process they would use, came together as a team, decided on the boundaries of the EZ, and agreed on a time line for plan development. Membership on the steering committee was finalized and two additional EZ meetings were held in Union and Hawkins counties to bring new committee members up to date for faster integration into the process.

The purpose of the steering committee was discussed with the group as well as responsibilities. Each member was asked to read a list of questions (see below) and then carefully consider their situation before agreeing to participate on the committee. As a result, one member regretfully stepped down after considering the demand on his time.

Questions to Ask Yourself before Accepting Role on EZ Steering Committee

1. Do I fully understand what this committee expects from me?
2. Am I committed to the goals/interests of this board or committee?
3. Can I afford the demands on my time, resources, and energy?
4. Will I attend meetings regularly, making them a priority for the duration of the effort?
5. Do I understand that I have been selected because of the unique skills, talents, and abilities that I have and do I understand that the group is depending on me?
6. Can I work effectively with the other members of the committee and work team?
7. Will I speak up and fully participate?
8. Why do I want to participate?
9. Does my motive for participating agree with the purpose of the committee?
10. Will I be there if the going gets rough, if controversy arises?

Also during this meeting, the public input process was planned and a goal of 5% community involvement was set, although it was determined that anything greater than 1.5% was considered statistically significant. The steering committee decided together that we could write the EZ plan as a team without the assistance of outside consultants. It was agreed that the committee would operate under the following principles and that the most important principle was to "Think Regionally!" The committee made these principles into a poster which was posted during meetings and at work sessions.

Principles to be Used in Planning Process

1. Think Regionally!
2. Encourage free and open participation
3. Include broad representation and increased breadth of perspective
4. Acquire and use accurate information
5. Understanding is the basis for change
6. Every citizen has the right to participate
7. Every citizen has the right to be heard
8. Start with what people have instead of what they don't have. Build capacity, not dependency.

July
During July a larger meeting was held inviting potential partners to a regional public meeting announcing the Clinch-Powell EZ effort. Approximately 50 people attended this meeting including elected officials, higher education, economic developers, development districts, media, agency representatives and others. The support was overwhelming. Also in July, the committee focused on gaining public input and building public support for the effort.

There were 13 public meetings held in the 11 census tracts included in the Zone. Approximately 15,000 boxholder flyers were sent to every household in the Zone informing them of the EZ effort and inviting them to attend one of the public meetings held in their area. In addition, news articles and radio public service announcements were used to publicize the meetings. At these meetings, input was gathered using a facilitator format and then each attendee was asked to complete an input survey (a sample is included in Section 8). The steering committee members from each county went before every county commission to inform and educate and ask for support of the EZ process. Members scheduled time on the agenda of literally dozens of organizational meetings to gain input and surveys from citizens. To get better representation from the general population, members set up a booth at WalMart to take surveys from consumers!

Also during July, more than 350 professionals and interested individuals were invited to one of 15 separate focus group sessions to offer input directly on a variety of important topical issue areas. These session were health, tourism and recreation, education, housing, safety and crime, environment and natural resources, business development and workforce, finance and capital, infrastructure, welfare and poverty, social services and family violence, youth, seniors, religion and family values, and leadership. Each focus group session lasted two hours and was facilitated by the RC&D coordinator. Participants identified current strengths and weaknesses in the issue area being discussed and began to identify what actions are needed first to alleviate the weaknesses (See Volume II, Part I, Section 2.a.ii for a Summary of focus Group Input).

August
Early August was spent inputting the massive number of survey forms received into a database so the information could be analyzed and utilized in the plan development. The steering committee met for a two day retreat where they used survey results to develop a vision and define goals. Subcommittees were formed and subsequently met independently as needed during August and September to develop projects and benchmarks. Collection of input surveys continued through August and into September.

September
September was spent finalizing projects and programs and pulling everything together. The steering committee discussed governance and structure and finalized the strategic plan. The committee took the final plan before each county commission for approval and pledge of participation. The committee also sought support and pledges from organizational partners and beneficiaries identified in the plan. Members of the committee also met with representatives from the Washington office of Rural Development in Knoxville to discuss the EZ process. Additional surveys were collected with an emphasis on gathering the youth voice to ensure balanced representation in the process.

2.b. Disagreements and Problem Resolution

Problems usually arise while developing a strategic plan, especially when it covers five counties. Personal agendas and community-specific problems tend to cause disagreement among a steering committee from diverse backgrounds. However, that was not the case with the Clinch-Powell Enterprise Community. From the beginning, emphasis was place on the regional concept and how it could be of benefit to the residents, more so than a county specific approach. Surprisingly, the governance of the EZ was easily created. All parties kept in mind the importance of regionalism. In addition, they wanted to make sure that individuals on the committee represented a broad sector of the people from each county.

One subject of debate that did come up was exactly which census tracts to include. The steering committee looked at all eligible census tracts in the five counties. The final decision was based on the tracts that could serve the most people and maintain a sensible and effective regional concept. In other words, The decision was made to select the most cohesive area based on common trade boundaries, common transportation patterns, common problems, and most importantly, common culture.

Another topic of concern was to categorize activities under major topical areas since many areas overlap. An example would be water line installation. It could be considered an economic development issue, an environmental issue, or an infrastructure issue. The committee received advice from Rural Development, the University of Tennessee, and designated Enterprise Communitys but ultimately used their own judgment. The committee finally decided to divide the groups based on issues that best reflect the concerns of the citizens rather than follow a cookie cutter approach from another Enterprise Community.

2.c. How Area Was Selected

The Clinch-Powell Enterprise Community was selected, in large part, because of the regional concept that was already in place. The five counties selected to participate make up the Clinch-Powell RC&D. The RC&D is a regional nonprofit community development organization that implements programs and projects which help to build foundations for strong, clean, and healthy communities, while empowering citizens to help themselves and tackle challenges through critical education, demonstrated leadership, meaningful volunteer service and dedicated action.

The Clinch-Powell RC&D was a natural lead entity to organize and implement the Enterprise Community. With the formation of the steering committee, the exact area of the Enterprise Community was the next issue at hand. The committee looked at census tracts that met the poverty and square mile guidelines. Those census tracts were then viewed to see which tracts could serve the most people and still represent the most effective regional concept.

It should also be pointed out that the region has been talking about joining together in an application through RC&D since Round I of the Enterprise Community program. During Round I, Hancock County joined with Lee County, Virginia and Bell County, Kentucky to make application for an Enterprise Community. Claiborne, Grainger and Union counties joined together to make application for an Enterprise Community. Both applications used different approaches to the planning process. While neither application was funded, a tremendous amount of success and progress resulted from the effort.

In the case of Hancock County, the excitement generated by the process has fueled some excellent tangible results. For example, the Sneedville/Hancock Community Partners group was formed as a result of the process. This organization has been responsible for some impressive accomplishments including siting and funding an industrial park and instituting summer recreational and youth program. They led the way for the county to receive the Governor's Three Star Award for economic preparedness - the smallest county ever to receive such a designation.

The Union, Claiborne, Grainger group has less of a direct tangible success from their Round I effort. However one result is the stronger working relationship and joint activities present. The counties are less hesitant to work together and have a greater understanding of common issues and common solutions. Claiborne County has led the way for all the counties to work together to seek the designation of a state park. The financial impact of a state park could be one of the most important economic additions on record in this region. During Round I, the EC counties identified the Clinch-Powell RC&D Council as their choice of lead entity for implementation even though the RC&D was not involved during the planning process.

All counties agree that the EZ implementation plan is a natural evolution of their collaborative through the RC&D.

Section 3: Eligibility

3.a. Additional Information
        Pre-Certification Letter
       Annual Report of the RC&D

Information Sheet Handout

Clinch-Powell Enterprise Community / Information Sheet
Enterprise Community is a federal program which gives American communities in need the opportunity to pull together, analyze their strengths and needs and write a 10 year strategic plan for developing a better community. Based on the needs and the quality of the plan, winning communities will receive at least $40 million in new grant money, tax credits, tax exempt bonds and other benefits.

Clinch-Powell EZ encompasses a region which includes:
Claiborne County Grainger County
Hancock County Hawkins County
Union County

Who is leading the effort? You are because everything is based on your input. To pull it all together, a regional steering committee has been formed of three citizens from each county to provide leadership, direction and make decisions concerning the plan. The Clinch-Powell EZ steering committee is leading the effort with help from the Clinch-Powell RC&D Council. Steering Committee Members are:

Who is the Clinch-Powell RC&D Council? The RC&D is a rural community development organization serving Claiborne, Grainger, Hancock, Hawkins and Union counties. Our mission is to serve the needs of our communities, to protect our environment, and to enhance the quality of life of the people of the area through leadership, education, volunteerism, and action. The RC&D is a 501C)(3) nonprofit organization.

What will the $40 million be used for? To carry out the programs and projects outlined in the strategic plan. These programs and projects will be identified based on the ideas received from citizens. This is why your voice is so important.

How can you help? The most important first step is to give us your ideas. Talk to your neighbors and family and encourage them to give their input. Then if you want to do more, contact a steering committee member from your county or Lindy Turner at the RC&D office at 828-5927.

Survey Form

Your Voice Counts!

We need your ideas for the Clinch-Powell Enterprise Community Plan

Please take a few minutes and thoughtfully complete this form. Your input will be considered with thousands of others to develop a plan for the future of our region.

While completing the form, consider yourself, your family and your neighbors. Think about education, recreation, jobs, youth, health, safety, environment, business, leadership, infrastructure and all the other issues that make a healthy community. Please feel free to continue comments on another sheet or in the blank spaces of this page.

Boxholder Mailing

Meeting Notes

Annual Report

3b. Maps and General Description

Clinch-Powell Enterprise Community Counties

Clinch-Powell Enterprise Community Census Tracts
          and Noncontinguous Developable Sites

General Description
Hidden deep amid the mist-shrouded Southern Appalachian mountains, the Clinch and Powell Rivers flow through a region rich in tradition, natural heritage, history, and a spirit of independence that would make any mule proud. Here, in this rugged arena, is where Daniel Boone cut out his wilderness trail to the West through the Cumberland Gap and where brothers fought brothers during the Civil War. These and other events over the past two centuries have spawned many new economic opportunities as settlers ventured into this remote region. These were hardy settlers who farmed the area's fertile, but narrow bottom lands, logged its vast timber resources, mined its rich mineral resources, and established commercial centers along the region's byways.

As times changed, however, this region became one of our nation's most socially and economically distressed areas. Prosperity waned as economic opportunities settled elsewhere. Farms went untended, mining jobs evaporated, and entire communities vanished. The brightest, young people left for bigger cities and brighter lights, leaving an aging citizenry who dreamed about making the valleys of the Clinch and Powell Rivers a place where people had pride in themselves and their jobs and did not have to depend on the government for a reliable income.

These dreams are becoming reality as citizens have begun to speak out with grit and determination... to make plans... and to roll up their sleeves and get down to brass tacks.

The Clinch-Powell Enterprise Community is an area united by a commitment to help itself by helping each other. We are determined to improve our social and economic conditions using our own brainpower to build on our strengths and eliminate our weaknesses. We welcome outside help and assistance with open arms, but seek out those who share our vision and values to be our partners. We are also equally determined to, at the same time, preserve our special environment, rural character, and rich Appalachian heritage.

In this region, agriculture is dominated by small fields of burley tobacco and small herds of beef cattle grazing on steep hillsides of shallow, unproductive soils. Our factories use primarily unskilled labor and pay minimum wages. Our roads are rough and pot-holed and our school buses are old. We travel many miles for health care and worry about plentiful, clean water to drink. But our sense of community is strong and our love for the mountains, rivers, lakes, and people fills our hearts and souls with strength. Here you will find that neighbors help neighbors and families value themselves and each other. Here, your word is still your bond and a handshake is as good as a contract.

Census Data
The Clinch-Powell Enterprise Community encompasses all census tracks in Hancock County, Tennessee and certain census tracks in Hawkins, Grainger, Claiborne, and Union counties, Tennessee as well as three developable areas which are non-contiguous to the primary zone area. The table below describes pertinent details of the Zone.

Section 4: Economic and Social Conditions

Demographic and Economic Data

This section is devoted to the basic understanding of why the Clinch-Powell Enterprise Community experiences the type of chronic poverty and substandard living conditions that pervade this region. It was compiled by Dr. Alan Barefield with the University of Tennessee Cooperative Agricultural Extension Service. Table I (Poverty Rates) and Table II (Population Density) show that this area is indeed eligible for application to the Enterprise Community Program. Table I shows that the census tracts included in the Clinch-Powell Enterprise Community are significantly poorer than other tracts in their respective counties, the state of Tennessee, or the country as a whole. Three of the census tracts have a poverty rate greater than or equal to three times the poverty rate of the United States, while half of the census tracts have a poverty rate at least twice that of the state of Tennessee, a state in the heart of the Appalachian belt.

Table I: Poverty Rates

Source: 1990 Census of Population and Housing

Table II demonstrates the fact that the census tracts are of an extremely rural nature, especially in the area of population density. Ten of the census tracts have a lower population per square mile than the United States (a country that has vast areas of unpopulated land due to national parks and recreation areas, Bureau of Land Management land, and uninhabitable lands). All census tracts have a lower population density than the state of Tennessee, which ranks 19th of the fifty United States. This sparse population density is one of the underlying reasons for the lack of public services and employment opportunities in the Zone.

Table II: Population Density

Source: 1990 Census of Population and Housing

Table III (Population Trends) shows the growth of the population in the Clinch-Powell Enterprise Community counties, Tennessee, and the United States. These data show that after a large increase in population during the 1970s, population growth in the Clinch-Powell counties slowed dramatically in the 1980s but is beginning to recover in the 1990s. The two exceptions to this analysis are Grainger and Union Counties of which certain parts serve as bedroom communities to the city of Knoxville. The population growth experienced in these counties is almost certainly limited to tracts outside of the Zone.

Table III: Population Trends

Source: Regional Economic Information System

Table IV shows that, as of the 1990 Census of Population and Housing (Revised), the median age of the Clinch-Powell counties as a group is significantly higher than both Tennessee and the nation as a whole. Population estimates from 1991 to 1996 demonstrate that this age difference for the Clinch-Powell counties is continuing to widen. The raw data plainly show that the population is aging at a faster rate than for the state of Tennessee (and the United States as well [data not shown here]). This type of phenomenon suggests that the Clinch-Powell counties are losing their younger population. This hypothesis is confirmed by the rate of change of the population for different age groups projected from the 1990 Census of Population and Housing (Revised) through 1996. These data show that while the population of school age children is increasing at a moderate rate, the population of entry-level workers is projected to decline in the 1990 to 1996 time frame. However, the population of early retirees or second-career persons and the population of final retirees is expected to boom during this same period.

This suggests that the majority of the domestic migration shown in Table V is due to the influx of older citizens who either have the necessary capital in hand to begin a new business (typically a small, owner-operated concern that will not provide a large opportunity for employment) or are seeking a location with the characteristics of the Clinch-Powell counties as a final retirement residence.

Table IV: Population by Age Group

Table V: Population Change Components

*Net Migration for counties and Tennessee is the sum of Net International Migration and Net Domestic Migration. Net Migration for the United States consists of Net International Migration only.

Source: Bureau of the Census

Data showing the percentage of population 18 years of age and over by educational attainment level demonstrate that the educational level of the Zone is significantly below that of the counties in the in Zone, the state of Tennessee, and the country as a whole. Table VII (Percentage of Population by Education Level) shows that the Zone has a significantly higher percentage of the population age 18 and over without at least a high school diploma or a General Equivalency Diploma (GED) than do the other areas shown. While the percentage of the age 18 and over population having a high school diploma or GED as its highest level of educational attainment is approximately the same for the census tracts as it is for the other areas, the percentage of the population that has completed some college or has any sort of advanced degree is much lower for the Clinch-Powell Enterprise Community than it is for the Clinch-Powell counties as a whole, the state of Tennessee, or the nation.

Another disturbing point is derived from this analysis. One would assume that the vast majority of the population 18 years of age and over that does not have at least a high school diploma or GED would be considered high school dropouts. These data suggest, then, that the dropout rate in the Zone is significantly higher than normal relative to the state and the nation as a whole.

Table VI: Population By Education Level

Source: 1990 Census of Population and Housing

Depressed economic and social conditions in a community often lead to a relatively unhealthy population. Table VII (Leading Causes of Mortality) shows this to be the case for Enterprise Community. This set of data reveal that the mortality rate for all counties except one lead the state in all causes of death. The same holds true for heart disease, malignancies, cerebrovascular diseases, and accidents. In fact, the only area in which the Zone might be considered healthier that the state's population is chronic obstructive pulmonary disease and allied conditions.

 Table VII: Leading Causes of Mortality

(per 100,000 population)

* Malignant neoplasms, including neoplasms of lymphatic and hematopoietic tissues

** Cerebrovascular diseases

*** Chronic obstructive pulmonary disease and allied conditions

Source: Tennessee Department of Health, Health Statistics, and Information

Another indicator of the depressed social status of a community is the trend of teenage pregnancies that occur over a given time frame. While data are not available for the number of teenage pregnancies, data are available for births to mothers under the age of 15 years and for mothers 15 to 19 years of age for the years 1990 to 1993. Table VIII shows that the birth rate for mothers under 20 years of age runs at or above the state level and normally runs above the national level. This difference would be even more pronounced if urban areas at the state and national level were omitted in the analysis. It is often thought that rural areas have a greater social, if not economic, status than their urban counterparts. However, the data reveal a depressed social status in region.

The social well-being of a community is also indicated by its crime rate. Table IX (Serious Crimes Known To Police per 100,000 Population) shows that the level of crime in the Clinch-Powell counties is lower than that of Tennessee or the United States. However, these rates show a disturbing trend in Claiborne, Hawkins, and Union Counties. While these trends might be primarily attributable to the fact that large portions of these counties serve as bedroom communities to Knoxville, it is reasonable to believe that much of the crime that occurs in the counties affects (either as perpetrators or as victims) the Zone census tracts. In any case, crime awareness and prevention and social awareness programs such as the ones described in the strategic plan should accomplish a great deal toward reversing these trends and reducing the overall level of crime in the counties.

Table VIII: Child and Teenage Birth Rates

(per 1,000 population of relevant age group)