Details of Worth County Strategic Plan Released

Details of the draft Worth County Strategic Plan have been released to the Northwest Missouri Regional Council of Governments’ website. The draft is open for public comments until June 30th on the site.

The COG facilitated three different planning meetings with Worth County citizens on April 10th, May 12th, and June 2nd. The draft document was built following those three meetings.

During the process, the committee discussed strengths, weaknesses, opportunities, and challenges for the county. Drawing on that, the committee developed three overarching goals aimed at strengthening the county’s future. For each goal, specific objectives were crafted to guide action and measure progress.

Strengths were listed as follows:

—Good schools and faculty;

—Mission Possible;

—Worth County Progress Organization;

—Volunteer Fire Departments and EMS;

—Strong Community;

—Low crime rate;

—Nursing home;

—Churches;

—Dollar General;

—Worth County Partnership Library;

—Strong agriculture base (over 400 jobs related to farming);

—Affordable cost of living;

—Jeremiah Project;

—Strong alumni base;

—Strong traditions;

—Accessible healthcare access;

—Self-employed residents;

—Approachable civic leaders;

—Community recreational facilities;

—Quality of life;

—Low homeless population;

—Connect Worth County;

—Low tax structure.

Weaknesses were listed as follows:

—Non-resident landowners;

—Decreasing population (Worth County has dropped below 2,000 people this decade);

—Low tax base;

—Lack of employment opportunities;

—Lack of support for lower businesses;

—Lack of housing;

—Deteriorating buildings;

—Aging population;

—Lack of youth organizations;

—Public utilities;

—Lack of consistent community engagement;

—Lack of childcare services;

—Lack of sidewalks and crosswalks;

—Lack of programs to help develop future leadership;

—Lack of volunteers;

—Lack of acceptance for new residents;

—Lack of awareness for emergency systems, including Textcaster.

Opportunities included the following:

—Textcaster awareness;

—Leaving legacy trusts and grants;

—Renovating and demolishing deteriorating and aging buildings;

—Engaging with youth;

—Community growth opportunities and networking;

—Campground and park improvements;

—Farmers Market;

—New power transmission lines;

—Available workforce.

Challenges included the following:

—Insurance and healthcare costs.

—Aging and declining population;

—Aging infrastructure;

—Limited funding resources and grant capacity;

—Federal, state, and local regulations;

—Lack of availability of trade services;

—Unfunded mandates;

—Inaccurate GIS and map information;

—Mail delays;

—Poor collaboration with outside agencies.

Out of that list, goals and objectives were developed. The first goal was to increase engagement and community development across Worth County.

The first objective was to promote skilled workforce retention. It would be implemented through subsidized trade education initiatives offering tuition assistance in exchange for a commitment to reside and work in Worth County. The second plan would be to develop and promote adult leadership programs through such programs as the Neighborhood Leadership Academy in partnership with the Extension.

The second objective was to strengthen youth engagement and education. This would be done by partnering with the school and the Success Ready Student Network, reviving and supporting the 4-H Club, and utilize DARE and other programs.

The third objective was to improve new resident integration. This would be done by creating a comprehensive welcome packet providing essential community information and collaborating with local utility companies, realtors, and developers to ensure new residents receive it.

The fourth objective was to increase visibility and celebrate progress by sharing successes, milestones, and community achievements regularly.

Partnerships include the University Extension, Great Northwest Days, Worth County Progress Organization, Worth County Commission, Grant City Community Improvement Organization, Worth County School, Missouri Municipal League, Missouri Community Betterment, Northwest Missouri Regional Council, Northwest Roundtable of Economic Developers, community stakeholders, and local charitable trusts.

The second goal was business and economic development.

The first objective was to attract and retain new businesses. This would be done by identifying and targeting key industries and offering financial incentives, property tax abatement, New Headquarters Credits, Tax Increment Financing, and an Enhanced Economic Zone. The county, around 12-15 years ago, successfully created one and formed a board for it, but it fell by the wayside.

The second objective was to improve infrastructure. That would be done by repairing or installing new sidewalks and crosswalks, starting new beautification programs such as landscaping, pocket parks, and public art, demolition grants, tax incentives to demolish or renovate existing buildings, and utilize the Extension to do a sidewalk survey and assess needs.

The third objective was to strengthen workforce development. It would be done by collaborating with the school and local businesses to develop industry-aligned training initiatives to build a skilled workforce, possibly working with Success Ready Student Network.

The fourth objective was to promote and strengthen local purchasing. It would be done by expanding farmers markets and craft fairs and develop and distribute directories of local businesses and products.

The fifth objective was to enhance marketing and outreach by developing a comprehensive marketing strategy highlighting the county’s assets.

Partnerships include the Missouri DOT, Missouri Housing & Urban Development, Missouri Community Betterment, Missouri Municipal League, University Extension, Northwest Missouri State University Small Business Development Center, Worth County Progress, Grant City Community Improvement Association, the Transportation Advisory Committee, Great Northwest Days, Northwest Missouri Enterprise Facilitation, community stakeholders, and the Success Ready Student Network.

Resources include the Land & Water Conservation Fund, the DOT’s Transportation Alternative program, USDA Rural Development Facilities Grant and Loan Program, RAISE Discretionary Grants, CDBG Grants, USDA Farmers Market Promotion Program, local charitable trusts, and Missouri Works.

The third goal identified was community growth and infrastructure improvements.

The first objective was to develop community recreation and fitness facilities. This would be done by engaging residents through surveys, focus groups, and town hall meetings to identify desired recreational facilities. Other actions include assessing existing facilities and identifying gaps such as walking trails, playgrounds, and fitness amenities, researching funding sources, and establishing partnerships.

The school recently attempted to pass a bond issue that included the construction of a new gym that would double as a recreational facility, but it required a 4/7 majority and was voted down twice after it attracted organized opposition. The school subsequently passed a bond issue without the recreational facility.

The second objective was to improve public utilities and infrastructure. The first action would be to conduct a comprehensive review of water, sewer, electricity, broadband, and other utilities to identify gaps. The second would be to prioritize projects based on community needs and impact. The third would be to pursue federal, state, and private funding for utility upgrades and expansion.

The third objective was to strengthen cross-organization collaboration and communication. This would be done by establishing better platforms among the various community organizations and promote shared initiatives such as community gardens and joint community events.

The fourth objective was to gather more community feedback and data. It would be done by conducting and promoting participation in the Maximize Northwest Missouri Resident Public Survey to collect diverse community perspectives.

The fifth objective was to promote and implement affordable housing initiatives. It would be done by identifying areas with the greatest need for affordable housing, collaborating with developers, nonprofits, and financial institutions, and seeking funding through grants, tax incentives, and public-private partnerships.