HomeMy WebLinkAboutAgenda - 04-29-2004-6a
Proceedings of tire Orange County Pconomic Development Summit
January 7, 2004
Prepared by Leslie Scott Stewart, Kenan-Flagler Business School
Sectiar I: Vision and Criteria, for Desirable Economic Development in Orange County
In her remarks at the summit, ke}nrote speaker Mary 7o Waits talked about the vision and values
that support new economy development. She mentioned overarching themes in sustainable
development that include an innovative economy, a livable community, social inclusion, and
collaborative governance. She also talked about what sets apart the "great" communities from
the good ones, and suggested it involves thinking strategically about three broad questions:
o What drives your economic engine?
o What do you want to be great in?
o What aze you deeply passionate about?
The challenge for Orange County and other communities is to develop a vision and goals around
the elements in common among the answers to those questions. As one of the summit
pazticipants said in a breakout group session, "We need a set of overarching values before we
can create strategies, implement or achieve outcomes."
In preparation for the summit, the organizing committee developed a list of ten common criteria
or values that are talked about and often applied in Orange County when local leaders consider
economic development strategies. Most of these were drawn from several recent and prior
economic development-related studies and plans. The final one reflects the pragmatic issue of
needing broader participation in implementation than just assigning it to a county staff person to
carry out.
A, Builds upon the existing assets of the county
B, Creates jobs for Orange County residents
C. Increases the commercial tax base
D. Recognizes economic growth trends (e.g., targets growing sectors)
E. Improves the business climate of the county
F. Creates minimal impact on the envirorunent
G. Improves or minimizes vehicle congestion impacts
H. Fits well visually with community/historic character
h Is fiscally feasible for local govennnents to support
.l, Lends itself to clear & measurable action steps (some of which are done by citizen
volunteers/work groups, not just paid staff)
One of the early tasks of each of the four work groups (Red, Yellow, Blue, and Green) was to
vote on these ten criteria for evaluating what would make a "successful" or good fit strategy for
~ L.eslie Stewart from Kenan-Flagler Business School prepared an initial list based on her review of the plans
from each town and the university and then reviewed it with LDC Director Dianne Reid, Weaver Street Market
General Manager Ruffin Slater, and other members of the EDC.
Orange County. Figure 1 shows the vote counts for each of these items, as color-coded by the
breakout groups. (Lists showing both yes and no votes are included in Appendix A.) As the
chart shows, Criteria A, B, and C were the top vote getters..
A Builds upon Ihs ouslirg assets
of the county
D. Crates fobs for Orarpo County
msldenls
Figure 1: Summary of Votes on Initial Criteria
C hlC(UasCS bl4 CamT]ILa IdN
Oaso
0 Pecogrxss acaiwmdc Oravlh
(rends
E Impmvos lho business c4malo
o11h0 Leunly
F Creoles Mrumal impact on dlo
emlranmanl
G. Irtpovas ar mnimims voNLle
conpesbon impacts
N Ells we0 visually wllh
consnurtilYmslarlc chomclor
I Is Oscaly IeosiWO (ar local
povemmonts to support
J Lends Itself to adlon slaps by
volunleerwoek groups
l5 20 25 30 35 40 45
One could craft a working vision statement for Orange County's economy from the key criteria.
For example:
By the year 2009, Orange County will leverage the county's key assets to increase the
commercial tax base by and number of,jobs by , as well as to improve the
local business climate and preserve the historic and community character..
As one participant urged: "The community must move together and come to a consensus on
what they desire, and then make it happen."
Additional Criteria to Consider
After voting on the same initial list (which allows the apples-to-apples aggregation shown in
Figure 1), the breakout groups had an opportunity to discuss and add other criteria for evaluating
economic development strategies, As a general comment, several participants said that the
county should be judging new ideas and projects on economic sustainability, social
sustainability, and environmental sustainability.
Some of the specific additions people suggested to the criteria list were as follows:
o Encourages development ofcross-sector alliances and paztnerships
o Builds and sustains the creative class
o Fully supports the socio-economic infrastructure required to meet the socio-economic
needs of all residents
o Sustains and creates an economically diverse citizenry
o Emphasizes businesses that pay living wages and/or provide affordable
housing
o Fosters social and economic diversity..
o Recognize venues for cultural/arts/performance
o Does not bring in business (and therefore population) that our current infrastructure
(roads, schools, water, etc.) cannot support.
Big Questions
Related to the values and criteria discussion, some of the respondents to the county-wide fall
poll, as well as some of the summit participants, emphasized the importance of articulating
whether and how Orange County wants to develop. One question someone posed, after
observing local attitudes that are skeptical about nearly any commercial development, was:
Does Orange County want its own commercial development, or just to be a lrigh-quality
bedroom community for good jobs in Durham and Research Triangle Park?
At least one of the breakout groups addressed this question in its discussion, and said:
"Orange County needs its own corrunercial economy. It will not be able to be an ideal
bedroom community due to the cost of housing if there's no industry here. Neighboring
counties are building affordable housing, which is not available here."
Another big question posed in some of the groups, as they discussed supporting "smarter"
transportation systems, was: "How much are we willing to change to support mass transit and
development around transit hubs?"
And finally, one group asked the question: "Does Orange County care about supporting
development in the northern part of the county, or is that in conflict with its rural buffer policy?"
The related comments were that there are two communities in Orange County, and that northern
county still has more acute water/sewer and unemploytnent issues..
Sectioa 2: Possible Strategies for Econoric Deve[opnrent in Orange Corenry
Over tl~e Next Five Years
At the same time they voted on the criteria for,judging economic development strategies, the
breakout groups were asked to react to and prioritize an initial list of 20 strategies that retreat
organizers culled from prior and recent plans and the fall poll. These are listed in Table 1,
Table 1: Initial List of Economic Develo ment Strate ies for Consideration
1. Establish clear and criteria-based approval processes for local planning departments to use in considering
develo ment and renovation rojects.
2. Welcome new and assist existing businesses that meet the county's development criteria -with outreach,
reco ninon, and/or ex edited service.
3. Target the local loan pool (and other incentives?) to support the development of businesses that meet the
coon 's develo ment criteria.
4 Partner actively with UNC and the NC Biotech Center to start, grow and recruit science and technology
companies, especially related to life sciences and medical technology, to Carolina North and elsewhere in the
coon .
5 Develop Carolina North as Orange County's centerpiece for innovation-based job creation, amactive
architecture, enviro~unental conservation, and trans ortation, and link it to economic activity coon wide.
6. Tar et and su ort creative and rofessional services firms for the downtowns.
7. Work with local farmers on agricultural biotechnology applications, duough partnerships with UNC, N C.
State Universi ,and the North Carolina Biotechnolo y Center.
8. Establish apublic-private-university partnership for economic development, with governance and funding
from local government, business, and the university - to set, implement and be accountable for economic
development strategy countywide - to replace or complement the current public Economic Development
Commission. Exam les: Rockin ham & Burke Counties
9, Create more entertainment, arts and theater destinations in the towns, including galleries, studios, and
edestrian districts.
10. Develo better infrastructure for tourism, conferences, s orts tournaments, incl. conference & meetin s ace
11. Build more arkin in the towns to su ort em to ers and merchants' customers.
12. Establish business- and university-driven teams to market the Economic Development Districts to clean
industries within the Research Trian le Re Tonal Partnershi 's tar eted technolo y sectors.
13, Develop a comprehensive retail strategy and associated land use for the county; for example, to include
specific large retailers in available shopping centers and numerous niche and boutique smaller retailers in the
downtowns.
14, Work regionally with Durham, Raleigh and the Triangle Transit Authority to improve "alternative
trans ortation" infrastructure, includin bus, transit and bic cle access, to and from Oran e Coun towns.
15 Increase density around transportation nodes (including infill development), improve transit among high-
densi centers, and rotect o ens ace in rural areas.
16. Ex lore additional water su I sources and a reements.
17. Reduce the re ulatory barriers to moderate- riced housin > develo meet.
I8. Use the upcoming location of a Durham Tech campus in the county as the focal point for creating a model of
effective spate is collaboration of workforce develo ment and economic develo ment Tannin .
19 Institute a more minority and immigrant-friendly policy, including help with starting ethnically diverse and/or
international) -related businesses.
20. Establish an open and facilitated process for developing creative solutions and negotiating agreements among
business, environmental and social justice rou s.
4
Reaction to Initial Sh°ategies
Figure 2 illustrates the vote counts for each of these lists, as color-coded by the breakout groups.
Figure 2: Summary of Votes on Initial Strategies
t Systematize/cladfy approval processes
2. Outreach to businesses meeting criteria
3. Target loan pod and incentives
4. Life sciences/medical technology effort
5.. Cardlna North=centerpiece of research-driven ED
6. Creative and professional services for davntovns
7. Agricultural blotechndogy focus
8. Establish apublic-pdvate partnership for ED
9. Entertainment/arts/theater for downtorms
10. Infrastructure for tourism, conferences
11. Build more parking in the dawntovns
12. Market EDDs to industry in RTRP tech sectors
13. Comprehensive retail strategy
14. Alternative & regional transportation infrastructure
15. Density strategy integreting ED and transportation
18. Addl water supply sources and agreements
17. Reduce barciers to moderatepdced housing
18. Integrate workforce and ED via new DT campus
79, Outreach to minority & international businesses
20. Facilitate ED, envir, social interests
D 5 10 15 20 25 30 35
By far, the strategy that had the most votes across groups was:
#2. Welcome new and assist existing businesses that meet the county's development
criteria -with outreach, recognition, and/or expedited service (32 votes)..
The next two vote-getters (a tie) both relate to transportation:
#14, Work regionally with Durham, Raleigh and the Triangle Transit Authority to
improve "alternative transportation" infrastructure, including bus, transit and bicycle
access, to and from Orange County towns (21).
5
#15. Increase density around transportation nodes (including infill development),
improve transit among high-density centers, and protect open space in rural areas
(21).
These two were followed closely by arrotlrer one related to improving the business-friendliness
of the county:
#1. Establish clear and criteria-based approval processes for local planning departments
to use in considering development and renovation projects (20)
The next few strategies from the original list relate to Carolina North, the new campus of
Durham Tech, and building arts in the towns,
Additional SU~ategies to Consider
After voting on the same initial lists (which allows the tidy aggregation shown in Figure 2), the
work groups then each had a chance to add additional strategies for consideration and to modify
any of the initial twenty, The strategies that were added were as follows, here combined into
similar themes across the four groups.
Ouality of Place related
• Protect and enhance the fundamentals that are necessary for long-term success as a good
place to live and work. These include:
o Water supply and wastewater processing
o Air quality
o Solid waste management
o Preservation of open space and streams
o High-speed information networks
o Affordable housing for support service workers
o Recreation and entertainment amenities
o Transit and transportation systems
o Public schools
o Preservation of historical, cultural, and natural resources/assets.
Tar etg ing_ What Types ofBusinesses and Where?
• Develop a list of the type and kind of employers we desire as a community and a strategy
to recruit and retain them.
• Match/identify area and regional business waste products and match with other business
resource needs.
• County-wide support for tourism-particularly heritage tourism.
• Build an Arts and Culture Destination Center for Orange County..
• Farm businesses: Analyze local food needs/uses to stimulate the development of systems
for connecting local farmers and consumers
• Farm businesses: Liberalize (regulation standpoint) faun and farm accessory, ancillary
uses to support local markets
6
Develop the center of Efland community as a small business and small retail location for
residents of northern and central Orange County.
Businesses paying a living wage: Implement acounty-wide living wage policy so
Orange County workers can afford to live here.
Firms that build affordable housing: identify which ordinances are responsible for
increasing housing costs or impeding the construction of workforce housing.
Support for Businesses
• Suggest combining [initial strategies] 1 & 2 into one strategy to focus on properly
supporting, incentivizing EXISTING BUSINESSES (where it may be argued there is
greater likelihood of,job creation, success, permanence)
• Related to #3: Review different Orange County communities' micro loan criteria to see
how realistic they are...(e. g., OCEDC pool has never made a loan, yet Carrboro has made
many with its fund) and evaluate the economic impact of loans made.
• Related to #17: Analysis oflocal ordinances to determine which ones need reworking or
deleting to improve the creation of more affordable housing, he., identify which
ordinances aze responsible for increasing housing costs or impeding the construction of
work force housing.
• Engage (via outreach) more for-profit businesses in strategic planning process
• Develop, recruit and support businesses to choose to stay in Orange County as a place of
business so that the county is thought of as "business friendly".
• Let's think about workforce development. How can the county help businesses support
their employees? How can we recruit and retain a solid workforce?
• Create a county position to assist businesses in developing family friendly policies.
Support for Workers, Esp. Low-Income
• Modify a variety of strategies to include social human services-affordable housing,
addressing needs of the less advantaged residents in our county.
• Support a diverse workforce by providing sufficient workforce support in areas such as
housing, transportation, childcare, and education.
• Ensure aworld-class education for all students to enable them to contribute positively to
the economic structure and to attract and retain business and industry
• bnplement a county-wide living wage policy so Orange County workers can afford to
live here.
• Work with colleges/schools to train students to work in industries that we are trying to
attract to Orange County, i.e, build in a work force
Land Use & Infrastructure Planning
• Use transfer of development rights (TDR) and/or purchase of development rights (PDR)
to focus development/redevelopment in urbanized locations and protect natural and farm
lands..
Extend water and sewer service to a113 EDDs tluough agreements with
Durham/Mebane/Hillsborough. Make sure zoning is agreed upon by all governments in
next 1-2 years,
• Develop infrastructure strategies for the Economic Development Districts, particularly
the Buckhorn Road area, including funding sources
Process Big Strateay and Internal and External Marketing-related
• Elected officials must decide if they embrace economic development and make its goals
reachable
• Once economic strategy for County is established-make it real and tangible for all
stakeholder/citizens-- not just a listing of elements. A mission statement for all to
understand and internalize.
• Find ways to provide incentives to the types and kinds of employers we want to locate
here-i.e. figure out what we want and go get it.
• Carolina North's plans could impact strategies; we need to know more about Carolina
North's potential tax benefits and local,jobs
• Awazeness campaign: Develop/enhance a publication or media distribution channel that
informs citizens, business, government on the future/development/progress of our county
(use print, web, TV, etc.).
• Recognize there is life West of Orange County and sell Orange County as gateway to
RTP from Greensboro/Winston-Salem and Charlotte.
• Involve and educate our community's youth in economic development so that Orange
County kids remain here and build our community.
• Plan for the greater use of human resources, volunteers and older adults in all phases of
economic development
• Plan for the greater diversity of different income groups, racial groups, and persons with
disabilities.
• Increase commercial base, set benchmarks and time limit
Hig1T-Priority Strategies
After adding to and modifying the initial list, the groups then were asked to develop tlrree or
four priority strategies out of all the lists of strategies before them. The composite of priority
strategies from all four groups can be summarized as follows, The list below is in descending
order (most frequently mentioned thoughts are listed first):
o Develop an environmentally-friendly transportation policy that supports growth in
designated areas and provides multi-modal alternatives to cars (26+ votes, 4 groups)
o Establish more business-friendly policies and procedures (21+ votes, 4 groups)
o Establish partnerships for economic development that include LJNC-Chape] Hill (16+
votes, 3 groups)
o Workforce and economic development joint planning, Durham Tech (13+ votes, 3
groups)
o Reduce barriers to affordable housing development (.3 groups)
o Other issues of quality of place, fundamentals, including diversity, tolerance (2 groups)
o More arts and entertainment in the towns (1 group)
o Water supply sources and agreements (1 group)
o Better collaboration within the region (1 group, but few votes)
Appendix B summarizes the priority strategies from each work group, to allow the interested
reader to see the richness of each group's way of packaging the ideas.
Sectiox 3: Next Steps after tl~e Saouxit
The Orange County Economic Development Commission's intention for this ED planning
process is that it will be focused and limited to six monthsZ and therefore be done and ready for
implementation by July 1, 2004. The State of the Local Economy Breakfast on March 9
represents an interim opportunity to report progress on the development of the plan.
During the summit, the breakout group facilitators analyzed the key themes from the priority
strategies each breakout group developed, and they used these to suggest four initial work groups
to continue work on developing the new economic development strategic plan.
Strategies to Create a Friendly Business Climate
These include regulatory issues, outreach to existing businesses, and marketing to new
companies that meet the county's desired criteria
Strategies to Support the County's Workers Especiallythe Working Poor
These include issues of training and education, access to transportation and child care,
affordable housing, living wages, and health care..
Strategies to Plan the Necessary Physical Infrastructure and Land Use
These include water and sewer, especially to the northern county; transportation,
including alternatives to passenger cars; information networks; and roads. It also
includes consideration of the physical infrastructure issues for the Economic
Development Districts and for Carolina North.
Strategies to Develop and Sustain a High Quality of Place
These include issues of tolerance, diversity, strong downtowns, open space/recreation,
excellent public schools, and hipness, These are all needed to attract and retain "the
creative class" of innovators, artists and civic leaders that will drive the desired economy,
Summit participants divided themselves anrong these groups to get organized and think further
about the priorities they would address. Each group considered its scope and next steps, and the
notes from each group are included in Appendix C to this report. For example, the Infrastructure
group listed as its next steps:
Create a plan that can realistically be implemented
Restrict the focus of the plan
o Determine what the county has,jurisdiction over
o Look at the region and county's lists of the types of businesses that will be
targeted and supported
o What infrastructure is necessary to support the targeted companies?
2 It should be noted that at least one work group did not see this short time frame as realistic.
^ Make recommendations to the Orange County Board of County Commissioners on
o Water and sewer
o Transportation and traffic issues that relate to economic development
The ultimate output from each strategy-focused working group should be a list of the action
items for the period July 1, 2004 through June 30, 2009, each indicating who will take the
leadership on that item and who else will be involved in implementing it. Each work group
should use the discussion points from the summit as summazized in this report as a starting point
for their deliberations.
There are other related overarching process issues that are not currently part of the scope of these
four working groups. For example, several of the work groups committed to developing a plan
that can truly be endorsed and implemented.. As one person said:
"How is this plan going to be different? We can put the plan together but we need the
buy-in of'town councils, etc, or nothing will change. We will need public action by a
body that may not currently be committed to economic development."
As a related point, three of the four morning work groups, in their discussions of priority
strategies, emphasized the importance of new alliances and partnerships for economic
development. To address their interests, the new economic development plan should incorporate
some strategies on process that crosscut the topic-related strategies, One breakout group in
particular was very interested in changing the existing structure and influence of the EDC to be a
stronger public-private-university partnership with accountability to the public and not just as an
advisory body, The EDC should meet with the leadership of the county and towns, the chambers
and the university to explore and propose options for the county's economic development
implementation structure, This leadership could form its own fifth work group, whose charge
would be to address whatever changes to the county's economic development decision-making
and delivery process that are required to realize its other goals for the next five years. That
group could also work to craft a vision statement for the new plan that embodies the key strategic
directions and values of the county.
Any Orange County citizen who is interested in participating in one of these work groups to
develop the new plan should contact Dianne Reid, Jason Jolley or Yvomre Scarlett at the EDC.
10
Appendix A: Votes on Initial Criteria and Strategies
YES votes NO votes
YES no NO
red el~low blue rg een total _ red ely low blue rg een total
INITIAL CRITERIA
A, Builds upon the existing assets of
the county 1 1 15 11 7 44 1 0 0 0 1
B. Creates jobs for Orange County
residents 13 8 8 8 37 0 0 0 0 0
C, Increases the commercial tax base 7 11 8 12 38 1 0 0 0 t
D, Recognizes economic growth
trends 5 8 5 2 20 t 0 1 0 2
E, Improves the business climate of
the county 7 9 6 8 30 0 0 0 0 0
F, Creates minimal impact on the
environment 4 2 4 5 15 3 0 3 0 6
G, Improves or minimizes vehicle
congestion impacts 4 6 2 8 20 3 0 2 0 5
H, Fits well visually with
community/historic character 10 2 8 7 27 t 0 0 0 t
I, Is fiscally feasible for local
governments to support 6 4 8 3 21 0 0 2 0 2
1. Lends itself to action steps
volunteer work groups 2 0 2 0 4 10 1 2 1 14
I1
YES votes NO votes
INITIAL STRATEGIES Red Yellow Blue Green TOT Red Ye llow Bl ue Green TOT
I. Systematize/clazify approval
processes 6 5 3 6 20 0 0 0 0 0
2.Outreach to businesses meeting
criteria 8 10 7 7 32 0 0 0 0 0
3, Target loan pool and incentives 0 1 0 3 4 2 0 2 0 4
4, Life sciences/medical
teclnology effort 5 3 1 3 12 0 0 1 0 1
5. Carolina North=centerpiece of
research-driven ED 5 3 4 5 17 2 0 0 0 2
6. Creative and professional
services for downtowns 1 3 4 2 10 1 0 0 0 1
7. Agricultural biotechnology
focus 2 3 2 0 7 3 1 1 1 6
8. Establish apublic-private
partnership for ED 6 7 1 1 15 0 0 2 0 2
9. Entertainment/arts/theater for
downtowns 8 2 4 4 18 0 0 1 0 1
10, Infrastructure for tourism,
conferences 2 0 2 0 4 0 0 2 0 2
11, Build more pazking in the
downtowns 3 4 3 0 10 5 0 3 3 11
12. Market EDDs to industry in
RTRP tech sectors 1 1 3 3 8 0 0 0 0 0
13, Comprehensive retail strategy 3 1 0 3 7 4 0 0 0 4
14. Alternative & regional
transportation infrastructure 6 2 6 7 21 0 0 0 0 0
15. Density strategy integrating
ED and transportation 8 5 3 5 21 0 0 0 0 0
16. Additional water supply
sources and agreements 2 1 1 2 6 1 0 0 0 1
17. Reduce barriers to moderate-
priced housing 0 4 6 4 14 2 0 0 0 2
18. hrtegrate workforce and ED
via new Durham Tech campus 3 6 8 2 19 0 0 0 0 0
19. Outreach to minority &
international businesses 2 0 3 0 5 0 0 1 0 1
12
20. Facilitate ED, envir., social
interests 2 4 3 3 12 0 0 0 0
1.3
Appendix B: Priority Strategies from Each Summit Work Group
Each work group's priority strategies are shown below, along with their final votes (if they
voted), with the "no" votes shown in parentheses. Each strategy indicates the initial strategies it
incorporates from Table 1 or whether it is new.
RED
Initial Strategy 2: Welcome new and assist existing businesses that meet the county's
development criteria -with outreach, recognition, andlor expedited service. 5
Initial Strategy 9: Create more entertainment, arts and theater destinations in the towns,
including galleries, studios, and pedestrian districts. 2 (2)
Initial Strategy 15: Increase density around transportation nodes (including infill
development), improve transit among high-density centers, and protect open space in rural areas.
12 (1)
New: Protect and enhance the fundamentals of a good place to live and work, including
envir.. quality, high-speed info networks, affordable housing for support service workers,
recreation & entertainment, transp. Systems, public schools 9
New: Provide basic social services 6 (1)
Combination of Initial Strategies 4,5,7,8,18: Leverage existing and evolving educational
institutions to train employees for higher-wage jobs 1G(3)
4, Partner actively with UNC and the NC Biotech Center to start, grow and recmit science and
technology companies, especially related to life sciences and medical technology, to Carolina North and
elsewhere in the county.
5. Develop Carolina North as Orange County's centerpiece for innovation-based job creation,
attractive architecture, environmental conservation, and transportation, and link it to economic activity
countywide.
7.. Work with local farmers on agricultural biotechnology applications, through partnerships with
UNC, N C State University, and the North Carolina Biotechnology Center..
8 Establish apublic-private-university partnership for economic development, with governance
and funding from local government, business, and the university - to set, implement and be accountable for
economic development strategy countywide - to replace or complement the current public Economic
Development Commission. (Examples: Rockingham County, Burke County)
18 Use the upcoming location of a Durham Tech campus in the county as the focal point for creating
a model of effective strategic collaboration of workforce development and economic development
planning.
New: Collaboration within region 2 (6).
YELLOW
Modification of Initial Strategy 1: Elected officials should establish clear, criteria-based,
timely and efficient approval processes to use in considering development and renovation
projects.
Initial Strategy 2: Welcome new and assist existing businesses that meet the county's
development criteria -with outreach, recognition, and/or expedited service.
hiitial Strategy 18: Use the upcoming location of a Durham Tech campus in the county as
the focal point for creating a model of effective strategic collaboration ofworkforce development
and economic development planning.
Initial Strategy 8: Establish apublic-private-university partnership for economic
developrent, with governance and funding from local government, business, and the university
- to set, implement and be accountable for economic development strategy countywide - to
14
replace or complement the current public Economic Development Commission. (Examples:
Rockingham County, Burke County).
*4: Partner actively with UNC and the NC Biotech Center to start, grow and recruit science and technology
companies, especially related to life sciences and medical techmology, to Carolina North and elsewhere in the
county.
* 5: Develop Carolina North as Orange County's centerpiece for innovation-based job creation, attractive
architecture, environmental conservation, and transportation, and link it to economic activity countywide,
Initial Strategy 15: Increase density around transportation nodes (including infill
development), improve transit among high-density centers, and protect open space in rural areas.
BLUE
Initial Strategy 2: Welcome new and assist existing businesses that meet the county's
development criteria -with outreach, recognition, and/or expedited service.. 16
Initial Strategy 14: Work regionally with Durham, Raleigh and the Triangle Transit
Authority to improve "alternative transportation" infrastructure, including bus, transit and
bicycle access, to and fiom Orange County towns. 14
Initial Strategy 17: Reduce the regulatory barriers to moderate-priced housing development.
13
Initial Strategyl8: Use the upcoming location of a Durham Tech campus in the county as
the focal point for creating a model of effective strategic collaboration of workforce development
and economic development planning, 1.3
GREEN
Regulatory:
Initial Shategy 1: Establish clear and criteria-based approval processes for local planning
departments to use in considering development and renovation projects,
Initial Strategy 17: Reduce the regulatory barriers to moderate-priced housing development.
Infrastructure/Transportation:
Initial Strategy 15: Increase density around transportation nodes (including infill
development), improve transit among high-density centers, and protect open space in rural
areas.
Initial Strategy 16: Explore additional water supply sources and agreements.
Partnerships /Alliances
Quality of Place
NOTE: How do you define? Living wages, available services, diversity, tolerance, etc.
15
Appendix C: Notes from the Afternoon Work Groups on Strategic Pillars of the New Plan
Notes from Work Group on Improving the Business Climate
• Change attitude toward businesses to "business friendly"
• Do not presume we (non-profits/government) know what BUSINESS OWNERS perceive
as values that are business friendly.. Need to ASK THEM and find ways to engage them
in strategic process.
• Be realistic, election results show community does not want economic development
• Need forum for groups traditionally at odds over economic development to better
understand each other and work together toward common goals..
• EDC needs to have an educational component to help community better understand the
value of appropriate economic development in providing resources to fund initiatives and
progranis of value to community
• Provide education in the form of public relations to let public Imow that quality business
in right place will not effect their quality of life
• The different government entities and planning jurisdictions of Orange County need to
work more collaboratively to encourage and promote business in Orange County..
• Change rules and regulations to be business friendly, Be consistent with rules and regs.
• Need decisions to balance the environmental, social, and business impact of policy or
project approval.
• The development approval and business permitting process should be clear, concise, and
timely.
• Develop uniform development review process.
• Cleaz development rules that are followed,
• Shorter time of application process, Time is money, so process should be shortened.
• Clear signals from elected officials through managers to economic development/planning
staff that "good businesses" are okay to proceed,,.
• Develop list of concrete, specific measures that governing boards/city take to reduce
uncertainty in development approval process (e. g. establish specific timelines along
which decisions must be rendered by advisory boards or the governing boazd).
• What type of businesses are we willing to support? Define that, and then direct the staff
accordingly.
• Build the nexus between successful economy and successful community.
• Don't lose sight of need to support existing businesses (services, incentives) and not
overly focus on what it will take to lure businesses to locate here ("Buffalo Hunting").
• Identify incentive program to retain businesses in Orange County.
• Grow, Succeed, and Stay, Positive Business Climate: approval? where do we want it?
not in my back yard (NIMBY)!
• Elect business friendly elected officials
• Support renovate and rebuild business property
• Comprehensive plan of Chapel Hill needs to be refined and rewritten to support
economic development
• Parking (cost, inventory, what do customers think?)
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Notes from Work Group on Supporting Workers
What are the future needs of the county work force?
- Business: kinds of services businesses lacking
- Survey
-Needs (Affordable housing, Child caze)?
Quantify (with statistics)
Lack of affordable child care
Housing needs
Transportation needs
Understand the data:
o Outgoing commuters -why
o Incoming commuters -why
Adult care (Seniors?)
General affordability
Fixed incomes
Increasing taxes
Notes from Work Group on Infrastructure
^ Elements of physical infrastructure:
o Water and sewer for mid and northern parts of the county - need a regional approach
o Electric utilities - no regional approach
o Alternative and regulaz transportation
o Development of Carolina North -knowledge infrastructure
o Information networks
o Good markets for local farmers
^ Social /communication infrastructure -you need this to support the physical
infrastructure among business, govt,, educational institutions and regions.
^ Need a collective vision -need infrastructure to support economic and social goals.
^ Other plans do not address growing tax base, etc. instead they focus on constraints to
growth,
^ Are we thinking too locally? Orange county is much more alike than most places in
North Carolina. We need a county strategy. There will be different expressions in each
town but the county needs to address the gaps and broader issues.
^ Named economic development commissions (EDCs) -are they designed to segment?
Yes, they are designed to focus industry/businesses in certain areas. They are not the
problem, the issue is the lack of implementation..
^ How is this plan going to be different? We can put the plan together but we need the buy-
in of town councils, etc, or nothing will change. Need public action by a body that may
not be committed to economic development and the strategic plan.
^ The plan should take into account the realities it faces -what can be accomplished?
Where is the compromise?
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^ Local leadership issues.
• Water and sewer as a constraint to growth.
o Requires intertwined network of agreements between municipalities.
o Are there alternatives to extending municipal water and sewer? Usually a problem
for fire suppression system (insurance ratings, etc.)
^ Infrastructure has to be the first thing. Business climate is not the first step for new
companies considering locating in Orange County (recruitment).
^ Transportation -community thinks business is bad because it brings traffic. Need to find
ways to tie into quality of life issues, Businesses in the appropriate places can be alright
and can be accommodated so that it does not adversely affect quality of life issues
(traffic, pollution, land use, etc.)
Next Steps:
^ Create a plan that can realistically be implemented
^ Restrict the focus of the plan
o Determine what the county have,jurisdiction over
o What types of companies should be targeted (based on criteria and regional
targeting? (see existing lists)
o What infrastructure is necessary to support the targeted companies
^ Recommendations to BOCC on
o Water and sewer
o Transportation and traffic issues that relate to economic development
Notes from Work Group on Ouality of Place
What are the components of quality of place?
1. Living wage, diversity, and integrated neighborhoods. No gap between have and have-
nots.
2. Restaurants and things to do
3. Safety
4. Services (child care, women's center, etc..)
5. Place to gather and interact (spontaneity among creative people)
6. Education programs
7. Outreach to Latinos and other ethnicities
8. Linkages and parhrerships between governments, non-profits, and other groups
9. Parks and recreation
10, Public transportation and low traffic/conunute times
11. Need sense of place, increase in community knowledge and blending of historic
background
12. Continuity of youth (i.e. remaining in area)
1:3. Support strong arts community
14. Farmland preservation and integration of farmers into local economy, Business partner
with farmers and recognize them as commercial enterprise. Support local farmers,
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15. Celebrate neighborhood differences (neighborhood festivals, etc.)
16, Areas for youth to congregate
17, Housing the homeless to provide to their needs and curb panhandling and other
undesirable activity in public spaces that prevent people from congregating there.
18, Promote artists in area to create spark and attract more talent (for example, the literary
community in Hillsborough).
Next Steps
1. Staff member research general definition for what we mean by quality of place, Provide
this background to workgroup and history/trend data nn Orange County growth and
changes (qualitative and quantitative).
2. Gather more diverse representation for workgroup
a, E] Centro
b, Neighborhood Assoc.
c. Everyone will submit names of individuals and groups that we should solicit for
participate
d. County should put out notice to solicit participation.
3. The larger workgroup (once established) will further define what quality of place means
to them and to Orange County. They will establish vision statement for county as a
whole (and eventually for municipalities) with regard to quality of place preservation and
building on our strengths.
4. Develop action steps after the March State of the Local Economy Breakfast.
NOTE: The June deadline seems ambitious and not realistic for actions steps to develop
from workgroup..
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