Joint economic development strategic plan

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Executive Summary 4-5 Economic Profile 6–8 Strategic Focus Areas: 1: BUSINESS RETENTION AND RECRUITMENT 10 – 14 2: BUSINESS-FRIENDLY ENVIRONMENT 15 – 17 3: INFRASTRUCTURE 18 – 204: TALENT DEVELOPMENT AND RECRUITMENT 21 – 24 Appendix: Participating Stakeholder List 26

Photo: Durham Convention and Visitors Bureau

Leaders must ensure that existing businesses can benefit from Durham’s growth, notDurham recognizes that a shared, to create districts that simply out of fairness andprivate-public strategic focus will attract and retain equity, but also because thecan improve coordination and talent and business. recirculation of local dollarsprioritization to build on current Coordination with localsuccesses and grow the economy and regional mass transitto benefit all Durham residents planning will be anand businesses. Aligning goals important component. stands to help all.and processes can create a moretransparent and efficient system for Leaders must ensure thatthe planning and implementation of existing businesses caneconomic development strategies. benefit from Durham’sDurham’s economic transformation growth, not simply outin the last 20 years has been of fairness and equity,tremendous and has been but also because thecelebrated regionally, nationally recirculation of localand internationally. This ongoing dollars stands to help all. A defined in development planning whilerevitalization — demonstrated in the marketing and promotional strategy leveraging public funds with private-reuse of old warehouses and factories for new and existing businesses will investor funding to encourageinto thriving spaces like American keep Durham competitive with cities development projects that supportTobacco and Golden Belt, the such as Austin, Boston, San Francisco City and County goals.dynamic and wildly popular Durham and other “brain hubs” that compete Market and Industry Drivers:Performing Arts Center, the rebirth with Durham to attract and retain Recognition of the labor, residentialof Main Street downtown, corporate businesses and talent. However, we and commercial markets that willinvestment in Research Triangle Park not only need to get the message be key determinants of location,and Treyburn, strategic examples out that Durham is the best place to expansion, preservation and businessof neighborhood revitalization, and do business and live, work, learn and retention. Consumer demand,much more — has been due to play, but we also need to ensure that technological innovations, marketingvisionary leadership and thoughtful the products, services and overall and other factors drive the marketcollaboration. climate behind that message lead to for goods and services and are keysWhile this transformation has been a high level of satisfaction within the to business success. Additionally, theastounding, areas of concern still business community. City of Durham and Durham Countyexist. Unemployment, while below Three Core Principles collectively must pay attention to key industriesnational and statewide averages, provide the basis for an effective and the fluidity with which they driveremains high among some economic development strategy for our local and regional economies.populations, especially among youth the community: Four Strategic Focus Areasand those with lower educational City and County Alignment: provide a structure to the economicattainment. The City of Durham and Coordination of City and County development planning andDurham County are still struggling goals, strategies and processes implementation process. These keyto replicate the transformation of the to support a business and areas define the opportunities anddowntown district on a large scale employment climate that encourages challenges facing Durham movingin key neighborhood commercial development. forward:corridors. Infrastructure in Public-Private Partnerships: Focus Area 1: Business Retentioncommercial corridors and residential Collaboration between for-profit and Recruitment: Attracting andneighborhoods needs to be improved businesses, non-profit organizations, keeping businesses in key economicto make it easier to do business and higher education institutions, sectors, encouraging new business and state and federal agencies investment, and supporting the4

success and growth of existing Board and other programs and advised staff, offering considerablebusinesses. resources while attracting and input that helped create this finalFocus Area 2: Business-Friendly keeping skilled workers in key draft plan for the City Council and theEnvironment: Increasing the economic sectors. Board of County Commissioners.transparency of local government Early conversations to inform the The Joint Economic Developmentprocesses; maintaining local tax, strategic planning process began Strategic Plan is a natural outgrowthzoning and regulation policies that in 2011. The City and County of the broader strategic planningencourage responsible business Managers convened private-sector processes carried out by the City ofgrowth; and providing incentives and public stakeholders in a series Durham and Durham County. Theand advisory systems to support of meetings to discuss challenges City of Durham has the strategic goalnew business investment and the and opportunities in Durham’s of creating and sustaining a “Stronggrowth and sustainability of existing economy. Topics ranged from job and Diverse Economy”; similarly,businesses. creation to education to workforce Durham County aspires to the goalFocus Area 3: Infrastructure: development and beyond. In March of “Community and Family ProsperityMaintaining and improving the 2013, the City and County hosted and Enrichment.”public infrastructure that supports an economic development summit Each focus area described in thisbusiness growth and quality of life, with formal presentations on many of document lays out a plan forincluding roads, water, bicycle access, these areas to local elected officials moving forward and measuringwalkability, light rail, parking, public and private and public stakeholders. goal accomplishment. This plantransportation, schools and other Following this summit, the City and provides ways to keep the businessphysical structures and systems. This County Managers charged their staff community, local governmentswork should occur while partnering with carrying out a joint economic and the general population ofwith private businesses to guarantee development strategic planning Durham aware of outcomes andaccess to systems necessary for a process — the first such process for their effectiveness as elements ofhealthy business climate, such as Durham in roughly 15 years. this plan are implemented throughhigh-speed Internet access, quality The stakeholders — including small benchmarking net job growth, thetelephone service and reliable business leaders and entrepreneurs, unemployment rate, wage and salaryelectricity. developers, minority-and-women- growth, retention and recruitmentFocus Area 4: Talent Development owned business owners, research of businesses and skilled workers, orand Recruitment: Offering job organizations, government, regional the outcomes of local governmentskills training opportunities both entities, other nonprofits and investment.for new employment and for career representatives from many otheradvancement through on-the-job sectors — contributed considerabletraining, the programs of the joint time and brain power to thisCity/County Workforce Development collaborative effort. These groups 5

A strong talent pool, abundant Meanwhile, in northern Durham Durham is home to six of the besteducational and community County, Treyburn Corporate Park hospitals in the state. Duke Universityresources, and a high quality of life houses major manufacturers such as Hospital, the flagship teachinghave all helped make Durham an Merck. hospital of the Duke system, is rankedattractive home to many employers In recent years, Durham has also #1 overall in North Carolina and is— large, small and in-between. developed a strong reputation as nationally ranked in 13 specialtyDurham is home to the world- a hub for entrepreneurs and tech areas. Duke Regional Hospital, Dukerenowned Research Triangle Park startup companies. An impressive Children’s Hospital, Lenox Baker(RTP), the site of more than 170 number of startups are located in Children’s Hospital, North Carolinabioscience, pharmaceutical, and downtown Durham, creating a culture Specialty Hospital and the Durhaminformation technology companies. of innovation and bold development. Veterans Administration MedicalSince its founding in 1959, RTP has In 2013, Durham’s national reputation Center, as well as a thriving networkgrown to encompass more than 22.5 was further cemented as American of doctors, dentists and physicalmillion square- feet of developed Underground—a startup incubator therapists, provide high-qualityspace, and RTP companies employ and accelerator with two downtown care for patients from Durhammore than 39,000 full-time equivalent locations—was designated as one of and beyond. Not surprisingly,employees. RTP draws its talented eight Google for Entrepreneurs Tech healthcare is a major driver of theworkforce from the Triangle region Hubs in North America. local economy, employing nearly 14and beyond, making Durham a Known as the “City of Medicine,” percent of Durham’s workforce.mecca for biopharma opportunities.Photo: Duke Photography and Durham Convention & Visitors Bureau 6

Partners Durham County unemployment rateThe City of Durham and DurhamCounty are strongly supported August 2013 August 2014 Percent changeby a robust network of partnersin economic and workforce Source: NC Employment Security Commissiondevelopment. The Greater DurhamChamber of Commerce and Percent of population 25 and older with bachelor’s degree or higherDowntown Durham, Inc., work closelywith the local business community to 50 Durham Countyattract and retain jobs. The Durham North CarolinaConvention and Visitors Bureau buildsand promotes a climate that draws 40tourists, while Durham Public Schools,Durham Technical Community 30College, North Carolina CentralUniversity and Duke University 20 2006 2007 2008 2009 2010 2011 2012educate the next generation ofworkers and community leaders. Source: U.S. Census, American Community Survey 1-Year Estimates 2006 - 2013Meanwhile, local leaders partner with Percent of population 25 and older with graduate or professional degreethe North Carolina Department ofCommerce, the Research Triangle 25 Durham CountyPark Foundation, and other state and 20 North Carolinaregional partners to ensure Durham is 15constantly engaged in dialogue about 10ways to advance the entire ResearchTriangle region. 5 2006 2007 2008 2009 2010 2011 2012 2013Cultural and RecreationalOpportunities Source: U.S. Census, American Community Survey 1-Year Estimates 2006 - 2013,Durham hosts thousands of cultural Educational Attainment, Table S1501and recreational opportunities Percent of population 25 and older with high school degree or higherthroughout the year. In 2013 alone,there were 4,800 events listed in the 100 Durham CountyDurham community calendar with North Carolinaover 3.5 million attendees. Residentsand visitors enjoy a great variety offestivals, athletic events, performingarts, nature venues, museums andhistoric sites.1 Durham County ishome to Sarah P. Duke Gardens, theDurham Performing Arts Center, theDurham Life and Science Museum,the Durham Bulls Athletic Park, andthe Eno River State Park, to name afew landmark destinations. Durham’seclectic and down-home food scenealso has received significant nationalrecognition, earning Southern LivingMagazine’s award as the South’sTastiest Town in 2013.1 Durham Convention and Visitors 80 2007 2008 2009 2010 2011 2012 2013Bureau, 2013 2006 Source: U.S. Census, American Community Survey 1-Year Estimates 2006 - 2013, Educational Attainment, Table S1501 7

Durham County Population (2013 est) * 288,133 DURHAM ACCOLADES/FACTSAge breakdown (2012) ** Durham was recognized as a Playful 19.4% City USA for the fifth consecutive 14 years and under 32.5% year. 15 to 34 years 26.7% — KaBOOM!, August 2014 35 to 54 years 16.9% The Durham-Chapel Hill Metropoli- 55 to 74 years tan Statistical Area has the fifth high- Over 74 years 4.5% est real average wage in the UnitedRacial breakdown (2013) * States. African American 38.7% — CityLab, July 2014 American Indian 1.0% Durham was recognized as the fourth Asian 4.8% best medium-sized city in the United Pacific Islander 0.1% States for women in the workforce, Two or more races 2.3% based on medium earnings and cost Hispanic or Latino of living. White (not Hispanic or Latino) 13.5% — NerdWallet, June 2014Gender breakdown (2013) * 42.1% Durham was ranked #6 out of 10 Female markets with the Strongest Brain- Male 52% power for its high number of adults 48% with high school diplomas, bachelor’s and graduate degrees.Largest employers (2013) *** Duke University — The Business Journals, February 2014 IBM Durham was recognized as the #4 Small City in the United States for Durham Public Schools Starting Over. GlaxoSmithKline — Credit Donkey, October 2013 The City of Durham was globally rec-Median value of owner-occupied housing units US Veterans Administration ognized for its economic potential,(2008-12) * $179,800 ranking #2 in the Top 10 Small Amer-Population change, April 1, 2010 to July 1, ican Cities of the Future.2013 * 6.7% — fDi American Cities, October 2013Total Retail Sales With Food/Drink (2013) *** Durham was recognized (along with $2,621,800,000 Raleigh) as part of “10 Up and Com- ing Cities for Entrepreneurs.” Commercial/industrial real and personal prop- 44 percent — Forbes Magazine, September 2013 erty taxes as a percentage of total Durham $765.8 million Durham receives the “Tastiest Town County property tax base (FY 2013-2014) **** in the South” title after a two-month Total visitor spending (2012) ***** voting process of more than 300,000 votes.Sources — Southern Living Magazine, April* = US Census Bureau Quick Facts 2013** = American Community Survey*** = NC Department of Commerce Source: Durham Convention and Visitors**** = Durham County Tax Department Bureau***** = Durham Convention and Visitors Bureau8

Photo: Durham Convention & Visitors Bureau 9

STRATEGIC FOCUS AREA 1: BUSINESS RETENTION AND RECRUITMENTWhy is this important? industry clusters include: locally grown talent is achievableIn 2013, Foreign Direct Investment • Professional, scientific and technical by marketing businesses, effectivelymagazine named Durham an services promoting and building capacityAmerican City of the Future and • Healthcare and social assistance among existing businesses, andthe #2 area for economic potential • Manufacturing effectively connecting them toamong small jurisdictions in North industry drivers. These efforts willor South America. In that same year, By marketing businesses, also assist with business recruitment.Durham was recognized by the effectively promoting and The places where businesses startAlliance for Innovation Transforming building capacity among and expand can form live-work-playLocal Governments Conference for existing businesses and clusters. Industry clusters shouldbeing a “cool” jurisdiction because talent, and then effectively be the targets of recruitment andof the ways revenue generated by connecting them to the retention activities.property taxes on large scale real industry drivers, we can To enhance business retention andestate developments have been achieve business retention, recruitment, four strategic objectivesused for effective public-private growth and greater levels were identified:partnerships. These partnerships of job placement with Strategic Objective 1: Promote andcreated office spaces, restaurants, locally grown talent. incentivize building and land reusechild care centers and event spaces to strategically develop live-work-in downtown and in adjoining • Retail trade learn-play clusters throughout theneighborhoods. They created places • Financial and insurance services community that create opportunitiesto live, work, learn, and play and have • Accommodation and food services1 for mixed use, mixed income housingimproved the climate for recruiting Business retention, growth and and a diversity of business typesand retaining local businesses. greater levels of job placement for consistent with best practice urbanHowever, even as Durham becomes 1 State of North Carolina Department of development models. Incentivesmore recognized internationally as a Commerce, Labor and Economic Analysis would be focused upon high growthprime place to develop, re-develop, Division, 2014. and growth industries that haveinnovate and expand, it is also the greatest potentials for capitalimportant that there is joint focus investment and job creation.on attracting, as well as growing and Strategic Objective 2: Fosterretaining existing businesses. The City small business and entrepreneurialof Durham and Durham County must opportunities including thework collaboratively with economic promotion of gender, racialdevelopment partners and the and ethnic diversity in businessprivate sector to make sure existing development as well as sports andbusinesses stay and expand. cultural development.The ability of existing businesses to Strategic Objective 3: Seek betterexpand and for new businesses to ways of marketing Durham regionallystart is contingent upon their ability and globally especially in the area ofto offer goods and services related to business attraction, including sportsindustry drivers—the industry clusters and cultural development.in which job growth and capital Strategic Objective 4: Emphasizeinvestment are happening at the market and industry drivers in themost rapid levels. Durham’s current10

recruitment and retention of businesstypes and resulting recruitment andretention of talent.Where are we? premises for the inventory of vacant land designated for industrial usesWith the development of industrial land in Durham: meet the study’s defined criteria forcomplexes such as West Village • In 2012, approximately 5,300 acres marketability for industrial uses.and American Tobacco in the early (31 percent) of land designated • Following those criteria, not all land2000s, downtown Durham began for industrial uses were used for currently designated for industrialto emerge as a live-work-learn- industrial purposes. Therefore, a little uses is likely to be marketable forplay hub. As of June 2014, there under 12,000 acres (69 percent) of industrial purposes. 2were five downtown residential land designated for industrial uses Based on these findings, there arecomplexes under construction, were either vacant or were being likely opportunities to develop vacantcontaining approximately 740 units. used for other purposes. 2 Durham Industrial Land Use Study,In addition, approximately 400 units • Planning staff determined that Durham City/County Planning Depart-are scheduled for construction in approximately 1,600 acres of vacant ment, 2013.2014-2015. A substantial number ofthese units are projected to include 11some combination of offices, retailspace and/or recreational amenitiesor to be in close proximity to them.The construction of these units isevidence of Durham’s emergingpresence on the national residentialdevelopment landscape – indeed,the Urban Land Institute has recentlylisted the Raleigh-Durham marketas a top-20 market for multi-familyinvestment and developmentprospects1. Residential, commercialand office units are being built sothat new housing, office space,commercial space and amenities canbe in place for business attraction.There may be opportunities for thedowntown model to be replicated inother parts of the County.Durham is anticipated to grow byjust under 2 percent for the nextthree to five years – approximately5,200 people per year. In addition,movement will occur withinDurham, caused by “empty-nesters”downsizing and moving fromsingle-family homes to multi-familydwellings, and by college graduatesfrom both local and non-localuniversities relocating within and toDurham.The 2013 Durham Industrial LandUse Study established the following1 2013 Emerging Real Estate Trends Sur-vey, Urban Land Institute.

Research Triangle ParkPhoto: Advanced Aerial Photography and Durham Convention & Visitors Bureauland into centers for mixed-use resources and connect efforts exist, to thrive, providing economiccommercial, office and residential however, which are increasingly development incentive agreementsdevelopment that promotes quality needed as publicly-funded resources and grants that have enabled hotelof life through amenities such as for small business capacity building construction, retail, professional andchild care centers, bike and walking efforts level off. personal service startups, restaurantpaths, other recreational amenities In terms of marketing, public startups, and industrial recruitmentand open spaces. It may be useful information officers from various and expansion. Because of thisto inventory these available spaces, agencies currently meet on a periodic business climate, downtown hasperhaps in tandem with an inventory basis to share information. While been transformed over the past year;of under-performing shopping Durham currently has different companies such as EMC, GE Aviation,centers that may be suitable for re- catch-phrases and nicknames Burt’s Bees, Purdue Pharma, CREE andpurposing. that effectively attract visitors, a AW North Carolina have expandedMultiple organizations work with the coordinated strategy for business in Durham; and Duke UniversityCity and County to foster business attraction is lacking. Healthcare System and research anddevelopment. These organizations Finally, the aforementioned high- development operations are growingprovide capacity-building and growth industry clusters define substantially.technical assistance services. All have Durham’s economy. Announced Where do we want to be in 5 years?a focus on fostering small business capital investments for the past three In five years, the goal is to haveand entrepreneurial opportunities, years have been largely related to at least one completed modelincluding the promotion of gender, accommodation and food services, development that is transit-oriented,racial and ethnic diversity in business healthcare, professional/scientific and mixed-use and representative ofdevelopment. The Small Business manufacturing companies. City and quality infill development that allowsAdvisory Committee developed a County leaders have intentionally Durham residents and businessesComprehensive Plan in 2013 that sought to create a climate for to co-exist. This co-existence willis currently being updated. Many companies in these industries be predicated on primary quality ofuntapped opportunities to leverage12

life factors and enable commercial limited to:and residential patrons to live, work,learn and play. Other developments • A talented workforcewill be in progress and/or underconstruction. These developments • Infrastructureshould be linked to high-growthindustry clusters. Three key • World class universities The vision is for Durham toopportunities include: and strong educational have a coordinated marketing• Revitalization of under-performing system strategy to showcase its assetsshopping centers in areas adjacent or • The ease of doing and help the community standin close proximity to I-85, U.S. 70, and business out internationally.U.S. 15-501. • Quality of life factors• Coordination of residential and such as ample places tocommercial development around live, work, learn and play 1planned light rail stations.• Identification of parcels that that In five years, given the develop live-work-learn-play clusterswere part of the 2013 Durham pace of technology and throughout the community thatIndustrial Land Use Study that would the fluidity of economic create opportunities for mixed use,be more appropriate as mixed use, dynamics, current industry mixed income housing and a diversity“live-work-learn-play” developments clusters may or may of business types consistent with bestthan industrial uses. not continue to define practice urban development models.The City of Durham and Durham the local economy. As a Incentives would be focused uponCounty need a branded, coordinated result, Durham’s labor high growth and growth industriesand understandable way for small market information systems (which that have the greatest potentials forbusinesses, including minority and inform our economic development capital investment and job creation.women-owned business, to access partnerships about which industryopportunities created by Durham’s clusters should be emphasized)economic growth. Two factors are require cutting-edge information thatcrucial for such a system: enables timely decision-making. The• Institutionalized, unified, N.C. Commerce Labor and Economiccomplementary and non-duplicative Analysis Division is an example of acapacity-building among economic key resource.development partners.• A pipeline that would connect these Multiplier effects will make the   a. Encourage installation/offerings with the opportunities expansion and growth of these development of amenities (e.g.created by Durham’s economic industries have an even larger impact sidewalk dining, public art,growth (e.g., preferred inclusion or on the Durham economy. In other streetscapes, etc.).referrals of small businesses that have words, while the property and sales   b. Support appearance-related“graduated” or been “credentialed” tax revenue, quality of life, and job initiatives.by those programs). creation benefits will all be positive,   c. Ensure continuity andAdditionally, the vision is for Durham the ability of our small businesses consistency of developmentto have a coordinated marketing to tap into the growth will enable plans and policies across multi-strategy to showcase its assets indirect job creation and tax revenue governmental jurisdictions (City,and help the community stand out advantages. Rising tides will lift all County, State).internationally. This strategy will be ships, but this will only occur if there   d. Engage Urban Land Institutebased upon market and industry are conscious and deliberate efforts and/or other consulting organizationdrivers and highlight Durham’s to connect existing small businesses to analyze the feasibility ofattributes related to the key factors to the growth. underperforming shopping centerthat stimulate economic development How are we going to get there? redevelopment.in communities. Based upon the Strategic Objectives/Initiatives: 2. Foster small business andcurrent economic development 1. Promote and incentivize building entrepreneurial opportunitiesliterature, these include but are not and land reuse to strategically including the promotion of gender, racial and ethnic diversity in business 1 For example, Foreign Direct Investment development as well as sports and Magazine, April 2013; “Introduction to cultural development. Economic Development,” International Economic Development Council, 2006. 13

  a. Employ the City of Durham- the region on issues such as safety, business location decisionsBased Business Plan and Equal economic viability, and the talent MeasuresOpportunity Business Plan in all City pool. 1. Average cost per square foot ofand County economic development   b. Provide and support brand real estate in targeted areas.incentive agreements to increase management of Durham’s brand 2. Annual value of real estatethe contracting opportunities and and economy locally, regionally, improvements due to redevelopmentcontract amounts earned by Durham- nationally, and globally through a activity in targeted areas.based firms, including minority and cohesive communication strategy and 3. Average commercial lease rates inwoman-owned businesses. shared messaging across entities. targeted areas.  b. Expand active outreach, capacity   c. Survey businesses and 4. Annual assessed valuation of landbuilding and technical assistance to stakeholders to evaluate effectiveness and improvements in targeted areashelp develop Minority and Women- of marketing plan. 5. Percentage of contracts awarded toOwned Businesses. 4. Emphasize market and industry Durham-based businesses, including  c. Coordinate strategies and plans drivers in the recruitment and Minority and Women-Ownedof capacity-building agencies and retention of business types and Businesses.consider how resources could be resulting recruitment and retention of 6. Value of contracts on projectsleveraged. talent. where there is public funding as part  d. Explore the efficacy of a Durham   a. Design incentive programs, of the financing.Sports Commission policies and procedures around 7. Number of projects in targeted  e. Support the efforts of the recruitment and retention of high areas that progress through oneDurham Cultural Advisory Board and growth industry clusters. of the eight stages of real estateothers to build capacity among arts   b. Promote employment and development as defined by theorganizations. business growth opportunities International Economic Development3. Seek better ways of marketing in ways that direct job seekers, Council (IEDC).Durham globally and in context of entrepreneurs and small businesses Performance measures subject to changelarger Triangle, especially in the areas to connect with industry drivers. based on data availability and furtherof talent attraction, including sports research.and cultural development. c. Update on a periodic basis what  a. Promote Durham’s image in the market drivers or factors are that drive real estate development and14

STRATEGIC FOCUS AREA 2: BUSINESS-FRIENDLY ENVIRONMENTWhy is this important? ry processes also adds to a business- among the best business climatesAs Durham looks forward to ex- friendly climate. in the nation by magazines like Sitepanding its economic diversity and In order to enhance Durham’s busi- Selection, Forbes, CNN Money andstrength, it is important to pay special ness-friendly environment, three Chief Executive. In 2013, Forbes rec-attention to our business develop- strategic objectives were identified: ognized the Durham/Raleigh metro-ment climate. Durham sits at the Strategic Objective 1: Provide a politan area as one of its “10 Up andheart of the Research Triangle Re- time-sensitive, easy-to-navigate Coming Cities for Entrepreneurs” andgion, which is globally recognized for development review process which Durham as number 10 in its list ofworld-class education and research, facilitates continuous process im- “Best Places for Business and Careerscutting edge technology, high qual- provement. 2013.” Entrepreneur Magazine recog-ity of life, and a supportive business nized the Durham/Chapel Hill MSA asenvironment. Businesses looking to In 2013, the Durham/Ra- number 22 in its list of the “25 Bestlocate, expand and thrive in Durham leigh metropolitan area U.S. Cities for Tech Startups.”rely on a business environment that was recognized as one of Among the factors that make ais helpful and responsive through all Forbes’ “10 Up and Com- business climate inviting are qual-phases of a business’s life cycle. ing Cities for Entrepre- ity of life, an educated workforceThe community’s success can be neurs” and it recognized (measured by the percentage of themeasured by its ability to attract Durham as number 10 population holding degrees), easenew business investment and retain in its list of “Best Places of hiring, low cost of doing businessexisting investments. New, expand- for Business and Careers (taxes and fees), focus on sustain-ing and thriving businesses posi- 2013.” ability, thriving diversity and regula-tively influence the quality of life for tory friendliness. Durham fares well inthe local workforce. They also help Strategic Objective 2: Create a many of these factors; however, thereinsulate the community from the business-friendly culture that in- are still opportunities to enhance op-impact of greater fluctuations in the creases collaboration for economic erations and regulatory friendliness.global marketplace. When speaking development and promotes efficient Recognizing that cities and countiesof the success of Canadian cities in government. largely carry out different functionsattracting foreign investment in 2013, Strategic Objective 3: Provide effec- within communities, the City of Dur-Invest Toronto noted, “When stable, tive and creative stimuli for economic ham and Durham County operate un-transparent financial and regulatory investment, when necessary, to foster der different economic developmentsystems combine with a society that desired development. policy guidelines, each designatingenjoys some of the most advanced Where are we? different strategic economic areas.freedoms in the world, it creates an North Carolina is consistently ranked Generally, the City’s policy is targetedenvironment for success.” toward community developmentPrograms that encourage economic of specified areas within the city,investment in a community can while the County’s policy focuses onmitigate financial risks for businesses, large-scale commercial and industrialespecially for business start-ups and development both inside and outsideexpansions. When linked to the local city limits. There is broad agreementworkforce, livable wages and local among stakeholders that the Citysupplier goals in incentive agree- and County need to be less compart-ments, they encourage local em- mentalized and more collaborativeployee recruitment and the growth of and proactive in creating joint targetrelated businesses. areas, complementary policies withSimplification of the construction consistent interpretation and applica-approval process and the inspection tion, and uniform procedures.process, without sacrificing other lo- The creation of the joint City/Countycal priorities, can reduce the time for Planning and Inspections depart-bringing new development online. ments have provided better efficiencyTransparency in zoning and regulato- in the project review process for 15

The Visitor Information Center at the Durham Convention & Visitors Bureau (DCVB) and modifying codes to eliminatehas all the resources you need to discover Durham laws that no longer serve a purposePhoto: Durham Convention & Visitors Bureau and impede development and speed- to-market. Navigating the regulatorydevelopment, while the joint City/ public agencies such as the Greater process can be challenging at timesCounty Workforce Development Durham Chamber of Commerce, for large developers and daunting forBoard brought greater efficiency to Downtown Durham, Inc. and the Dur- small business entrepreneurs. Mak-the process of employment recruit- ham Convention and Visitors Bureau ing information easy to obtain withment and training, youth employ- support a healthy economic develop- helpful publications, an easy-to-usement programs, and other factors in ment climate. But, greater collabora- website with access to business tools,supporting the workforce infrastruc- tion and planning can support the a dedicated business advocate andture. The City of Durham and Durham missions of all agencies involved and improved public outreach will helpCounty still have more room to pro- increase the efficiency of assistance businesses save valuable time and cutvide greater efficiency in the negotia- to potential business investors in red tape.tion, review and approval processes Durham. To continue enhancing Durham’sfor economic incentives involving Where do we want to be in 5 years? business climate, several elementsboth governments to reduce the time Ideally, a unified economic develop- need to be in place:and uncertainty faced by investors in ment operation that enhances pre- • Greater transparency and efficiencynew or expanded business projects. dictability for the private sector and in the permitting, zoning and inspec-The City’s Small Business Advisory increases efficiencies and account- tion processes are essential and helpCommittee is an advisory service for ability to taxpayers would promote an support business confidence.new and growing small businesses. overall business-friendly environment. • Effective business services from lo-Partnerships between our local gov- While regulations help safeguard the cal government must be available, es-ernments and Durham’s universities community and preserve Durham’s pecially to the small business sector.add to the support service resources sense of place, the City of Durham • Programs for business startup,available to local business. The level and Durham County can encourage retention and expansion need toof cooperation between governmen- business growth by providing regula- be monitored and refined to reflecttal agencies and private or quasi- tory relief—simplifying processing economic and business trends and to incentivize inward investment, local employment, job training and local sourcing. How are we going to get there? Engagement between businesses and policy makers in prioritizing issues will help local leaders ensure Durham has a clear unified economic vision and demonstrate that businesses are important to our community. The business-friendly environment can be enhanced for economic development by focusing on initiatives to simplify the development review process, increase collaboration between the City and County, and develop a joint toolbox for economic development incentives. Strategic Objectives/Initiatives: 1. Provide a time-sensitive, easy-to- navigate development review process that facilitates continuous process improvement.   a. Develop a user-friendly develop-16

ment review flowchart to be shared American Undergroundwith developers at the beginning of Photo: Stewart Waller and Durham Convention & Visitors Bureauthe review process.  b. Identify a communication point- City and County leaders and other with existing investments.person in each jurisdiction to create stakeholders. Measuresand publicize interim project review 3. Provide effective and creative 1. Percentage of surveyed customersopportunities with internal and exter- stimuli for economic investment, rating the development review pro-nal constituents. when necessary, to foster desired cess as efficient or very efficient. 1  c. Study “one- stop- shop” devel- development. 2. Percentage of surveyed customersopment review models, including fee-   a. Develop a joint resource toolbox affirming the clarity and consistencybased expedited review processes, for stimulating economic investment, of planning comments and develop-through site visits and benchmark- including targeted infrastructure and ment information received are gooding and present findings to City and workforce development investments or very good. 1County Manager’s to discuss possible as potential economic development 3. Percentage of development reviewimplementation. tools. applications successfully completed  d. Partner with businesses to create   b. Work with and use economic within schedule period.regular channels of communication development resources available 4. The percentage of locally sup-by establishing a business advisory through partner agencies such as ported projects supported by partnergroup that meets quarterly with local state agencies, Research Triangle agencies.government staff to discuss develop- Regional Partnership and other orga-ment-related policies and practices nizations. Performance measures subject to changeand assesses development review   c. Explore the idea of a City-County based on data availability and furtherprocess outcomes via a “stoplight” incentive review team. research.report that can be easily shared and Success can be measured both in theused across organizations. attraction of new business ventures 1 Staff will develop a survey to capture  e. Formalize periodic staff review and investments and in the retention the clarity and consistency of commentsof Unified Development Ordinance, and development of relationships and communication, the efficiency andCity and County codes, and formal/ effectiveness of the process, as well asinformal internal policies in depart- other reactions to the process.ments that participate in develop-ment review.  f. Work with the Greater DurhamChamber of Commerce to supportlegislative agendas that promote lo-cal government discretion in settingdevelopment standards.2. Create a business-friendly culturethat increases collaboration for eco-nomic development and promotesefficient government.  a. benchmark ombudsman posi-tions in other jurisdictions to assessthe suitability of an ombudsman po-sition to serve as intercessor for busi-nesses to help navigate governmentprocesses and connect to resourcesduring the development process.  b. Determine the feasibility of ajoint City-County economic devel-opment organization, assessing allpossible alternatives through anexploration committee composed of 17

STRATEGIC FOCUS AREA 3: INFRASTRUCTUREWhy is this important? life will be crucial for attracting and ues to grow and develop. InternetAccording to a recent U.S. State growing businesses and skilled work- service is readily available, but accessDepartment report, “investments in ers. to fiber optic lines and other techni-modern infrastructure lay the founda- Served by two interstate highways cal improvements will need to betions for economic development and (I-85 and I-40), a major rail corridor expanded as they become available.growth.” 1 High-quality infrastructure serving both freight and Amtrak Opportunities for public/private part-is vital for economic success. The passenger trains, Raleigh-Durham nerships and cooperation are key tocommunity’s ability to move people International Airport, and other U.S. maintaining a state-of-the-art infor-and products, to communicate, to highways, Durham is well situated for mation infrastructure over time.commute to and from workplaces, interstate commerce and transpor- Durham enjoys a rich array of culturalto provide facilities for conferences, tation. Inter-city and intra-city bus and recreational amenities, includingconventions and visits, and to provide networks, including the fare-free Bull a network of public parks, recreationthe elements for a high quality of City Connector, provide affordable centers, and performing venues, bus service. The downtown parking including the City-owned Durham1 United States Embassy Report: Better supply is adequate now, with on- Performing Arts Center and the multi-Infrastructure bring Economic Growth, street parking and municipal parking theater Carolina Theatre, as well asUnited States Department of State Bu- lots and garages, but improvements non-profit and university venues, tworeau of International Information Pro- will be necessary as Durham contin- university art museums, the Museumgrams, June 2012Photo: Atlpedia (Own work) 18

of Life and Science, and a strong Strategic Objective 1: Understand areas including those that comple-County public library system. The the magnitude of the financial gap ment future bus and rail expansions.City of Durham and Durham County between new infrastructure needs, Where are we?maintain a number of public sports enhanced maintenance needs, and Durham residents have consistentlyfacilities, like the Durham Athletic the funds currently available to meet approved significant expendituresPark and Durham Bulls Athletic Park those needs. Address prioritized on public buildings. Voters have also(both City-owned), and the Durham needs with available funds. recently approved an additional salesCounty Memorial Stadium, which Strategic Objective 2: Invest in es- tax to fund further investments inadd recreational opportunities and sential infrastructures that have been public transportation infrastructure,are available as venues for festivals, traditionally viewed as “amenities,” including the eventual addition ofconcerts and other activities. Ongoing ancillary to economic development, rail transit. Water and sewer utilitymaintenance and improvements to investments are covered by revenuesthese facilities—and avoiding de- Investments in modern generated within those respectiveferred maintenance issues that have infrastructure lay the foun- enterprise funds, and several ratefaced some of these public facilities dations for economic de- increases in recent years have allowedin the past—are important to sup- velopment and growth. for further and more far-reaching in-porting quality of life infrastructure High-quality infrastructure vestments. Parking availability aroundcomponents. Public art programs, is vital for economic suc- downtown is currently adequate,launched by both the City and Coun- cess. but improvements will be necessaryty governments, will further add to as development trends continue.the cultural richness and appearance and/or primarily the domain of the Particularly in targeted areas of theof Durham. Streetscape and lighting private sector. urban core, funding for higher levelsimprovements add to the pedestrian Strategic Objective 3: Maximize of maintenance is needed across in-experience. efficient location and use of commu- frastructures, as are additional invest-The Durham Convention Center and nity facilities (funded by City, County, ments in streetscape and appearance.the Durham Armory offer opportuni- Durham Public Schools, State or pri- Where do we want to be in 5 years?ties to attract regional, national and vate entities) by pursuing co-location Durham wants and expects to haveinternational conferences. The current where possible. a comprehensive set of City anddevelopment of new hotels in walking Strategic Objective 4: Make private- County government infrastructuresdistance of those facilities will offer sector infrastructure requirements built, managed and maintainedincreased lodging options to attract predictable, sensible and transparent. in systematic, strategic, proactive,larger conferences and conventions Strategic Objective 5: Continue to equitable and tech-savvy ways. Theto our community. The lack of ad- encourage vibrant, mixed-use live- goal is for public structures and openequate hotel space has been a limit- work-learn-play centers utilizing spaces to enhance each other, anding factor to attracting major confer- different strategies including design for infrastructure investments to sup-ences to Durham. With expanded districts. port transit-oriented development,accommodations becoming available, Strategic Objective 6: Pursue infra- as articulated through the Stationwe must be proactive in considering structures in targeted redevelopment Area Strategic Infrastructure (SASI)future changes to the Convention Study. Throughout the community,Center. Proactive infrastructure plan- the City of Durham and Durhamning across all areas of infrastructure County desire public investments andwill allow Durham to lead, rather than infrastructures to help drive economicfollow, future trends. development and also to fit with andEven as Durham becomes more complement infrastructure invest-recognized internationally as a prime ments from the private sector.place to develop, re-develop, inno- How are we going to get there?vate and expand, it is important our Strategic Objectives/Initiatives:that infrastructure maintenance and 1. Understand the magnitude of theimprovements keep pace with and financial gap between new infrastruc-support development. ture needs, enhanced maintenanceIn order to continue to support high- needs, and the funds currently avail-quality infrastructure, six strategic able to meet those needs. Addressobjectives were identified: 19

prioritized needs with available funds. quality cycling and walking infrastruc- 5. Continue to encourage vibrant,  a. As the City of Durham and ture, including sidewalks. mixed-use live-work-learn-playCounty of Durham both utilize Capital   d. Establish a high-level public- centers utilizing different strategiesImprovement Programs (CIPs) to plan private partnership to pursue funding including design districts.for and pay for new capital assets, the and approval for the top priorities of   a. Continue to review UDO restric-City and County should use similar the recent North Carolina Railroad tions on developments with mixedmethods to plan for maintenance and crossing study. uses as well as creative new uses/replacement costs based on asset 3. Maximize efficient location and use re-uses.lifetimes. of community facilities (funded by   b. Continue to seek ways to make  b. Further improve tracking of City, County, DPS, State or private en- dense, mixed-use areas pedestrianinfrastructure investments across the tities) by pursuing co-location where and biker friendly.board, including through enhanced possible. 6. Pursue infrastructures in targetedCIP processes.   a. Initiate periodic City-County-DPS redevelopment areas including those review of facility needs and resources that complement future bus and rail c. Consider as a separate class of to find efficiencies. expansions.infrastructure investments those   b. Investigate joint capital and op-   a. Find creative ways to encourageclearly tied to economic development erational funding models that could low-and-moderate income housingprojects the tax revenue from which enable and support joint use. near future rail stops.will cover some or all of infrastructure 4. Make private-sector infrastructure   b. Review planning and zoningcosts. requirements predictable, sensible requirements in areas of expected2. Invest in essential infrastructures and transparent. greater density to eliminate barriersthat have been traditionally viewed   a. Review infrastructure require- to denser housing.as “amenities,” ancillary to economic ments and recommend revisions,   c. Pro-actively increase capacity ofdevelopment, and/or primarily the such as performance standards that other kinds of infrastructure in tar-domain of the private sector. balance predictability with flexibility. geted redevelopment areas, such as  a. Further improve the   b. Develop and/or improve regula- areas expecting higher transit-relatedmechanism(s) for coordinating the tory mechanisms that require and/ density.development and implementation of or enable multi-party finance of   d. Make sure mixed-use develop-a City-County parking strategy. infrastructure investments serving ment and creative re-use are encour-  b. Facilitate fiber/wireless develop- multiple current and/or future benefi- aged near future transit hubs.ment in as many areas as possible, ciaries. Measuresincluding underserved areas. 1. Annual construction and main-  c. Purchase/construct more high- tenance expenditures for different types of infrastructure (water, sewer, stormwater, roads, buildings, parks and potentially other categories) in targeted areas. 2. Average occupancy in designated public parking areas. 3. Miles of sidewalk completed per year. 4. Miles of bike lanes added per year. 5. Percentage of residential units within ½ mile of a public park and public transportation stop. 6. Percentage of acreage in Durham with a mixed-use zoning designation. Performance measures subject to change based on data availability and further20

research.STRATEGIC FOCUS AREA 4: TALENT DEVELOPMENT AND RECRUITMENTWhy is this important? 2014, Durham ranked 36th on Wallet ensuring that there is a steady supplyFrom global, national, statewide and Hub’s list of the “Best Cities to Start a of qualified talent.local perspectives, the United States Career.” Overall, Durham has a highly The NCWorks Career Center SystemChamber of Commerce, Foreign Di- educated population due to the is a network of partner agencies thatrect Investment magazine, and many presence of Duke University, North are publicly funded with federal, stateothers have determined that business Carolina Central University, Durham and local funds to connect businesseslocation, re-location, expansion and Technical Community College, Re- and job seekers in Durham. Thestart-up decisions depend heavily search Triangle Park and a strong system is the natural recipient for theupon the availability of local talent. As support described herein. The majora result, Durham makes talent devel- Our leaders can expand partners in the system, based uponopment a priority and emphasizes the the pool of available em- the volume of people and businessesneed to systemically prepare talent ployees for local business served, include the following mem-and to connect businesses to talent. and increase employment bers:Equally as important will be activities opportunities and income • The City of Durham Office of Eco-centered on attracting, keeping and potential for Durham res- nomic and Workforce Developmentgrowing the talent needed to sustain idents by supporting edu- (OEWD), under the auspices of thethese businesses. cational attainment, skills Workforce Development Board,In order to continue to support talent training and employabil- administers a substantial amount ofdevelopment and recruitment, four ity training. federal and local funding throughstrategic objectives were identified: direct and contracted services to con-Strategic Objective 1: Reconfig- high-tech sector. On the other hand, nect job seekers at various levels ofure and/or expand scope of work Durham also has a stubborn prob- employability and educational attain-designating the Durham Workforce lem with high unemployment among ment to job placement opportuni-Development Board as the single less-educated individuals, including ties. It also works with businesses tocoordinating entity for workforce minority and immigrant communities. help their bottom lines by connectingdevelopment in Durham, facilitating Durham’s leaders can expand the them to no cost or low cost solutionsbetter alignment between supply of pool of available employees for local that enable them to attract and/orand demand for skilled labor (educa- business and increase employment retain talent.tion-to-work pathways) and among opportunities and income potential • The North Carolina Department ofthe myriad of agencies that provide for Durham residents by support- Commerce’s Division of Workforceemployment and training-related ing educational attainment, skills Solutions (DWS) provides workforceservices in Durham. training and employability training. development services but concen-Strategic Objective 2: Strengthen Additional key investments can be trates on the general population ofand increase communication and col- made in retraining programs for the businesses and job seekers. Whilelaboration among public, private and unemployed and through on-the-job DWS does perform intensive careernonprofit partners who design, use skill enhancement. These efforts will counseling for special populationsand evaluate local workforce pro- also help the business community by such as veterans, the majority of itsgramming. services are provided through short,Strategic Objective 3: Develop a non-repetitive interactions with jobperformance measurement system seekers and businesses. DWS also as-that allows for strategic evaluation of sists job seekers with unemploymentthe talent development system. claims.Strategic Objective 4: Emphasize • The Durham County Department ofmarket and industry drivers in the Social Services (DSS) provides work-recruitment and retention of talent. force development services, with aWhere are we? concentration on individuals that re-In 2010, Forbes listed Durham as ceive Temporary Assistance to Needythe Best Midsized City for Jobs. In Families or those that are part of the food and nutrition program. DSS also frequently engages with the business 21

Youth Career Fair at Holton Career and Resource Centercommunity. Other system partners include the work environment.• Durham Technical Community Col- following: While the current efforts of our majorlege offers similar services to busi- • The Division of Vocational Rehabili- agencies are well-intentioned, the fol-nesses as OEWD. It is also the primary tation lowing problems persist:entity in Durham for post-secondary • The National Council on the Black •Services are unbranded, misunder-training, including vocational certifi- Aged stood and, at times, duplicative.cate programs, associates’ degree • Numerous nonprofits that provide •It is difficult to pull data from theprograms and continuing education services to youth and special popula- system to enable partners to jointlyofferings. tions of adults serve businesses and job seekers in a• Durham Public Schools is the prima- The Durham YouthWork Internship customer-friendly way.ry educational provider for Durham Program is an example of the results •The system lacks easy ways to ex-students from kindergarten through that can come from close coopera- tract evaluative data which, if ana-12th grade. Our public school system tion between the City, County, Dur- lyzed, could contribute to continuousfeeds many of the services provided ham Public Schools and local busi- quality improvement activities.by DSS and Durham Tech. nesses. Each year, over 400 young Where do we want to be in 5 years?• The Durham Partnership for Chil- people between the ages of 14 and As North Carolina moves to restruc-dren and the Child Care Services 21 each year in skills enhancing paid ture the statewide Workforce De-Association provide policy oversight, summer and after school internships velopment Board system and createconsumer information, and referral and jobs, while providing employabil- greater interagency cooperationservices for early childhood education ity skills training and career explora- between state and local agencies inin Durham. tion in the basic skills required by the providing employment and training22

for job seekers, there are opportuni- skilled labor (education- Durham Youthwork Internship Program participantsties to reconsider the ways in which to-work pathways) andemployment services are offered both among the myriad ofto business and to workers. As Dur- agencies that provideham advances, there are several key employment and training-opportunities for improvement: related services in Durham.• Expanding the YouthWork Intern-   a. Brand the NCWorksship Program to serve a larger por- Career Center Programtion of Durham’s young people as the primary system inthrough increased participation by Durham for connectinglocal businesses. businesses and job seekers• Increasing training and employer by forming strategic part-recruitment in the STEAM (Science, nerships and linkages withTechnology, Engineering, Arts and agencies and businessesMath) sectors to offer career oppor- and by using evidence-tunities in fast growing sectors of our based best practices forlocal and national economy. the connections of 14 – 24• Streamlining the entry and assess- year-olds to businesses.ment process for job applicants and   b. Improve selectionemployers using Durham’s NC Works process for, compositionCareer Centers to enhance services of and operating proce-both for employers and for job-seek- dures of Workforce Devel-ers and data collection and results opment Board.reporting. 2. Strengthen and increase• Continuing the expansion of the communication and col-services offered by the Small Busi- laboration among public,ness Advisory Committee and other private and nonprofit part-programs to expand assistance for ners who design, use andentrepreneurs in self-employment evaluate local workforcethrough business startups. programming.• Branding the NCWorks Career Cen-   a. Develop “Strike Team”ter System the preeminent system for (including Workforce De-businesses and job seekers in Dur- velopment Board, Durhamham, providing simplified approaches Public Schools, Durhamto use and access labor market infor- Tech, City, County, Statemation and evaluative data. and Chamber) to proac-The end result is a holistic workforce tively meet with new anddevelopment system for Durham current employers/sectorsbusinesses and job seekers that aligns to assess labor needs andcurrent adult and youth job/career develop joint plans to helpplacement and supports efforts with meet those needs.businesses, educational institutions,   b. Develop and imple-nonprofits, social service agencies ment a communicationsand other partners. plan that incorporates jobHow are we going to get there? placement success storiesStrategic Objectives/Initiatives across the community.1. Reconfigure and/or expand scope   c. Identify or createof work for Workforce Development labor market informationBoard to be the single coordinating system to assist employ-entity for workforce development in ers, educational institu-Durham, facilitating better alignment tions, nonprofits and allbetween supply of and demand for other stakeholders. 23

North Carolina Central University studentsPhoto: NCCU and Durham Convention & Visitors Bureau  d. Enhance professional atmo- for participants of education and Measuressphere of local Durham career cen- workforce systems between the ages 1. Percentage of adults who haveters. of 0 and 25. This mechanism should completed publicly supported job  e. Expand current job training and not create dual data entry processes training programs and are employed.job placement efforts to actively sup- or multiple data entry points. 2. Percentage of those adults refer-port those transitioning those that 4. Emphasize market and industry enced in No. 1 above that are placedare hard to service, such as public drivers in the recruitment and reten- in employment and who remain em-assistance recipients, former offend- tion of talent. ployed after six months.ers and those with mental health and   a. Design incentive programs, poli- 3. Number of local businesses whosubstance abuse backgrounds into cies and procedures around recruit- post job listings on NCWorks onlinethe workforce. ment and retention of high growth job bank.3. Implement measurement system industry workers. 4. Percentage of Durham YouthWorkto evaluate workforce development   b. Promote employment in ways Internship Program placements thatsystem. that direct job seekers, entrepreneurs are unsubsidized.  a. Utilize a blend of new federal and small businesses to connect with 5. Percentage of local college gradu-and local metrics to analyze durability industry drivers. ates that remain in Durham afterand quality of workforce placements   c. Cooperate with area institutions graduation.for youth and adults. of higher education to encourage  b. Establish long-term, individual- high-skilled graduates to seek em- Performance measures subject to changelevel tracking mechanism that can ployment in and to live in Durham. based on data availability and furtherbe used by multiple stakeholders to research.analyze educational/career outcomes24

Photo: Heather Jacks and Durham Convention & Visitors Bureau 25

Special thanks to Ted Abernathy, John Hodges-Copple, and Jonathan Morgan for serving as facilitators and subject-areaexperts during the development of this plan.Local Institutions & Nonprofit OrganizationsDowntown Durham, Inc. | Geoff DurhamDuke University | Dr. Phail Wynn, Scott SeligDurham Convention & Visitors Bureau | Shelly Green, E’Vonne Coleman-CookDurham Partnership for Children | Laura BensonDurham Public Schools | Richard SheldahlDurham Technical Community College | Dr. Bill Ingram, Peter WooldridgeGreater Durham Chamber of Commerce | Casey Steinbacher, Ted ConnerMDC | David Dodson, Cay StrattonNorth Carolina Biotechnology Center | Norris Tolson, Michael WilkinsNorth Carolina Central University | Hazell Reed, Starla TannerResearch Triangle Park Foundation | Liz Rooks, Mason AilstockResearch Triangle Regional Partnership | Charles Hayes, Lee Anne NanceLocal Business CommunityAlliance Architecture | John WarasilaAtlantic Regional Center for Foreign Investment | Daniel RobinsonAustin Lawrence Partners | Austin HillsBlo-Glo Inc. | John DeberryCapitol Broadcasting Company | Michael GoodmonCarpe Durham Cleaning | Wendy ClarkCenter Studio Architecture | Scott HarmonCoulter Jewell Thames, PA | Dan JewellDuke Energy | Indira EverettEast West Partners | Roger Perry, Bryson PowellEmpress Development | Dawn PaigeEWI Technologies | Erroll ReeseForty/AM | Carl WebbMeasurement Durham | Drew Medlyn, Bryan ScherichNCIMED | Andrea HarrisNorthgate Associates | Ginny BowmanReal Estate Associates | Seth JerniganScientific Properties | Gary KueberSelf Help Credit Union | Tucker BartlettTaylor’s Construction | Vince TaylorCity of Durham & Durham County StaffEconomic Development Strategic Plan Core Team | Keith Chadwell, Drew Cummings, Kevin Dick, Marqueta WeltonAaron Cain, Bertha Johnson, Beverly B. Thompson, Chris Roberts, Davis Boyd, Esther Coleman, Fred Lamar, Glen Whisler,Grace Dzidzienyo, Jay Reinstein, LaToya Sutton, Lowell Siler, Mattie Sue Stevens, Mark Ahrendsen, Maria Ratliff, Marvin Wil-liams, Michael Davis, Michael Honeycutt, Nina Bullock, Peter Coyle, Robert Joyner, Steve Medlin, Josh Edwards 26

27Photo: Raleigh-Durham Airport Authority and Durham Convention & Visitors Bureau