GOAL NUMBER ONE BUILD ON THE REGION’S COMPETITIVE ... · Each county has a tourism development plan 2. Increase in tourism spending. GOAL NUMBER ONE BUILD ON THE REGION’S COMPETITIVE

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GOAL NUMBER ONE

BUILD ON THE REGION’S COMPETITIVE ADVANTAGE AND LEVERAGE THE MARKETPLACE

Introduction: The real estate and healthcare industries are likely to experience the greatest growth over the next six years. These industries have low average earnings/worker in relation to other industries in the region, and the industries with the highest earnings/worker, government and manufacturing, are likely to only grow by about 8%-12%. However, examining forecasts of key occupations reveals that management, a high earning occupational sector, is likely to grow. Growth in management indicates the emergence of new businesses, and greater commitment to the region by corporations with existing business interests. Tourism continues to be a growth industry specifically on the coast (leisure & hospitality).

Objective 1 Identify the region’s clusters of economic development that offer competitive advantages.

Strategies to Meet Objective 1. Continue to monitor the region for evidence of new/additional cluster development.

2. Partner with Economic Developers, Chambers of Commerce and Committees of 100 in the region to identify emerging clusters.

Lead Agency Partner NC Northeast Commission

Strategic Public/Private Partnerships

County economic developers Chambers of Commerce Committees of 100 NADO

Action(s) 1. Attend regional and state meetings, workshops and conferences with an economic development focus to foster relationships and identify emerging clusters.

2. Albemarle Commission will subscribe to listservs, publications, and memberships as appropriate.

3. Scan regional publications and statistics for evidence of emerging regional clusters.

4. Albemarle Commission Board members and Albemarle Commission staff will maintain close contact with Economic Developers, Chambers of Commerce, Committees of 100, and other concerned groups.

Estimated Costs $5,000/year for subscriptions, memberships, meeting attendance.

Alignment of Resources Federal EDA and State EDTAG funds along with member dues will be used to support this goal.

Barriers/Issues 1. Albemarle Commission’s region is not a homogenous one. All areas of the region may not

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be able to participate in the economic benefits of a particular cluster.

2. Tourism revenues are subject to weather patterns, cost of fuel and the economy.

3. May be difficult to identify businesses that participate in the clusters.

Performance Measures 1. Number of existing clusters that continue to grow and flourish.

2. Number of new clusters that develop. 3. Number of local businesses that are able to

participate in the clusters.

GOAL NUMBER ONE


Objective 2 Develop a regional plan to leverage the region’s competitive advantage

Strategies to Meet Objective 1. Through a SWOT analysis identify the region’s competitive advantage.

2. Gather and analyze copies of economic development plans from within the region.

3. Identify promising strategies that leverage the region’s competitive advantage.

4. Incorporate those strategies into the CEDS if they are not already included.



County economic developers

Action(s) 1. Identify promising strengths to build on in the region.

2. Develop strategies that leverage those advantages. 3. Incorporate those strategies into the CEDS. 4. Modify the CEDS as needed. 5. Write a regional plan to leverage resources.

Estimated Costs $5,000 staff time to complete research and write plan.


Barriers/Issues 1. There may not be agreement on the competitive advantages of the region.

2. There may not be agreement on the strategies to promote those competitive advantages.

3. May be difficult obtaining needed/desired data. Performance Measures 1. The existence of a written regional plan.

2. Increase in number of new businesses and industries locating in the area. New business and

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industry will be attracted to the region due to the competitive advantages of locating here.

3. Increase in the number of new business starts. Entrepreneurs will seize the opportunity to capitalize on the region’s competitive advantage.

4. Increase in the number of business and industry expansions in the region. Existing business and industry will be encouraged by the region’s competitive advantages and will expand their businesses.

GOAL NUMBER ONE


Objective 3 Conduct an analysis that identifies the existing and potential improved place brand for the region.

Strategies to Meet Objective 1. Research existing brands within the region. 2. Work with consultant to identify one or more

brands that have potential to characterize the region.

3. Create a distinctive brand.



Chambers of Commerce Counties

Action(s) 1. Research brands within the region. 2. With the assistance of a consultant, identify one or

more possible brands. 3. Work with the Albemarle Commission Board to

select one. 4. Work with a marketing or branding firm to create a

visual representation of the brand in various formats.

Estimated Costs $50,000 for research and brand development

Alignment of Resources Will need additional resources to develop the regional brand and formats.

Barriers/Issues 1. Albemarle Commission’s region is not a homogenous one. It would be difficult if not impossible to create a brand that would be and identifier for the entire region.

2. Unable to locate funding to develop the brand. Performance Measures 1. Evidence of brand development and collaterals

that go with it.

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2. Number of entities that utilize the brand once developed.

GOAL NUMBER ONE


Objective 4 Develop a regional marketing plan.

Strategies to Meet Objective 1. Utilize information gleaned from the objectives 1 and 2 above to develop a plan to market the region.

2. Research how other regions are marketing themselves.



County economic developers Chambers of Commerce

Action(s) 1. Research how other regions market themselves. 2. Make a list of marketing ideas and estimated costs. 3. Work with the Albemarle Commission Board to

determine the most cost effective ideas. 4. Write a regional marketing plan.

Estimated Costs $50,000 to develop and implement a marketing strategy.

Alignment of Resources Funding will need to be sought. Barriers/Issues 1. May not be able to locate funding.

2. Plan will need to be multi-faceted and will need to be marketed using multi-media.

Performance Measures 1. Development of a regional marketing plan. 2. New business and industry is attracted to the

region due to the marketing plan. 3. New residents are attracted to the region due to

the marketing plan. 4. More tourists are attracted to the region due to the

marketing plan. 5. Increased number of new business startups. 6. Increased number of business expansions. 7. Increased number of jobs.

GOAL NUMBER ONE


Objective 5 Identify new adaptive capabilities of the region.

Strategies to Meet Objective 1. Research examples of adaptive capabilities 2. Identify examples of adaptive capabilities within

the region. 3. Create list of adaptive capabilities of the region.

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County economic developers Planners

Action(s) 1. Create a list of adaptive capabilities of the region. 2. Determine how best to use that information. 3. Identify special opportunities. 4. Periodically update the list. 5. Publish examples.

Estimated Costs $15,000 for research and development


Barriers/Issues 1. It may not be possible to duplicate adaptive capabilities.

2. Capabilities change over time primarily with changes in leadership.

3. Overly-restrictive government regulations and rules may make adaptation more difficult.

Performance Measures 1. List of new adaptive capabilities in the region. 2. Evidence of publication of regional examples.

GOAL NUMBER ONE


Objective 6 Foster the growth of wind, solar, geothermal and other alternative energy businesses in the region.

Strategies to Meet Objective 1. Educate concerned groups on value and potential of alternative energy sources.

2. Identify potential roadblocks. 3. Provide samples/models.

Lead Agency Partner NC Northeast Commission Strategic Public/Private Partnerships

Alternative Energy Companies Electric companies and cooperatives Local governments Military

Action(s) 1. Identify county and municipal ordinances that help/hinder the development of wind, solar, geothermal and other alternative energy sources.

2. Provide model ordinances. 3. Identify entities (e.g., military, environmental

groups) that may have objections to the development of these sources of energy.

4. Pinpoint the objections. 5. Provide accurate information on subject. 6. Seek best-practices solutions for concerns. 7. Work with closely EMC and other state agencies.

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Estimated Costs $10,000 to research subject and design plan.


Barriers/Issues 1. Military—low level flight patterns—object to wind farms

2. Local airports—object to wind farms 3. Environmental groups—concern for wildlife

Performance Measures 1. Evidence that research has been done regarding existing ordinances.

2. List of concerns and concerned groups. 3. Sample ordinances have been provided.

GOAL NUMBER ONE


Objective 7 Foster tourism in the region. Strategies to Meet Objective 1. Convene periodic meeting of region’s tourism

boards. 2. Assist counties with small tourism revenues to

identify new opportunities. 3. Create a tourism development plan for counties

which do not have one. 4. Develop a plan to market tourism in the region.



1. Tourism Development Authorities 2. Economic Developers 3. Hospitality industry 4. Tour buses and guides 5. NC Division of Tourism, Film and Sports

Action(s) 1. Survey counties for existence of tourism plans, tourism marketing plans, TDAs

2. Develop list of attendees for regional tourism meetings and conduct one or more meetings per year.

3. Identify tourism assets in region 4. Contact counties that do not have a tourism

development plan regarding the development of one.

5. Create one, two and three-day tours of region. 6. Develop plan to market tourism in the region.

Estimated Costs $50,000 to identify assets, develop plans and create tours


Barriers/Issues 1. Smaller counties may not be interested in this

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strategy. 2. Areas where tourism is in its advanced stages may

not feel the need to plan or develop further. 3. Environmental groups may tourism negatively

impacts the fragile coastal environment.

Performance Measures 1. Each county has a tourism development plan 2. Increase in tourism spending.

GOAL NUMBER ONE


Objective 8 Develop a plan to increase the number of businesses and entrepreneurs who create and market value-added agricultural products.

Strategies to Meet Objective 1. Host educational meetings for those interested. 2. Identify existing value-added agricultural

producers in the region and tap their expertise. 3. Identify resources to support those interested.

Lead Agency Partner NC Cooperative Extension Service


1. NC Northeastern Commission 2. Agri-businesses 3. Marine Fisheries 4. NC Department of Commerce

Action(s) 1. Identify existing value-added agricultural producers in the region.

2. Create a manual of resources for value-added agricultural products.

3. Host one or more meetings of those interested.

Estimated Costs $30,000 to develop resource manual, host meetings. Alignment of Resources Federal EDA and State EDTAG funds along with

member dues will be used to support this goal Barriers/Issues 1. Difficulty in identifying existing value-added

agricultural businesses. 2. Few interested in the concept. 3. Resources lacking in the region to support those

interested.

Performance Measures 1. Number of new value-added agribusinesses in the region.

2. List of value-added agribusinesses in the region. 3. Resource manual. 4. Held one or more meetings on concept.

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GOAL NUMBER TWO ESTABLISH & MAINTAIN A ROBUST REGIONAL INFRASTRUCTURE

Introduction: Water capacity and water quality concerns are paramount in the region. There are nine county-wide, one regional, and several municipal water systems in the region. Many systems within the 3 region expect demand levels would exceed 80% of available supply by 2020. Due to a lack of available ground water, several local governments in the region are engaging in prolonged and expensive reverse osmosis projects. Financial assistance from outside sources is necessary to maintain current water systems, meet future demand, and allow for economic growth. Objective 1 Identify the region’s infrastructure assets

(transportation, workforce, water/sewer/gas, broadband, housing, education, healthcare, green space, access to capital and energy assets)

Strategies to Meet Objective 1. Identify area’s existing infrastructure assets by county.

2. Identify infrastructure needs to meet future demands.

3. Identify potential for regionalization of systems. Lead Agency Partner Counties, municipalities, service providers


Developers, economic developers, utilities, counties, municipalities, concerned state agencies, etc.

Action(s) 1. Research existing infrastructure assets. 2. Create a single document that contains known

infrastructure assets by county. 3. Identify known gaps in infrastructure. 4. Identify potential for regionalization of assets. 5. If project meets EDA parameters, assist entity in

applying for EDA funding.

Estimated Costs $25,000 for research. Funding for infrastructure projects are the responsibility of the concerned entities.


Barriers/Issues 1. Local governments have mostly already identified these infrastructure needs along with the cost. They lack the funding to implement.

2. Communities that do not desire to grow are unwilling to spend funds for even a preliminary engineering report to assess the problem.

3. Lack of cooperation in data collection efforts. 4. Lack of available funding to address infrastructure

needs. 5. Local governments do not have a history of taking a

regional approach to issues.

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Performance Measures 1. Document that lists existing infrastructure by county.

2. Local governments have needed infrastructure in place for present and future growth.

3. When applicable, local government received assistance to apply for EDA funding.

4. New business and industry are attracted to the area because their infrastructure needs can be met.

5. Developers create housing and commercial projects in the area because the needed infrastructure is available.

6. New residents choose to locate to the area because the needed infrastructure is in place.


Objective 2 Develop multi-modal transportation plans that address existing and future year capacity deficiencies

Strategies to Meet Objective 1. Identify present and future needs to move people into, out of and within the region.

2. Identify present and future needs to move freight into, out of and within the region.

3. Identify existing resources. 4. Complete a gap analysis 5. Draft a plan to meet future needs.

Lead Agency Partner RPOs, NCDOT Strategic Public/Private Partnerships

Providers of transportation services, NCDOT, RPOs, MPOs

Action(s) 1. Conduct a survey of present and future needs. 2. Identify gaps. 3. Identify possible solutions to address the gaps

along with needed resources.

Estimated Costs $10,000 for research and to create the gap analysis

Alignment of Resources Federal EDA and State EDTAG funds along with member dues will be used to support this goal. Additionally RPO resources will be used.

Barriers/Issues 1. Future freight needs may be difficult to predict due to changes in the economy over time, taxing of internet purchases, and other unknowns.

2. Local governments do not have a history of taking a

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regional approach to issues. 3. Some desired transportation elements may be too

costly both in the short and long-term. 4. Rural residents continue their dependency on and

preference for private vehicles. 5. The aging of the population, especially in rural

areas, will have an impact on transporation issues. 6. Financially stressed local governments are

reluctant to continue to support services operate with a deficit.

Performance Measures 1. Existence of a survey and gap analysis. 2. List of needed resources. 3. The region will have multi-modal access to meet

transporation needs of residents and visitors. 4. The region will have multi-modal access to meet

the transporation needs of business and industry.


Objective 3 Identify whether water, sewer and natural gas infrastructure can support future growth

Strategies to Meet Objective 1. Area’s water, sewer and natural gas infrastructure assets and needs will be identified.

2. A gap analysis will be conducted.

Lead Agency Partner Counties, municipalities, service providers Strategic Public/Private Partnerships

Developers, economic developers, planners, utility operators

Action(s) 1. Research existing reports to identify water, sewer, and natural gas infrastructure needs.

2. Create a single document that contains known water, sewer, and natural gas infrastructure needs.

Estimated Costs $10,000 for additional research. Funding for water, sewer and natural gas infrastructure projects are the responsibility of the concerned entities.


Barriers/Issues 1. Local governments have mostly already identified these infrastructure needs along with the cost.

2. Local governments lack the funding to meet their identified needs.

3. The cost/benefit analysis may show that while there is a need, that need cannot be fulfilled in a

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cost effective way. 4. Communities that do not desire to grow are

unwilling to spend funds for even a preliminary engineering report to assess the problem.

Performance Measures 1. Existence of a report identifying water, sewer, and natural gas infrastructure needs and desires.

2. Gap analysis report. 3. Local governments have needed water, sewer and

natural gas infrastructure in place for present and future growth.

4. New business and industry are attracted to the area because their water, sewer and natural gas infrastructure needs are met.

5. Developers create housing and commercial projects in the area because the needed water, sewer and natural gas infrastructure is available.

6. New residents choose to locate to the area because the needed water, sewer and natural gas infrastructure is in place.


Objective 4 Develop plans for the expansion of telecommunications and broadband infrastructure growth or identify their capacity as sufficient.

Strategies to Meet Objective 1. Identify areas of coverage for telecommunications and broadband infrastructure.

2. Identify gaps in coverage. 3. Identify need for enhanced service.

Lead Agency Partner e-NC Strategic Public/Private Partnerships

Local governments, telecommunication carriers, broadband service providers

Action(s) Work with e-NC to determine coverages and needs.

Estimated Costs $5,000 for additional research Alignment of Resources Federal EDA and State EDTAG funds along with

member dues will be used to support this goal.

Barriers/Issues 1. Carriers are unwilling to serve rural, sparsely populated areas as they are not profitable.

2. Carriers are unwilling to upgrade services to rural, sparsely populated areas as they are not profitable.

Performance Measures 1. Report identifing telecommunications and broadband coverage and gaps.

2. Every area of the region will have adequate

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broadband coverage. 3. Every area of the region will have

telecommunications of sufficient strength and coverage.

GOAL NUMBER TWO ESTABLISH & MAINTAIN A ROBUST REGIONAL

INFRASTRUCTURE Objective 5 Develop plans for equitable and affordable housing

choices

Strategies to Meet Objective 1. Identify current and future needs for equitable and affordable housing including housing for the low/moderate income workers, elderly and disabled (a growing segment of the population).

2. Identify preferred locations for transit-oriented development to occur throughout the region.

3. Identify land use, zoning and other barriers to the development of equitable and affordable housing including “mother-in-law suites.”

4. Ensure that equitable and affordable housing includes addressing maintenance and energy costs.

Lead Agency Partner NC Housing Finance Agency


Developers, Housing Authorities/Agencies in region, Community Development Corporations, planners

Action(s) 1. Research population change trends over the next twenty years by counties in the region.

2. Identify area where the largest increases will occur. 3. For those areas, examine the age projections to

determine the population mix as that may affect the type and placement of affordable housing.

4. Project the needs for the next twenty years. 5. Communicate those needs to the concerned

governments.

Estimated Costs $15,000 for additional research Alignment of Resources Federal EDA and State EDTAG funds along with

member dues will be used to support this goal. Barriers/Issues 1. Not in my back yard (NIMBY) attitude.

2. Perception of rental and affordable housing as attracting undesirables to a neighborhood.

3. Perception of rental and affordable housing as negatively affecting value of existing housing.

4. Perception that rental and affordable housing is not as well-maintained as higher-priced, owner-occupied housing.

5. Gentrification of certain areas that depletes the

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stock of reasonable rental and low-income housing options.

6. Those ensconced in public housing refusing to consider other/better options including home ownership.

7. Concerns for safety when locating in an area or close to an area considered as “undesirable.”

Performance Measures 1. Report which provides details on population and housing needs.

2. An adequate stock of equitable and affordable housing for all who desire it.

3. Ability of teachers, public sector employees and health care workers to find affordable housing.


Objective 6 Ensure adequate supply and mix of health care providers.

Strategies to Meet Objective 1. Understand existing health care supply. 2. Identify desired health care supply. 3. Identify the gaps in services and coverages. 4. Research creative ideas used by others to attract

health care providers to region. 5. Identify alternative methods of supplying services

needed. Lead Agency Partner Local health Departments


Medical and Dental societies Private and nonprofit health care clinics Other health care service providers

Action(s) 1. Review existing data on health care providers. 2. Establish minimum service levels. 3. Conduct a gap analysis. 4. Conduct research on how to attract health care

providers. 5. Conduct research on alternatives to physician

driven health care.

Estimated Costs $50,000 for research

Alignment of Resources Seek funding. Barriers/Issues 1. Small, poor, rural counties with few amenities are

unattractive places to live and work for health care providers.

2. Stiff competition for primary care physicians. Performance Measures 1. Report on existing providers.

2. Report establishing minimum levels of supply.

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3. Gap Analysis. 4. Report on creative methods to attract health care

providers. 5. Report on research on alternives to having health

care providers living in area they serve.

GOAL NUMBER THREE CREATE REVITALIZED & VIBRANT COMMUNITIES

Introduction: Businesses, industry and entrepreneurs are attracted to vibrant communities. Communities within the Albemarle Commission’s region need to create that type of environment if they wish to be competitive in today’s economy.

Objective 1 Promote environmentally sustainable development patterns

Strategies to Meet Objective 1. Encourage local governments to adopt and promote smart growth principles.

2. Encourage local governments to enact ordinances that protect environmentally sensitive habitats.

3. Encourage local governments to enact ordinances that prevent contamination of water bodies and watersheds.

Lead Agency/Partner NC DENR (DWQ, DWR, DCM)


Developers, Planners, local governments

Action(s) 1. Educate local elected officials regarding environmentally sustainable development.

2. Provide examples of environmentally sustainable developments.

3. Facilitate meetings where environmentally sustainable development is the topic.

Estimated Costs $5,000 for additional research


Barriers/Issues 1. Local elected officials and boards are pressured to give approvals for developments that may be unsustainable and that may create adverse environmental impacts.

2. There are differences of opinions about various environmental conditions and their future effects (e.g., sea level rise).

Performance Measures 1. All new construction and reconstruction in the region will be environmentally sustainable.

2. Impaired waterbodies in the region will experience improved water quality.

3. Impacts from natural disasters will be minimized

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due to sustainable development patterns. 4. There will be no new loss of sensitive habitats due

to manmade causes. GOAL NUMBER THREE CREATE REVITALIZED & VIBRANT COMMUNITIES

Objective 2 Ensure that underserved and distressed communities are engaged in the planning process

Strategies to Meet Objective 1. Encourage local governments to plan. 2. Encourage local governments to hire planning staff. 3. Encourage local governments to find ways to

engage the low-income and disenfranchised citizens in the planning process.

Lead Agency/Partner NC DCA


Planners Nonprofits that engage the underserved communities

Action(s) 1. Educate local elected officials regarding the need to plan.

2. Provide examples of various types of plans. 3. Facilitate meetings where planning is the topic.

Estimated Costs $10,000 per underserved and distressed communities for Albemarle Commission to create a very basic comprehensive plan.


Barriers/Issues 1. Underserved and distressed communities are unable to employ a planner or pay for planning services.

2. Underserved and distressed communities lack the resources to implement plans.

3. Some underserved and distressed communities are not convinced of the need for planning.

4. Some local elected officials do not see the bigger picture and are focused only on the present.

5. Residents of some communities believe it is a waste of tax payer dollars to plan.

6. Low-income and disenfranchised citizens are focused on their day-to-day existence and on getting their basic needs met. They do not have the time, energy, or incentives to engage in the planning process.

Performance Measures 1. Every local government (county and municipality) in Albemarle Commission’s region will have a comprehensive plan that at a minimum addresses growth and development; economic development;

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infrastructure; transportation; solid waste; housing; water supply; growth of population age 65 and older; environmental protection and quality of life.


Objective 3 Develop a plan for accelerating investments in healthy, safe and walkable neighborhoods

Strategies to Meet Objective 1. Educate local elected officials on value of healthy, safe, walkable neighborhoods.

Lead Agency/Partner DCA


Developers, realtors, planners

Action(s) 1. Educate local elected officials regarding the need for healthy, safe and walkable neighborhoods.

2. Provide examples, ordinances and regulations that address healthy, safe and walkable neighborhoods.

3. Educate elected officials, developers and realtors as to the benefits of healthy, safe and walkable neighborhoods.

Estimated Costs $15,000 to support educating the local governments


Barriers/Issues 1. At this time due to the economy, there is little new development.

2. The biggest opportunity to create healthy, safe and walkable neighborhoods is in the development phase of new communities.

3. Local elected officials and boards are pressured to give approvals for developments that do not create healthy, safe and walkable communities. (Any develoment is better than none philosophy.)

4. Local elected officials don’t know what elements comprise healthy, safe and walkable communities.

Performance Measures 1. Evidence that local elected officials have been educated on the elements of and need for healthy, safe and walkable communities.

2. New residential developments in the region will be healthy, safe and walkable.

3. Local governments will have development ordinances in place that foster the construction of healthy, safe, walkable communities.

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Objective 4 Develop a plan to promote the restoration and preservation of urban and town centers

Strategies to Meet Objective 1. Identify municipalities with distinct town centers in Albemarle Commission’s region that have not yet been restored.

2. Encourage those towns to apply to the STEP program if they have not yet been a program participant.

3. Encourage those towns to apply to be participants in the Main Street Program or Small Main Street Program if they are not currently participants.

4. Encourage those towns to be members of the NC Downtown Development Association.

5. Encourge the development of a municipal service tax district to help pay for improvements.

6. Every municipality with a town center that has not been revitalized should have a revitalization plan.

Lead Agency/Partner DCA, NCDDA, NC Rural Center


Economic developers, planners

Action(s) 1. Assist towns to apply to the NC STEP program. 2. Assist towns to apply for the NC Main Street

Program and the Small Town Main Street Program. 3. Albemarle Commission to be a member of the

NCDDA. 4. Assist towns to develop plans and strategies to

redevelop their downtowns. Estimated Costs $10,000 per town to assist towns to apply for the STEP

program; apply to the Main Street Program or apply to the Small Town Main Street Program and to develop strategies to redevelop its downtown.


Barriers/Issues 1. Some towns don’t see the benefit of downtown redevelopment.

2. Some towns lack the time, energy and resources to address downtown redevelopement.

3. Apathy. 4. Owners of many downtown buildings are older and

do not want to reinvest in the building. 5. There is no incentive to fix up an old structure in

the downtown business district when there is no prospect for a renter.

6. Lack of leadership and vision.

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7. Not knowing how or where to start.

Performance Measures 1. List of municipalites with town center that have not been revitalized or ones whose plans for revitalization have stalled.

2. From that list identify those that do not have a revitalization plan or that have a plan that is over 10 years old.

3. Help those without plans or ones that have plans that are over ten years old to seek resources to create/rewrite their plans.

4. All distinct downtown areas within the region will be redeveloped.

5. Investments will be made in revitalizing downtown areas.


Objective 5 Develop and promote a “buy local” campaign. Strategies to Meet Objective 1. Establish an ad-hoc committee for the region to

work on campaign. 2. Pick a theme 3. Identify most powerful benefits 4. Create promotional material 5. Hold kick-off event with media coverage 6. Measure success 7. Multiplay the shop local campaign

Lead Agency/Partner Chambers of Commerce


Retailers in region—especially in small towns Restaurants

Action(s) 1. Identify committee members 2. Identify potential themes and then hold a contest to

pick 3. Poll retailers to determine how best to position the

campaign building on assets 4. Select company to design promotional material 5. Hold kick-off event with media coverage 6. Determine how best to measure success 7. Promote business-to-business buying, shared

purchasing programs, etc.

Estimated Costs $10,000 for meetings, promotional material development and printing, prizes for contests.

Alignment of Resources Need to find funding source. May partner with Chambers of Commerce.

Barriers/Issues 1. Small town merchants may not see value of effort. 2. With a geogaphically spead region, it may not be

possible to coordinate the effort effictively.

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3. Lack of interest. 4. Cost of effort – may not be able to secure needed

funding. Performance Measures 1. Increase in sales tax revenues.

2. Decrease in retail and restaurant closures. 3. Program participation rates.


Objective 6 Identify resources and issues in the region related to the aging of the population.

Strategies to Meet Objective 1. Create a GIS layer using Census data to determine where there are pockets of those 65+.

2. Determine existing resources. 3. Determine existing issues.

Lead Agency/Partner Area Agency on Aging


Local Management Entities Veteran groups Medical Centers Local Governments Senior Centers

Action(s) 1. Get GIS information to identify where there are pockets of elderly.

2. Identify existing resources 3. Determine Existing issues 4. Determine what is needed 5. Identify gaps 6. Develop an action plan to address the gaps.

Estimated Costs $50,000 for research and meetings.

Alignment of Resources AAA funds, grants, use existing planning entities Barriers/Issues 1. Information on resources are scattered and difficult

to ferret out. 2. There may not be agreement on needs.

Performance Measures 1. Elderly have services they need. 2. GIS map 3. List of existing resources 4. List of existing issues 5. List of needs 6. Gap analysis 7. Action plan addressing the gaps


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Objective 7 Promote the local food movement.

Strategies to Meet Objective 1. Reaearch what others are doing. 2. Identify potential interested groups/individuals 3. Form a small steering committee 4. Steering committee studies research and identifies

strategies. 5. Plan created 6. Plan implemented

Lead Agency/Partner NC Cooperative Extension Service


School systems Health Departments

Action(s) 1. Reaearch what others are doing. 2. Form a small steering committee 3. Steering committee studies research and identifies

strategies. 4. Plan created 5. Plan implemented

Estimated Costs $10,000

Alignment of Resources NC Cooperative Extension funds, grants

Barriers/Issues 1. Turf issues 2. Funding silos 3. Legal or legislative barriers 4. Do not understand the food movement

Performance Measures 1. Report on research 2. List of participants 3. Formation of steering committee and minutes of

meetings 4. Planning document 5. Evidence of elements of plan being implemented.

GOAL NUMBER FOUR DEVELOP HEALTHY AND INNOVATIVE PEOPLE

Introduction: In order for the Albemarle Commission to be successful economonically, it needs a healthy and innovative workforce. Business and industry seeking to locate or expand in the region will desire a workforce that fulfills their need for knowledge-base workers.

Objective 1 Foster development, recruitment and retention of a skilled workforce

Strategies to Meet Objective 1. Support efforts of the Northeastern WorkforceDevelopment Board.

2. Support the two community colleges located in ALBEMARLE COMMISSION’s region.

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3. Support the effort to retain service personnel exiting the military from the Coast Guard Stations.

4. Encourage the continued growth of the Work Ready Certification and Work Keys programs.

5. Encourage training in occupations in demand.

Lead Agency Partner Northeastern Workforce Development Board Strategic Public/Private Partnerships

Miliary, local employers

Action(s) 1. Participate in meetings, workshops and conferences where skilled workforces is the topic.

2. Participate on committees whose mission is to address creating a skilled workforce.

Estimated Costs $3,000/year to monitor the state of the region’s workforce


Barriers/Issues 1. Business & industry don’t see value of Work Keys. 2. Attitudes, behaviors, and alcohol/drugs (not lack of

knowledge or possession of skills) are often the reason why workers are not retained.

3. In some areas high school drop out rates are still high as are the number of students dropping out of community colleges without completing a course of study.

4. Those exiting the military have credentials that are not readily accepted for certifications and licenses.

5. Lack of transportation is a barrier to getting to the community colleges and to work.

6. Skilled, knowledgeable workers are beginning to reach retirment age and they may be difficult if not impossible to replace.

7. A depressed economy may cause reductions in force and permanent layoffs as business and industry resize.

8. There may be a disconnect between the skill set of available workers and the skill set needed by a specific business or industry.

9. Laid-off workers who have been retrained lack the necessary experience in their new field and are less likely to be hired when competing with someone with experience.

Performance Measures 1. Albemarle Commission’s region will attract business and industry here because of its valued skilled workforce.

2. Albemarle Commission’s region will retain business

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and industry here because of its sklled workforce.


Objective 2 Identify and analyze all educational resources and conduct a gap analysis if needed

Strategies to Meet Objective 1. Identify all educational resources in the region. 2. Analyze these resources to determine if there are

any gaps. 3. Produce a report.



Public School Systems in the region, Community Colleges in the region, Colleges and universities that have a presence in the region.

Action(s) 1. Research the region’s educational resources. 2. Analyze these resources to determine if there are

any gaps. 3. Create a report.

Estimated Costs $5,000/year to monitor the state of the region’s educational resources


Barriers/Issues 1. Some school board members and do not fully understand their roles in developing great schools.

2. Lack of involvment by parent(s). 3. High number of single mothers raising children. 4. Working parents have little time left to actively

participate in their child’s education. 5. Difficult to recruit and retain stellar teachers in

small rural communities. 6. Funding woes and budget constraints. 7. Community Colleges design and set courses around

the system rather than around the students. (e.g., Mount Olive College has programs for working adults where the student goes to class only one night per week and only takes one subject at a time. The Community Colleges don’t have anything comparable.)

Performance Measures 1. Albemarle Commission’s region’s K-12 schools (public, private and charter) will be considered top performing schools.

2. Young professionals with families will choose to reside and work in our region because of our great schools.

3. The region’s high school graduation rate will improve.

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4. The region’s community college completion rate will improve.

5. Private technical schools will be attracted to set up campuses in the region.


Objective 3 Develop ways to create an environment that fosters entrepreneurial development and growth

Strategies to Meet Objective 1. Encourage high schools to offer hands-on entrepreneurial education through a real-life experience and service learning opportunities.

2. Create a website of resources for entrepreneurs and would-be entrepreneurs.

3. Encourage the growth of the NC REAL entrepreneurship program.

4. Sponsor a business plan competition. 5. Start a support listserv for entrepreneurs and

would-be entrepreneurs in the region. Lead Agency Partner NC REAL Entrepreneurship


Small Business Development Centers, Business Incubators, Economic Developers, SCORE,

Action(s) 1. Identify resources for entrepreneurs. 2. Hire a website developer to ensure proper

positioning on the web. 3. Populate the website. 4. Maintain website. 5. Sponsor a business plan competition. 6. Run an entrepreneurial listserv.

Estimated Costs $20,000 to create the website. $5,000/year to maintain the listserv and website.


Barriers/Issues 1. High failure rate of new business start ups. 2. Many would-be entrepreneurs are ill-prepared to

be successful. Performance Measures 1. Website for entrepreneurs.

2. Number of new business starts. 3. Number of students in high school successfully

completing the entrepreneur course. 4. Business Plan competition held. 5. Number of subscribers to the entrepreneur listserv. 6. Number of new business started by graduates of

the REAL program.

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GOAL NUMBER FOUR DEVELOP HEALTHY AND INNOVATIVE PEOPLE Objective 4 Foster the merger of local government

agencies/systems to provide more efficient, more effective, and less costly services.

Strategies to Meet Objective 1. Identify services/agencies/departments that might be merged or shared.

2. Identify the pros and cons of these mergers. 3. Conduct cost benefit analysis of merger. 4. Provide examples of similar successful mergers. 5. Show how each participating entity would benefit.

Lead Agency Partner NC Northeastern Commission


1. Concerned state agencies. 2. Concerned local governments 3. Concerned agencies.

Action(s) 1. Identify underperforming agencies/departments or ones that have received notices from the state. Focus on those first.

2. Identify high-performing agencies/departments with whom they might be merged.

3. Convene a multi-disciplinary study group. 4. Create list of pros and cons of merger. 5. With the assistance of a consultant, conduct a

cost/benefit analysis. 6. Draft or locate a white paper on a similar merger. 7. Draft a white paper on the proposed merged. 8. Present material to concerned entities.

Estimated Costs $70,000 to study issues and conduct cost/benefit analyses.

Alignment of Resources To be sought. Barriers/Issues 1. “That’s the way we have always done it.”

2. Perceived and actual loss of control. 3. Unwillingness to consider alternatives. 4. Political boundaries. 5. Perception of potentially receiving “second class”

services. 6. Concern for affected employees. 7. Differing philosophies. 8. Funding silos. 9. Legal or legislative mandates.

Performance Measures 1. Successful merger of one or two entities. 2. Presentation on specific proposed mergers to one

or more entities in the region.

Documents

GOAL NUMBER ONE BUILD ON THE REGION’S COMPETITIVE ... · Each county has a tourism development plan 2. Increase in tourism spending. GOAL NUMBER ONE BUILD ON THE REGION’S COMPETITIVE