HomeMy WebLinkAboutAgenda - 06-07-2005-6aORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: June 7, 2005
Action Agen
Item No.
SUBJECT: Economic Development Strategic Plan
DEPARTMENT: Economic Development PUBLIC HEARING: (Y/N) No
ATTACHMENT(S): INFORMATION CONTACT:
A) Resolution Supporting EDC Five-Year Dianne Reid, ext 2326
Strategic Plan
B) Executive Summary of Plan
TELEPHONE NUMBERS:
Hillsborough 732-8181
Chapel Hill 968-4501
Durham 688-7331
Mebane 336-227-2031
PURPOSE: To formally endorse Investing in Innovation, the Orange County Economic
Development Commission Five-Year Strategic Plan.
BACKGROUND: At its annual board retreat in October 2002, the Orange County Economic
Development Commission (EDC) resolved to complete a new strategic plan to guide the
organization. A subcommittee farmed to work with staff on development of the planning
process.. The group engaged Leslie Scott Stewart of the UNC-Chapel Hill Office of Economic
Development to assist in the effort.
In the period since the last economic development strategic plan was adopted in 1996, several
plans and studies were completed within the towns of Orange County and the surrounding
region. The EDC decided to build directly on that work to help frame the issues for the County's
current planning process. The EDC also decided to undertake aweb-based survey on broad
questions related to the Orange County economy.
The EDC used the summary and the survey results as background information for an Economic
Development Summit for Orange County, held on January 7, 2004 at the Friday Center and
attended by 120 people. Following a keynote speech by Mary Jo Waits, Associate Director of
the Morrison Institute for Public Policy at Arizona State University, participants broke into four
groups to prioritize and develop 5-year strategies.
Based on the small group work, four key areas emerged:
Business Climate
• Infrastructure
• Workforce Development
• Quality of Place
After lunch, participants attended an initial work group session (based on individual interest) in
the four issue areas.
The four work groups continued to meet during the remainder of 2004, with each group meeting
at least seven times. In addition, the ca-chairs of the work groups have met three times to
consider the overall strategy, and the Board of the EDC has devoted substantial portions of
sixteen meetings over the past two years. Conservatively, staff estimates the number of
volunteer hours involved in the strategic planning effort to date to exceed 1,400.
In November 2004, the EDC held a joint meeting with the Board of County Commissioners to
present and discuss the draft Strategic Plan. The Commissioners present suggested that the
EDC take the plan to other elected boards and organizations to get feedback and support. In
the intervening months, the Town of Carrboro, the Chapel Hill/Carrbaro Chamber of Commerce,
and the Hillsborough/Orange County Chamber of Commerce have formally endorsed the
Strategic Plan. The EDC formally presented the plan to the Town of Hillsborough in April and
will present it to the Town of Chapel Hill on June 15.
Based upon the support garnered to date, the Board is requested to approve the attached
resolution of support..
FINANCIAL IMPACT: None
RECOMMENDATION(S): The Manager recommends that the Board approve the attached
Resolution Supporting the Qrange County Economic Development Commission's Five Year
Strategic Plan Entitled Invesfinq in Innovation.
ORANGE COUNTY BOARD OF COMMISSIONERS
A RESOLUTION SUPPORTING THE ORANGE COUNTY
ECONOMIC DEVELOPMENT COMMISSION'S FIVE-YEAR STRATEGIC PLAN
ENTITLED INVESTING IN INNOVATION
WHEREAS, the Orange County Economic Development Commission's Five-Year Strategic Plan
entitled Investing in /nnovation seeks to create 5,000 new private sector jobs and add
$125,000,000 in new commercial property by June 2009; and
WHEREAS, the Strategic Plan outlines specific and attainable goals in four work group areas:
Business Climate, Infrastructure, Work Force Development, and Quality of Life; and
WHEREAS, the Strategic Plan was developed via 28 work group meetings and over 1400
volunteer hours; and
WHEREAS, support has been sought for the Strategic Plan through presentations to local
governments, civic organizations, and business organizations; and
WHEREAS, the Economic Development Commission Board Members and Director presented
the Strategic Plan to the Garrboro Board of Aldermen, the Government Relations Committee of
the Chapel Hill/Garrboro Chamber of Commerce, the Government Affairs Committee of the
Hillsborough/Orange County Chamber of Commerce, the membership of the
Hillsborough/Orange County Chamber of Commerce, the Hillsborough Town Board, and other
civic organizations and received comments and suggestions on the report; and
WHEREAS, the Garrboro Board of Aldermen, the Chapel Hill/Garrboro Chamber of Commerce,
and the Hillsborough/Orange County Chamber of Commerce have passed resolutions
supporting the Strategic Plan and urging its formal adoption by Orange County Government;
NOW THEREFORE BE IT RESOLVED that the Orange County Board of Commissioners
hereby formally endorses the Economic Development Commission Five-Year Strategic Plan and
encourages the Economic Development Commission to move forward with implementation.
DRAFT
INVESTING IN INNOVATION
Orange County Economic Development Commission
Five-Year Strategic Plan: 2004-20Q9
EXECUTIVE SUMMARY
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ORANGE COUNTY
NORTH CAROLINA
Pfl ESEfl VAT1011 PPOO flE55 PEOPLE
The Economic Development Commission (EDC) gratefully acknowledges the efforts otthe more than 120
county residents who contributed over 1300 volunteer hours to help craft a strategic vision for economic
development in Orange County. The EDC particularly thanks the work group co-chairs who gave so freely
of their time and energy.
Letter from the EDC Chair
At its annual board retreat in October 2002, the Orange County Economic Development Commission
(EDC) resolved to complete a new strategic plan to guide the organization, A subcommittee formed to
work with staff'on development of'the planning process, The group engaged Leslie Scott Stewart of the
UNC-Chapel Hill Office of Economic Development to assist in the effort.
In the period since the last economic development strategic plan was adopted in 1996, several plans and
studies were completed within the towns of Orange County and the surrounding region, The EDC
decided to build directly on that work to help frame the issues for the county's current planning process.
The EDC also decided to undertake aweb-based survey on broad questions related to the Orange County
economy,
The EDC used the summary and the survey results as background information for an Economic
Development Summit for Orange County, held on .lanuary 7, 2004 at the Friday Center and attended by
120 people. Following a keynote speech by Mary Jo Waits, Associate Director of the Morrison Institute
for Public Policy at Arizona State University, participants broke into four groups to prioritize and develop
5-year strategies.
Based on the small group work, four key areas emerged:
• Business Climate
• Infrastructure
• Workforce Development
• Quality of Place
After lunch, participants attended an initial work group session (based on individual interest) in the four
issue areas.
The four work groups continued to meet during the months of February through June, with each group
meeting at least six times, In addition, the co-chairs of the work groups have met three times to consider
the overall strategy, and the Directors of the EDC have devoted substantial portions of thirteen meetings
over the past two years. Conservatively, we estimate the number of volunteer hours involved in the
strategic planning effort to date to exceed 1,300.
We are pleased to present the draft plan, and encourage you to help us refine and further strengthen the
economic development five-year plan for Orange County, Please forward any comments or suggestions
to the Orange County Economic Development Commission via email (edcmail(a~co.oranee.nc.us) or
telephone the office at 919-245-2325. You may also submit comments to:
Economic Development Commission
P.O. Box 1177
Hillsborough, NC 27278
We look forward to hearing from you and working together to attain our goal of creating 5,000 new
private sector jobs and $125,000,000 in new cmnmercial tax base by June 2009..
~~~ ~~~~
Ruffin Slater
Chair, L-conomic Development Commission
August 2004
Strategic Vision for Orange County
Orange County Economic Development Commission Five-Year Plan:
2004-2009
1;DC Mission: Our purpose is to snake Orange County a smart, innovative place - a great place
in which to live and work. We encourage public-private investments to provide,jobs for county
residents and to increase the non-residential tax base. Through these investments, we enhance
the financial well-being and quality of life of county residents, and the ability of their local
governments to provide high-quality services.
Overall Goal: To create 5,000 new private sector jobs in Orange County and add
$125,000,000 in new commercial property by June 2009
Justification for Goal: Orange County has wonderful assets*, including:
• awell-educated workforce (almost 57 percent of adults are college graduates)
• historically low unemployment (2.4 percent in April 2004)
• high per capita income (8`" out of the 100 counties in North Carolina)
• public schools that rank among the highest in the state on various performance treasures
• the University of North Carolina at Chapel Hill, consistently rated as one of the nation's
top research universities
• proxitnity to two major airports
• location approximately midway between the Piedmont Triad and the heart of'the
Research Triangle, with interstate highway connections to both
• vibrant and distinct towns (Chapel 1-fill, Carrboro, Hillsborough, and part of Mebane)
• protected rural areas, parks, and greenways
But the County has challenges* as well:
• a tax base primarily composed of residential property (86.4 percent oftotal assessed
value)
• location within EPA non-attainment region due to ground level ozone
• heavy reliance upon public sector for,jobs (44.7 percent of all jobs are in government
sector)
• retail sales per capita well below the state average
• high housing prices; average home sales price of'$256,123
• cost of living (at 114.8 percent of national average) well above neighboring counties
• perception among tnany business owners that the county is not business-friendly
• continuing underemployment**
• under 60 percent of county workers employed within the county
• about 40 percent of counry,jobs filled by residents ofother counties
*All data reported are most recent available as of lure 2004.
**Underemployment includes workers overqualified for available jobs, those working part time because full time
employment is not available, and discouraged workers no longer looking for work.
By creating 5,000 new,jobs (and working to ensure that at least 75 percent of those,jobs are filled
by county residents) and encouraging new investments in cormnercia] property, the EL)C can
begin to address some of the challenges. Further, we need to make sure that county residents are
able to move into the new,jobs. And we need to help stop the leakage of retail sales dollars out
of the county.
Workgroups: Coming out of the Economic Summit in .January 2004, participants identified
four areas that needed work:
1) Improved Business Climate (to enable businesses to create the needed jobs)
2) Infrastructure (to ensure that businesses can flourish)
3) Workforce Development (to make sure workers have the skills needed to assume the
new jobs)
4) Quality of Place (to ensure that Orange County remains a great place to live and
work)
Volunteer workgroups formed around each ofthese areas, and they have developed goal
statements as follows:
Business Climate: By June 2009, public-private partnerships will have formed to create a
stronger business climate and Orange County will have a clear set of guidelines and regulatory
standards designed to sustain and nurture existing businesses, encourage entrepreneurship, and
attract targeted employers.
Infrastructure: By June 2009, infrastructure will be in place to support the county's economic
development goals of increasing the commercial tax base and retaining and attracting targeted
businesses.
Workforce Development: By June 2009, effective systems will be in place to train and support
residents and those who work in Orange County. At least 75 percent of all new,jobs in the
county (for both new and expanding businesses) will be filled by county residents.
Ouality of Place: By June 2009, Orange County will have thriving partnerships ensuring that
the county is a great place in which to live and work, attracting and retaining the creative
community of innovators, artists and civic leaders that will drive the desired economy,
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Worlcgroup on Business Climate
Overall Strategy: By June 2009, public-private partnerships will have formed to create a
stronger business climate and Orange County will have a clear set of guidelines, standards,
and procedures designed to sustain and nurture existing businesses, encourage
entrepreneurship, and attract targeted employers
Wlry the strategy is critical: Orange County is widely viewed as being unfriendly to business,
Regardless of whether the perception reflects reality, it creates a difficult environment for
business retention and expansion, for business recruitment, and for entrepreneurship.. By
improving the business climate, Orange County can demonstrate its support for the private sector
creation of'good jobs and increased commercial tax base. This investment will, in turn, result in
increased tax revenues to support quality education and enhanced government services,
Key Sub-Elements and Action Steps:
A. Develop clear criteria defining desirable businesses for the next five years, including
agricultural businesses
I) Utilize community values as expressed in previous planning efforts (and
Economic Summit) as basis for promulgating criteria for desirable businesses
Potential criteria includes:
- Builds upon or supports existing assets in the county
- Creates high quality jobs for Orange County residents (jobs pay well,
offer career advancement potential, offer good benefits)
- Increases commercial tax revenues (property and/or sales tax)
- Creates minimal impact on the environment
- Possesses viable business plan
- Preference for local ownership
- Commitment to remain in county
- Preference for headquarters
- Growth potential, particularly,jobs
- Preference for business in one often industry clusters identified in
Research Triangle Regional Partnership's competitiveness plan
(Stayinu on Ton)Z,
2) Engage in open discussion with elected boards, business groups, and other
community organizations to develop criteria
• Identify and justify RTRP clusters with potential in Orange County
• Inventory existing assets in county
3) Develop a consensus for these criteria
~ The following are potential businesses/sectors: life sciences/medical technology effort; capture and retain
commercialization of technology out of UNC; agricultural biotechnology focus; tourism, conferences and sports
tournament, including cross marketing opportunities behveen urban and rural attraction; agriculwral entrepreneurship
(with associated toms program?)
'' The areas are pharmaceuticals; biological agents and infectious diseases; agricultaral biotechnology; pervasive
computing; advanced medical cam; analytical instrumentation, nanoscale technologies; informatics; vehicle component
parts; logistics and distribution.
11
B, Identify barriers
I) Convene focus group(s) with business owners and design/development
professionals. If defined as a barrier, examine development ordinances to ensure
they are not discouraging business
C. Provide outreach, recognition, and/or expedited service to new and existing
businesses that meet the development criteria. The focus of public regulatory
bodies should be making projects that fit the criteria work, giving clear expectations
and timelines for project a pproval. (One possibility, establish economic
development facilitator to work with business clients)
1) Establish recognition/reward program for businesses that meet desired criteria
2) Conduct outreach to businesses meeting criteria (in cooperation with Chambers
of Commerce, Research Triangle Regional Partnership, and N.C. Department of
Commerce)
3) Clarify approval processes -development approval and business permitting
process should be clear, concise and timely
4) Target loan pool and any available incentives to businesses meeting criteria
5) Document work by ED staff as facilitators assisting companies through the
development, planning, and permitting process
D. Form partnerships both within and outside the county to create a stronger business
climate and market the change to existing and potential employers
I) Work with UNC to:
• Document requirements of UNC spin-off businesses, including spec sheet for
basic facility needs
• Obtain list of UNC spin-off companies needing space in the near future
• Document any appropriate facilities and those that could be retrofitted
• Develop an economic development portal and single point of contact
Z) Encourage Chambers of Commerce, I1NC, County, and Town economic
development organizations to meet at least semi-annually to develop
collaboration on issues of common concern (Tasks include enhancement of
existing shopping districts and identification of future employment zones, e.g.,
existing/zoned commercial areas, L-conomic Development Districts, transit
corridors)
3) Increase funding for EDC to enhance its website and develop other marketing
materials
4) Fonn public-private committee of 100
1;, Focus public educational efforts on sustainability issues, looking at the social,
economic and environmental contributions of local businesses
1) Continue and expand the Orange County Business Expo
2) Conduct educational campaign around issues of sustainability (in coordination
with Council for a Sustainable Community). Examples include print/radio
media, op-ed pieces, meeting with editorial boards, connecting buyers and
suppliers, speaker's bureaus
3) L-nhance Buy Local Campaign to increase reiail sales and keep sales tax revenue
in Orange County
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Workgroup on Infrastructure
Overall Strategy: By June 2009, infrastructure will be in place to support the county's
economic development goals of increasing the commercial tax base and retaining and
attracting targeted businesses.
Why the strategy is critical: Infrastructure helps support desired growth patterns and economic
goals, Orange County and its municipalities have led the state in establishing an urban growth
boundary that limits expansion of utilities to prevent low-density sprawl throughout rural areas.
Area governments now need to encourage and accmnmodate higher density in appropriate areas,
including the county's three Economic Development Districts.
Key Sub-Elements and Action Steps:
A. Extend water and sewer into all three Economic Development Districts
1) Continue to facilitate expansion of water, sewer, and other utilities to Buckhorn
Economic Development District
2) Continue to facilitate expansion of water, sewer, and other utilities to the
Hillsborough Economic Development District
3) Continue to work with the City of Durham to establish a water and sewer
extension agreement for the Durham/Eno Economic Development District while
maintaining high standards for development in the EDD and remaining sensitive
to the nearby Eno River State Park
4) Meet with properly owners
5) Revisit permitted uses (primary and secondary, other standards)
6) Revisit developable square footage in each EDD
B. Establish adequate information networks (e.g., high-speed Internet, cellular towers)
throughout the towns and the county
1) Encourage the expansion of affordable high-speed Internet access, fiber-optic
lines, and other high-speed communication networks to rural and un-
served/underserved areas
• Endorse/support Master Telecommunications Plan (MTP)
• Support extension of'cable Internet access to rural areas/subdivisions
• Support wireless areas (ex. Carrboro, UNC, etc.)
C. Encourage participation and input as appropriate in area plans and projects (i.e.
storm water plans, plans for the physical infrastructure of Carolina No rth,
including transportation elements for Phase I)
1) Stay abreast of current planning issues and provide input as required
2) Promote maintenance and development of adequate storm water and solid waste
reclamation and environmental practices
3) As appropriate, provide input into Carolina North infrastructure, such as
transportation (including rail and parking) and synergy with surrounding areas
10
14
D. Provide input and encourage participation in updated county land use plan and
concomitant tools, including provisions for transfer of development rights, to
conserve and protect resources and open space
1) Encourage the adoption of ordinances and policies transferring development
rights from rural to urban areas (to conserve rural areas and farmland)
E. Encourage compact and higher density development in areas served by water and
sewer
I) Review and revise as needed permitted land uses in EDL)s and activity nodes to
encourage the desired businesses identified by Business Climate work group
Z) Ensure continued collaboration between municipalities and the county to
maintain the Urban Growth Boundary to prevent low-density sprawl in rural
areas
3) Promote redevelopment and re-use of underused and vacant properties
4) Coordinate and enhance housing and transportation options in downtown areas
5) Support towns in exploring parking needs for downtowns
6) Inventory water supply resources and agreements
F. Encourage mixed use projects that support walkable communities
1) Create opportunities and incentives for people to live close to their workplace
2) Examine efficacy of establishing rural activity nodes
G. Promote public transportation, alternative modes of transportation, and encourage
car pooling and park and ride participation to reduce reliance on single occupant
vehicles
1) Promote telecommuting and flex-time (ex. EPA reward program)
2) Preserve land and right-of--ways around existing and future rail line and/or other
transportation corridors that could serve as a future mass transit rail line
3) Promote density strategy integrating economic development and transportation
4) Work to site schools near high-density residential areas, redevelopment sites, and
existing transportation networks
5) Work to promote high density development along transportation corridors
G) Work to expand service area, service hours and frequency, and ridership for area
public transportation services
7) Promote and develop alternative and regional transportation infrastructure
8) Work with employers on travel demand management strategies
H. Support Schools Adequate P ublic Facilities Ordinance to ensure appropriate pace of
development
1) Permit residential development in accordance with School Adequate Public
Facilities Ordinance
2) Build and open schools in accordance with School Adequate Public Facilities
Ordinance
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16
Workgroup on Work Force Development
Overall Strategy: By June 2009, effective systems will be in place to adequately train and
support residents and those who work in Orange County. At least 75 percent of all new jobs
in the county (for both new and expanding businesses) will be filled by county residents.
Why the strategy is critical: As the cost of living (particularly the cost of housing) has increased
in the county, it has become difTcult for low- and moderate-income workers to live here. Without
more training and support, county workers will be unable to support themselves and their families
and will be forced to seek various forms of public and private assistance to meet their basic needs
for food, shelter, clothing, and transportation. In the long run, these workers may choose to leave
the county, which may result in a worker shortage for certain businesses.
Key Sub-);lements and Action Steps:
A. Form partnerships with Durham Tech, UNC Chapel Hill, the Chapel Hi1VCarrboro
Schools, Orange County Schools, and others to provide adequate training and
education to enable county workers to obtain high quality jobs (t e jobs that pay a
living wage and offer comprehensive employee benefits and career advancement
potential).
1) Conduct an inventory of existing vocational and language programs at area high
schools
Z) Develop vocational courses in secondary schools that focus on skill needs for
existing and new,jobs while ensuring continued training for al] levels of jobs in the
service sector (i.e. child care, food preparation, etc,)
3) Continue discussions with Durham Tech to ensure the Orange County satellite
campus will offer a curriculum that provides training for existing and anticipated
,jobs in Orange County
4) Continue to ensure appropriate training programs via county participation in Work
Force Development Board while providing training for all level of;jobs in the
service sector (i.e. child care, food preparation, etc.)
5) Connect industry leaders with the higher education community to develop
strategies for maintaining industry training and support
6) Develop cooperative education and internship opportunities with UNC Hospitals
and other major employers
7) Work with RTRP to establish a regional alliance to develop a strategic plan for
curriculum support to targeted clusters
B. In coordination with Business Climate work group, help communicate to potential
workers the types of jobs the county wants and expects to create so that workers can
develop realistic career goals
I) Develop outreach plan that builds on the Business Climate Work Group's
definition of desirable businesses.
2) Work with RTRP to develop a regional workforce coordination strategy to
anticipate and support the changing needs of business
C. Promote access to living wage jobs that offer benefits and career advancement
potential
!) Develop an accurate living wage rate for Orange County that reflects child care,
housing, transportation and other costs. Promote this living wage rate to
employers
13
1~
2) In partnership with other agencies, recognize county businesses that offer family
friendly employment, such as
• Living Wage
• Ienefits
• Child Care
• Health and Wellness Programs
3) Promote these benefits and develop incentives for employers offering them
4) Perform inventory/survey of'existing Orange County jobs that pay the living wage
and determine training level needed to fill these jobs
D. Ensure county workers and those preparing for the workforce access to
transportation, child care, elder care, affordable 6oasing, and 8ealthcare
I) Improve access to affordable child care by:
• Encouraging employers to provide financial support for employees' day care
costs
• Working to ensure child care meets employer/employee needs
• Promoting adequate after school programs
• Ensuring an adequate supply of child care providers exist, particularly for
evening, weekend, and sick children
2) Improve access to affordable elder care by:
• Encouraging employers to provide financial support for employees' elder care
costs
• Working to ensure elder care meets employer/employee needs
• Promoting access to affordable elder day care
3) Provide diverse housing options for Orange County workforce, especially in areas
close to jobs and transportation
4) Encourage increased number of affordable housing units (for example, support
existing affordable housing providers, offer density bonuses, require affordable
housing in developments of a certain size, etc.)
5) Support transportation to major employers and training programs by
• Work with employers to ensure adequate affordable transportation to
employment centers
• Supporting transportation programs such as Wheels to Work
• Developing rural transportation linkages, including park and ride lots, in
conjunction with Infrastructure Work Group
E. Develop and nurture partnerships that support workers and their families at all
stages of their lives and provide opportunities for lifelong learning and retraining in
response to changing economic conditions
1) Encourage employers to
• Develop apprenticeships
• Develop on the job training programs
• Provide skills upgrading
• Provide educational assistance
• Offer flex-time and/or telecommuting
2) Increase availability of early childhood education, English as a Second Language,
vocational and avocational training, and continuing education opportunities
14
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19
Workgroup on Quality of Place
Overall Strategy: By June 2009, Orange County will have thriving partnerships among
government, business, the not-for profit sector, UNC, and congregations ensuring drat the
county is a great place in which to live and work, attracting and retaining the "creative
community" of innovators, artists and civic leaders that will drive the desired economy.
Why the strategy is critical: Stated simply, place matters. As Mary to Waits pointed out in her
presentation at the 2004 Economic Development Summit:
• The natural environment is important
• But natural Features aren't enough -urban amenities are required as well
• Lifestyle choice matters
• Being a smart, innovative place matters
• Intangibles such as "hipness," tolerance, entrepreneurial culture are part of the
calculation
"The creative heart and soul of the economy will continue to be tied to place"
Key Sub-Elements and Action Steps:
A. Enhance urban character by connecting and supporting existing plans for
increasing the commercial tax base and for revitalizing the downtown areas of
Carrboro, Chapel Hill and Hillsborough,
1) Promote eclectic mix of vibrant businesses in downtown..
2) Work to include public spaces, art, and parks during the construction of public
facilities and in approval of large developmenUredevelopment projects (e.g.
public arts projects at Homestead Aquatics Center and Southern Community
Park, also Southern Human Services Center).
3) Target incentives to businesses that enhance quality of place (e.g. arts and
entertainment) and encourage towns to do likewise
4) Connect existing neighborhoods and commercial districts with sidewalks and/or
bike paths
5) Update County bike plan to accommodate recreational usage
6) Encourage mixed use development that includes neighborhood retail shops
7) Work with local organizations to provide forums for public input on issues such
as parks and open space
B. Enhance rural character by supporting local agriculture through efforts such as
making farming more profitable by encouraging local markets and supporting
complementary conservation and management tools,
1) Revise zoning regulations to encourage value-added agricultural businesses
2) Support farmers markets in multiple locations near population or employment
centers
3) Promote agritourism
4) Support regional value-added processing facility(ies)
5) Expand funding for conservation easements, purchase of development rights
C. Enhance historic character by supporting organizations' efforts to preserve and
promote historic structures.
1) Support and promote historic preservation and heritage tourism
16
zo
2) Encourage new businesses to locate in underutilized or abandoned historic
buildings or older commercial centers (ex. 01d Bellvue Mill, Daniel Boone,
North Hills, Hillsborough Commons)
3) Encourage Durham Tech satellite campus to offer historic preservation technical
skills training
4) Emphasize importance of historic preservation when acquiring property for
conservation and recreation through Lands Legacy program
5) Target historical buildings for revitalization and bring together interested parties
to envision,joint occupancy (i. e. Bellvue Mill), Also include local communities
in visioning process for these structures.
D. Provide life-long learning opportunities (early childhood-senior citizen)
1) ]ncrease availability ofpre-school, English as a Second Language, vocational and
avocational training, continuing education opportunities, and other learning
options for all ages (coordinate with Work Force Development)..
2) Support public libraries in multiple convenient/accessible locations
3) Promote computer literacy and wireless capability throughout the County
C. Welcome and promote greater inclusiveness and diversity
1) Work with Human Rights and Relations Department to promote community
dinners, community book clubs/discussion groups, community awards, etc,
2) Celebrate cultural differences and work to address specific needs of all cultural
and ethnic populations (with Human Rights and Relations)
3) Establish incubators and enhance support services for
• Innovative and socially responsible businesses (e.g, ventures supporting for
profit and non-profits)
• Minority and women-owned businesses
4) Promote diversity of affordable housing options and ensure open housing laws
enforced
5) Provide a wide variety of social and recreational opportunities for youth (ex..
Skate parks, summer internships, volunteer, and work opportunities, teen clubs,
etc,)
F. Promote hipness by focusing on the uniqueness of each municipality and the county
as a whole.
1) Promote tourism and festivals (e.g., promote artists' studio spaces as year round
destinations, Hog Day, A Taste of Orange, Pow-Wow, Ag Heritage Festival, etc,)
2) Develop a community of events Internet portal to highlight cultural, community,
artistic, and other events (a "one-stop shop" for community outreach)
3) Enhance arts organizations and increase community Funding for the arts (ex.
establish non-profit art gallery in Carrboro to benefit Arts Center
4) Encourage development of venues that promote informal interaction and
exchange (ex Weaver St. Market, River Park)
5) County and municipal governments develop a master plan including acquisition
of land for parks, greenways and open space (focus for example on developing
Eno River greenway connecting downtown Hillsborough with West
Hillsborough, Eno River State Park, and cultural sites in between)
17
21
WORKGROUP VOLUNTPI/RS
Business Climate
Margaret Cannell, Co-Chair Hillsborough/OC Chamber of Commerce
Aaron Nelson, Co-chair Chapel Hill/Carrboro Chamber of Commerce
Fletcher Barber Cooperative Extension Service
Craig Benedict Orange County Planning
Karen Christy Petra Leads
Mark Crowell tINC Chapel Hill
Emily Dickens Town of Chapel Hill
.James Harris Town of Carrboro
Margaret Hauth Town of Hillsborough
Ron Ilinitch SBTDC
Donna McCaskill Kane Realty/University Mall
Sally McKenzie News of Orange
Nathan Milian Carr Mill Mall
Dorothy Pennell Employment Security Commission
Scott Radway Radway-Weaver
Jeff Reid UNC Chapel I-lilt
Van Welch Orange Enterprises
infrastructure
Keith Cook, Co-chair Intervest International
Paul Snow, Co-chair Analytical Consultants
Craig Benedict Orange County Planning
Paul Burleson BB & T
Ed Harrison Town of Chape] Hill
Todd Jones Orange County Information Systems
Karen Lincoln Orange County Planning
Patrick McDonough Triangle Transit Authority
Beth Myers BB & T
Al Terry Orange Public Transportation
Work Force Development
Teresa Smith, Co-chair Child Care Services Association
Bob Ward, Co-chair CCB
Robert Dowling Orange Community Flousing and Land Trust
Paul Fendt Adult Educator
Robert Gilmore Orange County Social Services
Tracy Hager Chapel Hill/Carrboro Chamber of Commerce
Maria Hitt Orange County Health Department
Virginia Knapp Chapel Hill/Carrboro Chamber of Cmnmerce
Malinda Marsh Orange County Social Services
Greg Petty Fifty Plus Magazine
Michele Rivest OC Partnership for Young Children
Yvette Smith Orange County Social Services
18
22
Quality of Place
Bobby Clapp, Co-chair
John Delconte, Co-chair
Rene Campbell
Heather Delisle
Marty Mandell
Chris Moran
Michele Rivest
Martha Shannon
Cathleen Turner
Duke Health System
Compass Communications
CHOCVB
UNC Chapel Hill
Volunteer
IFC
OC Partnership for Young Children
Orange County Arts Commission
Alliance for Historic Hillsborough
19