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IV. Executive Summary of the Key Issues identified in GastonCounty by the Commerce Resource Team.On October 30 and 31, 2001, a ten-member team of North Carolina Department ofCommerce staff, representing many of the Department’s Divisions, visited GastonCounty and interviewed 74 community leaders about their views of the county’s localeconomic development issues. The individuals that were interviewed includedcounty and municipal elected officials; local governmental administrative andprofessional staff; officials associated with utility companies; bank officers;Community College officials; real estate developers; people involved with tourismand museum activities; merchants; industrialists, and other such civic leaders. Eachinterviewee was given in advance a set of 29 questions that asked about their opinionson such issues in Gaston County as: Strengths, weaknesses and recent trends,Infrastructure,Labor force,Recruitment and incentives,Environment,Partnerships,Quality of Life,And concluded with several questions of a general nature.The participants were encouraged to be candid and forthright and were likewiseassured that their comments would not be identified by their name. The purpose andintent of this report is to summarize the content of the 74 interviews, referencing andhighlighting the more often and frequently cited issues.The October 30 – 31 interviews determined a general consensus regarding whichwere the most important issues facing Gaston County as it moves into the 21st century.The Department of Commerce interview team reached agreement that the followingpoints of public concern were those that were foremost in the minds of the interviewparticipants. The 5 Major Issues have been identified as follows:1.The perception of Gaston County having a negative image.2.Growth management.3.A need for a “shared vision” for Gaston County’s desired future.4.Transition from traditional manufacturing jobs to more diversifiedemployment opportunities in the future.7

5.Coordination/cooperation between the county government officialsand the officials from the many units of municipal government inGaston County.Other Observations and Comments by the Gaston County Participants that werediscussed during the October 30-31, 2001 Interviews by topic.Strengths of Gaston County for Economic Development: LocationProximity to City of Charlotte and Douglas International AirportGood highway systemAffordable real estateAvailable buildings and building sitesGaston Community CollegeGreat local support for Gaston Community CollegeCultural attractions:Daniel Stowe Botanical GardenSchiele Museum of Natural HistoryCrowders Mountain State ParkC. Grier Beam Truck MuseumGaston County EDC and its professional staffLabor source with a strong work ethicExcess capacity in infrastructure, especially availability of waterCountywide zoning protectionQuality of lifeGood climateSome recent diversity in industryComprehensive Land Use Plan now being preparedCherryville Industrial parkGood school system (and recent passage of school bond issue)Strong hospital and healthcare facilitiesGastonia City Council is showing strong leadershipGastonia’s “All America City” designation during 2000Charlotte must grow and its economic development growth will grow intoGaston CountyAttractiveness of Downtown Belmont activitiesFriendly/outgoing citizensNumerous recreational facilitiesWeaknesses of Gaston County for Economic Development Literacy rate – 39% of county adults do not have a high school degreeDowntown Gastonia8

(Weaknesses-continued) County image and perception Declining tax base Relatively high tax rate Lack of confidence in elected leadership Lack of countywide water and sewer service Lack of a shared vision for desired future development Duplication of EDC efforts by other organizations Dependence upon textiles Lack of parental and family emphasis on the value of education Unsightliness of Franklin Boulevard Big disconnect between “workforce development” and “economicdevelopment” An attitude of independence and resistance to change by many residents Confusion about land use regulations since there are so many differentmunicipal zoning ordinances in the county Traffic congestion along I-85 and US-321 Education system doesn’t adequately prepare workforce Too much emphasis on manufacturing and not enough on economicdiversity Loss of textile jobs and the textile heritage Poor political climate between county and municipal governments Inadequate public transportation Lack of a Civic Center Smaller municipalities lacking resources Cherryville is 15 miles from nearest 4-lane highway Difficulty in hiring people with basic reading, communication and mathskills Complacency and satisfaction with the status quo Northwest corner of Gaston County is isolatedEnvironment, Partnerships and Quality of Life Issues in Gaston County Revitalization of downtown Gastonia is extremely importantComprehensive Land Use Plan underway.Air quality – non-attainment level/increased ozone levelWater qualitySedimentationGround water contamination and failing septic tanksBuffers along waterwaysImage – self-perpetuating “Blue Collar”Need to develop a “Vision” that is embraced by allFriendly people9

(Environment – continued) Good race relations Excelling quality of life as a community Enjoyable place to live Firestone/Luray Mill preservation project has tremendous potential Now is the time, climate and environment to make some real progress inpromoting economic development activities EDC needs to freely operate without obstacles being thrown up in front ofit Stowe Garden and Schiele Museum are nationally recognized facilities Potential for travel and tourism Easy access to sporting events in Charlotte Providing water to Clover, SC Working with Voices and Choices to improve Catawba River EDC has been helping build partnerships between the municipalities There is some ground water contamination and failing septic tanks Hydrilla growth in Mountain island Lake Urban sprawl and “creeping development congestion” Lots of churchesInfrastructure Countywide water and sewerMunicipal investment in current water and sewer (excess capacity)Toll road (US-321-74 bypass)Widening of NC Highway 279 to 4-lanes from Cherryville to GastoniaNeed for Civic CenterInvest in Downtown Gastonia infrastructureBuild a shared visionPublic transportation in eastern part of county onlySchool bond issue (passed on November 6, 2001)A Visitors Center is neededThe completion of I-485 will be a plus for Gaston CountyGastonia has a transportation plan (MPO), Community Transit ServicesPlan, Bike Plan and a Greenway PlanNeed more developed industrial parksGaston County Airport needs to be expandedLabor Force Lack of education (illiteracy and the high drop-out rate)Skill shortage for future jobsLack of parental emphasis on education10

(Labor Force – continued) Disconnect between workforce development and EDC (reactive, notproactive) Available training slots not being fully utilized Strong work ethic of Gaston County workers Public schools are not adequately preparing the workforce Health care is an expanding field in Gaston County Highland High School magnet school is a positive step Gaston College is well positioned and willing to target, train and retainworkers Students won’t sign up for skill classes needed – machinery, HVAC,industrial maintenance, welding. These classes are hard to market Need re-education training dollars for a qualified work force There are not enough new opportunities to sustain the workforce Thousands of middle-aged, unemployed workers with low educationlevels that are in need of re-training Many complaints from high tech firms that high school graduates can’tread and do math at the ninth grade levelRecruitment and Incentives Many positive comments about the EDC and its staffNot all the municipalities are supporting the EDCIncentives for smaller businessesHigh water, sewer and electrical rates in some municipalitiesCounty has a good incentive package and the EDC uses them effectivelyMany sites and buildings are availableGreater industrial diversification is neededNeed for more white-collar jobsOverall, there is a lack of vision and identity for the types of business andindustry to recruitSpecialized technology center – “Center of Excellence” (Example –automotive)Combine services and utilities between municipalities and/or countyTax incentives needed to recruit businessImprove the image of Downtown Gastonia to assist in recruiting industryDeveloping small business is criticalCounty tax rate is too highIt is generally agreed that the EDC is highly regardedOther Issues Planning- countywide zoning adopted in 199211

(Other Issues – continued) Lack of coordination/communication between governmental units County leadership void Missing a new generation of community leadership Vision – need to develop a shared vision for the future Sense of independence in the past has become a problem today Strong sense of community by municipalities Lacking sense of “County community” Need to cooperate now Tourism will play a larger role in the future economy Effective planning and coordination will be a challenge Need to constructively engage business leaders in meaningful civicprojects Improve political climate in county Considerable discussion about the need for improving DowntownGastonia Need to employ a highly skilled county manager and no “micromanaging” by county commissioners Implement “smart growth” techniques Need for monthly meetings of mayors, city managers, county officials andEDC to develop strategies to market Gaston County as a whole Recruit distribution centers to utilize empty textile buildings Character of individual communities is too diverse to expect unifiedordinances Gaston should work off the strengths of its close proximity to Charlotte12

V.A Listing of the members of the North Carolina Department ofCommerce Resource Team that conducted interviews of 74individuals in Gaston County on October 30-31, 20011. Barbara Bergman, Employment and Training Specialist, Employmentand Training Division, NC Department of Commerce, Raleigh, NC2. John Berndt, Assistant Director, Division of Community Assistance,NC Department of Commerce, Raleigh, NC3. Richard Clark, Heritage Tourism Manager, Tourism, Film & SportsDivision, NC Department of Commerce, Raleigh, NC4. Ray Denny, Director, Business & Industry Division, NC Department ofCommerce, Raleigh, NC5. Jim Dunn, Chief Planner, Salisbury Regional Office, Division ofCommunity Assistance, NC Department of Commerce, Salisbury, NC6. Kenny Flowers, Director, NC Rural Development Council, NCDepartment of Commerce, Raleigh, NC7. Nann Guthrie, Senior Field Officer, Asheville Regional Office, NCDepartment of Environment & Natural Resources, Asheville, NC8. Jim Haag, Director, Policy and Research Division, NC Department ofCommerce, Raleigh, NC9. Ron Leitch, Economic Development Representative, Carolinas RegionalOffice, NC Department of Commerce, Charlotte, NC10. Jack Newman, Community Development Planner, Salisbury RegionalOffice, Division of Community Assistance, NC Department of Commerce,Salisbury, NC13

VI. Gaston County Economic Development RoundtableRecommendationsOn the evening of Tuesday, October 30, 2001, the Department of CommerceResource Team was invited to attend an “Economic Development Roundtable”discussion that was hosted by the Gaston County Commissioners. TheCommissioners invited 12 local business leaders to the meeting to present theirideas and recommendations in an effort to develop strategies for addressingeconomic development initiatives, specifically how they could help in recruitingand retaining local industries. Since the mission of the Round Table discussion islikewise that of the 21st Century Communities Initiative, the DOC supports thateffort and reiterates these valid recommendations that were proposed at themeeting. Those recommendations that were presented for County Commissionaction are identified as follows:1.2.3.4.5.6.7.8.9.10.11.12.13.Recognize importance of and seek opportunities to be a regionalpartner particularly for joint Gaston County Eastside and CharlotteWest side development. This will enable the county to jointlydraw on state resources.Develop a clear vision for the future.Support education improvement.Audit industries to get a clear picture of related needs.Include existing businesses in incentive plans.Development a plan or structure that identifies the return oninvestment for recruitment and incentives.Use vacant buildings (6 million sq. feet in 60 buildings) as an assetto attract business and promote adaptive re-use.Monitor and control cost of energy.Continue to fast-track permits through rapid responsiveness forprojects.Focus incentives “up-front” with as much flexibility as possiblewithin state guidelines.EDC response:- Abate in net new revenue- William S. Lee Act with State- Use 1 million threshold for existing expansion- Provide development team quickly to support new businessand existing business expansionRegulations cause home costs and tax costs to be highest in region.Neighborhood schools attract buyers, but costs are a problem.Consolidate permitting between municipalities, particularlyGastonia and the County.Target more funding to expand EDC.Improve government efficiencies.14

14.15.16.17.Support downtown redevelopment for Gastonia because ofimportance in decisions of individuals to locate in the community.Support road development – opening US-321 By-pass will opendevelopment opportunities for office buildings and distributioncenters connecting cargo and trucking.Implement Quality Program.Bring together groups to work collaboratively to address economicdevelopment needs.Opportunities for Industry Support and Involvement:1. Continue to hold round table discussions to involve other businessleaders including a number of smaller meetings that also include smallbusiness.2. Open EDC meetings and promote an opportunity to address businessquestions.3. Use industry leaders to work with EDC as ambassadors in recruiting aswell as to connect to our community – golfing, arts, museums,communities, etc.4. Use business leaders as resources on best practices, feedback onperformance, quality initiatives, efficiency evaluations.5. Participate in planning initiatives.6. Use information provided by county to “sell” the community tobusiness contacts.15

VII. NC Department of Commerce Recommendations:Community preparedness and readiness for economic development requiresconsiderable commitment and focus on strategies that will secure economic prosperitynow and in the future. Many of these strategies will need to be pursued simultaneouslyand will require flexibility and perseverance to assure the implementation of significanteconomic development strategies. It is imperative that Gaston County, in preparing foreconomic development and desired growth, will need to have the following: A well-trained workforce.Intergovernmental coordination and cooperation.Water and sewer systems capable ofaccommodating future growth.Available buildings and industrial sites served byappropriate supportive infrastructure (water andsewer services, natural gas, and transportation).High quality of life that includes good schools,recreation facilities and shopping.A growth management policy and guide that directsgrowth to appropriate areas.Local incentive and investment policies.A cooperative and progressive community spirit.A list of community preparedness tools and attributes beneficial to the recruitmentof new business appears on the following page. All communities have room forimprovement and to recognize this fact is the first step toward preparing for economicdevelopment. The leadership of Gaston County must now determine which issues are ofa high priority and therefore develop strategies and implementation tools to adequatelyaddress those issues.VIII. The Next Steps in the 21st Century Community ProcessGaston County has accomplished several positive actions towards improving itslocal economy. Bringing business leaders together with the county commissioners forthe Economic Development Roundtable discussion was an excellent means of openingcommunication lines between the public and private sectors. The Gaston CountyEconomic Development Commission and its Executive Director and staff are consideredto be outstanding. Gastonia, even with its downtown problems, was recently awarded an“All America City” designation. The county should be commended for having aComprehensive Land Use Plan under way as it awaits its publication in the summer of2002. The 74 participants in the Commerce Resource Team interviews expressed anoptimism that now is the time and environment for the proper public-private partnerships16

to be established that would develop an implementation plan and process to direct themany resources of Gaston County, its 14 municipalities, the Charlotte Region and theState of North Carolina towards growing a more vibrant local economy. With thisprocess, local leaders and state officials can identify and prioritize the greatest needs ofthe Gaston community and match them with the available state resources to best preparethe county for a stronger and more resilient economy.The key to this program’s success will be the development of a localimplementation strategy, devoid of politics, that will systematically prioritize strategies,identify needed resources, assign responsibility for implementation, define a time-framefor implementation and annually evaluate each strategy as to its effectiveness. The NCDepartment of Commerce will partner with the Gaston County implementation team toidentify any and all Department and other available state resources available to helpimplement those identified strategies.IX. Timeline of Events for the 21st Century CommunitiesInitiative during the next 12 Months (Tentative):January 2002 ---------- Gaston County Implementation Committee organization.February 2002 -------- Review and Prioritize Strategies.April 2002 ------------ Committee Prepares Implementatio

in early December, 2001. With assistance from DOC, Gaston County will organize for a strategic planning process that may involve the appointment of a steering committee and ad hoc committees to identify issues and strategies; and identifies tailor-made processes on how to proceed with the implementation of existing and future economic