STRATEGIC PLAN PROCESS

The Alliance Outlined Four Key Objectives For This Development Process

Identify shared economic development goals for the metro

Develop the strategies and tactics needed to achieve those goals

Secure alignment on who should do what, when, over what time period, and with what resources Align on the metrics that we should track to ensure success

Strategic Plan Input And Engagement Process

Gather input and perspectives

75+ respondents to survey

25+ stakeholder interviews

Partner strategic plan reviews

Historical trends analysis

Analyze against peers

Analyzed metro against 15+ peer communities

Reviewed current and potential target sectors

Identified emerging strategies

Strategic Plan Leadership

Steering Committee

Janis Gallagher PittCountyGovernment

Dr Angela Lamson EastCarolinaUniversity

Tom Kulikowski Chair,GreenvilleENCAlliance

Dr. Lawrence Rouse PittCommunityCollege

Refine findings and share for feedback

Shared findings and research to date with stakeholders for feedback

Refined strategies and identified best practices with select case studies and examples

Developed implementation plans and resource estimates

Kelly Andrews PittCo EconomicDevelopment

Dr. Ethan Lenker PittCountySchools

Aaron Driver Secretary,GreenvilleENCAlliance IICCarolinas

Spence Cosby CommunityMember

Don Edwards UniversityBookExchange

Ann Wall CityofGreenville

Drake Brinkley ViceChair,GreenvilleENCAlliance WardandSmith,PA

Michael Overton The Overton Group

Finalize plan

Integrated feedback into the final plan

Syndicated recommendations with key partners

Jon Anderson Treasurer, Greenville ENC Alliance Truist

Mayor Steve Tripp TownofAyden

Tony Cannon GreenvilleUtilitiesCommission

TJ Sawyer Sawyer'sFunPark

We've gathered input and perspectives from more than 70 stakeholders, including:

Bishop Rosie O'neal KoinoniaChristianCenterChurch

Lance Clark

BillClarkHomes-Greenville

Greg Steele

TowneBankofGreenville

Vann Rogerson NCEastAlliance

Chancellor Philip Rogers EastCarolinaUniversity

Dr Michael Waldrum

ECUBrodySchoolofMedicine ECUHealth

Rep. Gloristine Brown NorthCarolinaStateDistrict8

FormerMayor,TownofBethel

Mayor P J Connelly CityofGreenville

Mayor Pro Tem Rose Glover CityofGreenville

Chairwoman Mary Perkins-Williams PittCounty

Vice Chair Christopher Nunnally PittCounty

Vision

The Greenville ENC Alliance’s strategic plan for FY24-28 outlines a path for Greenville - Pitt County to both deepen its role as the gem of eastern North Carolina and stake a claim as a leading metro area on the East Coast. We have the higher education assets, leading companies, visionary leaders, and can-do attitude to achieve this vision. However, staking out a niche and building this brand recognition beyond our state will take strategy, focus, coordinated action, and resourcing. This strategic plan provides the roadmap to get there. The development process engaged the people who can lead us down this path Now, we need the collective effort and determination to get there over the next ten years

Stakeholder Input

Between January and March 2023, we engaged with more than 100 stakeholders through a mix of 1:1 interviews, surveys, a stakeholder breakfast, and a series of steering committee meetings to guide the plan’s development.

Plan Highlights

What has emerged from this process is a more refined vision for the Alliance to serve as a quarterback within our community’s economic development ecosystem with a mission to attract new businesses and support existing ones to maximize opportunities for investment, job creation, and economic growth.

To be this catalyst for growth, we will focus primarily on business development, marketing and promotion of the metro, and development of industrial product We will play convening and/or supporting roles for other critical areas for growth including policy advocacy, entrepreneurship, talent development and retention, and quality of life/placemaking efforts

Impact And Implementation

Our plan sets the bar high for where we want to be in ten years, which is in the top quartile for job growth amongst a set of 11 peer communities To get there, we will need to (1) invest heavily to expand our portfolio of project-ready industrial sites and buildings; (2) double-down on our marketing and promotion efforts to raise awareness of our community’s strengths; and (3) enhance our business development efforts to engage more prospects, more deeply, while leveraging our partners more efficiently

We know we cannot undertake this effort alone. For us to be successful and impactful, we need to be in lockstep with our key economic development partners at the state, regional, county, and municipal levels. We are grateful to have so many of these partners involved in the development of the strategic plan. Our organization is committed to continuing these great partnerships that will be critical to achieving our goals

The Alliance can play a quarterback role in its top priority areas and pursue targeted opportunities to impact other areas critical for growth by serving as a convener, catalyst, or supporter: