Orange County NC Website
Browse       Search
Section Nine: Conclusion and Proposed Development Sequence <br />The feasibility study phase of this project's development is now complete. The researcher <br />has found sufficient demand, a viable location, and a willing individual and entity to take <br />on the arduous task of leading the project development phase. This project will benefit <br />greatly from the previous efforts to develop shared use food processing centers elsewhere <br />in North Carolina. Advice on proper management, regulatory compliance, equipment <br />maintenance and acquisition, and market development is readily available from facility <br />directors and other research publications currently in the public domain. <br />Project leaders are encouraged to access and read the following research reports to gain <br />more insight into developing these kinds of projects: <br />Feasibilitj Study For Establishing ashared-use value adding agricultural <br />processing/commercial kitchen facility, by Cameron Wold (NCDA&CS, 2002). <br />Available from the North Carolina Department of Agriculture & Consumer Services, <br />Division of Marketing, Agribusiness Development Office. <br />DevelopingLShared-use Food and Agricultural Facilities In North Carolina, by Smithson <br />Mills (North Carolina Rural Economic Development Center, 2007). Available upon <br />request from the NC Rural Center, or from Mr. Mills. <br />Upon conclusion of this feasibility study, project stakeholders are encouraged to pursue <br />the following action items over the development period, estimated at 18 to 24 months: <br />1. Formally allocate the former Orange Enterprises building for development of a <br />regional value-added food and agricultural processing facility; <br />2. Pass resolutions for formal commitments to project participation by county <br />commissions in Alamance, Chatham, Durham, and Orange counties; <br />3. Pursue initial grant funding to secure the services of the lead project developer; <br />4. Contract with the lead project developer for services; <br />5. Continue pursuing grant funds necessary to complete facility renovations and <br />equipment acquisition and installation; <br />6. Upon securing facility renovation funds, hire an architect to develop blueprints <br />and oversee bidding for construction services from a general contractor; <br />7. Working with county commissions and the community advisory committee <br />develop plans for creation of a nonprofit management entity to own and oversee <br />operations of the project; <br />8. File articles of incorporation and approve board members and bylaws for the <br />management entity; <br />9. Oversee the bid process and contract award for a general contractor to undertake <br />facility renovations and improvements; <br />10. Acquire phase one equipment needed for opening; <br />11. Establish a $1/yr lease agreement for the facility between the county and the <br />management entity, active upon securing the certificate of occupancy or on <br />opening for business; <br />54 <br />