Comprehensive Economic Development

Strategy (CEDS)

Kerr-Tar Regional Council of Governments

Franklin, Granville, Person, Vance and Warren

Counties

and Municipalties therein

CEDS PLAN 2017 – 2022

Photo: The County Courthouses of Region K: Franklin, Granville, Person, Vance, and Warren

The following is submitted on behalf of the Kerr-Tar Regional Council of Governments to the Economic

Development Administration (EDA), a federal agency located within the United States Department of

Commerce. The contents of this document have been made in accordance with 13 C.F.R. § 303.7

2017 CEDS Committee Members

Mike Bailes, Interim Franklin County Public Utilities Director

LaChaun Banks, Associate Director – UNC Kenan Institute

John Barnes, President of The Henderson-Vance Chamber of Commerce

Jody Blackwell, Director of Small Business Center at Piedmont Community College

Ken Bowman, Warren County Economic Development Director

Bo Carson, Existing Industry Coordinator, Franklin County Economic Development Commission

Doris Carver, PhD, Vice-President Piedmont Community College

Jimmy Clayton*, Person County Commissioner

Mark Craig, NCDOT District Engineer

Ginne Currin, Director, Granville County Chamber of Commerce

C. Elton Daniels, Assistant County Manager for Franklin County

Robert Davie, Town Administrator for the Town of Warrenton

Richie Duncan, Director Franklin County Economic Development Commission

Tanya Evans, District Manager Duke Energy

Dale Fey, Dean of Continuing Education at Vance-Granville Community College

Walter Gardner*, Mayor Town of Warrenton

Stuart Gilbert, Director Person County Economic Development Commission

Ronnie Goswick, The Sunrock Group

Carolyn Fryberger, Program Coordinator, The Kenan Institute of Private Enterprise – NC Growth

Charles Halsall, Jr., NC Department of Commerce Prosperity Zone Senior Planner

Richard Hancock, NCDOT Deputy Division Engineer for Division 5

Joey Hopkins, NCDOT Division 5

Mike Inscoe, City of Henderson Councilmember

Laureen Jones, Franklin County Schools Director of Career Technical Education (CTE)

Ken Krulik, Warren County Planning Director

Mark Little, PhD, Director UNC Kenan Institute

Stuart Litvin, Vance County Economic Development Director

Sara Lloyd, Director of Customized Training, at Vance-Granville Community College

Travis Marshall, NCDOT Planning Branch

Bryce Mendendall, Director Franklin County Public Utilities

Harry Mills, Granville County EDC

Lindsay Mize, Executive Director South Granville Water and Sewer Authority (SGWASA)

Bryan Pfhol*, CEO The Sunrock Group

Turner Pride, Jr., Interim Vance County Extension Director

Darren Rhodes, NC Department of Commerce Rural and Economic Development

T. Griffen Rice, Dual MPA/MCRP Student, The University of North Carolina at Chapel Hill

Barry Richardson*, Chairman of the Kerr-Tar Regional Council of Governments Board

Jacqueline (Jackie) Sergent, City of Oxford Mayor

Betty Jo Shepheard, Field Representative – Office of United States Senator Richard Burr

Hillary Sherman, North Carolina Economic Development Representative, Economic Development Administration

Ashley Tucker, Dual MPA/MCRP Student, The University of North Carolina at Chapel Hill

Tanya Weary, Director of Small Business Center at Vance-Granville Community College

Morris White, County Extension Director for Vance County

Dexter Williams, Sr. Recruiter CenturyLink and Kerr-Tar Regional Council of Governments Workforce Development Bd.

Nancy Wilson, Executive Director Vance County Tourism Development Authority

*-Serve as Member of the Kerr-Tar Regional Council of Governments Executive Committee.

KTCOG Staff

Diane Cox, Executive Director Gina Parham, Senior Administrative/Office Manager

Vincent Gilreath, Workforce Development Director Mark Warren, Grants and Loan Officer

Lou Grillo, WIA Business Services Representative

Jillian Hardin, Area Agency on Aging Director

History of Kerr-Tar Regional COG

Councils of Governments were formed under the NC General Statutes 160-77.1 through 160-77.6 (current

Statutes are: 160A-470 through 160A-478) which authorizes any two or more municipalities and counties to

create a Regional Council of Local Officials. Under the leadership of Governor Bob Scott, seventeen (17)

regions were designated throughout the State of NC. In late 1970, City and County officials banned together to

explore forming a Council of Governments to serve Region K (counties of Franklin, Granville, Person, Vance

and Warren and the 11 municipalities therein). Today the Kerr-Tar Region still consists of these 5 named

counties and 16 municipalities; however, there are only 16 COGs across the state as some have combined.

Dr. W. M. Wester, Jr. served as the first Chairman of this Council during the organizational period. In May of

1971, the official name of the Council was selected: Kerr-Tar Regional Council of Governments, with its

purpose being to promote intergovernmental cooperation by developing and formalizing policy

recommendations concerning matters having area wide significance. Areas of interest and concern to the

members organizing the Council of Governments were: solid waste, health services, regional water system,

family planning, programs for the elderly, and manpower. Today the COG has the following programs: Aging,

Economic and Community Development, Economic Development Administration, Business Loans, Planning,

Transportation, and Workforce Development. It also provides Administrative Services for the Region K CAC

and Kerr-Tar Regional Economic Development Corporation.

The Council of Governments strived towards meeting criteria by the Economic Development Administration

(EDA) in order to be eligible for federal grants.

Vicinity Map of Region K

Background on the CEDS

In March 1975, the United States Department of Commerce’s Economic Development Administration (EDA)

designated the geographic area served by the Kerr-Tar Regional Council of Governments (COG) as an

Economic Development District (EDD). As the administrative body of the Kerr-Tar EDD, the COG receives

economic development planning funds from EDA and is eligible to participate in the development and

administration of EDA-funded projects in the region. The COG is also responsible for preparation and

maintenance of a Comprehensive Economic Development Strategy (CEDS) for the EDD.

A CEDS is the result of a regional economic planning process designed to guide the economic growth of the

region. The purpose of the CEDS is to create a process that will “create jobs, foster more stable and diversified

economies, improve living conditions and provide a mechanism for coordinating the efforts of people,

organizations, local governments, and private industry concerned with economic development” 1. A CEDS is

also necessary to qualify for EDA assistance with development.

1 From Page 6-7 of original CEDS Guidelines published by US Economic Development Administration for use

by governments and agencies that work with the various federal funding sources.

CEDS Vision Statement:

The Kerr-Tar Region will be an effective, strategic economic engine by being locally, regionally, and globally

competitive to maximize the region’s natural, human and infrastructure recourses.

As adopted by the CEDS Committee on July 25, 2017

Scenic images of Region K

Top Employers in Franklin County, North Carolina

Rank Company Name Industry/Sector Employment Range

1 Franklin County Schools Education & Health Services 1,000+

2 Franklin County Public Administration

(Local Government) 500-999

3 Novozymes North America, Inc. Manufacturing 500-999

4 Captive-Aire Systems, Inc. Manufacturing 100-249

5 Wal-Mart Associates, Inc. Trade, Transportation, & Utilities 100-249

Source: North Carolina Department of Commerce, Quarterly Census of Employment and Wages by Largest Employers through Q1 2017.

Top Employers in Granville County, North Carolina

Source: North Carolina Department of Commerce, Quarterly Census of Employment and Wages by Largest Employers through Q1 2017.

Rank Company Name Industry/Sector Employment Range

1 North Carolina Department of Health & Human Services Public Administration

(State Government) 1,000+

2 United States Department of Justice Public Administration

(Federal Government) 1,000+

3 Revlon Consumer Products Corp Manufacturing 1,000+

4 Altec Industries, Inc. Manufacturing 1,000+

5 Granville County Schools Education & Health Services 1,000+

Top Employers in Person County, North Carolina

Source: North Carolina Department of Commerce, Quarterly Census of Employment and Wages by Largest Employers through Q1 2017.

Rank Company Name Industry/Sector Employment Range

1 Warren County Schools Education & Health Services 250-499

2 North Carolina Department of Public Safety Public Administration

(State Government) 250-499

3 Warren County Public Administration

(Local Government) 250-499

4 Glen Raven, Inc. Manufacturing 100-249

5 Food Lion Trade, Transportation, & Utilities 100-249

Top Employers in Warren County, North Carolina

Rank Company Name Industry/Sector Employment Range

1 Person County Board of Education Education & Health Services 500-999

2 G K N Automotive Components, Inc. Manufacturing 500-999

3 Person County Public Administration

(Local Government) 500-999

4 Progress Energy Service Co. Trade, Transportation, & Utilities 250-499

5 Person Memorial Hospital (DLP) Education & Health Services 250-499

Source: North Carolina Department of Commerce, Quarterly Census of Employment and Wages by Largest Employers through Q1 2017.

Top Employers in Vance County, North Carolina

Rank Company Name Industry/Sector Employment Range

1 Vance County Schools Education & Health Services 1,000+

2 Variety Wholesalers, Inc. Trade, Transportation, & Utilities 500-999

3 Wal-Mart Associates, Inc. Trade, Transportation, & Utilities 500-999

4 Maria Parham Hospital Education & Health Services 500-999

5 Vance County Public Administration

(Local Government) 250-499

Source: North Carolina Department of Commerce, Quarterly Census of Employment and Wages by Largest Employers through Q1 2017.

Region K Population Trends

2020-2029

Source: North Carolina Office of State Budget and Management: Projected Annual County Population Totals, 2020-2029.

2030-2036

Source: North Carolina Office of State Budget and Management: Projected Annual County Population Totals, 2030-2036.

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029

Vance 45162 45168 45176 45183 45191 45197 45201 45206 45213 45215

Warren 20491 20493 20500 20504 20511 20516 20522 20526 20530 20535

Granville 60508 60902 61301 61699 62095 62493 62892 63288 63684 64083

Person 40214 40331 40440 40547 40649 40745 40841 40930 41017 41102

Franklin 68065 68850 69628 70412 71195 71976 72756 73540 74321 75104

0

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40000

50000

60000

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County Population Totals

Vance Warren Granville Person Franklin

2030 2031 2032 2033 2034 2035 2036

Vance 45218 45221 45225 45227 45230 45231 45234

Warren 20541 20545 20553 20557 20562 20566 20569

Granville 64478 64877 65275 65672 66069 66466 66863

Person 41184 41260 41333 41406 41475 41543 41606

Franklin 75886 76667 77449 78231 79014 79794 80577

0

10000

20000

30000

40000

50000

60000

70000

80000

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County Population Totals

Vance Warren Granville Person Franklin

Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

The Kerr-Tar Regional Council of Governments held their first CEDS meeting on January 12, 2017 in Oxford.

The Strategy Committee that was developed compiled of a diverse group from across the region that included

elected officials, COG board members, K-12 education leaders, Community Colleges and Universities staff,

essential utilities operations staff, private sector corporations, economic development and tourism. By

gathering individuals with such diverse expertise, we wanted to establish buy-in for their active participation to

assess and develop our SWOT Analysis and to then develop a CEDS plan that would guide us in identifying

priorities within the region and help us to define a plan to encourage economic development growth and

prosperity within the region. The first step of this committee was to compile the SWOT Analysis below:

Strengths

• The Region's proximity to RTP.

• Within the Region, there exists a dynamic workfore.

• The Region is very diverse.

• The Region has a close proximity to water.

• The Region has several transportation corridors.

• The Region is home to several schools districts, Community Colleges, and close to major Universities.

• The Region has abuntant land availability.

• The Region has abundent energy availability.

• The Region has many historical structures (ie: vibrant Main Streets).

• The Region has many recreational ammenities.

• The Region has water, sewer, and gas infrastrucre availability.

• The Region's residents posses a strong sense of community.

Weaknesses

• Availability of water consistenly throughout the Region.

• Cell phone coverage an issue.

• The availability of Internet access and Broadband.

• Lack of skilled workforce to meet existing and future industry needs.

• No clear marketing strategy to attract and communicate with industries.

• The Region subcombs to "brain drain".

• The availability of infrastructure.

• Tax Rates v. Tax Base.

• High poverty rates, the Region is home to three (3) Tier 1 Counties.

• No regional/bi-state collaboration present.

• Sub-standard Housing and Housing Affordability. There is a lack of rental options available (ie: Workforce Housing).

• Lack of Public Transportation.

• Lack of adequate healthcare in Warren and Franklin Counties.

• Transportation Corridors, do not connect the entire Region.

• In some of the Region, there exists Dead Downtowns.

Opportunities

• Community Education Forum/Outreach/Increase buy-in.

• Counties/Towns have to invest in Economic Development.

• Education of elected officials -What is the ROI?

• Identify and Cultivate Leaders.

• Leverage information on technical jobs to better educate students, teachers, parents on diverse opportunities (college is not the only desired career path).

• Highlight/promote recreation/tourism/opportunities.

• Work to change perceptions of how communities have change, what opportunities are, and what industry is available.

• Leverage partnerships with industry working with early college.

• Increase exposure across industry, K-12, and teachers.

Threats

• The Region's proximity to the Triangle and RTP.

• There is a lack of identifiable 'product(s)' industries currently need.

• There exists a changing in education framwork (public v. charter schools and an associated cost-benefit).

• The Region receiving unfunded mandates from the federal and state governments.

• The apathy of citizens that exists, a preceived lack of hope among residents.

• Several inconsistent expectations among residents: Residents desiring new schools and shopping, but not wanting change.

North Carolina Regional and Statewide Strategies for Comprehensive

Community and Economic Development

Executive Summary

In order to facilitate the development of a Statewide Strategy for Comprehensive Community and Economic

Development, the Association developed strategies around 4 (four) broad goals:

I. Build on the Region’s Competitive Advantages and Leverage the Marketplace

II. Establish and Maintain a Robust Regional Infrastructure

III. Create Revitalized, Healthy, Secure and Resilient Communities

IV. Develop Talented and Innovative People

The NC Tomorrow initiative identified the challenges that must be overcome to achieve these goals, as well as

the strategies identified by the various stakeholders including planning and economic development

professionals, non-profits, local elected officials and the private-sector community throughout the state’s

regions. This created a bottom-up as well as a top-down process in developing the plan.

Stronger Economies Together (SET)

In 2015, the Kerr-Tar Regional Council of Governments was one of two regions selected from North Carolina

to participate in the SET program through the United States Department of Agriculture’s Rural Development.

The SET Plan is designed to produce strategies for identifying and leveraging the economic strength of the

region. Highlighted below are the overall goals of the plan. The purpose of SET is to strengthen the capacity of

communities and counties across rural America in working together to develop and implement an economic

development blueprint that strategically builds on the current and emerging economic strengths of the region.

CEDS Identifiable Strategies: Action Plan

I. Build on the Region’s Competitive Advantages and Leverage the Marketplace

Strategy: Develop and Implement an Outreach Campaign to Attract Targeted Manufacturing

Business

o Tactic 1.1: Conduct business “roundtable” discussions with regional EDCs.

o Tactic 1.2: Assess and study existing industries, trends, and target businesses.

o Tactic 1.3: Successfully implement an Outreach Campaign.

Strategy: Develop a Uniform Business Retention and Expansion Program Throughout the

Region

o Tactic 1.1: Conduct a Business Services Amenities/Needs Assessment in every county

the COG serves.

o Tactic 1.2: Create an Inventory Assessment designed to spur entrepreneurial growth in

the region.

Strategy: Promote a Regional Marketing Initiative

o Tactic: 1.1: Utilize existing regional tourism industry.

o Tactic 1.2: Hold ongoing meetings with EDCs.

o Tactic 1.3: Utilize Department of Commerce Main Street programs to assist in

revitalizing downtowns (i.e.: Incubator Space).

Strategy: Cultivate Economic Entrepreneurship Through Entrepreneurial Activity

o Tactic 1.1: Expand access to capital by increasing outreach for the COG’s Revolving

Loan Fund (RLF) and Micro-Enterprise Fund.

o Tactic 1.2: Foster greater collaboration through Chambers of Commerce, Small

businesses, EDCs, and Small Business Technology Centers.

o Tactic 1.3: Hold business development roundtables.

Granville County Site Vance County Site Warren County Site Franklin County Site Biotech, Biomanufacturing Mid-tech Park, contains Mega-site located near major Diverse Business Park,

Park adjacent to Interstate small and large sites East coast transportation routes located adjacent to airport

II. Establish and Maintain a Robust Regional Infrastructure

Strategy: Promote Transportation Access

o Tactic 2.1: Facilitate the COG’s Regional Transportation Planning Organization and

Mobility Manager.

o Tactic 2.2: Study alternative forms of transportation for all citizens (including: students,

employees, elderly, and disabled residents).

o Tactic 2.3: Greater collaboration with Transportation Service Providers.

o Tactic 2.4: Study the feasibility of rideshare programs among the region’s largest

employers; local governments; schools’ and private industries.

Strategy: Enhance Broadband Infrastructure and Connectivity Options

o Tactic 2.1: Create and review Broadband Survey data.

o Tactic 2.2: Conduct a Broadband Asset Inventory of the region.

o Tactic 2.3: Leverage the region’s assets to increase Broadband availability for consumers,

business, and governmental facilities.

o Tactic 2.4: Coalesce, interpret, and distribute specific information on funding sources

available.

o Tactic 2.5: Create a Broadband Strategic Opportunity Roadmap for the region.

Strategy: Consolidate Individual Capital Improvement Plans (CIP) into a Regional Plan

o Tactic 2.1: Perform a Land and Building Inventory Database.

o Tactic 2.2: Look at cross-jurisdictional infrastructure needs.

o Tactic: 2.3: Identify funding opportunities.

Strategy: Establish Water Resources Management and Regional Collaboration to Ensure Long-

Term Water Supply and Quality

o Tactic 2.1: Facilitate in the development of Watershed Plans and Watershed Restoration

Plans.

o Tactic 2.2: Facilitate partnerships among regional stakeholders.

o Tactic 2.3: Provide Technical Assistance for Water Resource Planning.

Kerr Lake (Vance County)

III. Create Revitalized, Healthy, Secure and Resilient Communities

Strategy: Raise Awareness of Aging in Place or Aging in Communities

o Tactic 3.1: Create County Aging Plans and Regional Aging Plans to identify current

activities and programs to support “aging in place.”

o Tactic 3.2: Provide Technical Assistance for the establishment of Dementia-friendly

Towns.

o Tactic 3.3: Implement and promote training for evidence-based health promotion

programs for Senior Centers and disabled citizens.

Strategy: Revitalize Downtowns Throughout the Region

o Tactic 3.1: Provide Technical Assistant to jurisdictions interested in being designated

Main St. programs

o Tactic 3.2: Promote information sharing within the region.

o Tactic 3.3: Encourage Downtown Managers and advocates to share best management

practices across the region.

o Tactic 3.4: Identify new and innovative ideas eligible to receive funding.

Strategy: Promote Local Food Networks

o Tactic 3.1: Produce an inventory of local farms.

o Tactic 3.2: Increase small farmer’s markets.

o Tactic 3.3: Support agribusiness through training opportunities.

Residents attending a Community Gathering along Main Street in Oxford (Granville County)

Regional Farmers Markets

III. Develop Talented and Innovative People

Strategy: Address Targeted Industry Training Needs in Workforce Development Programing

o Tactic 4.1: Grater collaboration with KTCOG Workforce Development Board to increase

career pathways counseling and training.

o Tactic 4.2: Increase awareness of new Career Technical Opportunities (CTE).

o Tactic 4.3: Prepare the youth, unemployed, and underemployed for in demand jobs.

Strategy: Expand Work-Based Learning Programs

o Tactic 4.1: The KTCOG Workforce Development Board will partner with Community

Colleges to provide work-based learning in the region.

Offer Hospitality and Customer Service Training

o Tactic 4.1: WOIA Board staff will initiate discussions with service providers about

developing a customer service and hospitality career pathways for youth and adults.

o Tactic 4.2: Provide training opportunities and placements in entry level positions with the

goal of creating a career path into management.

o Tactic 4.3: Provide highly transferable skills if students decide on an alternative career

field.

Commencement Exercises at Piedmont Community College

IV. Greater Access to the Region’s Existing Career Pathways Program

Strategy: Foster greater collaboration with the existing Community Colleges in the Region (Vance-

Granville and Piedmont Communty Colleges)

o Tactic 4.1: Increase knowledge of the region’s existing three pathways: Advanced

Manufacturing, Health & Life Sciences, and Information Technolgy.

o Tactic 4.2: Create promotional material, marketing Career Pathways to students and employers.

o Tactic 4.3: Work with high school guidence counselors and employers about increasing

awareness of Career Pathways to rising high school seniors and new employees.

Strategy: Create regionally based Certificed Career Pathways

o Tactic 4.1: Organize local teams consisitng of: educators, workforce development, and industry

partners to properly match worker training to existing employers in the region.

o Tactic 4.2: Create tools and resources whereby education and workforce strategies that prepare

individuals to fill in-demand and high wage positions within the region.

Strategy: Generate enthuisiam among employers and prospective employees.

o Tactic 4.1: Create greater career awareness among residents.

o Tactic 4.2: Create greter career exposure among employers.

Economic Resiliency

The term “resiliency” has been defined by the National Association of Development Organizations (NADO) as:

the ability of a region or community to anticipate, withstand, and bounce back from shocks and disruptions,

including natural disasters, hazards, climate change, the closure of large employer[s], the decline of an

important industry, and changes in the workforce. Major points emphasized during the CEDS process was in

identifying the region’s Strengths, Weaknesses, Opportunities, and Threats as well as increasing the region’s

economic vitality.

The region is no stranger to economic disasters. The disasters that have occurred in the region were the closure

of major employers. For instance, Sonoco Protective Solutions located in Granville County, Philips Optimum

Lighting located in Vance County, and most recently, ETC of Henderson, Incorporated all experienced disasters

as a result of closures, relocating operations, and in one case, a fire.

Sonoco Protective Solutions, is North America’s leading provider of protective packaging, components, and

material handling solutions. Prior to the company closing in July 2017, there were employed 24 hourly

employees and 5 salaried employees. The average hourly rate of these employees was $19.61 and the average

Philips Optimum, a leading producer of Philips Florescent and energy-efficient LED bulbs relocated its

operations out-of-state in January 2016. At the time of the relocation, the company had 50 employees.

ETC of Henderson, Inc. was a top manufacturer of janitorial supplies. The facility experienced a fire in May

2017. This incidence marked the second fire at the facility. Citing the increased costs to rebuild and the severity

of the fire, the owners decided not to continue operations. ETC had 65 employees at the time.

In each instance, the Kerr-Tar Regional Council of Governments’ Workforce Development team responded

quickly to the needs of displaced workers through mobilizing Rapid Response (a collaborative effort between

Workforce Development, existing employers in the region, and the NC Department of Commerce).

Staff was sensitive to the needs of displaced workers, offering assistance in the form of: resume writing; skill

training and enhancement; scheduling interviews among available employers offering similar-type jobs; and

assisting employees apply for and receive unemployment benefits. With the region already responding to such

economic disasters, the region is poised to confront these types of disasters affecting employment in the future

with confidence.

Mobile NCWorks stationed at the H. Leslie Perry Memorial Libarary in Henderson (Vance County)

Kerr-Tar Regional Council of Governments

P.O. Box 709/1724 Graham Avenue

Henderson, NC 27536

Telephone: 252/436-2040

Fax: 252/436/2055

www.kerrtarcog.org