Work Example 1_CEDS

MAAG Region
Comprehensive Economic Development Strategy
(CEDS)
Partially Funded Through:
Project Area:
Crittenden County, AR
DeSoto County, MS
Fayette County, TN
Lauderdale County, TN
Shelby County, TN
Tipton County, TN
Review Draft | September 2012

2 | Memphis Area Association of Governments
Regional Development District
MAAG Region

Comprehensive Economic Development Strategy | 3
2012 Comprehensive Economic Development Strategy
Credits 4
Letter from the Executive Director 5
MAAG Officers, Board Members, and Committee Members 6
CEDS Committee Members 7
Forward 8
Abstract 10
Background - Memphis Regional Snapshot 12
Community and Economic Development 38
County Profiles 48
Economic Development Vision - Regional Goals and Objectives 90
Partners & Industry Drivers 146
Suggested Projects 174
Cluster Industries 208
Action Plan 254

Performance Measures 262
Reference Section 264
Appendices 268
Table of Contents

Contributors
PREPARED BY THE OFFICE OF THE
MEMPHIS AREA ASSOCIATION OF GOVERNMENTS
With the assistance of the CEDS Committee Members
OFFICE
8289 Cordova Road, Suite 103 • Cordova, TN 38016
Office: 901.729.2871 • Fax: 901.729.4107
STAFF
Pamela D. Marshall
Executive Director
pmarshall@maagov.org
Joyce E. McKinney
Public Information Officer/ Program Developer
jmckinney@maagov.org
Jim McDougal
Program Director
jmcdougal@maagov.org
Gina M. Tynan, AICP
Program Developer/Historic Preservation Planner
gtynan@maagov.org
Lisa Trexler
Administrative Assistant
MAAGAdmin@maagov.org
Jordan Y. Exantus
Graduate Intern - CEDS Development
jye3@cornell.edu
Credits

The Memphis Area Association of Governments (MAAG) is the local development
district created by the state of Tennessee to serve as the regional entity to address
community and economic development issues. MAAG is also the designated
development district for the region for the Economic Development Administration
(EDA). In this capacity, MAAG serves Fayette, Lauderdale, Tipton, and Shelby
counties in Tennessee and also provides assistance to Crittenden County in
Arkansas, and Desoto County in Mississippi.
As the designated development district for the EDA, MAAG is charged with
developing, maintaining, and implementing a Comprehensive Economic
Development Strategy (CEDS) for Fayette, Lauderdale, Tipton, and Shelby
counties. The CEDS reviews the history and analyzes the current economic climate
of the area. The CEDS also develops goals and objectives for the region and
identifies projects that will encourage and promote community and economic
development throughout the region.
MAAG, working through a CEDS committee, began gathering data earlier this
year to begin the process of developing the CEDS. MAAG has also researched,
regional, and statewide organizations working in the community and economic
development arena to determine their goals and objectives. A survey was also
distributed throughout the region to identify needs of the local governments. All of
the information gathered was pulled together and is presented in this CEDS.
The CEDS includes:
County Data Profiles
Goals and Objectives
Strategic Projects
It is our hope that this document will serve as a guide and a tool for our region
over the next five years. MAAG will use this CEDS, along with the assistance of our
regional partners, to guide the activities of the association and to access state and
federal funding for identified projects.
Thank you for your interest in the CEDS.
We look forward to partnering with you to advance the MAAG region.
Letter from the Executive Director
To Our Readers

2012-13 MAAG Officers, Board Members, and Committtee Members
2012-13 MAAG Officers, Board Members, and Committee
Members
Officers
Hugh Davis, Jr., Chairman, Fayette County, TN
Michael Bursey, Vice-Chairman, Lauderdale County, TN
Alonzo Beard, Secretary-Treasurer, Lauderdale County, TN
Executive Committee
Fayette County, TN
Hugh Davis, Jr., Chairman
Rhea Taylor, Mayor of Fayette County
Lauderdale County, TN
Alonzo Beard, Ripley Alderman
Jon Pavletic, Mayor of Ripley
Shelby County, TN
Keith McDonald, Mayor of Bartlett
Tipton County, TN
David Gordon, Mayor of Covington
Crittenden County, AR
Roy Hill, Police Chief
Board Members
Mayor Mark Luttrell, Shelby County, TN
Mayor A C Wharton, Memphis, TN
Executive Grace Hutchinson, Shelby County, TN
Mayor Henry Coats, Piperton, TN
Executive Jeff Huffman, Tipton County, TN
Mayor Eugene Pugh, Halls, TN
Mayor Frank Fogelman, Marion, AR
County Administrator Vanessa Lynchard, DeSoto County, MS
Key Stakeholders

CEDS Committee Members
Dr. John Gnuschke The University of Memphis
Mr. David W. Gordon Town of Covington
Mr. Mark Herbison Greater Memphis Chamber
Mr. Larry Jackson Patriot Bank
Mr. Duane Lavery HTL Advantage
Mr. Henry Lewis City of Memphis
Mr. Isaac Northern Northern, Inc.
Ms. Julie Perrine Fayette County Chamber of Commerce
Mrs. Dianne K. Polly Metropolitan Inter-Faith Association
Ms. Ginger Powell Northwest Tennessee Workforce Board
Ms. Margaret Prater Northwest Tennessee Workforce Board
Mr. Blake Swaggart Tennessee Department of Economic and
Community Development
Ms. Susan Todd Lauderdale County Chamber of Commerce
Mr. Ted Townsend, III Tennessee Department of Economic and
Community Development

Economic Development Administration
Mission
To lead the federal economic development agenda by
promoting innovation and competitiveness, preparing
American regions for growth and success in the worldwide
economy.
The U.S. Economic Development Administration’s investment
policy is designed to establish a foundation for sustainable
job growth and the building of durable regional economies
throughout the United States. This foundation builds upon two
key economic drivers - innovation and regional collaboration.
Investment Priorities
Within the parameters of a competitive grant process, all
projects are evaluated to determine if they advance global
competitiveness, create jobs, leverage public and private
resources, can demonstrate readiness and ability to use funds
quickly and effectively, and link to specific and measureable
outcomes. To facilitate evaluation, EDA has established the
following investment priorities:
1. Collaborative Regional Innovation
2. Public/Private Partnerships
3. National Strategic Priorities
4. Global Competitiveness
5. Environmentally-Sustainable Development
6. Economically Distressed and Underserved Communities
“Innovation is key to
global competitiveness,
new and better jobs,
a resilient economy,
and the attainment of
national economic goals.
Regional collaboration
is essential for economic
recovery because
regions are the centers
of competition in the new
global economy and
those that work together
to leverage resources
and use their strengths to
overcome weaknesses
will fare better than
those that do not. EDA
encourages its partners
around the country to
develop initiatives that
advance new ideas and
creative approaches to
address rapidly evolving
economic conditions.”
Forward

Memphis Area Association of Governments
Mission
It is the mission of Memphis Area Association of Governments
to assist and support its members in matters related
to regional planning, economic development and
intergovernmental matters.
Vision Statement
Our vision is to partner with local and regional governmental
leaders filling the gap as a resource to improve, promote and
support economic growth in the communities we serve.
Comprehensive Economic Development Strategy (CEDS)
As the federally designated Economic Development District,
MAAG is responsible for developing and implementing the
region’s Comprehensive Economic Development Strategy
(CEDS). The CEDS analyzes our regional economy and serves
as a guide for establishing regional goals and objectives,
developing and implementing a regional plan of action, and
identifying investment priorities and funding sources. MAAG
staff will work closely with the MAAG Board of Directors, the
MAAG CEDS Committee and community leaders from the
public and private sector as a guide in this effort. Updates to
the CEDS will be submitted annually.
The Memphis Area Association
of Governments (MAAG) is one
of nine statewide development
districts established by the
General Assembly under the
Tennessee Development District
Act of 1965. Like all districts in
Tennessee, MAAG is legislated
to provide comprehensive
planning and promote
economic, community, and
human resource development
in its defined geographic
region. As a public non-
profit association of local
governments, MAAG serves
Fayette, Lauderdale, Shelby and
Tipton counties in Tennessee,
Crittenden County, Arkansas
and DeSoto County, Mississippi.
With offices located in Cordova,
an executive director and a
board of directors consisting
of member government
officials, state representatives,
state senators, industrial
representatives, and minority
representatives manage MAAG.
An executive committee meets
four times each year to set
policy and conduct business on
behalf of the full board.
“Serving the communities.
Meeting the needs.
Making a difference.”

What is the CEDS?
Comprehensive Economic Development Strategy (CEDS)
A comprehensive economic development strategy (CEDS)
is designed to bring together the public and private sectors
in the creation of an economic roadmap to diversify and
strengthen regional economies. The CEDS should analyze
the regional economy and serve as a guide for establishing
regional goals and objectives, developing and implementing
a regional plan of action, and identifying investment priorities
and funding sources. A CEDS integrates a region’s human
and physical capital planning in the service of economic
development. Integrated economic development planning
provides the flexibility to adapt to global economic conditions
and fully utilize the region’s unique advantages to maximize
economic opportunity for its residents by attracting the
private investment that creates jobs for the region’s residents.
A CEDS must be the result of a continuing economic
development planning process developed with broad-based
and diverse public and private sector participation, and
must set forth the goals and objectives necessary to solve the
economic development problems of the region and clearly
define the metrics of success. Finally, a CEDS provides a useful
benchmark by which a regional economy can evaluate
opportunities with other regions in the national economy.
Abstract

What are the components of the CEDS?
1. A background of the economic development situation of the Region with
a discussion of the economy, population, geography, workforce development
and use, transportation access, resources, environment and other
pertinent information;
2. An in-depth analysis of economic and community development problems
and opportunities, including:
(i) Incorporation of relevant material from other government-sponsored or supported
plans and consistency with applicable State and local workforce investment
strategies; and
(ii) An identification of past, present and projected future economic development
investments in the Region covered;
3. A section setting forth goals and objectives necessary to solve the economic
development problems of the Region;
4. A discussion of community and private sector participation in the CEDS effort;
5. A section listing all suggested Projects and the projected numbers of jobs to
be created as a result thereof;
6. A section identifying and prioritizing vital Projects, programs and activities
that address the Region’s greatest needs or that will best enhance the
Region’s competitiveness, including sources of funding for past and potential
future Investments;
7. A section identifying economic clusters within the Region, focusing on those
that are growing or in decline;
8. A plan of action to implement the goals and objectives of the CEDS, including:
(i) Promoting economic development and opportunity;
(ii) Fostering effective transportation access;
(iii) Enhancing and protecting the environment;
(iv) Maximizing effective development and use of the workforce consistent with any
applicable State or local workforce investment strategy;
(v) Promoting the use of technology in economic development, including access to
high-speed telecommunications;
(vi) Balancing resources through sound management of physical development; and
(vii) Obtaining and utilizing adequate funds and other resources; and
9. A list of performance measures used to evaluate the Planning Organization’s
successful development and implementation of the CEDS, including but not
limited to the following:
(i) Number of jobs created after implementation of the CEDS;
(ii) Number and types of investments undertaken in the Region;
(iii) Number of jobs retained in the Region;
(iv) Amount of private sector investment in the Region after implementation of the
CEDS; and
(v) Changes in the economic environment of the Region; and
10. A section outlining the methodology for cooperating and integrating the CEDS
with a State’s economic development priorities.

Memphis | Regional Snapshot

“Home to the world’s second
busiest cargo airport, the
second largest inland port
on the Mississippi River, the
nation’s third busiest trucking
corridor and the nation’s
third largest rail center, the
Greater Memphis Region is
truly America’s Crossroads to
Commerce.”
- Greater Memphis,
Regional Strategic Plan

MAAG Region
Regional Overview
Memphis is located at the heart of the Mid-South on the
banks of the Mississippi River. Memphis International Airport
(MEM) delivers more than 10 million passengers here annually,
with I-55 and I-40 running through the city center (within 400
miles of Atlanta and St. Louis), driving here is convenient as
well. Amtrack service running from New Orleans to Chicago
adds yet a third connection to the wider region.
As the world’s second busiest cargo airport, the second
largest inland port on the Mississippi River, the nation’s third
busiest trucking corridor and the country’s third largest
rail center, the Greater Memphis Region is truly America’s
Crossroads to Commerce.
Comprised of six growing counties, the region offers a wide
array of economic development assets. With a population
of 1.2 million, the region includes four of the largest 25 cities
in Tennessee and boasts numerous world-class research
institutions, cultural and creative events, and recreational
activities.
The region is also home to the corporate headquarters
of Federal Express, Autozone, AOC, International Paper,
ServiceMaster, and Pinnacle Airlines as well as research and
manufacturing facilities for large medical device companies
including Medtronic, Smith & Nephew, and Wright Medical.
The Memphis area has strong civic leadership and is
addressing some of its most critical issues. The historically more
rural counties surrounding Memphis are also starting to grow
rapidly and have the ability to take advantage of Memphis’
growth while at the same time maintaining their very high
quality of life.
At present, there
are more than 20
innovation and
entrepreneurship
organizations in the
region that together
have accounted
for over 12,000 new
jobs and $3.1 billion
of new capital
investment over the
past four years.

Historical Context
Tennessee Delta In A National Economy
Prior to World War II, Tennessee was predominantly rural.
While the manufacturing sector was growing, agriculture and
extractive industries were the dominant sectors of Tennessee’s
economy. Unemployment was high, income levels were low,
and Tennessee, in general, was considered to be
economically disadvantaged.
Following the war, and particularly during the decades of the
1950s, 1960s, and most of the 1970s, Tennessee grew rapidly
as an industrial state, primarily due to its location, abundant
and low cost labor, low labor union activity, and low energy
costs resulting from Tennessee Valley Authority (TVA) power
facilities. Ultimately, manufacturing replaced agriculture as
the dominant sector of the economy.
From the middle of the 1970s to the present, Tennessee’s
economic conditions have become increasingly similar to
those of the United States. Expansions and contractions of the
national economy have been mirrored by similar changes
in the economy of Tennessee. Employment growth and
unemployment rates follow the same swings, although they
are somewhat more exaggerated in Tennessee because
of the somewhat heavier concentration of manufacturing
production which is more cyclical than other sectors of the
economy. Per capita income has maintained at 87
percent of the national average in 2000 to 2006.
Like the nation, Tennessee has evolved from an agricultural
and extractive based economy to an economy based on
manufacturing. It is now transitioning into an economy based
on the service sector.
History

Population and Housing (2010 Census)
Memphis - MSA
Crittenden County
DeSoto County
Fayette County
Lauderdale County
Shelby County
Tipton County
Population
1,267,107
50,902
161,252
38,413
27,815
927,644
61,081
White
46.2%
45.2%
70.4%
68.2%
61.2%
38.7%
76.7%
Black
45.3%
51%
21.8%
28%
34.8%
51.9%
18.7%
Latino
5%
2%
5%
2.2%
2%
5.6%
2.1%
Asian
1.9%
0.6%
1.2%
0.5%
0.2%
2.3%
0.6%
Other
1.6%
1.2%
1.6%
1.1%
1.8%
1.5%
1.9%
Memphis - MSA
Crittenden County
DeSoto County
Fayette County
Lauderdale County
Shelby County
Tipton County
Households
473,662
19,026
57,748
14,505
9,795
350,971
21,617
Families
68.2%
69.9%
75.9%
76%
70.2%
65.9%
76.6%
Families
W/ Kids
31.7%
33%
37.9%
26.9%
30.7%
30.6%
35.2%
Married
W/ Kids
18.1%
16.3%
26.2%
19.5%
16.3%
16.5%
23.7%
Single
Mothers
11.2%
13.9%
8.9%
5.4%
11.9%
11.8%
8.7%
Note: Lauderdale County has a significant portion of its population
(9.8%) NOT living in households, but institutionalized instead. Of this
figure, almost all are male.
Memphis - MSA
Crittenden County
DeSoto County
Fayette County
Lauderdale County
Shelby County
Tipton County
Housing
Units
531,521
21,489
61,634
15,669
11,256
398,274
23,199
Occupied
89.1%
88.5%
93.7%
92.6%
87%
88.1%
93.2%
Vacant
10.9%
11.5%
6.3%
7.4%
13%
11.9%
6.8%
Occupied
by Owner
63.6%
57.8%
76%
82.1%
63.4%
60.4%
74.5%
Occupied
by Renter
36.4%
42.2%
24%
17.9%
36.6%
39.6%
25.5%
Note: Shelby County has approximately 47,303 vacant properties
Demographics

Economic Indicators
Memphis - MSA
Crittenden County
DeSoto County
Fayette County
Lauderdale County
Shelby County
Tipton County
Total Housing Units
531,521
21,489
61,634
15,669
11,256
398,274
23,199
Foreclosure Rate
1 in 1,233
1 in 1,535
1 in 2,125
1 in 979
1 in 1,407
1 in 690
1 in 663
Severity
Moderate/High
Moderate
Moderate
High
Moderate
High
High
Memphis - MSA
Crittenden County
DeSoto County
Fayette County
Lauderdale County
Shelby County
Tipton County
Households Receiving
Food Stamps (Estimate)
79,783
3,962
4,529
1,640
1,955
61,359
3,079
Ratio
17%
21%
8%
11%
20%
17%
14%
Total Households
473,662
19,026
57,748
14,505
9,795
350,971
21,617
Source: American Community Survey
Source: U.S. Bureau of Labor Statistics
Note: Memphis MSA = Memphis Metropolitan Statistical Area
Memphis - MSA
Crittenden County
DeSoto County
Fayette County
Lauderdale County
Shelby County
Tipton County
Mean Household
Income($)
63,976
47,814
67,714
72,829
44,639
65,480
59,466
Per Capita
Income ($)
24,126
18,241
24,531
26,898
16,006
25,002
21,585
Median Household
Income ($)
46,260
33,716
59,418
56,729
32,894
44,705
49,378
Source: American Community Survey

Key Economic Statistics: Memphis Metropolitan Statistical Area (MSA)
905srotcesllaroflatoT00 ,166 21,012,930
11 Agriculture, forestry, fishing and hunting e D
21 Mining, quarrying, and oil and gas extraction b 1,748
22 Utilities 398 23,158
535,528966,91noitcurtsnoC32
31-33 Manufacturing 35,420 1,746,463
939,679,1017,53edartelaselohW24
955,154,1278,85edartliateR54-44
48-49 Transportation and warehousing 54,619 2,110,472
313,213535,6noitamrofnI15
348,928,1219,02ecnarusnidnaecnaniF25
53 Real estate and rental and leasing 7,085 274,852
54 Professional, scientific, and technical services 18,817 980,591
55 Management of companies and enterp 776,298,2013,92sesir
56 Administrative and support and waste management
and remediation services
47,165 1,218,676
234,253392,11secivreslanoitacudE16
904,762,3448,57ecnatsissalaicosdnaerachtlaeH26
056,091834,6noitaercerdna,tnemniatretne,strA17
72 Accommodation and food services 55,676 905,783
81 Other services (except p 418,936098,42)noitartsinimdacilbu
03707deifissalctonseirtsudnI99
Annual
payroll
($1,000)
me99ot02b ployees
Source: U.S. Census Bureau, 2010 County Business Patterns.
Number of
establishments
Paid
employees
(number)
Memphis, TN-MS-AR Metro Area 2010 40
me994ot052e ployees
slatotlevelrehgihnidedulcnieraatad;seinapmoclaudividnirofatadgnisolcsiddiovaotdlehhtiWD
Memphis, TN-MS-AR Metro Area 2010 2,212
Geographic area name
2007 North
American
Industry
Classification
System (NAICS)
code
Meaning of 2007 North American Industry
Classification System (NAICS) code
Year code
Employment Sectors
Industry
Year Ago
(1,000)
This Month
(1,000)
Change/
Year
% Change
(Growth
Rate)
Date
Total nonfarm 593 602.4 9.4 1.6 May 12, 2012
Mining, Logging, and Construction 19.4 20.9 1.5 7.7 May 12, 2012
Manufacturing 44.8 44.3 -0.5 -1.1 May 12, 2012
Durable Goods 23.6 23.7 0.1 0.4 May 12, 2012
Non-Durable Goods 21.2 20.6 -0.6 -2.8 May 12, 2012
Wholesale Trade 32.9 32.4 -0.5 -1.5 May 12, 2012
Retail Trade 62.5 64.6 2.1 3.4 May 12, 2012
Transportation and Utilities 62.7 62 -0.7 -1.1 May 12, 2012
Information 6.2 5.9 -0.3 -4.8 May 12, 2012
Financial Activities 27.4 27.7 0.3 1.1 May 12, 2012
Professional and Business Services 80 81.7 1.7 2.1 May 12, 2012
Education and Health Services 81.2 86.1 4.9 6 May 12, 2012
Leisure and Hospitality 66.1 65.8 -0.3 -0.5 May 12, 2012
Other Services 23.4 23.5 0.1 0.4 May 12, 2012
Government 86.4 87.5 1.1 1.3 May 12, 2012
Employment Growth by Sector
Economic Characteristics

Key Economic Statistics: Memphis Metropolitan Statistical Area (MSA)
GDP (millions of current dollars) (2010)
65,025
Unemployment Rate / Change (May 2012)
8.8% / The unemployment rate has dropped 1.1% since May
of 2011 when the rate for Memphis MSA was 9.9%. The rate in
the City of Memphis is 10%.
Employment Growth
As of May 2012, employment has risen by 1.6% in the past
year.
Employees and Earning
The Memphis MSA Labor Force has approximately 620,570
people, of which 565,870 people are currently employed.
The median household income is $46,260. The income levels
have remained relatively consistent over the past 10 years.
New Home Sales
New home sales across the region have fallen sharply since
2007. Going along with this trend, housing prices have
dropped from their 2007/2008 peak prices by as much as
23% in the most adversely affected counties. While price
deflation has slowed, 2012 saw an 1.28% decrease in Housing
Price Index across the MSA. Currently, median home value in
Memphis MSA is $135,000.
Sources: US Census Bureau - 2007 Economic Census
US Census Bureau - State and Metropolitan Area Data Book
Bureau of Economic Analysis
Tennessee Department of Labor and Workforce Development
Credit Card Debt
National statistics paint a
good picture of what type
of debt American’s are
dealing with and who is
most adversely impacted
by this debt.
1 ‐ 19.9 $2,077 16.90%
20 ‐ 39.9 $3,739 13.00%
40 ‐ 59.9 $4,986 10.50%
60 ‐ 79.9 $8,310 11.10%
80 ‐ 89.9 $11,426 10.00%
90 ‐ 100 $15,581 7.50%
Income
Percentile
Median Credit
Card Debt
Credit Card Debt
as % of Income
Source: Index Credit Cards
Note: The Government or
public sector (not listed in
Employment Sectors Chart)
accounts for approximately
12% of all Employment in
the Memphis MSA. Of the
GDP, government accounts
for 7,578 million. As of May,
2012 this sector has grown
by 1.3% in the last year.

Memphis Metropolitan Statistical Area (MSA)
Mississippi Delta Region
Encompassing 240 counties and parishes in portions of eight states, the
Delta region has deep historical and cultural roots and is home to more
than 9.5 million people. Relative to the overall economic well-being of
the United States, the Delta region continues to experience pervasive
economicandsocialdistress.WhilemanyareasoftheAmericanSouth
have prospered in the modern economy, growth and prosperity in the
Delta has remained largely uneven. Indeed, only 10 of the region’s
240 counties and parishes are not defined as economically distressed.
Geography

Contents
MAAG Region
Comprised of six rapidly growing counties, the region offers a wide
array of economic development assets. With a population of 1.2
million, the region includes four of the largest 25 cities in Tennessee
and boasts numerous world-class research institutions, cultural and
creative events, and recreational activities. As a result, the Greater
Memphis Region has become a highly sought after recreational and
commercial destination.

MAAG Region Clusters
1M+ SQ FT RETAIL
RETAIL CLUSTER
OFFICE CLUSTER
INDUSTRIAL CLUSTER
MAJOR INSTITUTION
AIRPORT AREA
FORTUNE 500 PUBLIC COMPANY
I-69 ALIGNMENT
I-55
I-40
HIGH TECH CORRIDOR
POPLAR AVE
Legend
Geography

Hubs and Corridors
EARLE
CRAWFORDSVILLE
JANNETTE
HUGHES
EDMONDSON
MARION
WEST MEMPHIS
JERICHO
BIRDSONG
JOINER
BASSETT
WILSON
DYESS
GARLAND
BURLISON
GILT EDGE
COVINGTON
BRIGHTON
ATOKA
MUNFORD
MILLINGTON
GALLAWAY
ARLINGTON
OAKLAND
ROSSVILLE
PIPERTON
COLLIERVILLE
GERMANTOWN
LAKELAND
BARTLETT
MEMPHIS
HOLLY SPRINGS
BYHALIA
OLIVE BRANCH
SOUTHAVEN
HORN LAKE
WALLS
TUNICA
HERNANDO
GILMORE
TURRELL
SUNSET
Proposed MS 304
FundedTN385
Proposed
I-69
Alignm
ent
240
40
55
55
55
78
240
300
40
240
40
Paul W. Barret Pkwy.
HORSESHOE LAKE TOWN
64
72
385
MS 304
Proposed
I-69
Alignm
ent

Counties
MAAG Region - Population Change 2000 - 2010
Source: US Census Bureau
Growth

Legend
Block Groups
2000 – 2010 Population Change
1.5% to 128.8%
1.0% to 1.4%
0.1% to 0.9% (M ean: 0.6% )
-0.2% to 0%
-0.7% to -0.3%
-37.6% to -0.8%
Zero Population
Tracts
1.5% to 128.8%
1.0% to 1.4%
Legend
Block Groups
1.5% to 128.8%
1.0% to 1.4%
0.1% to 0.9% (M ean: 0.6% )
-0.2% to 0%
-0.7% to -0.3%
-37.6% to -0.8%
Zero Population
Tracts
1.5% to 128.8%
1.0% to 1.4%
0.1% to 0.9% (M ean: 0.7% )
-0.2% to 0%
Block Groups
MAAG Region - Population Change 2000 - 2010
Source: US Census Bureau

MAAG Region Growth History
1945 1960
Area Evolution
emphis metro area has been growing and evolving over the
5 years. At mid-century after the end of World War II, what was
ome the Memphis region was a scattered pattern of small cities
ng from the traditional center city of Memphis. By the end of
th-century this same area had grown to become a large and
uously urbanized three-state, five-county and 16-city
politan area with more than one million people. Over the 55
of evolution, the entire social, economic and cultural fabric has
ed.
• Transition to peacetime economy begins. The Defense Depot, Millington Naval
Air Station, Chickasaw Ordinance, Firestone, Ford Motor, Fisher Aircraft, and
KennedyHospitalbrought30,000-40,000newworkersintothecityofMemphis
from the region and all across America. The new International Harvester
Plant is at full production.
• Construction begins on the new four-lane Memphis Arkansas Bridge.
• Pent-up housing demand created 10,000 construction jobs. Downtown
Memphis is the core commerce and entertainment center for the entire region.
The first suburban shopping center, Poplar Plaza, was built in 1949.
• Tennessee municipalities were empowered to annex territory by ordinance
without submitting state approval in 1955. Annexations became more frequent.
• Major U.S. highways such as Hwy 70 ran through downtown centers across
the region carrying high traffic loads and creating busy Main Street scenes.
• The Interstate system that began in 1958 begins to take shape. The I-40 and
I-55 expressways bypassed town centers in the region.
• The Memphis Harbor project strengthened the region’s world connections.
• White Station Tower and Clark Tower were built near the Poplar/I-240
interchange to begin the east Memphis “Edge City.”
• A huge new airport terminal complex was completed in 1963.
• Following the 1960 census, the Memphis metropolitan area (MSA) included
Crittenden County Arkansas, the first addition beyond Shelby County.
The Memphis metro area has been growing and evolving over
the past 67 years. At mid-century after the end of World War
II, what was to become the Memphis region was a scattered
pattern of small cities radiating from the traditional center city
of Memphis. By the end of the 20th-century this same area
had grown to become a large and continuously urbanized
three-state, five-county and 16-city metropolitan area with
more than one million people. Over the 67 years of evolution,
the entire social, economic and cultural fabric has changed.
Growth

(From Regional Sourcebook)
1975 1990 2000
• Main Street in downtown Memphis was closed to automobiles to make way
for the 4,000-foot Mid-America Mall in an effort to revive the urban core.
• The new Hernando DeSoto Bridge added greater access to Arkansas in the west.
• The first regional malls opened in 1966 and 1971 and begin the trend toward
returning Memphis to being the retail center for the region.
• Federal Express begins to impact the economic structure of the region with
the growth of warehousing in the southeast Shelby County area. Bellbrook
Industrial Park is the first of many huge concrete tilt-up distribution facilities
near the Memphis International Airport.
• Urban sprawl spills outside of the new Interstate loop for the first time.
• Memphis urbanization spreads beyond county and state lines.
• There are now four enclosed regional malls offering retail venues for the region.
• Following the 1990 census, the Memphis metropolitan area added Fayette
County, Tennessee, bringing the total to five counties: Shelby, Fayette, Tipton,
DeSoto, and Crittenden.
• Millington economy transitions from a military training base to the headquarters
for the Navy Bureau of Personnel with wage scales of base personnel changing
from the lowest in the Navy to the highest. Downtown Memphis begins steady
revival with housing, office, and entertainment growth.
• Downtown renaissance quickens: Civil Rights Museum, Rock ‘n’ Soul Museum,
Harbor Town, Peabody Place, and Pyramid.
• A new second perimeter expressway takes shape that links the edges of
urbanization and takes two states to have enough room for it.
• Annexation accelerates, stretching urban boundaries.
• DeSotoCountyMississippiexperiencesdramaticgrowthasmunicipalbounda
and urbanization expand.
• Memphis International Airport achieves major hub status with Northwest
Airline’s largest service expansion ever. New regional jets allow all-jet serv
to the Memphis super-region and beyond. KLM offers non-stop internatio
flights to Amsterdam.
• AutoZone Park opens and recognized as one of the best baseball stadium
in the nation.
2000
n.
n,
ers
g
dy
,
• DeSotoCountyMississippiexperiencesdramaticgrowthasmunicipalboundaries
Airline’s largest service expansion ever. New regional jets allow all-jet service
to the Memphis super-region and beyond. KLM offers non-stop international
• AutoZone Park opens and recognized as one of the best baseball stadiums
1990 2000
emphis was closed to automobiles to make way
ca Mall in an effort to revive the urban core.
ridge added greater access to Arkansas in the west.
ed in 1966 and 1971 and begin the trend toward
the retail center for the region.
pact the economic structure of the region with
n the southeast Shelby County area. Bellbrook
many huge concrete tilt-up distribution facilities
nal Airport.
f the new Interstate loop for the first time.
• Memphis urbanization spreads beyond county and state lines.
• There are now four enclosed regional malls offering retail venues for the region.
• Following the 1990 census, the Memphis metropolitan area added Fayette
County, Tennessee, bringing the total to five counties: Shelby, Fayette, Tipton,
DeSoto, and Crittenden.
• Millington economy transitions from a military training base to the headquarters
for the Navy Bureau of Personnel with wage scales of base personnel changing
from the lowest in the Navy to the highest. Downtown Memphis begins steady
revival with housing, office, and entertainment growth.
• Downtown renaissance quickens: Civil Rights Museum, Rock ‘n’ Soul Museum,
Harbor Town, Peabody Place, and Pyramid.
• DeSotoCountyMississippiexperiencesdramaticgrowthasmunicipalboundaries
Airline’s largest service expansion ever. New regional jets allow all-jet service
to the Memphis super-region and beyond. KLM offers non-stop international
• AutoZone Park opens and recognized as one of the best baseball stadiums
in the nation.

Memphis International Airport
The arrival and dramatic growth of FedEx at Memphis-
Shelby County International Airport (MEM) positioned air logistics
and supporting ground services as the primary economic engine
of the region, and attracted time-critical industries of all types.
In 2007, the airport handled 3.7 million metric tons of cargo, 94
percent due to FedEx, which processed over 2 million packages
per night, on average. With approximately 300 daily national
and international cargo flights, the hub covers the globe.
Transportation

Contents
Memphis Moves
Transportation, Infrastructure and Logistics are the
vertebrae of a thriving economy. Memphis’ reputation
as a distribution hub and its tremendous investments into
Multi-Modal transportation prime it for future success.

MAAG Region Transportation
Overview - Transportation
Runway
For over 20 years, the Memphis International Airport has been
North America’s busiest air cargo airport. As a passenger
hub for Delta Airlines and a SuperHub for FedEx, Memphis
International is the only dual passenger and cargo hub in the
world. Companies locate near the airport to take advantage
of some of the latest drop-off times for overnight shipping in
the country.
• Shipped 3.9 million metric tons in 2011
• 8 all-cargo airlines
• 35th busiest passenger airport
• 3rd largest UPS sorting facility in the US
• Minimal Closure Airport: Memphis has more sunny days
each year than Jacksonville, FL
Roads
A critical part of Memphis’ intermodal infrastructure is the
ability to take cargo from planes and barges and quickly
distribute these via truck.
• The nation’s 3rd-busiest trucking corridor (I-40 between
Little Rock and Memphis) connects the Atlantic and
Pacific Coasts and runs directly through Memphis
• Likewise, I-55 is America’s primary north/south corridor
for the Midwest
• Memphis is the half-way point of the new 2,600 mile,
I-69 superhighway connecting Canada to Mexico
currently under construction
• Memphis is the starting point of the new Interstate 22
Corridor, a straight shot to Birmingham and Atlanta
Memphis is located
at the nexus of both
population and
transportation in the
U.S. With one of the
world’s leading cargo
airports, five class-one
railroads, the U.S.’s
2nd-largest inland
port, seven interstates
and U.S. highways
and an abundance
of logistics support-
service providers,
Memphis offers
superior operational
value and flexibility
throughout the
supply chain.
Memphis is one of the
country’s most reliable
locations in terms of
ability to operate 24-7-
365.
More experienced
logistics workers per
capita than any other
U.S. city
International gateway
for product export and
import via four Foreign
Trade Zones
Transportation

Transportation Inventory
Rail
Rail still remains the primary artery for the flow of goods from all major North
American deep-water seaports on both the Pacific and Atlantic coasts to the
continent’s interior. Memphis, a city built around the railroad, provides access
to North America via train within less than 48 hours.
• 3rd-largest rail center in the United States behind Chicago and St. Louis
• One of only four U.S. cities served by 5 or more of the U.S.’s 6 long-haul
Class I rail systems (Norfolk Southern, Burlington Northern/Santa Fe,
Union Pacific/Southern Pacific, CSX and Canadian National)
• Home to six fully operational rail yards with a total current container
capacity of more than 2 million annual lifts
• By train, Memphis can reach 45 states (including Canada & Mexico)
within 2 days
• Single system shipment to all 48 contiguous states, Alaska, Mexico, and
Canada
• Memphis is home to five of the largest wide-span cranes in the country
because of BNSF’s $200 million newly expanded intermodal facility
River
Memphis was founded in 1827 on the Mississippi River, America’s primary
river artery. Memphis’ early economy was built on access to the River
and because the River continues to be a vital component of the U.S.’s
transportation network, the River has remained a critical intermodal
advantage of the Memphis area
• U.S. Customs collects more import duties from the Port of Memphis than
most major U.S. sea ports, including the port of New Orleans
• The International Port of Memphis is the 2nd-largest inland port on the
shallow daft portion of the Mississippi and the 4th-largest inland port in the U.S.
• The largest still water harbor on Mississippi
• Port of Memphis handles more than 16 million tons annually
• The International Port of Memphis is also home to the Valero petroleum
refinery, the only refinery in the State of Tennessee

MATA is the largest transit provider in the state of Tennessee.
MATA provides four types of transportation services: fixed-route
bus, paratransit, vintage rail trolley, and special event shuttle
service. In 2006, MATA provided service for more than 11 million
personal trips.
Fixed-route Bus Service: MATA operates 39 bus routes serving four
cities: all 39 routes serve Memphis (TN), three routes serve West
Memphis (AR), three routes serve Germantown (TN), one route
serves Bartlett (TN) and one route serves Collierville (TN).
All MATA fixed-route bus service is ADA accessible. MATA owns
195 fixed-route buses, of which 166 are in the active fleet. The
2006 fixed-route bus service ridership was 10,519,005.
MATA
Public Transportation

Main Street Trolley
MATA has a total of 35 trolley
station/stops that are ADA
accessible with canopies or 24
station locations as defined by
cross-streets (counting inbound
and outbound stops as one station
location).
The Main Street Trolley operates
along the beautifully updated
Main Street Mall and serves many
downtown landmarks. The famous
Pinch District, Cook Convention
Center, Civic Center Plaza,
Court Square, Peabody Place,
Beale Street, National Civil Rights
Museum, FedEx Forum and the
South Main Historic Arts District
can all be easily accessed by the
Main Street Trolley. Riders can take
the Riverfront Loop Trolley to visit
the Tennessee Welcome Center,
the grounds of the Pyramid Arena
and Mud Island with its Mud Island
Monorail, the 5-block long River
Walk, and the Mississippi River
Museum. The Madison Avenue line
features public art at each trolley
station along the route. Each of
the six artworks - which range from
mosaic murals to sculptures - are
designed to reflect the community
in which the transit station is
located.

Region
Tourism is an important component of the regional
economy. Memphis is the home of the Blues, the
birthplace of rock and roll, the site of Graceland,
and the gateway to Tunica Resorts. The Beale
Street Historic District is the most visited attraction in
Tennessee, with more than 4.2 million visitors per year.
Tourism

Contents
Memphis
The Beale Street area and larger portions of downtown
havebecometheentertainmentdistrictfortheMemphis
metropolitan area, attracting many local residents
for a night or afternoon out and demonstrating the
cross-subsidization between tourism and quality of life.

MAAG Region Tourism Impacts
Memphis & Shelby County Tourism Economic Impact
At a Glance
• More than 10 million visitors a year
• 47.7 thousand jobs in tourism and hospitality in Memphis
and Shelby County
• $2.9 billion in visitor expenditures
• $1.8 billion payroll
• $125 million in local and state taxes
Visitor Expenditures
• Average daily expenditures by the convention delegate:
$397
• Average daily expenditures by the corporate traveler: $340
• Average daily expenditures by the leisure traveler (2.80
persons): $427
• Average daily expenditures by the day tripper: $60
Overview
• Memphis has more than 60 tourist attractions
• Total attraction attendance figures for Memphis and Shelby
County in 2010: 2,708,977
• More than 4 million visitors go to Beale Street Historic District,
in downtown Memphis, making it the most visited attraction
in Tennessee
• Average days stayed in Memphis per party: 2.86 (per
website conversion study)
• Average trip expenditure: $1,157 (per website conversion
study)
• In 2010, memphistravel.com received 7,405,701 page views
and 910,777 visits
Memphis leisure traveler feeder markets
Based on Memphis-area visitor center traffic and inquiries:
TN (Nashville), MO (St. Louis), AL (Birmingham), MS (Jackson),
OH (Cincinnati), GA (Atlanta), LA (Baton Rouge), IL
(Chicago), TX (Dallas-Ft. Worth, San Antonio and Houston)
and AR (Little Rock).
Tourism

Contents
SM
Economic Impact
Memphis & Shelby County

Community and Economic Development

Survey Analysis
A. What are the (top 3) concerns in your area relating to industrial development?
New Industrial Site BuildingPublic Improvements Marketing of Existing Buildings Financing Programs Job Skills Training
61.9% (13) 52.4% (11) 52.4% (11) 33.3% (7) 57.1% (12)
B. What are the (top 2) concerns in your area relating to business development?
Downtown/Commercial Revelopment Marketing Assistance Tourism Small Business Assistance
47.6% (10) 38.1% (8) 38.1% (8) 71.4% (15)
D. What are the (top 3) concerns in your area relating to planning and management?
Administration/Financial Assistance Local Leadership Training Development Controls Information Management
57.1% (12) 57.1% (12) 14.3% (3) 14.3% (3)
Mapping/GIS Redistricting Federal/State Programs Grantwriting/Administration
14.3% (3) 9.5% (2) 71.4% (15) 52.4% (11)
C. What are the (top 3) concerns in your area relating to community development?
Affordable Housing Transportation Facilities Educational Facilities Cultural/Recreational Facilities Health Care Facilities
38.1% (8) 19.0% (4) 42.9% (9) 47.6% (10) 9.5% (2)
Environmental Protection Telecommunications Infrastructure/Public Works Services for Elderly Child Care
14.3% (3) 23.8% (5) 52.4% (11) 19.0% (4) 9.5% (2)
The following survey was distributed to the MAAG partners from across
the region for input in the plan. The statistical results are listed here and
the responses to the short response questions are utilized to populate this
document. MAAG received feedback from 21 respondents.
CEDS Survey Instrument

Short Response Questions
6. What are the immediate (1-Year) priorities for economic
development in your area?
7. What are the long-term (5-Year) priorities for economic
8. What are the major opportunities and challenges relating to
economic development in your area?
9. What are the major opportunities and challenges relating
to economic development in the Memphis MSA (Metropolitan
Statistical Area)?
Responses from this question have been utilized to populate
other sections of this document. Therefore, they are not
discussed here.

Key Challenges and Opportunities (CEDS Survey Responses)
What are the major opportunities and challenges relating to
economic development in the Memphis MSA (Metropolitan
Statistical Area)?
The major challenge facing this region is the education for the
students in primary and secondary school. We must change
the way we teach and we must increase the students’
abilities in math, science and computers.
A discussion of opportunities for economic development in
the greater Memphis area has to start with improving our
image as it relates to education and crime. The MSA has so
many positive attributes it’s hard to list them all. If we had
great schools and a low crime rate we would be overrun with
businesses wanting to move to Memphis.
The challenge is to get the area’s vacancy rate down
and lease rate up. Otherwise the area is ideally suited for
continued expansion for the logistic industries as well as
manufacturing.
The biggest challenge to economic development is lack
of population and workforce growth resulting in increased
tax revenues and demand for goods and services. We
do not seem to make the connection between planning,
developing and maintaining attractive healthy communities
and people/jobs/workforce recruitment retention and
attraction. We also continue to create sprawl-producing
plans and fail to realize the cost of such development.
Unskilled workforce
Co-operation between the various/different municipal
bodies.
Economic Development Challenges

CEDS Survey Responses
Better coordination and planning across state lines.
Negative perceptions by outsiders.
Cultural achievements and promotions
The MSA needs to find a way to better grow high-value
economic activity, while attracting/retaining talent. Regional
collaboration on a broader range of issues should be
pursued.
The greatest opportunity is the availability of Greenfield
sites that still exist within Shelby County for commercial and
industrial development. The challenges are:
1. Securing these sites for sale by the private owners
2. Enhancement of the sites with required infrastructure
improvements
3. Ensuring political cohesiveness in Shelby County...
eliminating impediments to growth
The north I-240 loop is underutilized because the I-40 North
flyover on to I-240 has not been built. The third bridge over the
Mississippi River must be a northern route to take advantage
of the northern part of I-385 from US 51 North to I-40 at exit 24.

Key Challenges and Opportunities (Memphis ED - 2008)
1The population dynamics of Memphis-Shelby County have seen an
exodus of higher income, high skill, well educated adults and their
families to other Memphis metro counties and regions. Remaining in the
central core is a high poverty population of people, who are more reliant
on social services and less likely to excel in school and the workforce.
These trends leave Memphis-Shelby County with compromised workforce
quality and competitiveness, and exacerbate issues of crime and
educational performance.
2Memphis-Shelby County does not market itself effectively to the
outside world in terms of advertising its key strengths and assets. It
also fails to instill a sense of hope and love-of-place in many of its current
residents. The result is that Memphis is perceived externally in a limited
way, has difficulty recruiting top professionals and companies to the
community, and finds its existing residents increasingly dissatisfied with life
in the City and County.
3Structural issues related to anti-competitive tax rates and incentives
policies position Memphis-Shelby County as less robust than many
competitor areas and put it at a disadvantage relative to the retention,
expansion and recruitment of quality, value-added firms.
4Despite its history of entrepreneurship and small business development,
Memphis-Shelby County has seen this “culture” of enterprise-creation
fade in recent years. Currently, Memphis-Shelby County does not have
the institutional capacity necessary to seed and grow “gazelle” or high-
growth firms and other high-value local companies.
5Memphis-Shelby County has one of the most under-funded and under-
staffed economic and community development programs in the
United States among large city/county areas. This results in a dearth of the
programs, key personnel, and marketing channels necessary to grow and
recruit businesses in Memphis-Shelby County.
Population
dynamics &
Urban Sprawl
Marketing
&
placemaking
incentives
Education
&
Infrastructure
Investment
Note: Since 2008 the Memphis region has been working towards addressing these
problems and has implemented several projects aiming to improve the economic
conditions associated with these areas. As such, the language above may be
slightly overstated. There is still much work to be done, however.
Economic Development Challenges

Crime
Overview
Crime is a community attribute that, in part, determines the
attractiveness of a region and, as such, a region’s crime rate
is often considered a factor in its economic success.
In general, worsening economic conditions increase the
attractiveness of criminal activity because the opportunity
cost of committing a crime (forgoing wages, employment,
etc.) is reduced. The hypothesis is that improving economic
conditions will result in less crime.
Typically, changes in economic conditions and deterrence
(policing) affect property crimes more than they affect
violent crimes. The high levels of poverty in Memphis and the
accompanying levels of property crimes, coupled with the
relatively low crime levels in the wealthier surrounding suburbs
suggest that improving economic conditions for Memphis’
disadvantaged residents is a key step in improving the
investment climate for the region going forward.
Memphis
Research indicates that economic conditions are not strongly
correlated with the incidence of violent crime in American
cities; property crimes however are. Consequently, the
high incidence of property crimes in Shelby county are
understandable considering the high level of poverty that
exists there. As such, addressing the core issues relating to
poverty in the inner city is an essential step in addressing
crime in the region and bringing about positive change.
Workforce development, education and community
organizing & outreach are the most effective methods of
community development. From a geographic standpoint,
“smart growth” must be encouraged to help balance the
region’s tax base, environmental assets, services and jobs.
“The MSA has so
many positive
attributes it’s hard
to list them all. If we
had great schools
and a low crime rate
we would be overrun
with businesses
wanting to move to
Memphis.” - CEDS
Committee Member

TACIR on Growth
TACIR:
Tennessee Advisory
Commission on
Intergovernmental
Relations
Managing Growth
Smart Growth
Smart growth is about finding ways to manage sprawl and
improve our total quality of life. But smart growth is not just
about sprawl.
It is also about:
• Finding new sources of economic vitality for rural towns
and counties that are spiraling downward with a loss of
jobs, tax revenue, social services and people.
• Finding ways to preserve the scenic beauty and other
environmental assets of places that have
began to attract tourism, second-home,
and retirement development.
• Rejuvenating decaying cities and inner suburbs.

Smart growth, then, is not about curtailing all growth.
Instead, it is about each community planning wisely for the
future.
Challenges of Sprawl
Urban sprawl actually creates a need for new private and
public infrastructure, schools, and businesses to serve the
new development. The costs of new construction often
subtract from maintenance of the old infrastructure, schools,
and business. The old city, however, does not just evaporate
into the ether; it remains and becomes a physical and
geographic blight that is more costly to fix, police, and
maintain as a social commodity. In addition, the sheer size
of the modern metropolitan area becomes costly to run—
too much depreciation for the tax revenues or the business
revenues to cover effective replacement.
urban sprawl
—the tendency of the
modern city to grow
geographically more
rapidly than it grows in
population—
creates economic
and social burdens
for the city.
Regional Considerations

Green Energy Deployment
Tennessee Department of Labor and Workforce Development
Tennessee is at the forefront of investment in key areas
of renewable energy (RE) and energy efficiency (EE)
technology, including alternative fuels, energy conservation,
solar photovoltaic, and electric and hybrid vehicles.
Investment in energy technology is viewed as a key to the
state’s economic development and job creation.
Areas of most promise for alternative energy resources
in Tennessee include biomass, geothermal heat pumps,
hydropower, solar photovoltaic, wind, and energy efficiency.
Part of Tennessee’s loss of manufacturing jobs in the 1990’s
and early 2000’s could be replaced by jobs in renewable
energy, particularly in the manufacture of wind and solar
components.
Green Job Growth

County Profiles

Crittenden County, Arkansas
Crittenden County
Crittenden County was formed October 22, 1825, and was
the 12th county to be formed in Arkansas Territory and was
named for Robert Crittenden. The county is a rich, delta
farmland with the Mississippi River forming the eastern
boundary. Marion is the county seat. The Mississippi River, two
interstates, and three major railroads provide transportation
options with Memphis just across the river. Years ago, when
the Mississippi River changed its course, a natural lake was
formed and it is now called Horseshoe Lake that features
boating and water skiing. Wapanocca National Wildlife
Refuge has 1,800 acres of freshwater impoundment that
takes in a cypress-willow swamp teeming with wildlife. The
largest manmade attraction in the county is the Southland
Greyhound dog-racing park. As of the 2010 census,
Crittenden County had a population of 50,902 residents.
County Profile

Key Statistics
31srotcesllaroflatoT00 ,295 402,110
11 Agriculture, forestry, fishing and hunting a D
22 Utilities b D
9652noitcurtsnoC32 ,355
31-33 Manufacturing 1,467 58,624
14568edartelaselohW24 ,187
2edartliateR54-44 ,120 44,929
48-49 Transportation and warehousing 2,495 95,429
DbnoitamrofnI15
01762ecnarusnidnaecnaniF25 ,666
53 Real estate and rental and leasing 149 4,511
54 Professional, scientific, 8223secivreslacinhcetdna ,097
55 Management of companies and enterp 297sesir ,857
497 12,020
DcsecivreslanoitacudE16
1ecnatsissalaicosdnaerachtlaeH26 ,982 64,903
71 Arts, entertainment, 8373noitaercerdna ,224
72 A 1secivresdoofdnanoitadommocc ,452 17,076
81 Other services (except public administration) 696 12,882
Annual
payroll
($1,000)
me942ot001c ployees
Number of
establishments
Paid
employees
(number)
me91ot0a ployees
me99ot02b ployees
Crittenden County, Arkansas 2010 96
2007 North
American
Industry
Classification
System (NAICS)
code
Year code
National State Crittenden
Grade K-8 5.8% 6.3% 9.4%
Grade 9-12 8.7% 10.9% 15.8%
High School Graduate 29.9% 36% 35.7%
Some College; No Degree 19.7% 21.2% 21.1%
Associates Degree 7.8% 6.1% 4.2%
Bachelors Degree 17.8% 13.1% 9.7%
Graduate Degree 10.4% 6.5% 4.1%
Education Attainment
Employment Sectors
National State Crittenden
Median household income (dollars) $51,914 $39,267 $33,716
Mean household income (dollars) $70,883 $53,253 $47,814
Per capita income (dollars) $27,334 $21,274 $18,241
Economic Indicators

Challenges and Opportunities (From CEDS Survey)
What are the long-term (5-Year) priorities for economic
Improve image, attract upscale retail and related businesses
and industry.
Getting over the perception that, because of the River, we
are too far away and don’t have viable sites.
Overcoming negative perceptions.
Statistical Area)?
The challenge is to get the area’s vacancy rate down
and lease rate up. Otherwise the area is ideally suited for
continued expansion for the logistic industries as well as
manufacturing.

Health Profile
Health Outcomes 70
69
Premature death 12,811 11,719-13,902 5,466 9,580
65
Poor or fair health 22% 18-25% 10% 19%
Poor physical health days 3.7 3.1-4.4 2.6 4
Poor mental health days 4.7 3.6-5.7 2.3 3.7
Low birthweight 13.30% 12.4-14.1% 6.00% 9.00%
Health Factors 73
65
Adult smoking 24% 20-29% 14% 23%
Adult obesity 38% 33-42% 25% 32%
Physical inactivity 33% 29-38% 21% 31%
Excessive drinking 11% 8-15% 8% 12%
Motor vehicle crash death rate 22 17-27 12 25
Sexually transmitted infections 1,136 84 503
Teen birth rate 88 83-93 22 61
33
Uninsured 19% 17-21% 11% 20%
Primary care physicians 1,947:1 631:1 867:1
Preventable hospital stays 80 72-88 49 81
Diabetic screening 82% 75-89% 89% 81%
Mammography screening 55% 48-63% 74% 62%
74
High school graduation 71% 74%
Some college 50% 45-54% 68% 52%
Unemployment 11.10% 5.40% 7.90%
Children in poverty 46% 39-53% 13% 27%
Inadequate social support 27% 22-34% 14% 21%
Children in single-parent households 60% 55-66% 20% 35%
Violent crime rate 1,484 73 523
75
Air pollution-particulate matter days 1 0 0
Air pollution-ozone days 13 0 2
Access to recreational facilities 4 16 7
Limited access to healthy foods 19% 0% 12%
Fast food restaurants 65% 25% 50%
Health Behaviors
Clinical Care
Social & Economic Factors
Physical Environment
County Health Rankings - 2012 Arkansas Rank (of 75)
Mortality
Morbidity
Crittenden County Error Margin
National
Benchmark*

Agricultural Profile: Crittenden County, AR
Number of Farms
Land in Farms
Average Size of Farms
2007 2002 % Change
Market Value of
Products Sold
Crop Sales (100%)
Livestock Sales (0%)
Average Per Farm
$99,628,000
$99,628,000
$295,000
$374,542
$64,016,000
$268,974
+ 56
+ 39
266
313,688 Acres
1,179 Acres
238
305,671 Acres
1,284 Acres
+ 12
+ 3
- 8
Government Payments
Average Per Farm
Receiving Payments
$9,794,000
$46,198
$10,014,000
$71,021
- 2
- 35
Crittenden County
Arkansas
2007 2002 % change
Number of Farms 266 238 + 12
Land in Farms 313,688 acres 305,671 acres + 3
Average Size of Farm 1,179 acres 1,284 acres - 8
Market Value of Products Sold $99,628,000 $64,016,000 + 56
Crop Sales $99,333,000 (100 percent)
Livestock Sales $295,000 (0 percent)
Average Per Farm $374,542 $268,974 + 39
Government Payments $9,794,000 $10,014,000 - 2
Average Per Farm Receiving Payments $46,198 $71,021 - 35
Crittenden County
Arkansas
2007 2002 % change
Land in Farms 313,688 acres 305,671 acres + 3
Average Size of Farm 1,179 acres 1,284 acres - 8
Livestock Sales $295,000 (0 percent)
Average Per Farm $374,542 $268,974 + 39
Government Payments $9,794,000 $10,014,000 - 2
Source: USDA National Agricultural Statistics Service

Agricultural Profile: Crittenden County, AR
Crittenden County – Arkansas
Ranked items among the 75 state counties and 3,079 U.S. counties, 2007
esrevinUknaRetatSytitnauQmetI 1
U.S. Rank Universe 1
MARKET VALUE OF AGRICULTURAL PRODUCTS SOLD ($1,000)
Total value of agricultural products sold
Value of crops including nursery and greenhouse
Value of livestock, poultry, and their products
VALUE OF SALES BY COMMODITY GROUP ($1,000)
Grains, oilseeds, dry beans, and dry peas
Tobacco
Cotton and cottonseed
Vegetables, melons, potatoes, and sweet potatoes
Fruits, tree nuts, and berries
Nursery, greenhouse, floriculture, and sod
Cut Christmas trees and short rotation woody crops
Other crops and hay
Poultry and eggs
Cattle and calves
Milk and other dairy products from cows
Hogs and pigs
Sheep, goats, and their products
Horses, ponies, mules, burros, and donkeys
Aquaculture
Other animals and other animal products
TOP CROP ITEMS (acres)
Soybeans for beans
Wheat for grain, all
Cotton, all
Rice
Sorghum for grain
TOP LIVESTOCK INVENTORY ITEMS (number)
Layers
Cattle and calves
Colonies of bees
Horses and ponies
Ducks
99,628
99,333
295
81,845
-
17,239
-
(D)
(D)
-
(D)
16
113
-
-
22
(D)
-
(D)
168,018
54,149
32,745
32,318
12,110
905
707
(D)
243
182
37
14
75
17
-
9
-
55
(D)
-
66
61
75
-
-
38
(D)
-
(D)
3
2
9
18
4
51
74
15
69
13
75
75
75
59
-
23
74
70
60
29
75
75
75
45
71
72
71
41
67
47
49
23
36
39
75
75
70
75
69
896
376
3,012
325
-
71
-
(D)
(D)
-
(D)
2,246
2,970
-
-
2,238
(D)
-
(D)
25
277
83
32
153
1,713
2,934
(D)
2,789
690
3,076
3,072
3,069
2,933
437
626
2,796
2,659
2,703
1,710
3,054
3,020
3,054
2,493
2,922
2,998
3,024
1,498
2,875
2,039
2,481
627
135
1,158
3,024
3,060
2,640
3,066
2,733
Other County Highlights
Economic Characteristics Quantity
Farms by value of sales:
Less than $1,000
$1,000 to $2,499
$2,500 to $4,999
$5,000 to $9,999
$10,000 to $19,999
$20,000 to $24,999
$25,000 to $39,999
$40,000 to $49,999
$50,000 to $99,999
$100,000 to $249,999
$250,000 to $499,999
$500,000 or more
Total farm production expenses ($1,000)
Average per farm ($)
Net cash farm income of operation ($1,000)
48
8
6
15
20
3
11
-
30
27
35
63
88,292
331,925
25,837
97,133
Operator Characteristics Quantity
Principal operators by primary occupation:
Farming
Other
Principal operators by sex:
Male
Female
Average age of principal operator (years)
All operators by race 2
:
American Indian or Alaska Native
Asian
Black or African American
Native Hawaiian or Other Pacific Islander
White
More than one race
All operators of Spanish, Hispanic, or Latino Origin 2
184
82
254
12
54.7
1
2
60
-
334
7
-
See "Census of Agriculture, Volume 1, Geographic Area Series" for complete footnotes, explanations, definitions, and methodology.
(D) Cannot be disclosed. (Z) Less than half of the unit shown.
1
Universe is number of counties in state or U.S. with item. 2
Data were collected for a maximum of three operators per farm.

DeSoto County, Mississippi
DeSoto County
Bordered by Tennessee to the North, the Mississippi River and
rich Delta farmland accent DeSoto County’s Western border.
Industrial growth and community development thrive all over
the county. Arkabutla Lake, and the Coldwater River to the
South, offer outstanding recreational benefits to residents and
visitors alike. A unique blend of a metropolitan market mixed
with traditional rural life. DeSoto County has grown into a
destination county for individuals, families and corporations.
DeSoto County continues to be one of the fastest growing
counties in the nation, which has been most noticeable in the
cities of Southaven, Olive Branch and Hernando. As of 2000,
the population was 107,199. By 2010, the county had grown
to a population of 161,252.
County Profile

00 Total for all sectors 40,717 1,200,082
11 Agriculture, forestry, fishing and hunting 42 541
22 Utilities c D
236,85506,1noitcurtsnoC32
31-33 Manufacturing 3,219 135,131
447,721843,3edartelaselohW24
504,371212,7edartliateR54-44
48-49 Transportation and warehousing 4,500 154,643
911,8212noitamrofnI15
524,14579ecnarusnidnaecnaniF25
53 Real estate and rental and leasing 369 11,244
54 Professional, scientific, and technical services 1,093 34,093
55 Management of companies and enterp 378,2bsesir
4,129 111,859
719,9404secivreslanoitacudE16
254,002321,5ecnatsissalaicosdnaerachtlaeH26
321,8515noitaercerdna,tnemniatretne,strA17
72 Accommodation and food services 5,970 75,340
81 Other services (except p 556,83728,1)noitartsinimdacilbu
Annual
payroll
($1,000)
sdradnatsnoitacilbupteemtondidetamitseesuacebdlehhtiWS
Number of
establishments
Paid
employees
(number)
me942ot001c ployees
levelrehgihnidedulcnieraatad;seinapmoclaudividnirofatadgnisolcsiddiovaotdlehhtiWD
totals
me99ot02b ployees
DeSoto County, Mississippi 2010 265
DeSoto County, Mississippi 2010 2,521
2007 North
American
Industry
Classification
System
(NAICS) code
Year code
National State DeSoto
Grade K-8 5.8% 6.8% 2.1%
Grade 9-12 8.7% 12.9% 6.4%
High School Graduate 29.9% 32.9% 45.3%
Employment Sectors
Key Statistics
National State DeSoto
Economic Indicators

Page intentionally left blank

Health Outcomes 1
2
Premature death 7,845 7,348-8,342 5,466 10,811
1
County Health Rankings - 2012 Mississippi Rank (of 82)
Mortality
Morbidity
DeSoto County Error Margin
National
Benchmark*
Poor or fair health 16% 14 18% 10% 22%
Poor physical health days 3.4 3.0-3.8 2.6 4.1
Low birthweight 8.20% 7.8-8.7% 6.00% 11.80%
Health Factors 6
13
Adult smoking 25% 23-28% 14% 24%
Adult obesity 33% 30-35% 25% 36%
Physical inactivity 30% 28 33% 21% 33%
Health Behaviors
Sexually transmitted infections 454 84 803
8
Uninsured 18% 16-19% 11% 21%
Primary care physicians 2,185:1 631:1 1,155:1
P t bl h it l t 72 67 77 49 95
Clinical Care
4
Some college 62% 59-65% 68% 54%
Unemployment 7.80% 5.40% 10.40%
I d i l 21% 18 24% 14% 25%
Violent crime rate 177 73 317
64
f d
Health Profile

Agricultural Profile: DeSoto County, MS
Number of Farms
Land in Farms
2007 2002 % Change
Market Value of
Products Sold
Crop Sales (87%)
Average Per Farm
$30,314,000
$26,357,000
$3,958,000
$61,866
$21,396,000
$33,483
+ 42
+ 85
490
141,639 Acres
289 Acres
639
142,851 Acres
224 Acres
- 23
-1
+29
Government Payments
Average Per Farm
Receiving Payments
$2,659,000
$24,848
$2,417,000
$29,121
+ 10
- 15
DeSoto County
Mississippi
2007 2002 % change
Number of Farms 490 639 - 23
Land in Farms 141,639 acres 142,851 acres - 1
Average Size of Farm 289 acres 224 acres + 29
Livestock Sales $3,958,000 (13 percent)
Average Per Farm $61,866 $33,483 + 85
Government Payments $2,659,000 $2,417,000 + 10
DeSoto County
Mississippi
2007 2002 % change
Average Size of Farm 289 acres 224 acres + 29
Average Per Farm $61,866 $33,483 + 85

Agricultural Profile: DeSoto County, MS
DeSoto County – Mississippi
Tobacco
Other crops and hay
Poultry and eggs
Cattle and calves
Hogs and pigs
Aquaculture
Soybeans for beans
Corn for grain
Forage - land used for all hay and haylage, grass silage, and greenchop
Cotton, all
Broilers and other meat-type chickens
Quail
Cattle and calves
Colonies of bees
Layers
30,314
26,357
3,958
21,137
-
3,420
(D)
(D)
235
(D)
798
(D)
1,499
-
-
17
(D)
-
(D)
44,386
13,031
7,921
7,688
5,851
(D)
11,800
5,962
(D)
1,372
41
16
63
14
-
20
(D)
(D)
38
43
16
35
61
-
-
25
(D)
-
2
11
10
26
43
23
32
7
63
2
37
82
82
82
82
-
60
80
79
74
48
82
76
81
50
75
77
77
47
72
68
61
82
82
60
61
48
81
75
76
1,978
1,300
2,544
974
-
237
(D)
(D)
1,742
(D)
1,763
(D)
2,459
-
-
2,385
(D)
-
(D)
555
618
1,257
1,958
275
(D)
121
2,366
(D)
1,363
3,076
3,072
3,069
2,933
437
626
2,796
2,659
2,703
1,710
3,054
3,020
3,054
2,493
2,922
2,998
3,024
1,498
2,875
2,039
2,481
2,634
3,060
627
2,476
1,386
3,060
2,640
3,024
Less than $1,000
$1,000 to $2,499
$2,500 to $4,999
$5,000 to $9,999
$10,000 to $19,999
$20,000 to $24,999
$25,000 to $39,999
$40,000 to $49,999
$50,000 to $99,999
$100,000 to $249,999
$250,000 to $499,999
$500,000 or more
191
74
46
60
41
10
15
4
8
10
13
18
31,655
64,602
3,636
7,421
Farming
Other
Male
Female
:
Asian
White
More than one race
169
321
420
70
59.1
1
-
62
-
677
1
1
1

Fayette County, Tennessee
Fayette County
Located 30 minutes east of downtown Memphis, Fayette
County has a strong agricultural heritage as well as a rapidly
growing industrial, distribution and residential base. With a
population of 38,413, the county will soon be home to Norfolk
Southern’s largest and most sophisticated intermodal center
and has available industrial and corporate sites with great
proximity to major interstates (I-40, I-55, I-269) and railways.
The county’s largest employers include Medegen Medical
Products, Kellogg, Troxel, AOC, and Memphis Contract
Packaging.
Fayette County is known for its agricultural and historic
heritage. Antebellum homes and working farms throughout
the county are a testament to our roots and residents take
pride in our architectural treasures. Aside from its residential
attractiveness, Fayette County offers an abundance of
natural settings to enjoy, with some of the finest hunting and
fishing around. Whether you are visiting historic sites, fishing in
one of our lakes, paddling the Wolf River or strolling through
one of our festivals, you will always find something for your
enjoyment in Fayette County.
County Profile

00 T 333,622490,6srotcesllaroflato
11 Agriculture, forestry, fishing and hunting a D
22 Utilities b D
104,81894noitcurtsnoC32
31-33 Manufacturing 2,038 90,469
534,6351edartelaselohW24
705,81168edartliateR54-44
48-49 Transportation and warehousing 107 3,682
898,327noitamrofnI15
53 Real estate and rental and leasing 28 669
54 Professional, scientific, and technical services 118 6,952
55 Management of companies and enterp 036,22491sesir
e 11,098
DcsecivreslanoitacudE16
800,81955ecnatsissalaicosdnaerachtlaeH26
Dbnoitaercerdna,tnemniatretne,strA17
662,4793secivresdoofdnanoitadommoccA27
81 Other services (except p 999,4072)noitartsinimdacilbu
99 Industries not classified a D
2007 North
American
Industry
Classification
System (NAICS)
code
Year
code
Fayette County 0550102eessenneT,
330102eessenneT,ytnuoCetteyaF
100 to 249 employees
me91ot0a ployees
me99ot02b ployees
Number of
establishments
Paid
employees
(number)
Annual
payroll
($1,000)
me994ot052e ployees
c
National State Fayette
Grade K-8 5.8% 6.3% 8.3%
Grade 9-12 8.7% 10.8% 17.2%
Employment Sectors
Key Statistics
National State Fayette
Economic Indicators

Our opportunities are significant. Growth is coming to Piperton
one way or the other. Our challenge is to guide the growth
in a way that allows property taxes to remain low and the
quality of life for our residents to remain high.
Education is our number one priority regarding economic
development.
The biggest challenge will be to change the concept of a
“good job”.
Our challenge is to guide the growth in a way that allows
property taxes to remain low and the quality of life for our
residents to remain high.

Health Outcomes 13
12
Premature death 8,289 7,319-9,259 5,466 9,093
13
Low birthweight 9.80% 8.8-10.9% 6.00% 9.40%
Health Factors 20
32
Adult smoking 20% 13-30% 14% 24%
Adult obesity 36% 30-42% 25% 32%
28
Uninsured 16% 14-18% 11% 16%
15
Some college 54% 49-59% 68% 55%
Unemployment 10.70% 5.40% 9.70%
70
Rank (of 95)
Mortality
Morbidity
Fayette County Error Margin
National
Benchmark*
Health Behaviors
Clinical Care
County Health Rankings - 2012 Tennessee
Health Profile

Agricultural Profile: Fayette County, TN
Number of Farms
Land in Farms
2007 2002 % Change
Market Value of
Products Sold
Crop Sales (77%)
Average Per Farm
$35,200,000
$27,136,000
$8,064,000
$36,975
$38,034,000
$42,543
- 7
- 13
952
227,434 Acres
239 Acres
894
273,817 Acres
306 Acres
+ 6
- 17
- 22
Government Payments
Average Per Farm
Receiving Payments
$5,812,000
$12,471
$2,837,000
$8,320
+ 105
+ 50
Fayette County
Tennessee
2007 2002 % change
Average Size of Farm 239 acres 306 acres - 22
Market Value of Products Sold $35,200,000 $38,034,000 - 7
Average Per Farm $36,975 $42,543 - 13
Average Per Farm Receiving Payments $12,471 $8,320 + 50
Fayette County
Tennessee
2007 2002 % change
Market Value of Products Sold $35,200,000 $38,034,000 - 7
Average Per Farm $36,975 $42,543 - 13

Agricultural Profile: Fayette County, TN
Fayette County – Tennessee
Tobacco
Other crops and hay
Poultry and eggs
Cattle and calves
Hogs and pigs
Aquaculture
Cotton, all
Soybeans for beans
Corn for grain
Cattle and calves
Hogs and pigs
Horses and ponies
Quail
Layers
35,200
27,136
8,064
12,830
-
11,624
(D)
(D)
1,959
(D)
675
66
5,267
442
788
7
1,486
(D)
(D)
36,661
29,225
17,584
15,186
7,542
20,647
(D)
2,626
(D)
790
24
13
52
13
-
6
53
(D)
20
52
9
46
48
51
8
88
5
30
(D)
6
11
41
16
14
44
5
14
10
67
95
95
95
94
60
25
91
82
93
63
95
94
95
85
90
94
94
50
95
25
79
95
94
81
95
93
95
58
94
1,861
1,284
2,174
1,152
-
105
(D)
(D)
818
(D)
1,910
1,560
1,670
1,657
952
2,708
130
(D)
(D)
72
706
1,161
1,037
821
1,393
(D)
345
(D)
1,836
3,076
3,072
3,069
2,933
437
626
2,796
2,659
2,703
1,710
3,054
3,020
3,054
2,493
2,922
2,998
3,024
1,498
2,875
627
2,039
3,060
2,634
2,481
3,060
2,958
3,066
1,386
3,024
Less than $1,000
$1,000 to $2,499
$2,500 to $4,999
$5,000 to $9,999
$10,000 to $19,999
$20,000 to $24,999
$25,000 to $39,999
$40,000 to $49,999
$50,000 to $99,999
$100,000 to $249,999
$250,000 to $499,999
$500,000 or more
494
92
53
95
74
18
19
9
28
33
19
18
42,030
44,149
2,667
2,801
Farming
Other
Male
Female
:
Asian
White
More than one race
343
609
800
152
58.3
7
5
146
-
1,227
22
5
1

Lauderdale County, Tennessee
Lauderdale County
Located along the Mississippi River with a population of
27,815 and employers such as Marvin Windows & Doors,
Komatsu and newly located Quaprotek, Lauderdale is
recognized as an emerging location for multiple industrial
sectors. The county currently contains five certified industrial
sites that have existing infrastructure and ready access to
transportation and logistics hubs. With increased participation
in the West Star Leadership program, Delta Leadership
Institute and Leadership Lauderdale, the county is
systematically developing a group of leaders who can help
the county succeed and grow well into the future.
County Profile

National State Lauderdale
Economic Indicators
00 T 814,031944,4srotcesllaroflato
Dagnitnuhdnagnihsif,yrtserof,erutlucirgA11
22 Utilities b D
255,127noitcurtsnoC32
693,83801,1gnirutcafunaM33-13
081,92527edartelaselohW24
44-45 Retail trade 743 15,122
48-49 T Dbgnisuoherawdnanoitatropsnar
51 Information e D
141,183gnisaeldnalatnerdnaetatselaeR35
638bsecivreslacinhcetdna,cifitneics,lanoisseforP45
DasesirpretnednaseinapmocfotnemeganaM55
b 1,328
637,61945ecnatsissalaicosdnaerachtlaeH26
852anoitaercerdna,tnemniatretne,strA17
252,3162secivresdoofdnanoitadommoccA27
958,2471)noitartsinimdacilbuptpecxe(secivresrehtO18
DadeifissalctonseirtsudnI99
Annual
payroll
($1,000)
Paid
employees
(number)
Number of
establishments
me99ot02b ployees
me994ot052e ployees
Lauderdale County, Tennessee 2010 1
me91ot0a ployees
2007 North
American
Industry
Classification
System (NAICS)
code
Year code
National State Lauderdale
Grade K-8 5.8% 6.3% 12%
Grade 9-12 8.7% 10.8% 20.6%
Associates Degree 7.8% 5.9% 3%
Employment Sectors
Key Statistics

What are the immediate (1-Year) priorities for economic
Recruitment of retail and industry to our area and major
marketing of Tourism
increase the number of National Career Readiness Certificate
holders and skilled workers WIA and/or other grant funds
amount to be determined
What are the long-term (5-Year) priorities for economic
Provide a well trained workforce to attract new industry and/
or encourage existing industry to expand. WIA and/or other
grant funds amount to be determined.
Unskilled workforce, lack of industrial jobs due to lay-offs and
industry closings, lack of money to market tourism, lack of
recreational facilites for our youth.
The economy itself. Loss of jobs, lack of retail, lack of
recreational facilities.
Statistical Area)?
Unskilled workforce
Major Opportunities - Memphis Area Mega Site is nearby, as
well as the Port of Cates Landing. Also, due to layoffs, there is
an abundance of qualified workforce.
Challenges - funding availability to assure that workforce is
trained.

Health Outcomes 87
72
Premature death 11,053 9,675-12,430 5,466 9,093
91
County Health Rankings - 2012 Tennessee Rank (of 95)
Mortality
Morbidity
Lauderdale County Error Margin
National
Benchmark*
Low birthweight 11.80% 10.6-13.0% 6.00% 9.40%
Health Factors 95
95
Adult smoking 35% 27-45% 14% 24%
Adult obesity 36% 30-42% 25% 32%
Health Behaviors
85
Uninsured 19% 17-21% 11% 16%
Clinical Care
y y
94
Some college 29% 24-33% 68% 55%
Unemployment 15.70% 5.40% 9.70%
Children in poverty 32% 23 42% 13% 26%
49
Health Profile

Agricultural Profile: Lauderdale County, TN
Number of Farms
Land in Farms
2007 2002 % Change
Market Value of
Products Sold
Crop Sales (95%)
Average Per Farm
$44,022,000
$41,679,000
$2,342,000
$73,126
$38,142,000
$61,125
+ 15
+ 20
602
192,232 Acres
319 Acres
624
215,072 Acres
345 Acres
- 4
- 11
- 8
Government Payments
Average Per Farm
Receiving Payments
$5,356,000
$13,000
$2,804,000
$8,419
+ 91
+ 54
Lauderdale County
Tennessee
2007 2002 % change
Average Per Farm $73,126 $61,125 + 20
Lauderdale County
Tennessee
2007 2002 % change
Average Per Farm $73,126 $61,125 + 20

Agricultural Profile: Lauderdale County, TN
Lauderdale County – Tennessee
Tobacco
Other crops and hay
Poultry and eggs
Cattle and calves
Hogs and pigs
Aquaculture
Soybeans for beans
Cotton, all
Corn for grain
Cattle and calves
Horses and ponies
Quail
Goats, all
Layers
44,022
41,679
2,342
22,008
-
16,263
(D)
(D)
92
-
(D)
2
1,628
(D)
11
20
(D)
-
(D)
56,705
45,119
24,736
7,714
5,395
7,304
758
750
513
239
19
10
86
5
-
3
10
49
73
-
(D)
93
88
(D)
65
72
(D)
-
94
5
5
9
13
91
85
68
19
72
90
95
95
95
94
60
25
91
82
93
63
95
94
95
85
90
94
94
50
95
79
25
94
81
95
95
95
58
95
94
1,667
996
2,743
949
-
77
(D)
(D)
2,055
-
(D)
2,873
2,414
(D)
2,226
2,293
(D)
-
2,857
463
59
851
808
2,240
2,233
1,750
444
1,440
2,577
3,076
3,072
3,069
2,933
437
626
2,796
2,659
2,703
1,710
3,054
3,020
3,054
2,493
2,922
2,998
3,024
1,498
2,875
2,039
627
2,634
2,481
3,060
3,060
3,066
1,386
3,023
3,024
Less than $1,000
$1,000 to $2,499
$2,500 to $4,999
$5,000 to $9,999
$10,000 to $19,999
$20,000 to $24,999
$25,000 to $39,999
$40,000 to $49,999
$50,000 to $99,999
$100,000 to $249,999
$250,000 to $499,999
$500,000 or more
317
63
30
45
35
9
15
3
21
18
19
27
44,450
73,837
7,213
11,982
Farming
Other
Male
Female
:
Asian
White
More than one race
206
396
502
100
58.7
2
-
33
-
794
1
1
1

Shelby County, Tennessee
Shelby County
Historically known as “America’s Distribution Center”,
Memphis is now also known worldwide as “America’s
Aerotropolis” and a global hub for FedEx. According to the
2010 census, Memphis is the 20th largest city in the U.S. and
the largest city in Tennessee, ranking it larger than Atlanta,
Boston, Denver, St. Louis and Washington DC. The Memphis
metro economy (as measured by gross metro product) is
larger than the economy of 12 states and is ranked 44th
out of 366 metro areas in the United States. Memphis is
home to three Fortune 500 headquarters (FedEx, AutoZone,
and International Paper) and was named in 2010 by Site
Selection magazine as one of the Top 10 Metro Area’s for site
relocation in the nation and by Inc. magazine as one of the
“Best Places to do Business in America.”
County Profile

Work Example 1_CEDS

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