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erate without well in his clear direction. Then Interim County Manager Franklin Clifton <br />it attempts to op September 2009 report to the Board of <br />summarized this phenomenon <br />Commissioners: development. There <br />The County needs a comprehensive approach result economic attempting e to "sell" <br />is no uniform strategy in place. Staff issuo�tantwithout a clear understanding <br />and development as imp ort of ED as <br />economic diversity e County. Beyond general conversation in supp <br />of what ED is in Orang d in support of unidentified <br />a priority, limited effort or investment has evolve <br />goals? 's 2005 to 2010 <br />e County <br />Ian benefited from tremendous citizen ct cal support. <br />This trend is reflected in rtn the <br />novation 3t The p associated with ran a lack of p <br />strategic plan, Investing <br />participation in its development but its vision was overshadowed V <br />Ian calls for the County to extend water and sewer into all hat would be Economic <br />As an example, the p political cap Ian has <br />et it fails to consider the financial the eve of its final year, the p <br />Development Districts, V Not sure jobs or the expected $125 <br />necessary to support the ned adds tng• rivate sector j primary <br />tanned addition of 5,000 new p in each of its four P lace — <br />not delivered on the p property values. Furthermore, of p <br />million increase in non-residential prop Y <br />on its specified objectives. <br />categories — business asmade little to no progress c re, workforce development, an quality <br />Orange County resources, <br />support and insufficient financial/political tan. <br />complexity of the task, limited supp of EDC staff to implement the p <br />Given the comp Y empower the EDC (or <br />this tack of progress should not be viewed as a failing ro riED funding, <br />suggests an opportunity for the Board of Commissioners to eam d app p <br />Rather, it sugg development. With clear leadership development <br />another entity) to lead economic develop County <br />iy. It will require a strong <br />possibilities for smart, sustainable economic growth abound. However, <br />Withoutia vision for <br />in Orange County will not come easily or inexpensive ic sector support, Orange <br />led with ongoing private and p able of driving change, <br />commitment, coup ,n in new jobs and <br />what economic development will took like and leadership <br />es continue bring' g of their sideline as neighboring <br />County will remain onnhtheiir tax bases and contributing to the improved well -being <br />investment, diversifying <br />residents. <br />is the County ready to take control of its future economic <br />This suggests a critical question: <br />growth? <br />Orange County NC, <br />2 Clifton, Frank (2009)• "Work Session 0909102," <br />Orange County Economic Development <br />http: /iwN ^ co.orange.nc.usJ000L vesting in Innovation, pdf <br />3 Slater, Ruffin et al (2005). "Investing in Innovation, <br />"Orange County, NC. xeSum8.05.pdf <br />, <br />Five -Year Strategic Ptah: 2005 -2010 <br />http: //v WW.CO.orange•nc.us /ecodev /documents /Comp IeteStrat.PlanE 2 <br />