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~' . <br /> 8oar1 MubeFs '4- Economic Development Program <br /> CHAMBER ECONOMIC_ <br /> OF PRIVATE COUNTY UEVELOPMEMT <br /> FUNCTIONS COMMERCE CORPORATION GOVERNMENT AUTHORITY <br /> l. Identification of Suitable <br /> Industrial Sites <br /> 2, Site Aqu 1t1on <br /> 3. Construc ion of Facilities � * <br /> with Prthte Financing <br /> 4. Financing Construction with <br /> Tax Emem t Funds; Revenue <br /> Bonds; 63-20 Financing <br /> 5. Development of an Industrial <br /> Park <br /> 6. Recruitment of Industry <br /> 7. Data Gathering Analysis and <br /> Dissemination <br /> G. Liaison with State Economic * <br /> Development Bodies and Utilities <br /> 9. Linkage E * <br /> Exten- <br /> sions, Land Use Policy, Zoning, <br /> Provisiop of Public Services <br /> (Fire, Pblfce, Solid Waste <br /> Disposal) <br /> 10. Economic Equality and Job + <br /> OopVrtun,tv for All Citizens <br /> The above information shows that each model has advantages in certain <br /> areas and that all four could do some functions v well. From the infor- <br /> mation avuil economic development about half of the � d l <br /> t programg in North Caroli a <br /> are handled 6y private groups, the other half funded with public money. <br /> | <br /> Organizational Considerations to be Answered <br /> There is no set, accepted organizational structure for an economic deYelo^- <br /> ment program There are, however, several considerations which should be addres.ed <br /> by the Board of Commissioners in reaching a conclusion on the organization best <br /> suited for Orange County's needs. They include: <br /> 1. I it necessary to have an oversight commission or board? <br /> 2' there is a commission what will its role be? <br /> a\ Will it be supervisory or advisory for policy setting? <br /> b If the Council were advisory, then how 1s supervision of <br /> staff to be provided and to what extent (periodic or daily)? <br /> _ �� <br />