HomeMy WebLinkAboutFOCUS_Regional_Framework_PlanA REGIONAL FRAMEWORK FOR OUR FUTURE
OUR IDEAS. OUR REGION. OUR FUTURE.
CAPE FEAR
APRIL 2015
The work that provided the basis for this publication was supported by funding
under an award from the U.S. Department of Housing and Urban Development
to the Lower Cape Fear Sustainable Communities Consortium. The substance
and findings of the work are dedicated to the public. The author and publisher
are solely responsible for the accuracy of the statements and interpretations
contained in this publication. Such interpretations do not necessarily reflect
the views of the federal government.
Acknowledgements: This document was prepared by Renaissance Planning
in collaboration with FOCUS and Consortium staff.
TAbLE OFCONTENTS
1 IntroductIon
3 the need foR A RegIonAL fRAmewoRk
4 PARtneRs suPPoRtIng the RegIonAL fRAmewoRk
5 stePs In deveLoPIng the RegIonAL fRAmewoRk
7 the case for actIon
8 cAPe feAR RegIon todAy
10 cAPe feAR RegIon In 2040
11 ALteRnAtIve futuRes gRowth scenARIos
23 key fIndIngs
25 gRowth Is An oPPoRtunIty And A chALLenge
27 A connected RegIon Is emeRgIng
28 ouR envIRonment Is A cRItIcAL Asset thAt sustAIns LIfe, fueLs gRowth, And PRotects PRoPeRty
29 InequALIty Is hoLdIng the RegIon BAck
30 ResIdents wAnt moRe tRAnsPoRtAtIon And housIng oPtIons
32 ouR economy hAs untAPPed PotentIAL
33 complete communItIes: a WInnIng strategy
35 whAt Is A comPLete communIty?
37 mAxImIzIng the BenefIts of gRowth
38 suPPoRtIng comPLete communItIes wIth PuBLIc PoLIcy
43 a call for a regIonal netWork of communItIes
48 BuILd LIvABLe PLAces
56 PRovIde ABundAnt choIces
66 connect voIces
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1
the cape fear Region – the place we call home – is changing every day. the
daily changes are small, but slowly they accumulate and become clear with the
passing of time. we may notice ground broken for a new subdivision, a new
restaurant in downtown wilmington, more congestion on the ride to work, or
a new flight offering to a distant city. while change may become clear only in
these moments, we know it is coming. our region is growing rapidly.
Looking back three decades illustrates the importance of planning for the
future. In the early 1980s, wilmington was a sleepy coastal community.
Interstate 40 had yet to reach the city. Brunswick, Pender, and new hanover
counties combined were home to 162,000 people. michael Jordan was just a
high school basketball star at the recently opened Laney high school on the
northern outskirts of wilmington. however, the forces of change were already
well in motion.
over the next 30 years, our region would grow to nearly 384,000 people.
wilmington blossomed again into one of the southeast’s most important
coastal cities. the city has fueled the broader region’s growth with its major
employers, the university of north carolina at wilmington (uncw), numerous
tourist attractions, the Port of wilmington and new hanover Regional medical
center. today, we are a major player in north carolina’s economy and compete
with regions across the nation and world for business and investment.
given all that has changed during the last three decades, what can we expect
our region to look like in 2040? while continuing growth is inevitable, our
responses are not. we can choose to stay on the same path, and run the risk of
seeing continued traffic congestion, loss of open space, and missed economic
opportunity, or we can chart a new course that provides all residents with
more housing and transportation choices, more job opportunities, and a clean
environment to enjoy and share with the tourists that visit our community.
growth can enhance each of these things, if channeled into high quality and
coordinated development.
we can influence how growth occurs in the future. our local governments,
working with private businesses and institutions, can bring about development
that enhances our region’s renowned quality of life and expands prosperity
for all people for many generations to come. the Regional Framework for Our
Future provides a summary of the key challenges facing our region, a menu
of strategies to help us address those challenges and a blueprint for regional
action.
INTRODUCTIONSECTION ONE
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3
ThE NEED FOR A REGIONAL FRAMEWORK PLAN
INTRODUCTION
The growth has
been good for
business in many
ways, but it has
not come without
growing pains.
the Regional Framework for
Our Future comes at a critical
time. development has spread
across the landscape, blurring
the lines between cities, towns,
and counties. Brunswick, new
hanover, and Pender counties
have grown into a single
region – anchored by the city
of wilmington – that is among
the most scenic, successful, and
fastest-growing regions in the
united states. the growth has
been good for business in many
ways, but it has not come without
growing pains. People across the
region are especially concerned
about affordable housing, traffic
congestion, job opportunities,
and protecting our environment.
meanwhile, addressing the big
issues facing our region has never
been tougher. they transcend
boundaries between communities
and counties like never before. no
single community working alone
can address each of the region’s
threats or realize its full potential.
At the same time, the existing
regional governmental and non-
governmental organizations need
assistance to address the wide
range of challenges. therefore, it
is critical that we come together
as public, private, non-profit and
community partners to share our
collective resources to build a
better region, while maintaining
local control over our land,
infrastructure, and services.
4
PARTNERS SUPPORTING ThE REGIONAL FRAMEWORK FOR OUR FUTURE
INTRODUCTION
In 2011, the Lower cape fear sustainable communities consortium (focus) formed to support better
cooperation among the region’s local governments. the Regional Framework for Our Future is the
culmination of nearly three years of work by the consortium’s member to coordinate their planning
and create a regional plan for sustainable development. the consortium’s 14 members include :
• Amez housing
• Brunswick housing opportunities
• cape fear council of governments
• cape fear Regional community development
corporation
• city of wilmington
• new hanover county
• Pender county
• town of Burgaw
• town of carolina Beach
• town of Leland
• town of surf city
• wilmington metropolitan Planning
organization
• wave transit
• wilmington housing Authority
the u.s. department of housing and urban development (hud) with support from the u.s.
department of transportation (dot), and u.s. environmental Protection Agency (ePA) funded the
consortium’s work effort through a 2012 competitively awarded grant.
5
STEPS IN DEvELOPING ThE REGIONAL FRAMEWORK FOR OUR FUTURE
INTRODUCTION
focus took several steps to
arrive at the Regional Framework
for Our Future. first, focus
pulled together baseline data
from 2010 on the region’s
population, housing, economy,
and infrastructure. next focus
estimated the region’s population
and employment in 2040 and
used the projections to study
the effects of four plausible
growth alternatives, known as
Alternative Futures, which differed
in the location and intensity
of new development. these
growth projections also inform
the Regional Market Assessment,
which provided a snapshot of
current market dynamics and
likely trends that will influence
the rate and location of growth
across the region.focus also
commissioned three reports –
a Regional Health and Wellness
Gap Analysis, a Regional Analysis
of Impediments to Fair Housing
Choice, and an Equitable Growth
Profile of the Cape Fear Region.
these reports provided more
information and baseline data
about the region’s housing, health,
and equality of opportunity.
finally, focus worked with the
town of Leland (gateway district),
city of wilmington (south 5th
Avenue and greenfield Area), new
hanover county (castle hayne)
and Pender county (coastal
Pender) to develop a series of
Catalyst Reports. each catalyst
report focused on a specific
geographic area and identified
a menu of potential incentives,
policies and other actions that
each jurisdiction could take to
achieve desirable quality growth
and development.
the Regional Framework for Our
Future synthesizes the findings
from these efforts into a set of
organizing principles, potential
implementation strategies
and recommendations. these
recommendations reflect not
only the insights and technical
expertise of the focus’ members
and their consultants, but it also
reflects ideas and strategies
gathered from the general
public, elected officials and other
community stakeholders. the
Regional Framework for Our Future
planning effort included more
than 40 meetings throughout
the three-county region, received
more than 4,000 public comments,
and provided regular updates and
disseminated key information
through its 700 facebook
followers and 2,000 people that
receive its bi-monthly newsletter
online.
6
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7
the region is growing and the composition of our population is changing.
the focus planning effort included data gathering and analysis to identify
the dynamics and drivers of development today, the likely quantity of growth
(people and jobs) by 2040, and four different plausible development scenarios
to demonstrate how and where that growth might happen in the future. the
analysis findings and the public’s reaction to these findings make a compelling
case that in order to accommodate future growth and achieve our desired
quality of life in the future; we have to take a new and different approach. the
following pages present this case for action.
The Case fOR aCTION
SECTION TWO
8
CAPE FEAR REGION TODAy
populatIon
our high quality of life, welcoming people, beautiful
beaches, and historic places are not a secret. north
carolina and our region enjoy a stellar reputation
nationally for quality of life and cost of living. As a
result, we are attracting new businesses, retirees,
college graduates and others locating here to enjoy
our quality of life and seek opportunity. the following
highlights some key facts about our population:
our region was home to about 384,000 people in
2013.1
we are among the fastest growing regions in the
nation. Brunswick county was north carolina’s fastest
growing county in 2013. Brunswick (47th) and Pender
(98th) are also among the 100 fastest growing counties
in the united states.2
our population is older than the state or nation.
Brunswick leads the way with a median age in 2010 of
47.6, an entire decade older than the u.s. (37.2) or state
(37.4) median.
households today are less likely to have children
living at home than in previous decades. About 26 per-
cent of our households had children in 2012 compared
to 32 percent in north carolina and the united states.
economy
the region’s job growth kept pace with population
growth until the 2007-09 recession. the economy is
still recovering in 2015, but recent trends indicate that
we will likely keep pace or exceed growth projections
in the future. some key facts about jobs and the
economy include:
1 u.s. census Bureau. American factfinder. 2013
Population estimate.
2 u.s. census Bureau. Population estimates, county totals: vintage 2013. http://www.census.gov/popest/data/counties/totals/2013/index.html.
ThE CASE FOR ACTION
new hanover county is home to the vast majority
of jobs, but Brunswick and Pender counties are
adding jobs at faster rates, creating greater distances
between jobs and homes.
our economy benefits from a well-educated pop-
ulation. About 31 percent of our adults age 25 and
older have a bachelor’s degree compared to 27 per-
cent in north carolina and 28.6 percent in the united
states.
the region’s economy is dominated by local
serving businesses, many of which cater to the
retiree population. while these are good jobs, we
lack an equal balance of jobs that export goods and
services and bring outside money back into the local
economy. About 20 percent of the region’s jobs are in
exporting businesses. this is five percentage points
below the state average.
nine key industries drive the region’s export
economy – aerospace engines, biopharmaceuticals,
business services, chemical products, heavy
construction services, hospitality and tourism,
information technology, power generation and
transmission, and production technology.
The Pathways to Prosperity: New Hanover County’s
Plan for Jobs and Investment report completed in
march 2014 provided a detailed analysis of current
economic activity and key assets of the region. In
addition to confirming continued growth in existing
small business sectors, it also identified four target
industries to further strengthen the local economy
including: life/marine sciences research and
development; high value office operations; precision
manufacturing; and aircraft assembly, modification
and maintenance.
This section lays out some of the
important trends and facts that
have shaped the region we see
today. Unless otherwise noted,
these data come from the Regional
Market Assessment.
9
housIng
housing is an important part of the region’s economy.
the soft demand for housing contributed to the
region’s slow recovery from the 2007-09 recession.
however, the outlook for the housing market is strong.
here are some key trends and facts:
Affordable housing is fairly easy to find for middle
and upper income households, but there is a shortage
of housing and rental opportunities for lower income
households.
given the household incomes across our region,
this results in about 39 percent of homeowners and
54 percent of renters living as housing cost-burdened,
meaning they spend 30 percent or more of their gross
income on housing.
Prior to the recession, single-family housing per-
mits peaked at about 4,300 per year in Brunswick
county, 2,700 per year in new hanover county, and
1,000 in Pender county.
new hanover county became the region’s leader
in housing permits immediately after the recession,
but the rate of new residential growth still trailed the
pre-recession levels. new hanover issued about 1,800,
Brunswick 1,200, and Pender about 200 residential
permits in 2012.
single-family, detached homes dominate the local
market. they accounted for about 78 percent of the
region’s new housing between 2000 - 2012 despite
socio-demographic, and market trends showing
growing demand for other housing types.
CAPE FEAR REGION TODAy
ThE CASE FOR ACTION
9
10
190,000
74,000
3,400
134,000
projected populatIon Increase
Projected population increase of approximately 190,000
(WMPO) to 325,000 (Moody’s).
projected employment Increases
Projected employment increases of approximately
74,000 (WMPO) to 123,000 (Moody’s).
annual projected housIng supply
Increases
Annual projected housing supply increases of
approximately 3,400 (WMPO) to 4,800 (Moody’s).
dIfference betWeen Wmpo & moody’s
forecasts
The Moody’s forecast projects much larger increases for
New Hanover County than does WMPO. (134,000 new
people and 79,000 new jobs in Moody’s forecasts; 46,000
new people and 18,000 new jobs in WMPO)
CAPE FEAR REGION IN 2040
how much the region will
grow in the next 25 years is not
entirely predictable, but there
are standard accepted practices
and data sources used by regions
across the country to do estimate
that can inform public policy.
the following presents the key
findings of this analysis for the
cape fear region.
LONg-TeRm fOReCasT Of POPULaTION aND JObs
growth projections completed
by the wilmington metropolitan
Planning organization (wmPo)
and the private sector firm moody’s
show a wide range of population
and job growth potential for our
region by the year 2040. despite
the large ranges, both sets of
projections reflect the potential
for significant increases in both
jobs and population, as shown to
the right.
what these projections tell us is
that our region will need to find a
way to accommodate a significant
amount of growth while still
providing the high quality of life
standards experienced by current
residents, workers, and visitors. As
such, the focus Alternative Futures
effort took these projections and
looked at four different plausible
development scenarios to
illustrate how different patterns of
growth might affect the region –
both positively and negatively.
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12
ALTERNATIvE FUTURESThE CASE FOR ACTION
Alternative
Futures shed light
on how different
development
patterns could
affect the Cape
Fear Region.
the Alternative Futures scenario
analysis provides insights on how
different development patterns
might affect the cape fear
Region’s economy, environment,
and access to jobs, housing
and recreational opportunities.
the analysis included using
geographic Information system
(gIs) based software to take the
projected number of jobs and
housing anticipated through the
year 2040 and allocating them
across the region based on some
basic assumptions concerning
availability of land and existing
infrastructure. the major variables
of the development analysis
included location, density and
mix of uses based on different
planning policies and market
assumptions.
the Alternative Futures effort
included four different regional
growth scenarios. the first
scenario or the baseline, – called
Business as usual – reflects
a continuation of the past
development trends of low-
density, dispersed development
with separated land uses. this
typical low-density subdivision
model has been common in the
cape fear region and across north
carolina for several decades.
In contrast to the Business as
usual scenario, the analysis
also produced three additional
regional scenarios (mixed use,
Infill and Redevelopment, and
high growth nodes). these
alternatives demonstrated how
development could occur in
a more compact manner and
include more infill, redevelopment
and mixing of uses while also
reducing pressures for growth in
locations where there is a desire
to remain rural and agricultural,
or in areas where there are highly
valued environmental resources.
13
ALTERNATIvE FUTURESThE CASE FOR ACTION
on may 22, 2014, a public
workshop was held to present
these four scenarios to the public.
the presentation illustrated
the potential impacts and
opportunities of each scenario
based on some key quality of life
indicators. during this workshop,
approximately 120 people
participated in an interactive
touch pad voting exercise to react
to these scenarios by answering
a series of questions aimed at
gauging support for different types
of development concepts. this
effort revealed that the majority
of people supported moving
away from the Business as usual
scenario and more towards future
development patterns that would
encourage mixing of uses, more
compact patterns and utilization
of existing infrastructure. By
encouraging a greater percentage
of new growth into more
compact patterns, the scenarios
also illustrate the potential for
preserving more agricultural
lands and strengthening quality
of life in rural towns. the intent of
the scenarios is to demonstrate
how the region could create
more housing and transportation
choices while fostering economic
development that is sensitive to
the existing character of a given
community. the following pages
provide a narrative description
of each scenario, along with
a conceptual map illustrating
different densities and intensities
of growth associated with each. A
fuller description of each scenario
and the relative impacts of each
can be found in the Alternative
Futures report included in the
A Framework for Our Future -
Technical Appendix.
14
busIness as usual
dIsPeRsed gRowth
this lower-density scenario simulates “business as usual” development policies and codes for the region’s local
governments. this scenario assumes future demand for housing types and location will be similar to recent
trends where suburban, single-family large-lot homes dominate the market. It also assumes a continuation of
travel behaviors, with nearly all residents driving cars to work, shopping, and recreation.
the areas expected to change the most under this scenario include:
coastal and eastern areas of Brunswick county and the town of Leland area will continue to see higher
rates of growth in more dispersed patterns.
the city of wilmington will continue to see slow and steady infill development.
northern new hanover county, would convert considerable areas of existing rural lands to suburban
residential development.
coastal Pender county would see new large mixed use subdivisions along u.s. 17.
development pressures would continue into the rural areas, changing the existing rural lifestyle and
converting working lands, and taxing existing transportation networks.
this scenario caters to the predominant market interests of suburban housing on greenfield sites, and it is
clear the region has enough available land to accommodate such demand. however, relative to the other three
scenarios, Business as usual will bring the most traffic congestion and the poorest access to public transit,
parks, recreation areas, and job centers. It will also result in a faster rate of urban growth in currently rural or
undeveloped areas. these are all notable impacts in a region that depends on its high quality of life to appeal
to new residents and businesses.
15
busIness as usual
dIsPeRsed gRowth
16
mIxed use development
gRowth In new centeRs AcRoss the RegIon
this is a higher-density scenario designed to simulate the increased popularity of different housing options.
this includes increasing the percentage of condominiums, townhomes, and apartments located within
walking distance of key amenities like restaurants and retail. the scenario assumes housing, services, and jobs
would locate in established communities and commercial centers, and that new jobs would shift further away
from the traditional regional centers and industrial uses of the past. the scenario does not assume significant
changes in local development regulations, but rather assumes development changes based primarily on
market forces.
the areas expected to change the most under this scenario include:
coastal Brunswick county would see significant new development in growth nodes such as the city of
southport and the town of shallotte.
new mixed use development would occur in established areas such as the towns of Burgaw and Leland,
downtown wilmington, the market street/new center area, and the mayfaire town center.
mixed-use districts along us 17 in coastal Pender county and in the town of surf city would emerge and
expand.
Because this scenario locates homes closer to key destinations such as jobs and other non-residential amenities,
overall accessibility is higher and traffic congestion is slightly lower in this scenario than the Business as usual
scenario. while this scenario initially performs well on addressing some of the future congestion, it would
still require significant public investment in services like parks and schools to prevent negative quality of life
impacts in the rapidly expanding suburban areas.
17
mIxed use
gRowth In new centeRs AcRoss the RegIon
18
redevelopment and InfIll
gRowth In exIstIng AReAs
this scenario reflects a more aggressive public policy approach to facilitate and promote infill development
and redevelopment into the existing urban centers. the scenario assumes a high percentage of new housing
and jobs going in existing developed areas, with housing densities increasing for single-family and multi-
family homes. Additionally, jobs concentrate in existing centers, emerging commercial areas, and along major
roads, creating a shift in travel behavior towards more walking, cycling, and transit use.
the areas expected to change the most under this scenario include:
Infill development occurs in established beach communities in Brunswick, new hanover, and Pender
counties.
existing urbanized areas in the city of wilmington, new hanover county, and eastern Brunswick county,
would experience a high level of development with a focus on redevelopment of existing commercial
corridors.
this scenario would improve access to jobs and amenities, and make public transit a more convenient and viable
mode of transportation relative to the previous two scenarios. Additionally, the total vehicle miles traveled
(vmt) would be lower. while this scenario results in more compact, mixed-use patterns of development that
offer more housing and transportation choices in the existing urban areas, some of the dispersed and spread-
out pattern of development will also continue in the outer suburban locations similar to the Business as usual
scenario.
19
redevelopment and InfIll
gRowth In exIstIng AReAs
20
hIgh groWth
gRowth In exIstIng And new centeRs
this is a higher-density scenario where local governments plan for and facilitate growth in concentrated urban
centers within the region. this scenario assumes that a high percentage of new housing and jobs would go into
existing developed areas, along with a shift in demand for more compact housing options (condominiums,
townhomes, and apartments) and away from single-family houses. Jobs would be highly concentrated in
existing centers and established commercial areas, creating more opportunities for people to use transit, walk,
bike and take shorter vehicle trips to reach key destinations. this scenario requires aggressive new land use
policies and zoning codes to require much higher densities in existing urban areas and commercial corridors,
as well as new policies that limit density or prohibit growth in undeveloped and rural locations.
the areas expected to change the most under this scenario include:
select areas in the city of wilmington including downtown, the new center area, mayfaire town center,
south college and oleander, would be transformed by higher density urban development.
new hanover county on north college Road, u.s. 17, and castle hayne, would see higher density infill
development occur.
Pender county, would see mixed use and mixed intensity development in the coastal Pender Region and
in the town of surf city.
the towns of Leland and Belville would see more infill and redevelopment occur in previously developed
areas north and south of u.s. 17.
the scenario would bring the largest reductions in vehicle miles traveled, the best transit access, and the
best access to regional jobs. this scenario would require significant changes to public policies to drive market
demand.
21
hIgh groWth
gRowth In exIstIng AReAs And new centeRs
22
the four scenarios illustrated in the
Alternative Futures process show
that there are many different ways
that our region can absorb and
locate the expected population
and job growth. under low-
growth or high-growth scenarios,
this analysis demonstrates that
there is ample land available for
growth. this means that without
changes in local policies or other
incentives, the market will likely
create a Business As usual scenario.
however, the other three
scenarios also provide plausible
alternatives for our region with
some modest land use policy and
infrastructure investment strategy
changes. each of these scenarios
attempts to demonstrate how
the region could grow while also
accomplishing several community
goals such as reducing the rate of
vmt growth, increasing housing
and transportation choices,
reducing development pressures
on environmental and working
lands, reinvesting in existing
neighborhoods and commercial
districts and supporting economic
development across the region.
these alternative scenarios
could be implemented through
policy changes, incentives and
coordinated planning across
the region to ensure more infill
development, redevelopment,
more compact and mixed land
uses, strengthening of rural towns
and preservation of working
lands and environmental assets,
implementation of multimodal
transportation investments
and coordinated economic
development. In fact, several of
these policy changes are already
underway at the local level
as seen through the updated
goals, policies and strategies of
existing and newly developed
comprehensive Plans and Land
development codes.
having a range of transportation
options, nearby access to a
range of goods and services,
preservation of working rural
lands and villages, the presence
of high-quality urban, suburban,
and rural housing options can
only be maximized by proper,
thoughtful policy intervention
and private sector buy-in.
therefore, the regional tradeoffs
for consideration center on how
best to implement strategic land
use and development policy
interventions in a way that can
positively influence the private
market and create new and
existing places where people
want to live, work and play. this
same community conversation
is occurring in regions across the
sUmmaRY
country. due to changing market
preferences for where and how
people want to live, more and
more communities recognize the
competitive advantage that comes
from providing viable choices for
people at all stages of life in terms
of where they live, how they get
around and the opportunities they
have to prosper.
the key to the cape fear region’s
ability to continue growing
and prospering while maintain
a desirable quality of life is to
ensure that the new growth does
not diminish the quality of place
and experience that entice so
many people to stay, relocate
and visit the region in the first
place. the Alternative Futures
scenarios offer examples of how
different development patterns
can influence these dynamics,
and the need for additional policy
intervention to achieve the desired
results. our region’s economic
vitality is inextricably linked to
our quality of life, which means
we must change our approach
from Business as usual to ensure
continued growth that supports
desired community outcomes.
23
the future growth projections (how many people and jobs can we expect)
along with considerations of the Alternative Futures analysis (where and what
form that growth could take) should ultimately help inform the public policy
and private sector responses to proactively plan for growth. the following
presents some additional key findings for consideration.
keY fINDINgs
SECTION ThREE
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25
KEy FINDINGSGROWTh IS AN OPPORTUNITy AND A ChALLENGE
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
2010 2040 F1 2040 F2
Population Forecasts
New Hanover Brunswick Pender
Our region’s population is expected to nearly double
between 2010 and 2040. We are likely to see between
120,000 to 350,000 more people living here over the next
twenty-five years.
populatIon forecastsfIndIng
our region’s population is projected
to nearly double between 2010 and
2040. our high quality of life and
the economic engine of the city of
wilmington fuel growth. growth
can be a positive economic force
to reinvest in existing places, and
build new and better communities.
It can provide opportunities for all.
PROOF POinT: the region’s
population increased 160 percent
from 1980 to 2010, which is more
than double the state’s rate of
growth during the same time. 1
1 Regional Analysis of Impedi-ments to fair housing choice for the Lower cape fear sustainable communities consortium, Page 16.
26
fIndIng
where this new growth locates
and the form it takes will affect
long-term quality of life. existing
developed areas alone cannot
accommodate the anticipated
growth. our region is full of
undeveloped greenfield sites that
are easy to develop, but also have
economic value as agriculture
land, open space for wildlife and
recreation, and ecological value
as storm surge protection areas.
PROOF POinT: the majority of
land in the region is undeveloped
or sparsely developed, and much
of it is unprotected. the region’s
cities and towns are surrounded
by undeveloped and available
lands that are likely targets for
future development.1
PROOF POinT: Preservation
of agricultural working lands
within close proximity (100 miles
or less) to urban centers creates
opportunity to grow local food
systems. studies show that food
produced and consumed locally
“creates more economic activity
in an area than does a comparable
food produced and imported
from a non-local source.” 2
1 focus consortium. cape fear
Alternative future.
2 center for environmental farming systems and north carolina state univer-sity. Research-Based support and exten-sion outreach for Local food systems. http://www.cefs.ncsu.edu/
groWth as an opportunIty and a challenge
the region’s demographics, population and job forecasts, and the
Alternative futures analysis point to several key findings that shape the
recommendations presented in the “making complete communities
happen” section.
fIndIng
new models of development that provide more housing and
transportation choices are a template for the future. market
forces alone will not create complete communities. they
require a new policy framework for shaping growth.
27
A CONNECTED REGION IS EMERGING
KEy FINDINGS
Brunswick, new
Hanover, and
Pender counties
are inextricably
linked through
their economies,
housing markets,
and a regional
transportation
system.
fIndIng
Brunswick, new hanover, and
Pender counties are inextricably
linked through their economies,
housing and labor markets, and
a regional transportation system.
they share fundamental values:
their connection to the coast, their
desire to be good stewards of the
environment, and their desire to
improve the lives of their current
and future citizens.
PROOF POinT: the public
identified regional collaboration
as the second most important
initiative for the region’s
future, just behind economic
diversification.1
PROOF POinT: Jobs are
locating throughout the region,
strengthening the economic
links between the counties. new
hanover county’s share of the
region’s jobs is declining.2
1 focus forum, may 22, 2014.
2 focus. Regional market Assessment.
fIndIng
we would benefit from the
creation of a new organization or
more formally establish regional
partnerships for economic
development. this would enable
us to speak with one regional voice
when recruiting new businesses,
enable public-private partnerships
on key infrastructure needs, and
foster faster site identification
and site improvement projects as
needed to position key job centers
across the region.
PROOF POinT: the nc tomorrow
Plan identified “fragmented
economic development efforts,
conflicting vision for the future,
uncoordinated, weak incentives”
as major regional weaknesses.3
3 cape fear Region nc tomorrow Plan, Page 22.
28
OUR ENvIRONMENT IS A CRITICAL ASSET ThAT SUSTAINS LIFE, FUELS GROWTh, & PROTECTS PROSPERITy
Rare species add economic value through tourism and their
potential use to science and industry. Access to our beaches
and rivers is a major economic driver of our region.
KEy FINDINGS
fIndIng
our environment – especially
the coastline and rivers – are
assets that support population
and economic growth.
PROOF POinT: new hanover,
Brunswick, and Pender counties
have more than 100 miles of
Atlantic shoreline. the state’s
division of tourism estimated
the direct economic impact of
tourist dollars spent in the three
counties to be $1.032 billion in
2013.1
1 north carolina department of commerce. economic Impact of tourism in north carolina and visi-tor spending estimates. http://www.nccommerce.com/tourism/research/economic-impact.
fIndIng
our region is the most
biologically diverse on the
east coast, aside from florida.
Rare species add economic
value through tourism and
their potential use to science
and industry. Protecting their
habitat is important.
PROOF POinT: Brunswick
and new hanover counties
rank first and second in north
carolina for the number of rare
species. In our region there are
22 plants and 19 animals that
are found nowhere else in the
world – including the venus
flytrap.2
2 cape fear Arch conservation Plan, Page 5.
fIndIng
we cannot stop population
growth. fortunately, we can
accommodate growth and
protect our environment
at the same time. But it
takes public policy and
coordination between private
sector developers, local
governments, and non-profit
groups to work together to
identify the most suitable land
for development and the most
critical land for preservation.
29
INEqUITy IS hOLDING ThE REGION bACK
KEy FINDINGS
49%
21%20%
42%
0%
10%
20%
30%
40%
50%
60%
White Black Latino Jobs in 2020
medIAn houRLy wAge By educAtIonAL AttAInment And RAce/thnIcIty, 2008
shARe of woRkIng Age PoPuLAtIon wIth An AssocIAte’s degRee oR hIgheR By RAce/ethnIcIty In 2008, And PRoJected shARe of JoBs thAt wILL RequIRe And AssocIAte’s degRee oR hIgheR In 2020
fIndIng
the region has high and persistent
levels of income inequity that are
holding the economy back from
its full potential. Investing in
worker skills and education will
help close the gap.
PROOF POinT: People of color
earn about $5 per hour less
than white people at every level
of education.1 eliminating the
income disparity would have
increased the region’s gdP in
2012 by about $1.3 billion.2
fIndIng
our Latino and black citizens are
far less likely to have an associate
or college degree or higher when
compared to white citizens.
this is important because jobs
increasingly require this post-
secondary level of education or
higher. the gap in educational
attainment for a portion of our
community will hold back our
economy.
1 PolicyLink. draft equitable growth Profile of the cape fear Region. Page 27.
2 PolicyLink. draft equitable
growth Profile of the cape fear Region.
Page 35.
PROOF POinT: In 2008 nearly half of the region’s white residents had
an associate degree or higher while only about 20 percent of black
and Latino residents did. this is important because about 42 percent
of jobs will require an associate degree or more by 2020. 3
3 PolicyLink. draft equitable growth Profile of the cape fear Region. Page 32.
30
RESIDENTS WANT MORE TRANSPORTATION AND hOUSING OPTIONS
KEy FINDINGS
To address changing market preferences and demand, the
region will need more housing options (price and type) and
more opportunities for people to walk, bike and take transit.
fIndIng
our region’s prevailing
development pattern – marked
by separation of land uses
connected only by high-speed
highways and streets – has
made us dependent on our cars,
left us vulnerable to fluctuating
fuel prices, and made our streets
dangerous for pedestrians and
bicyclists. demand is rising for
walkable neighborhoods with a
mix of uses and better access to
jobs. Local governments should
use their development codes
and policies to enable more
PROOF POinT: About 55
percent of the respondents
to an mPo survey said they
would prefer to bicycle to
work or school and about
45 percent said they would
prefer to walk. the numbers
are even higher for trips that
involve running errands.2
2 wilmington mPo, cape
fear transportation 2040 survey
Results.
housing and transportation
choices in new development.
PROOF POinT: traffic volume
continues to rise on most of
the region’s major highways
and roads. most locations
experienced traffic growth of
between 30 and 50 percent
between 1999 and 2013.1
1 north carolina dot. traffic volume maps. http://www.ncdot.gov/travel/statemapping/trafficvolume-maps/.
Housing Type Supply Demand Surplus/(Deficit)
Large Lot Single-Family 52 million units 31 million units 21 million units
Small Lot Single-Family 39 million units 48 million units (9 million units)
Attached 39 million units 51 million units (12 million units)
31
54.20%
45.80%
Rental Housing
Cost Burdened Affordable
30.80%
69.20%
Owner Housing
fIndIng
our region is a magnet
for retirees from across
the country. But many are
moving to places where they
will depend on their cars,
creating a need for more
transportation options and
services in the future.
PROOF POinT: Brunswick
and Pender are among
the top 10% of counties
nationally for in-migration of
people 55 and older from out
of state.
PROOF POinT: the region
has several areas with a high
concentration of elderly
citizens, but no public
transportation options. these
include the Porters neck
community and greenville
Loop area of wilmington, and
the town of carolina shores
and the village of saint James
in Brunswick county.3
3 health & wellness gap Analysis, Page 3-15.
fIndIng
we need more affordable
housing and a wider variety
of housing types in order
to reduce the strain on
overburdened renters and
owners, to revitalize and
sustain urban neighborhoods,
and to respond to market
demand for smaller housing
driven by an aging population
and smaller average household
size.
PROOF POinT: nearly 39
percent of homeowners in
the cape fear region are
cost burdened, meaning
they spend 30 percent or
more of their gross income
on housing costs. the rate of
cost burdened homeowners
nearly doubled between 2000
and 2010, and is about six
percentage points above the
rate for north carolina as a
whole.1
1 health & wellness gap Analysis, Page 2-14.
PROOF POinT: Renters are
even more cost burdened.
About 54 percent of all renter
households in the region meet
the 30 percent standard. wages
are an important factor.
fIndIng
Large distances tend to
separate housing and
jobs, requiring extensive
vehicle travel and leading
to congestion. Affordable
housing is difficult for many
people to find near their jobs.
mixing affordable housing with
jobs, shopping, and services
is part of the solution as it
allows us to bring our homes
and key destinations closer
together. this also makes
active transportation options
– such as walking and biking –
more viable, supporting better
public health, and reducing
auto travel time and expenses
for everyone.
PROOF POinT: A 2014 survey
of millennials found that
54 percent would consider
moving to another city if it had
more or better transportation
options and 86 percent find it
important for their city to offer
opportunities to live and work
without relying on a car.2
PROOF POinT: About 95
percent of the region’s
households spend more than
45 percent of their income on
housing and transportation.3
2 transportation for America. “survey: to recruit and keep mil-lennials, give them walkable places with good transit and other options.” April 22, 2014. http://transporta-tionforamerica.org/2014/04/22/survey-to-recruit-and-keep-millenni-als-give-them-walkable-places-with-good-transit-and-other-options/.
3 center for neighborhood
technology. h+t Affordability Index.
http://htaindex.cnt.org/. 54.20%
45.80%
Rental Housing
Cost Burdened Affordable
30.80%
69.20%
Owner Housing
32
OUR ECONOMy hAS UNTAPPED POTENTIAL
Our region has several ingredients needed to grow
knowledge-based industries and nurture entrepreneurship.
KEy FINDINGS
fIndIng
Regions that offer a high
quality of life have a major
economic advantage in
today’s world, where people
and companies are less
tethered to a place. Projects
that improve quality of life
will help set our region apart,
attracting companies that
want to be near highly skilled
and mobile workers, and
encouraging our talented
supply of college graduates to
plant roots here.
PROOF POinT: citizens that
attended public workshops
for the nc tomorrow Plan
identified a “lack of well-
paying, high skilled jobs,
which contribute to ‘brain
drain’” as a top regional
weakness.1
fIndIng
our region has several
ingredients needed to grow
knowledge-based industries
and nurture entrepreneurship,
such as a steady supply of
young educated people from
local colleges and a favorable
1 cape fear Region nc
tomorrow Plan, Page 22.
climate. But small business
incubation and higher
level orchestration among
government, institutions, and
business are needed for us to
reach our full potential.
PROOF POinT: unc-
wilmington, cape fear
community college, and
Brunswick community
college combined have about
28,000 students that are
developing skills that could
eventually be applied in local
businesses if there are job
opportunities.2
PROOF POinT: Annual job
growth in the cape fear
region was nearly twice the
national rate between 1990
and 2007. But it has lagged
behind the national rate since
2007.3
fIndIng
our existing infrastructure
provides a strong economic
base for the region. these
assets - which include the
port, airport, water and
sewer systems, and street
2 comprehensive economic development strategy, Page 25.
3 draft equitable growth Profile of the cape fear Region, Page 16.
network – have capacity to
generate economic growth
and jobs. the region is poised
to take advantage of state
initiatives to grow the Port of
wilmington.
PROOF POinT: north
carolina’s ports support
65,000 jobs statewide and
generate $500 million in state
and local tax revenue.4
PROOF POinT: the
wilmington International
Airport offers nonstop
connections to four of the
nation’s largest hub airports
and handles nearly 800,000
passengers per year. the
airport also has more than 150
acres available for business
park development.5
4 north carolina Ports
Authority. “new study Assesses
economic contribution of north
carolina’s Ports.” http://www.
ncports.com/news/news-releases/
new-study-assesses-economic-con-
tribution-of-north-carolinas-ports/.
5 o’neal, J. elias. “ILm un-veils Plans for new Business Park.” wilmington Biz. september 15, 2012. http://www.wilmingtonbiz.com/Real_estate_-_commer-cial/2012/09/15/ILm_unveils_plans_for_new_business_park/4292.
33
growth has been good for the region’s economy. It has brought new people,
jobs, and opportunities. yet the Alternative Futures analysis makes it clear that
continuing with the Business as usual approach to just accommodating new
development could lead us to lose some of the very qualities that attract people
to the region in the first place. the region can take a more proactive approach. It
can create a model for growth that helps create a connected network of unique
places across the region where housing options and transportation choice can
support a vibrant economy across the rural, suburban and urban continuum.
the key is to provide a policy framework that creates complete communities.
COMPLETE COMMUNITIES: A WINNING STRATEGy
SECTION FOUR
34
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35
What Is a complete communIty?
A complete community is one
that provides for most of a person’s
daily needs within a close distance
from their home. A person
living or working in a complete
community can pick up groceries,
visit the dentist, take a stroll and
relax in a park, and go to school
all within their neighborhood.
they might also be able to
work in their neighborhood, or
their neighborhood might be
connected to another job center
just a short drive or transit trip
away. creating a regional network
of complete communities can be
accomplished by identify centers
where new development can
take on a form that allows for
residential and non-residential
uses to be located on the same
site mixing uses vertically, or by
creating centers where different
uses are located within walking
distance of one another. mixing
uses and making development
more compact so things are closer
together creates opportunities
to develop different housing
options for a wide range of people
at different phases of life (e.g.
retirees, recent college graduates,
families with children, etc.) and
incomes levels to live and work
in the neighborhood. People in
complete communities have
more opportunities to walk and
bike, and can cut down on their
time traveling to work, to school
or the grocery store, freeing their
time for other activities.
WhAT IS A COMPLETE COMMUNITy?
COMPLETE COMMUNITIES: A WINNING STRATEGy
A complete
community is one
that provides for
most of a person’s
daily needs within
close distance
from their home.
36
Regardless of location, complete communities share the following common design elements making them
attractive and healthy places to live.
COmPleTe COmmuniTies design elemenTs
complete communities represent a change in direction from the Business as usual scenario. our region has
grown outward from the city of wilmington for several decades in a pattern marked by a strict separation of
uses. In many locations, shopping, work, and home are typically spread far apart with little or no opportunity
to access these destinations without having to get in a car. this pattern has not simply come about because
of market dynamics. many zoning codes and street design requirements reinforce it. however, the market is
evolving, best practices in local planning and design policies are changing, and people are looking for more
choices in how they live and travel. the policies, codes, and design requirements that underlie the conventional
development pattern must continue to evolve to keep up with the times.
Include a mix of housing types including single-family homes, townhomes, condominiums,
and apartments of various sizes and price points. this will accommodate the region’s large aging
population, shrinking average household size and changing market preferences.
support shorter travel distances between places, making it easier for people to walk, bike
to take shorter car trips for some of their needs. this will cut back on time and cost required
for people to reach destinations, encourage greater physical activity in people’s daily lives, and
give children more freedom to travel. In locations where complete communities can align with
an existing or proposed transit corridor, transit can also become another viable transportation
choice for people seeking to live car free or car-light lifestyles.
Provide access to nature and open space for passive and active recreation and help preserve
critical natural resources. this supports our region’s $1 billion tourism economy, helps protect
natural resources to keep the region resilient to storm surges, and helps protect ecosystems that
have potential value in biotech industries.
Allow people of all stages of life and income levels to access a variety of jobs and services
easily. this will help grow our economy by increasing access to our diverse workforce
tap into existing infrastructure so that local governments can make efficient use of their
previous investments in water, sewer, and streets. this will help local governments and taxpayers
spend less to support new growth and development.
Relieve development pressure off existing undeveloped agricultural and rural lands to ensure
long-term viability of local food systems and continue offering housing choices for rural lifestyles.
create a connected network of complete community centers across the region linked by a
robust multimodal transportation system.
37
MAxIMIzING ThE bENEFITS OF GROWTh
COMPLETE COMMUNITIES: A WINNING STRATEGy
complete communities
perform better on nearly
every indicator considered
in the Alternative Futures
analysis. these benefits come
not just from building new
complete communities,
but also from investing in
existing compact and walkable
locations, such as traditional
downtowns, town centers and
rural villages. the Alternative
Futures demonstrates that
when complete communities
are implemented across the
region, we can realize the
following outcomes:
Complete Communities perform better on nearly every
indicator considered in the Alternative Futures analysis.
vehicle miles of travel per
capita increases at a slower rate.
People have more job choices
within a shorter commute of their
homes.
more people can live in
walkable neighborhoods
which can support more active
lifestyles and better public health
outcomes.
more people have access
to transit at their homes and
workplaces.
more people live and work near
parks and open spaces, including
beaches.
more growth can be
accommodated in existing
developed areas, which allows
for the preservation of fragile
ecosystems and agricultural lands.
Provide more housing options
for all income levels located across
the region with greater access to
educational and job opportunities.
the public benefits of complete
communities are not the only
reason for investing in them. the
demand for walkable, mixed-
use communities is increasing
throughout the nation. the
cape fear region has favorable
demographics for this approach
to development. our average
household size is declining and
the educational level of residents
is increasing. Additionally, the
area is a magnet for retirees,
many of whom will need
different transportation options
and types of housing than was
built in the past.
38
SUPPORTING COMPLETE COMMUNITIES WITh PUbLIC POLICy
COMPLETE COMMUNITIES: A WINNING STRATEGy
the path to complete communities
starts with a vision. however, a vision
is not enough. Local governments
must also have a mix of zoning
and development codes as well as
incentives to support making it easy
and attractive for the private sector
to build complete communities.
several of the region’s counties and
local governments have made pro-
gress in developing policies and
codes to support complete commu-
nities. cities across north carolina
and the country have revised their
zoning codes and subdivision regula-
tions in order to support new forms
of development that mix uses and
provide more choices in the type of
housing and transportation options
that are available to people.
39
target federal funding toward
existing communities—
through strategies like
transit-oriented, mixed-
use development and land
recycling—to increase
community revitalization and
the efficiency of public works
investments and safeguard
rural landscapes.
develop safe, reliable, and
economical transportation
choices to decrease
household transportation
costs, reduce our nation’s
dependence on foreign oil,
improve air quality, reduce
greenhouse gas emissions,
and promote public health.
Align federal policies and
funding to remove barriers
to collaboration, leverage
funding, and increase
the accountability and
effectiveness of all levels of
government to plan for future
growth, including making
smart energy choices such as
locally generated renewable
energy.
expand location- and energy-
efficient housing choices for
people of all ages, incomes,
races, and ethnicities to
increase mobility and lower
the combined cost of housing
and transportation.
enhance the unique
characteristics of all
communities by investing in
healthy, safe, and walkable
neighborhoods—rural, urban,
or suburban.
Improve economic
competitiveness through
reliable and timely access
to employment centers,
educational opportunities,
services and other basic
needs by workers, as well as
expanded business access to
markets.
4. sUPPORT exIsTINg COmmUNITIes
1. PROvIDe mORe TRaNsPORTaTION ChOICes
5. COORDINaTe aND LeveRage feDeRaL POLICIes aND INvesTmeNT
2. PROmOTe eqUITabLe, affORDabLe hOUsINg
6. vaLUe COmmUNITIes aND NeIghbORhOODs
3. eNhaNCe eCONOmIC COmPeTITIveNess;
Partnership for sustainable Communities
livability Principles
the concept of complete communities is consistent with the livability principles that the u.s. department of
housing and urban development (hud), u.s. department of transportation (dot), and the u.s. environmental
Protection Agency (ePA) are using to guide their funding programs and policies. the six principles are:
40
cIty of WIlmIngton vIsIon for 2025
wilmington’s historic neighborhoods in and around downtown are
among the best examples of a complete community in north carolina.
the downtown core is surrounded by several square miles of compact,
walkable, and mixed-use neighborhoods. however, the city also includes
extensive single use, sprawling development outside of this historic core
reflecting typical development since the 1980s. for more than a decade,
the city has been aligning its plans behind its vision for the year 2025, which
the city crafted in 1999, helping to guide the rest of the city towards a more
complete communities1. the city is currently completing another update
of its comprehensive plan, reflecting many of the key principles of complete
communities.
the counties and smaller cities and towns across the region are also taking
steps to enable the development of complete communities. new hanover
county is preparing its first comprehensive plan slated for completion in
2015 and already developed small area plans, such as the castle hayne
community Plan, that call for development and infrastructure consistent
with complete communities. this plan will create the framework for the
development of a comprehensive zoning code rewrite for new hanover
county which in anticipated to begin in 2015. meanwhile, Pender county
adopted the comprehensive Land use Plan in 2010. that same year, Pender
county also adopted its unified development ordinance, which takes the
broad vision and policies outlined in the comprehensive plan and turns
them into enforceable codes. Both documents will be updated beginning in
2015. one innovation of the Pender county comprehensive Land use Plan
is the mixed-use district, which covers most of the u.s. hwy 17 in coastal
Pender county corridor where the county encourages mixed use greenfield,
infill and redevelopment. the town of Burgaw has a strong walkable main
street district and continues to update its policies and codes to foster
continue rural village style growth in its historic center, while also providing
economic incentives to attract local jobs and retain a strong agricultural
base. In Brunswick county, the town of Leland adopted a master plan that
calls for creating a walkable mixed-use downtown and, as of 2014, was
working to implement the plan through a unified development ordinance.
1 city of wilmington. Future Land Use Plan. september 7, 2004. http://www.wilm-
ingtonnc.gov/planning_development_and_transportation/plans_documents/future_land_
use_plan.
wilmington will be an
attractive, safe place to
live, work, raise a family,
and retire. the city will
be known for historic
character and culture, a
vibrant downtown and
beautiful waterfront,
environmental assets,
thriving neighborhoods
with convenient access
to amenities, quality
educational and health
care institutions and its
strong economy with
exceptional employment
opportunities, shopping
and services. Its 2004
future Land use Plan,
2005 design Preferences,
its Brownfields
Redevelopment Initiative,
has taken steps to
encourage development
consistent with complete
community concepts.
41
despite these actions and accomplishments, the region still must do work to continue removing obstacles
to development of complete communities. these obstacles include a policy and legal environment that still
makes it easier to build the conventional style of development rather than building mixed use or creating infill
and redevelopment. Another barrier or potential missed opportunity is the need for coordinated planning
across county and city boundaries. If a significant new development project comes into one jurisdiction, the
adjacent jurisdiction will be impacted, but more importantly, the infrastructure needs may warrant a regional
approach or pooling of resources. Local governments could benefit not only from implementing the codes
and policies needed to create complete communities within their own jurisdictions, but a larger regional
blueprint for growth is needed to ensure a complementary network of complete communities is created
and supported by a strong mix of regional transportation options. this level of regional planning requires
additional capacity and coordination to effectively to realize the desired results.
Another obstacle is the potential of directing all transportation resources to addressing the needs of the driving
public only or missing opportunities to target transportation investments towards economic development
initiatives. As more opportunities for walking, biking, and taking transit emerge in complete communities,
a transportation policies will also need to shift to better align with the desired land use and development
visions. Additionally, as the region targets certain locations for new job growth (such as the north 421 corridor),
transportation investments should be redirected to support these initiatives. doing so requires action not only
at the local level but also with the regional transportation partners including the wmPo, the Rural Planning
organization, and the north carolina dot, wAve transit and additional community transportation providers
to ensure that future job centers are well connected by multimodal corridors and to other mixed use centers.
finally, the provision of water and sewer across the region will require a combined effort to manage some
demand through innovative building techniques that reduce stormwater runoff or allow for creative water reuse
and reclamation. It also will require more direct coordination, collaboration and public private partnerships
between local governments and the utility providers such as the cape fear Public utilities Authority and other
providers to ensure that utility expansions align with local growth goals on where to locate new development.
the remaining pages of the Regional Framework for Our Future detail specific recommendations for the
regional partners to consider in moving forward with a bold new vision for coordinated regional growth and
development. these pages also highlight many of the efforts already underway by a variety of different regional
stakeholders. these pages are not all-inclusive and reflect a snapshot in time of both recommendations and
key accomplishments. therefore, it is anticipated that this final section entitled A call for Regional network of
complete communities will be a living document for years to come.
42
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43
fRameWORk PRINCIPLes
It is clear that the region will continue to see its population and jobs grow quickly
in the next few decades. many community members and local elected officials
embrace this growth as an opportunity to encourage positive development,
but also want to make sure that development spurs the creation of diverse and
higher paying jobs while providing opportunities for all citizens to improve their
quality of life. they also want to be sure that new growth does not negatively
affect the existing quality of life that makes our region such a great place to
work, live, serve and recreate. therefore, the Regional Framework for Our Future
is a statement of desired outcomes organized across three key principles areas:
SECTION FIvEA CALL FOR A REGIONAL NETWORK OF COMPLETE COMMUNITIES
44
this means fostering
new forms of growth and
development that meets
market demand while also
making sure people have
convenient access to daily
destinations such as jobs,
shopping, recreational
opportunities and cultural
amenities. It also means
doing so while ensuring
long-term environmental
stewardship and enhancing
the distinctive character of
our existing beach towns,
rural main streets and
working agricultural lands,
city centers and suburban
neighborhoods. the
complete community design
concepts reflect ideas that
can be scaled and applied
to a wide range of places –
from rural villages to urban
neighborhoods to new
centers of commerce and
employment.
this means using the
economic engine associated
with new growth to create
better opportunities
for individuals, families,
communities, and businesses
to prosper and grow. doing
so requires both the physical
infrastructure to improve
regional access to jobs,
improve health outcomes
and position multiple areas
for economic development;
but also the programmatic
infrastructure necessary
to empower individuals
and families to seek and
obtain a better quality of
life. It also means creating
a strong regional brand
and marketing strategy for
economic development
that highlights the unique
character, distinctive assets
and abundant choices
of the cape fear region.
finally, abundant choices
also means empowering
each community to grow
and prosper by tailoring the
concepts of livable places
to reflect their own unique
values and sense of place.
this means building new
partnerships among public,
private and community
leaders to regularly
communicate, coordinate
and take action on creating
a network of complete
communities across the
region. these partnerships
can help create “one voice” for
the region making us more
competitive in the national
marketplace when trying to
attract private investment, and
potentially more politically
competitive within the state
in attracting limited public
sector funding for major
programs and infrastructure.
these partnerships can also
ensure that there is a voice
for all people in the region,
ensuring long-term access to
information and opportunity
for all.
FRAMEWORK PRINCIPLES
a RegIONaL INCUbaTOR fOR makINg
COmPLeTe COmmUNITIes haPPeN
bUILD LIvabLe PLaCes PROvIDe abUNDaNT ChOICes CONNeCT vOICes
45
fRameWORk ImPLemeNTaTION sTRaTegIes 45
update land development, transportation, and infrastructure policies and codes to support the development of complete communities and establishment o a responsible regional growth vision.
Improve educational and occupational opportunities that empower people to move up the economic ladder and close the wage gaps.
create more housing choice and opportunities for all segments of the population and all phases of life.
strengthen regional workforce talent pool through improved educational opportunities and local graduate incubator programs.
create a place-based regional economic development strategy that aligns job growth and recruitment strategies to existing assets and quality of life attributes.
Implement a multimodal transportation system and local land use policies that enable shorter car trips, more opportunities to walk, bike or take transit, and allows our region to grow while reducing or holding steady vehicle miles of travel (vmt) per capita.
Provide people with better access to healthcare, active living environments, and healthy food outlets.
Preserve contiguous areas of open space and protect critical environmental habitats across the region.
connect people, place and opportunity by enhancing transportation links and choices between homes, jobs and key destinations.
leverage
regional resources
to identify needs,
foster discussion,
and respond to regional growth
challenges and
opportunities.
Based on the issues and opportunities presented
throughout this document, the diagram above presents
the 10 key strategies we need to implement to create
a positive blueprint for growth and development in
our region for years to come. for each strategy, the
following pages include a summary of ‘what we are
doing right’ which highlights efforts already underway
at the local level to advance a network of complete
communities. each strategy area also includes a list
of ‘potential implementation actions’ that identifies
areas where we need to do more. this section is by no
means an exhaustive list of what is already happening or
what needs to be done, but rather highlights a snapshot
of where we are today in an effort to spark continued
dialogue. these tables can serve as the ongoing format
for how we monitor success, prioritize activities and take
action in years to come. this section of the document is
meant to be a ‘living’ document that can help to monitor
progress, foster information sharing on best practices
and help to leverage resources.
46
a CaLL TO aCTION
As illustrated on the previous page, the key strategy in the center describes the need to regionally connect our voices and leverage resources for continued regional action. while many of the local governments
involved in this process are already changing local land use policies and rethinking their economic
development strategies to help create a network of complete communities and ensure that our existing
quality of life only gets better - more regional effort will be needed.
As a result of the focus planning process, the consortium members have agreed to keep meeting to ensure
the coordination, communication and regional planning necessary to advance the 10 implementation
strategies. the diagram below illustrates the organizational steps necessary for keeping this regional
planning process moving forward. Additionally, the consortium will need to mobilize in the near term and
continue to seek new partnerships with the private sector, other organizations and the general public to
ensure long term success.
mOniTOR
PROgRess
idenTiFY
RegiOnAl
PROJeCTs
& POliCY
iniTiATiVes
eVAluATe
PROgRess &
RePORT TO THe
COmmuniTY
consortium members will
work with community groups
to address each Annual
Action Plan component. the
consortium will continue
to identify key funding
or resource gaps and
work with other partners,
organizations and supporters
to help advance additional
planning, communication or
implementation efforts.
At quarterly meetings, the
consortium will monitor
progress and share findings
on the efforts and strategies
identified in the Annual
Action Plan.
the consortium will
work with the cape fear
council of governments
to annually convene a
summit and update the
strategies within the
Regional Framework for
Our Future to highlight
continued progress.
the consortium will develop
an Annual Action Plan to
promote key efforts and
strategies to be advanced or
implemented each year.
esTABlisH
WORKing
COmmiTTees TO AdVAnTAges
47
ONgOINg COLLabORaTION
the consortium members cannot take on implementation alone. they will need help from new
public, non-profit and private sector partners as well as additional individual supporters that reflect
the diversity of interests and community types across our region. this may include formal or informal
partnerships between individuals or organizations and the consortium to organize and implement
key project or initiatives and/or secure new grants or other funds for continued planning and
implementation. It may also involve efforts to continue communicating and organizing public events
to foster dialogue and ongoing support for implementation.
FOCus COnsORTium an alliance of local governments, regional agencies and other business and community organizations that is the driving force of regional collaboration and implementation of the Regional Framework for Our Future.
PARTneRsprivate and non-profit organizations working with the focus consortium to help implement specific projects, foster communications and support other activities
suPPORTeRsindividual residents of the community who support the Regional Framework for Our Future and are interested in its implementation
47
48
bUILD LIvAbLE PLACESmakINg COmPLeTe COmmUNITIes haPPeN
update land development, transportation, and infrastructure policies and codes to support the development of complete communities and establishment of a responsible regional growth vision.
Why Is thIs Important?
Policies and codes are the vital
connection between our vision of
the future and what gets built on
the ground. Policies reflect local
community values and aspirational
goals about the future, providing
the direction for local government
action and investments. codes
further support policies, providing
more specific rules and guidance on
the shape of development. to realize
a vision of complete communities
in the cape fear region, the policies
and codes adopted by our region’s
local governments should reflect a
coordinated regional strategy for
growth, best practices in growth
management policy, and alignment
between the type and location
of growth and the provision of
major investments in infrastructure
(such as transportation, water,
and sewer). this policy framework
also helps establish clarity for the
private sector and thereby enables
more partnerships opportunities
for delivering projects that support
complete community concepts.
What has been done?
our region’s local governments and
agencies have already taken steps
in this direction. the table below
highlights some of these specific
actions.
strategy a
What We are doIng rIght
Strat A -done
Organization Action
Regional FOCUS Consortium conducted an Alternative Futures study that looked at specific patterns of growth and
development aimed at achieving livable community outcomes.
WMPO prepared a transportation demand management (TDM) plan and program.
The goals for the draft 2040 LRTP include prioritizing bicycle and pedestrian improvements/and transit
expansion.County Pender County’s 2010 Comprehensive Land Use Plan and its Unified Development Ordinance supported
smart growth and complete community concepts and will be updated beginning in 2015.
Pender County’s Coastal Pender Collector Street Plan integrates land use and transportation concepts to
support mixed use, more compact patterns of development and gridded street patterns.
New Hanover County is preparing its first Comprehensive Plan inclusive of specific policies aimed at
supporting complete community concepts. This will be followed by a major zoning update in 2016.
New Hanover and Brunswick Counties have Low Impact Development Guidance (LID) manuals; Pender
County incorporates LID principles in the Unified Development Ordinance.
Municipal Wilmington’s Comprehensive Plan supports revising the city’s Land Development Code.
The Town of Burgaw allows for Residential Cluster Subdivisions to allow greater density when open space
is reserved/preserved.
Surf City establishes a town center.
Shallote explores new urbanism.
Wilmington has an LID Guidance Manual.
Leland has adopted a downtown master plan and Form Based Code.
Private
Sector
Leading developers are including many elements of Complete Community designs in new developments.
Other Lower Cape Fear Stewardship Development Coalition recognizes development that demonstrates
outstanding environmental stewardship.
Cape Fear Public Utilities is working with local governments on expansion along the 421 corridor.
Pender Commerce Park is a Pender County Economic Development site.
49
What Is mIssIng?
state, regional, and local governments have taken some steps to implement policies and codes that will result
in complete communities, but much more can be done. this includes the following:
establish a regional growth vision and blueprint that identifies priority growth areas, priority rural and
conservation areas.
Incorporate specific criteria reflecting complete community guiding principles (e.g. supporting
multimodal transportation, growth in existing centers, priority corridors, etc.) into identifying and
prioritizing regional transportation projects.
expand efforts to create a regional infrastructure investment strategy that supports directing of growth
into desirable locations.
establish criteria and align funding of regional water and wastewater projects that supports directing of
growth into desirable locations.
establish specific policies and codes to support rural village development patterns and incentives to
preserve rural working lands.
establish inter-local planning agreements between jurisdictions to jointly plan and coordinate major
infrastructure improvements; and review of major development projects.
enact additional policies and codes to enable complete community design concepts such as compact,
mixed land uses and a mix of housing types/sizes located in within preferred growth areas
potentIal ImplementatIon actIons
the following identifies some specific actions to be taken by different regional partners to address next steps
under strategy A.Strat A –to do
Organization Action
Regional CFCOG and other partners revisit Alternative Futures to reach consensus on regional vision for growth.
WMPO establishes project evaluation criteria that prioritize projects that enable more compact, complete
community concepts such as Complete Streets, bicycle, pedestrian and transit projects where
appropriate when located in preferred growth areas.
WMPO hires TDM coordinator for the region to implement regional TDM plan in concert with local
employers.
Local
Governments
Implement innovative codes such as Form Based Codes or Traditional Neighborhood Overlay Districts in
targeted growth centers.
Provide incentives such as fast track development reviews and density bonuses where appropriate to
encourage complete communities development patterns located in preferred growth areas.
Establish parking maximums and density minimums in areas targeted for compact development.
Prioritize infrastructure that enables complete communities through capital improvement plans.
Prioritize provision of sidewalks and other Complete Streets infrastructure in locations with a strong mix
of use, and bicycle and pedestrian demand.
Allow accessory dwelling units by right in all residential zones.
Private
Sector
Coordinate with Home Builders Association and local Urban Land Institute partners to highlight best
practices in complete community design inclusive of a full range of housing choices.
Continue to provide incentives for public-private partnerships to build complete communities.
Other Align Cape Fear Public Utility planning and programming documents (current year and 10-year Capital
Improvement Program, the Growth Policy, Capacity Allocation Ordinance, etc.) with the regional growth
vision.
50
support continued growth in the region while reducing or holding steady current levels of vehicle miles traveled (vmt) per capita by enabling shorter vehicular trips and more travel by means other than cars alone. ensure that the region creates a multimodal transportation system where walking, biking, and transit are viable transportation options for a portion of people’s daily activities.
Why Is thIs Important?
transportation is the bedrock
of our regional economy. the
transportation network connects
our businesses to suppliers,
workers, and the outside world.
transportation also affects our
daily lives. good transportation
systems minimize the amount
of time and money we need to
spend each day getting from
point A to point B by balancing
how closely together we locate
different daily destinations
(proximity) and how quickly we
can get there (speed). As our
region grows, it will be critical for
us to take balanced approach to
our transportation system that
uses both strategies to address
increases in travel demand. we
need to invest in better inter-
regional travel while also allowing
people more transportation
options (walking, biking, transit or
shorter auto trips) to reach their
daily destinations. Regions that
offer a high quality of life with
robust transportation systems are
in a better position to compete
for workers and jobs in today’s
knowledge-driven economy.
creating complete community
development patterns and/or
retrofitting existing commercial
centers and neighborhoods
to support complete streets
concepts responds to peoples
shifting preferences towards
walkable neighborhoods. It
also helps to promote more
transportation choices, potentially
reducing transportation costs,
supporting more physically active
lifestyles and potentially reducing
greenhouse gas emissions.
What has been done?
our region’s local governments
and agencies have already taken
steps in this direction. the table
below highlights some of these
specific actions.
strategy b
What We are doIng rIght
Organization Action
Regional WMPO Cape Fear Commutes LRTP includes new services and alignments; and WMPO recently prepared
a transportation demand management (TDM) plan and program.
The goals for the draft 2040 LRTP include prioritizing bicycle and pedestrian improvements and
consideration for bus rapid transit and new transit services.
Wave Transit’s Short Range Transportation Plan calls for improving bus service frequency in key regional
corridors.
Pender Transit working with WAVE and Duplin Transit to provide a deviated fixed route to allow riders to
access other two transit services across county lines.
County New Hanover County’s first Comprehensive Plan includes goals and policies to support more multimodal
transportation options and compact communities. Also includes an Exceptional Design Zoning District
(EDZD) which supports more transit ready development.
Pender County Comprehensive Plan including policies to support future transit options, as well as walking
and biking options.
Municipal Wilmington’s Comprehensive Plan supports compact development with a mix of uses along high capacity
transit corridors.
Surf City is currently developing a bicycle and pedestrian master plan funded by NCDOT.
Town of Burgaw’s Bicycle and Pedestrian plan currently in development that is looking at walkable
environment gaps; West Side Parks Plan anticipated to be developed in next year that would address one
gap area.
Leland’s Comprehensive Plan supports compact development with a mix of uses along high capacity
transit corridors.
The Comprehensive Plans for both Wilmington and Leland include support for connecting their downtowns
by bus to the airport and the airport business park.
Wave Transit opened three park and ride lots in Brunswick County in 2015.
Wave Transit operates a free trolley in downtown Wilmington.
Town of Navassa adopted a Complete Streets policy.
Private
Sector
Support creation of Complete Community developments; support City of Wilmington Transportation Bond
measures; support employer based TDM programs.
Other Stronger coordination between RPO/MPO on rural transit initiatives.
Strat B -done
51
What Is mIssIng?
state, regional, and local governments have taken some steps to increase the number of transportation
options through new services and updated policies and codes. the following gaps are among the most
important to address:
establish a dedicated funding source, such as a transit sales and use tax, for the expansion of public
transportation across the region.
develop a regional strategy for generating new local revenues to address long term local transportation
funding gaps as new growth and development drives future transportation demands.
establish zoning overlay districts in select locations to support transit-oriented development (tod) on
future high capacity transit corridors.
Prioritize bicycle and pedestrian improvements to better connect existing and future transit stops with
key destinations.
develop a coordinated three county greenways, trails, and bikeways plan aimed at creating more
inter-county connections via trails, greenways, and dedicated bike routes.
establish transit supportive densities in key centers/locations currently or to be served by transit where
there is a desire for more compact, dense patterns.
Improve intercounty connectivity between population centers and jobs in downtown wilmington.
Link regional bicycle, pedestrian and trail master planning efforts to regional multimodal transportation
strategy – e.g. seek opportunities to connect trails to key destinations.
potentIal ImplementatIon actIons
the following identifies some specific actions to be taken by different regional partners to address next steps
under strategy B.
Organization Action
Regional Prepare a feasibility and implementation plan that demonstrates how a local option transit tax would
improve services.
Prepare a regional transit vision that identifies corridors for future high capacity transit improvements,
such as bus rapid transit.
Local
Governments
New Hanover County and Wilmington collaborate to create a TOD overlay zoning district for future high
capacity transit corridors.
Identify street segments where a road diet would be feasible and would advance a local goal to make
an area more walkable.
Adopt local complete streets policies to complement North Carolina DOT’s policy on the state network.
Align bicycle and pedestrian improvement priorities in locations where Complete Community concepts
(compact and mixed use) are creating increased walking and biking demand.
Private Sector Explore more privately funded alternative transportation options (buses, shuttles, bikeshare,transit, etc.)
as core part of tourism and hospitality based industries, especially during peak tourist seasons.
Strat B -to do
52
preserve contiguous areas of open space and protect critical environmental habitats.
Why Is thIs Important?
our beaches, rivers, estuaries,
and salt marshes are valuable
recreational assets that attract
tourists to our region and provide
enjoyment for local residentsfrom
far and wide. these ecosystems
and habitats y also provide
protection from the coastal storm
surges that hurricanes frequently
bring to our region and are
home to many different species
of animals and plants. In fact, the
cape fear region is home to more
rare species than any other part
of north carolina, and is the most
biologically diverse region on the
east coast outside of florida. we
must balance development with
preserving these critical assets
that serve as the cornerstone of
our economy and quality of life.
What has been done?
our region’s local governments,
agencies and non-profits have
already taken steps in this
direction. the table below
highlights some of these specific
actions.
strategy c
What We are doIng rIght
Strat 3 -done
Organization Action
Regional The region has a Coastal Area Management Action (CAMA) Plan that also applies to the regional jurisdictions. CAMA identifies
critical ecosystems and habitats protection and preservation plan.
County New Hanover County prepared a Comprehensive Greenway Plan.
New Hanover County adopted a Flood Damage Prevention Ordinance.
New Hanover County and Brunswick County have LID Guidance manuals.
Pender County incorporates LID principles in the Unified Development Ordinance.
Municipal New Hanover and Brunswick Counties have Low Impact Development Guidance (LID) manuals; Pender County has a LID
Ordinance.
Pender County Catalyst Report supports looking at solutions such as a regional parks and recreation authority to leverage multi-
county resources.
New Hanover County has a Flood Damage Prevention ordinance aimed at directing new building and development away from
flood prone areas.
New Hanover County has a parks and garden masterplan in development.
Joint City of Wilmington and New Hanover County LID Guidance Manual.
Wilmington will rewrite its Land Development Code to incorporate specific environmental protection features.
Pender County recently secured a three county hazard mitigation grant aimed at identifying strategies to help make the coastal
communities more resilient to major storm events.
Pender County developed a Parks and Recreation Master Plan and a Water and Wastewater Master Plan; Pender also reaching
out to additional private water companies to explore innovative water/wastewater reuse projects.
Wilmington has conservation resource regulations.
Wilmington has Hewletts and Bradely Creek Watershed Restoration Plans.
Wilmington prepared a Comprehensive Greenway Plan.
Town of Burgaw established Flood Development Ordinance and Conservation/Preservation zoning district.
Surf City and Pender County are partnering to create a new greenway along an existing powerline easement owned by Duke
Energy.
City of Leland is working on creating a network of restored wetlands.
Surf City hosts a summer farmers market that promotes locally sourced food from nearby farms and home grown products for
sale.
Private Sector Developers such as River Bluffs Development Group, and Trask Land Company recognized for their commitment to Low Impact
Development and other environmental sustainability efforts.
Cape Fear River businesses continuing to support education and tours of river to highlight river stewardship.
Other Soil and Water Conservation District provides education to help farmers take steps to minimize impacts on the regional
watershed.
Nature Conservancy owns 17,000 acres of the Green Swamp in Brunswick.
Cape Fear River Watch is a local non-profit dedicated to protecting the Cape Fear River Watershed.
Lower Cape Fear Stewardship Development Coalition recognizes development that demonstrates outstanding environmental
stewardship.
North Carolina Coastal Federation’s educational efforts regionally.
The North Caroline Forest Service offers technical assistance to property owners to help establish, manage, and restore longleaf
pine ecosystems.
53
What Is mIssIng?
the actions listed above are important steps. Local governments, the private sector and non-profits can take
the following additional steps to ensure our region’s environment continues to serve our economy, quality of
life, and health. the following gaps are among the most important to address:
establish a regional growth vision and blueprint that identifies priority growth areas, agricultural and
conservation areas across the region
establish a regional economic development strategy that includes specific indicators aimed at
ensuring new job growth supports desired growth patterns and enhancement of quality of life.
enact land use policies and codes that direct growth into areas most suitable for development while
conserving critical habitats such as watersheds, stream and river corridors, and wildlife habitats.
Provide additional incentives for landowners and farmers to reduce polluted stormwater runoff into
stream, rivers, and estuaries
Partner with organizations like farmland trust to preserve critical working lands.
develop more robust water conservation, supply and water protection strategies across the region.
support energy and water conservation programs and promote alternative energy sources.
establish of a regional greenprint to guide development of a regional open space plan and an acquisition
strategy aligned with coastal Area management Act plans.
establish a regional funding mechanism to purchase open space and preserve critical environmental
assets
potentIal ImplementatIon actIons
the following identifies some specific actions to be taken by different regional partners to address next steps
under strategy c.Strat 3 –to do
Organization Action
Regional Launch a public service announcement campaign about the economic value of tourism and the
importance of clean waterways and coast to the region’s economy and well-being.
Local
Governments
Leverage recently awarded Hazard Mitigation Grant for tri-county region to advance creation of natural
systems protection and preservation strategies in support of hazard mitigation programs.
Identify priority preservation areas in comprehensive plans and align them with regional greenprint to
create contiguous wildlife habitats and open space.
Ensure that local building codes allow for best practices in green building design such as the use of
alternative energy options, LID, etc.
Prohibit development within a buffer zone to rivers and streams.
Offer stronger incentives for developers to implement LID techniques.
Encourage startups and entrepreneurs seeking to establish ecotourism and biotech industries
dependent on long-term stewardship of region’s natural resources.
Private
Sector
Engage in local and regional non-profits supportive of education and protection of natural resources.
Provide public access to waterways and estuaries for passive recreation and educational use through
easements and with other public/private agreements.
Other Create regional mapping and analysis to identify regional greenprint and monitor protection and
preservation efforts.
54
create more housing choice and opportunities for all segments of the population and phases of life.
Why Is thIs Important?
homeowner and renters in our
region are more likely to be cost
burdened by their mortgage
payments or rent than a typical
north carolinian. meanwhile,
recent surveys show that housing
and lifestyle preferences are
shifting, and that many people,
especially young adults, are
looking for more housing and
transportation options. therefore,
providing more housing options
at a range of price points is not
only a strategy to address the
cost burden problem, but also
for attracting recent college
graduates and the companies
that want to locate in places that
give them a recruiting advantage.
Additionally, our region is a
primary destination for retirees
who would like housing options
that allow them to ‘age in place’
as their personal mobility and
physical activity has the potential
to diminish overtime. therefore
we must align our housing strategy
with complete community design
concepts that encourage diverse
housing options located in areas
where access to healthcare, jobs,
recreation, faith based and social
activities remain strong for all
segments of the population.
What has been done?
our region’s local governments,
and agencies and non-profits
have already taken steps in
this direction. the table below
highlights some of the changes
they have already made.
strategy d
What We are doIng rIght
Strat 4 -doneOrganization Action
Regional The CFCOG is the region’s Area Agency on Aging and currently administers Home Community Care
Block Grant funding and other direct service funding of community-based services enables older adults to
live independently in their own homes as long as possible.
The Cape Fear Regional Community Development Corporation (CDC) is a non-profit housing, community
and economic development organization that provides information, education and counseling related to
home ownership and entrepreneurship to low and moderate income residents of the Cape Fear region. County New Hanover County’s Comprehensive Plan includes goals to ensure that local codes and policies
support the development of a wide range of housing types.
New Hanover County leveraged $500,000 in Community Development Block Grant (CDBG) Economic
Recovery (ER) monies to rebuild affordable homes that incorporated green building principles, energy
efficiency, water efficiency and resource conservation.
Brunswick County housing constructs hurricane proof affordable housing prototype.
Town of Burgaw staff and planning board have been working on update of multi-family development
regulations which includes consideration of policies such as density bonuses and streamlining review
process for some developments.
Municipal Wilmington provides density bonuses for public benefits in the Central Business District.
Wilmington will rewrite its Land Development Code to enable more housing choice.
Wilmington Housing Authority promotes and conducts outreach to area employers on Wilmington
Homeownership Opportunities Program.
Wilmington supports community development programs using federal, state, and local funding.
Other The Cape Fear Community Land Trust develops and stewards affordable housing in the region.
CapeFearHousing.org is a regional housing locator service and website that helps people find available
housing that best fits their individual and family needs; it also connects people to other housing resources.
The Wilmington Regional Association of Realtors (WRAR) is committed to working with jurisdictional
partners on housing choice issues.
Affordable Housing Design Advisor (www.designadvisor.org) provides guidance and best practices in
affordable housing design.
The Cape Fear Housing Coalition focuses its efforts on affordable housing and community development in
the City of Wilmington.
Local Habitat for Humanity is an active partner in helping to provide workforce and affordable housing.
There is a new homeless project in development near Greenfield lake
55
What Is mIssIng?
the actions listed above are important steps, however more can be done by local governments, the private
sector and non-profits to ensure that our region creates housing. Local governments can take the following
additional steps to ensure that people have more housing choices and people are able to remain in their
community with desirable housing options for at all stages of life. the following gaps are among the most
important to address:
establish of a new regional housing task forces or coalition or expand the reach and mission of the
cape fear community development corporation to address key issues.
create public private partnerships and incentives for developers to provide affordable, moderate and
workforce housing in their development projects.
establish requirements for minimum percentages of affordable and workforce housing in residential
development projects.
Build local developer capacity and knowledge about using low and moderate -income
housing subsidies from the state and federal levels.
enable fast track permitting and development for key housing choice projects.
coordinate among local governments on how and where to provide affordable housing opportunities.
Locate compact, higher density housing in locations where walking, biking and transit are viable
options thereby potentially reducing the housing and transportation cost burden.
Involve major employers in identifying and implementing solutions to provide workforce
housing.
enable zoning that allows for and encourages a mix of housing types in all new developments.
potentIal ImplementatIon actIons
the following identifies some specific actions to be taken by different regional partners to address next steps
under strategy d.Strat 4 –to do
Organization Action
Regional Create a regional Housing Task Force/Coalition that will coordinate local government, non-profit and
private sector actions towards providing more workforce and affordable housing as the region continues
to grow.
Convene a meeting with the region’s large employers to explore their interest in starting employer-
assisted housing programs.
Local
Governments
Increase contributions to the region’s Community Land Trust.
Ensure each community has an inclusionary zoning policy and does not prohibit housing choice.
Require a percent of new housing units in multifamily projects be affordable to families earning below an
area median income threshold.
Organize a training session for local developers, especially those with an interest in infill development, to
learn more about how to use Low Income Housing Tax Credits and New Markets Tax Credits.
Ensure all local policies and zoning codes enable an adequate supply of housing types within each
jurisdiction to meet changing market preferences and continued demand.
Invest in local schools and neighborhood development to attract new investment and improvements to
underperforming neighborhoods where existing affordable, quality housing already exists and/or may be
appropriate for infill development.
56
PROvIDE AbUNDANT ChOICES
makINg COmPLeTe COmmUNITIes haPPeN
create a place-based regional economic development strategy that aligns job growth and recruitment strategies to existing regional assets and quality of life attributes.
Why Is thIs Important?
our region’s quality of life is also
an important factor in why people
and companies choose to stay
or locate here. the rise of the
service sector and knowledge-
driven industries has elevated
the importance of quality of life
attributes. As people and jobs
have become more mobile, the
regions that offer people a high
quality of life have succeeded. we
are fortunate to have many natural
and built assets upon which we
can built an even stronger quality
of life.
What has been done?
the table below highlights some
of the changes that agencies and
local government have already
made to build on existing assets,
improve quality of life, and market
our attributes to the outside world.
strategy e
What We are doIng rIght
Strat 5 –done
Organization Action
Regional The Cape Fear Economic Development Council (CFEDC) supports networking and capacity building around the future
economic development of the Cape Fear region based on existing strengths of the region including “Quality of place” as the
lynchpin of the region’s future.
The Cape Fear Regional Community Development Corporation (CDC) is a non-profit housing, community and economic
development organization that provides information, education and counseling related to home ownership and
entrepreneurship to low and moderate income residents of the greater Cape Fear region.
Wilmington Business Development Inc. works to attract and assist new job expansion/re-location efforts in the Greater
Wilmington region.
CFCOG is the region’s workforce development agency connects people and jobs across the region.
County New Hanover County is working to implement recommendations from the county-based economic development plan,
“Pathways to Prosperity”.
Pender County is also partnering with Wilmington Business Development, Inc., Pender Progress Corporation and Four County
EMC to target additional economic development opportunities in Burgaw.
Municipal Wilmington is investing in the Park Avenue Greenway and studying several other potential greenways.
Wilmington is supporting recommendations from the New HanoverCounty economic development plan, “Pathways to
Prosperity”.
Wilmington is preparing a Riverfront Improvement Plan to prioritize investments in its downtown that will increase access to
the river.
Wilmington selected a mixed-use development proposal to replace the Water Street Parking Deck.
Wilmington prepared a small area plan for its historic downtown.
Surf City hosts an economic development page on its website to help spur new investments in town.
Town of Burgaw, Pender County and Four County Electric have partners to prepare shell building site for future center.
Leland established the Gateway District to target redevelopment and commercial growth in its aging commercial center.
Private Sector Wilmington’s Chamber of Commerce supports the Cape Fear Future initiative –which is a targeted program to further develop
the region's knowledge-sector economy. This includes specific efforts to increase opportunities/availability for STEM
education programs and projects in the tri-county region including creation of a comprehensive, web-based resource to
maximize teacher/parent access to STEM programs for K-12 students.
Other Brunswick County Community College has established the “Sustainability Through Innovation Leadership Center” which
provides tools and resources to businesses on sustainability practices.
Regional Mountains to Sea Trail Route planned to connect Pender County Burgaw and Surf City.
The NC Battleship Commission is planning a memorial walkway along the river and around the USS North Carolina.
UNCW Center for Innovation and Entrepreneurship adopted the tagline “Where the River of Innovation Meets an Ocean”.
Cape Fear Community College and Brunswick Community College have multiple locations across region and are both major
stakeholder dedicated to addressing workforce development needs of the region.
57
[1]
What Is mIssIng?
the actions listed above are important steps. the following gaps are among the most important to address:
engage local banks and lenders to encourage and nurture entrepreneurship in targeted industries by
making it easier to access information and financial resources.
Identify and certify key sites and location across the tri-county region to minimize time needed in site
selection and other new business start up delays.
Identify key job growth centers and locations where additional site preparation and infrastructure
investments are needed to catalyze growth. Identify investment funding options.
establish specific incentives and marketing targeted towards ecotourism, biotech companies,
and other industries that can tap into the region’s natural assets.
develop a new regional brand for us in marketing the area and recruiting new employers.
establish regular meetings and coordination amongst county and municipal level economic
development professionals.
create a college graduate retention program with local employers, local governments, etc. to help region
compete with larger metro areas for talent.
engage agricultural based industry stakeholders to identify key issues and opportunities for supporting
entrepreneurship and protection of working lands.
potentIal ImplementatIon actIons
the following identifies some specific actions to be taken by different regional partners to address next steps
under strategy e.Strat 5 –to do
Organization Action
Regional Develop a regional brand and use social media to promote the region as a whole.
Develop an online database of available sites in the region and their infrastructure and site preparation
needs.
Local
Governments
Establish revolving loan funds to support small businesses and startups, especially in areas targeted for
job growth.
Establish partnership between Wilmington Business Development and Brunswick County Economic
Development as recommended in the “Pathways to Prosperity” report.
Provide funding for a loan-loss reserve to a local bank willing to set up a loan program for small
businesses within local government’s jurisdiction.
Develop in-house expertise on economic development and state funding programs that support job
growth and attractionin support of “Pathways to Prosperity.”
Leverage recently awarded Hazard Mitigation Grant for tri-county region to advance planning in long
term economic resiliency in response to extreme weather and other coastal hazard events.
Private Sector Expand existing chamber based programs to address tri-county needs and issues.
Other Engage local non-traditional stakeholders into economic development discussions to ensure
consideration of equity, environmental and people building capacity issues.
[1] http://ced.sog.unc.edu/small-business-access-to-capital-part-iii-loan-loss-reserve-fund/
58
strengthen regional workforce talent pool through improved educational opportunities and local graduate incubator programs.
Why Is thIs Important?
the strength of the local
workforce is a major attractor for
potential employers considering
locating in the region, but more
importantly, the local workforce
also provides the seeds for
local entrepreneurship. the
region’s two community colleges
and unc-w are major assets
and strengths in supporting
a strong local workforce. the
region can grow its economy by
encouraging these students to
remain in the region and start
their own businesses. however,
the region also has serious gaps
in educational achievement
that are especially pronounced
among people of different
races and ethnicities. therefore
part of the region’s strategy for
economic development must
simultaneously focus on retaining
existing college educated
workers, and ensuring greater
opportunities for attainment
of a college education or other
advanced training for a greater
portion of the community. the
region can improve the economy
for everyone by closing those
gaps.
What has been done?
our region’s local governments,
colleges, universities and non-
profits and agencies are taking
steps in this direction. there was
also the establishment of the
sustainability through Innovation
Leadership center at Brunswick
community college in 2013, which
provides up-to-date resources
and tools for business, industry,
and the larger community to
create awareness and training on
sustainable practices. the table
below highlights some of the
changes that agencies and local
government have already made.
strategy f
What We are doIng rIght
Stat 6 -done
Organization Action
Regional The Cape Fear Regional Community Development Corporation (CDC) is a non-profit housing, community and
economic development organization that provides information, education and counseling related to home
ownership and entrepreneurship to low and moderate income residents of the Cape Fear region.
County Continued support and funding for local community colleges.
Support recommendations of the “Pathways to Prosperity” report.
Municipal Wilmington’s Comprehensive Plan supports collaborating with institutions and other governments on economic
development issues.
Wilmington’s Comprehensive Plan calls for improving local school systems to ensure students are community
college ready and that local schools are an asset for business recruitment.
Private
Sector
Wilmington’s Chamber of Commerce supports the Cape Fear Future initiative –which is a targeted program to
further develop the region's knowledge-sector economy. This includes specific efforts to increase
opportunities/availability for STEM education programs and projects in the tri-county region including creation
of a comprehensive, web-based resource to maximize teacher/parent access to STEM programs for K-12
students in New Hanover, Brunswick, and Pender Counties.
Other UNCW established a Center for Innovation and Entrepreneurship in 2009; has recruited three businesses and
helped launch 12 startups in the region.
Cape Fear Community College recently opened a new campus at Surf City providing added opportunities in
Coastal Pender County.
Brunswick County Community College recently created a job training program targeted toward Hispanics and
Latinos; BCCC also developed 6 to 12 month continuing education program for job training programs (e.g.
new machinist program in Leland.
Qeno provides training and resources to support capacity building in local non-profits.
Ongoing discussions between regional business leaders and local community colleges to workforce skills gaps
across the region and to align education and workforce systems in different jurisdictions to better train workers.
Hometown Hires is a collaborative initiative between private, public and nonprofit organizations that matches
local individuals with local employers who want to help break the cycle of generational poverty in the Cape
Fear Area.
59
[2]
Strat 6 –to do
Organization Action
Regional CFCOG can expand its workforce development activities by serving as the regional convener for
building partnerships for workforce development in conjunction with ongoing Consortium activities. Can
include business leaders and local educators building upon the Wilmington Chamber activities.
Local
Governments
Increase participation in-school breakfast programs at local schools through proven strategies such as
Grab and Go meals.
Initiate local hiring programs that prioritize hiring of new graduates from the region.
Expansion of Head Start programs across the region.
Creating more publically funded quality, affordable day care and after school care opportunities across
the region.
Private Sector More direct role in helping to develop workforce develop needs and programs across the region through
apprenticeships and other on the job training efforts.
Establishment of a Leadership Cape Fear Region program aimed at building capacity for leadership and
entrepreneurship across the region.
Other Engage local non-traditional stakeholders into economic development discussions to ensure
consideration of equity, environmental and people building capacity issues.
[1]http://frac.org/pdf/School_Breakfast_Large_School_Districts_SY2013_2014.pdf
frac.org/pdf/school_Breakfast_Large_school_districts_sy2013_2014.pdf
What Is mIssIng?
this strategy is very important for the region’s future economy and quality of life. the region’s local govern-
ments, institutions, and businesses know it is a problem and more must be done. the following gaps are
among the most important issues to address:
create locally grown hiring programs within municipal governments and with local employers that give
preference to graduates from local community colleges and universities. tap into local alumni networks
to foster program growth.
expand current career Pathway programs through local community colleges tailored to skill building and
credentials needed to find family-sustaining employment to respond to emerging industry1.
expand apprenticeship programs, career academies, and other education and training targeted more
specifically to connect at risk youth and/or other at risk populations with work experience and
connections.
Identify critical funding and opportunity gaps for students in schools with a high concentration of
poverty or low graduation rates. close the funding gap through engagement with non-profits and other
philanthropic organizations.
establish regular forums for regional collaboration among uncw, community colleges, local school
districts, and economic development professionals to tackle issues related to workforce growth,
workforce attraction, and skill gaps.
continue opportunities for businesses and civic leaders to participate in our schools and work to
significantly grow the base of business leaders committed to public education through programs like the
superintendent’s Business Advisory council and “Lunch and Learn” that facilitate business & school
partnerships.
potentIal ImplementatIon actIons
the following identifies some specific actions to be taken by different regional partners to address next
steps under strategy f.
1 Lauren eyster, theresa Anderson, and christin durham. Innovations and future directions for workforce development in the
Post-Recession era. urban Institute, July 2013.
60
connect the region’s key destinations, workforce, and jobs more effectively.
Why Is thIs Important?
Like many north carolina
metropolitan areas, the cape
fear region has gone through
some growing pains. counties
that in the recent past did not
view themselves as being part of
the same region are now tightly
connected economically. the
region’s transportation system
provides the means for people
to connect with jobs, education,
healthcare, each other and
other opportunities critical to
ensuring a high quality of life.
As the region has grown and
spread-out, people and jobs are
more dispersed, creating greater
reliance on auto ownership
and the need to travel greater
distances for key opportunities. As
the region grows, it will continue
to be important to enhance
the multimodal transportation
connections between people, jobs
and educational opportunities. It
is also important to connect this
region to other parts of the state
through all modes. specifically,
the region needs stronger
connections between counties
and to other major metropolitan
regions in the state.
What has been done?
our region has invested
hundreds of millions of dollars
into its transportation system
over the last couple of decades.
the ncdot, wmPo and local
governments continue planning
for improvements that will
connect the region. the table
below highlights some of the
steps they have already taken.
strategy g
What We are doIng rIght
Strat G -done
Organization Action
Regional WMPO is preparing Cape Fear Transportation 2040, the region’s next long-range transportation plan
which supports major transportation investments for economic development.
Wave Transit has extended services into surrounding counties, recently establishing service to Carolina
Beach.
Wave Transit has a program for installation of new bus shelters across the region.
First park and ride lots in Leland to alleviate problems associated with causeway expansion.
County Pender and New Hanover Counties are supporting land use planning and coordination with WMPO and
NCDOT on the Hampstead Bypass, a major new cross county roadway anticipated for construction in
next 10 years.
Municipal Wilmington’s Comprehensive Plan supports investing in transportation improvements that will nurture
industries that are key to the economy.
Wilmington’s Comprehensive Plan supports extending bus service to the airport.
Other North Carolina DOT conducted a feasibility study of extending passenger rail service from Raleigh to
Wilmington via Goldsboro and Fayetteville.
61
What Is mIssIng?
wmPo regularly updates the region’s transportation plan and engages all of the local governments within its
jurisdiction. the most glaring gaps are not in planning, but in actual infrastructure and services. the following
gaps are among the most important to address:
Provide more transportation options, capacity and services connecting the fast growing Brunswick a
Pender counties to new hanover county and downtown wilmington.
work towards building of consensus and way forward on 2nd railway connection to Port of wilmington
from the Piedmont region.
Prioritize the exploration and feasibility study of a 4th River crossing of the cape fear River.
Identify priority transportation projects that align with specific economic development
initiatives (e.g. 421 corridor).
Improve rail and intermodal access to the the region’s port.
study feasibility and build consensus with private sector transportation stakeholders to create a
complementary bus service between the airport and major attraction in the region as area increases
in both population and jobs.
Provide better transportation connections to other metropolitan areas, including a limited access high
way connection to the charlotte region, a passenger rail connection to the triangle region, and more
options for air travel.
potentIal ImplementatIon actIons
the following identifies some specific actions to be taken by different regional partners to address next steps
under strategy g.Strat G –to do
Organization Action
Regional Work with MPO/RPO to establish a blue ribbon regional economic and transportation task force to
convene and discuss the identification of regional priorities for transportation in support of major
economic development initiatives.
Create a new WMPO project evaluation criteria that rewards projects that improve access for these
industries.
Conduct a feasibility study for peak season express bus service between the airport and key regional
tourist destinations.
Local
Governments
Establish a tri-county task force to study the creation of a regional transit system plan that looks at long-
term opportunities for expansion of Wave Transit and other public transportation systems to serve
growth centers of jobs and population outside the current base of operations in New Hanover County
and Wilmington.
Establish a tri-county task force to advance feasibility study for additional River Crossing.Private
Sector
Engage private sector transportation providers in discussions for the provision of new shuttle or bus
services to ensure balanced approach in expanding transportation options regionally.
Other Explore feasibility of establishing passenger rail service to Raleigh and connections to the Amtrak
corridor.
62
address public health issues by providing people with better access to healthcare, active living environments, and healthy food outlets.
Why Is thIs Important?
our efforts to attract new
businesses and improve quality
of life will mean little if the
health of our citizens continues
to decline. Like many locations
across the united states, we
have experienced rates of rising
obesity, diabetes, and heart
disease. Reversing these trends
must be a top priority and in many
locations across the country, local
governments are taking on this
issue by looking at how the built
environment affects public health.
At the most basic level, this means
creating opportunities for people
to walk, bike and live a more
physically active lifestyle, as well
as ensure that people have access
to healthy foods and healthcare
within a convenient distance
from home. Additionally, this also
means ensuring that our elderly
populations can age in place and
stay healthy and active in the
community.
What has been done?
our region’s local governments
and agencies have started taking
steps to understand our public
health problems and their causes.
the table below highlights some
of the steps that agencies and
local government have already
made.
strategy h
What We are doIng rIght
Strat 8 -doneOrganization Action
Regional FOCUS Consortium conducted a Health and Wellness Gap Analysis that identified 8 major goal areas to
address health and wellness gaps in the region. The top four indicators that put community members at risk
include: Socioeconomic Status (Income, Education, Employment); Proximity to Full Service Grocery; Proximity
to Healthcare Provider; Access to Active Transportation.
The CFCOG is the region’s Area Agency on Aging and currently administers funding of community-based
services enables older adults to live independently in their own homes as long as possible which includes
helping to provide access to food and healthcare.
WMPO supports ongoing funding for safe routes to schools programs.
County Pender County’s Comprehensive Plan and UDO encourage development that supports walking and biking.
Pender County recently completed an Active Living and Healthy Eating Assessment.
Pender County’s UDO supports strategies for promoting access to healthy foods through farmers markets and
other initiatives.
New Hanover County’s Comprehensive Plan effort includes specific goals to support more active
transportation.
Municipal City of Wilmington’s Comprehensive Plan has specific goals and strategies to support Aging in Place initiatives.
Town of Burgaw’s Bicycle and Pedestrian plan currently in development that is looking at walkable environment
gaps; West Side Parks Plan anticipated to be developed in next year that would address one gap area.
Pender County and New Hanover County and are coordinating to connect multi-use trails across county lines in
Scott’s Hill area.
Town of Burgaw’s Land Use Plan supports implementation of bicycles and pedestrian facilities to encourage
active transportation.
Other Wilmington Health is a premier facility in the state.
Feast Down East strengthens the local food system through its Farm-to-Chef Program, the SENC Foods
Processing and Distribution Program, Farm to School Program, and Buy Local campaign.
New Hanover Regional Medical Center (NHRMC), Wilmington Health (WH), and Blue Cross and Blue Shield of
North Carolina (BCBSNC) launched the Accountable Care Alliance to enhance care and provide greater value
for healthcare consumers in Southeastern North Carolina.
The region is already home to several local farmer’s markets or other direct farm to consumer operations.
El Puente is a new farmers market for Burgaw planned for spring-fall 2015.
Pender Christian Services helped establish community garden at local public housing development in Burgaw.
Wilmington Green working to establish community gardens in multiple sites in New Hanover County.
63
What Is mIssIng?
there is room for our region’s local governments to get more involved in promoting physical activity and
access to healthy foods. some of the gaps that they can address with support from non-profit organizations
and institutions, include the following:
Improve access to healthy foods and healthcare in several low-income neighborhoods.
Increase transit access to major healthcare centers.
Implement educational programs to expand the knowledge base about healthy eating and food
preparation techniques.
conduct an inventory of gaps in the region’s bicycle and pedestrian network.
Implement land use policies and codes that require pedestrian and bicycle facilities in new development
where demand is warranted.
Increase bike and pedestrian access to parks, open spaces and other natural areas for recreation.
encourage more regional coordination of para-transit services to leverage resources and reduce
individual jurisdictional burdens for providing transportation services to rural and elderly populations.
potentIal ImplementatIon actIons
the following identifies some specific actions to be taken by different regional partners to address next steps
under strategy h.Strat H –to do
Organization Action
Regional Map the gaps in the region’s pedestrian and bicycle network relative to key origins and destinations as
well as high areas of bicycle and pedestrian demand.
Examine multimodal accessibility (access to daily needs by all modes) and target pedestrian, bicycle,
and transit improvements to those areas with the poorest accessibility and greatest need.
Local
Governments
Evaluate local policies and codes to ensure that neighborhood based grocery stores or other healthy
food retail operations are allowed and encouraged.
Implement Complete Community policies to support community design that makes walking and biking
viable transportation options.
Target context appropriate investments for sidewalks, crosswalks, pedestrian lighting and shade, bike
lanes or sharrows, cycle tracks or off road trails in areas with low auto ownership and high pedestrian
demand.
Work with private retailers to seek healthier offerings in local ‘corner stores’ and/or target new grocery
stores in underserved locations.
Private Sector Local retailers and farmers can partner with local governments to identify areas across the region
where there is unmet demand for fresh local foods.
Engage private employers in supporting active living and other public health programs.
Other Work with WAVE Transit to evaluate regional transit routes relative to providing service to healthcare
facilities and grocery locations.
Leveraging the strong physical fitness oriented organizations and businesses centered around
marathons and tri-athletes to better connect with community education and opportunities for active
living.
Work with local USDA and Extension service to identify opportunities for urban gardens, community
gardens and other local food opportunities.
64
Improve opportunities for moving up the economic ladder and closing the wage gaps.
Why Is thIs Important?
the region has severe gaps in
educational attainment and
income between people of
different races. these gaps are
holding the regional economy
back. they harm everyone, not
just the people left behind. the
equitable growth Profile of the
cape fear Region completed in
early 2015 as part of the focus
effort estimated that the region’s
economy would grow by $1.3
billion (or about 9 percent) by
closing the racial gap in income
through higher paying jobs and
wages. many of the challenges
in this strategy area mirror those
required to strengthen the region’s
labor force as a whole (strategies
5 and 6), however this particular
strategy would aim those same
initiatives more directly at those
populations who currently lag
behind.
What has been done?
our region’s local governments
and non-profit organizations
are taking steps to improve
quality of life and access to job
and educational opportunities
for all people. the table below
highlights some of the steps that
agencies and local government
have already taken.
strategy I
What We are doIng rIghtStrat 9 -done
Organization Action
Regional FOCUS Consortium commission the Equity analysis study that identified key areas of wage gaps, income
disparity, etc. by different populations.
Wave Transit and North Carolina DOT support Share the Ride NC, a ride matching system to help match
up transportation needs.
Wave Transit’s Short Range Transportation Plan recommended changes to the system to make routes
more direct and shorten travel time specifically serving lower income neighborhoods and populations.
County New Hanover County’s economic development plan, “Pathways to Prosperity” lays out business
recruitment strategies that can be built upon to create job training and apprenticeship programs.
Municipal Wilmington Comprehensive Plan supports locating affordable housing in close proximity to job centers.
Partner with faith based organizations and non-profits in distressed, lower income neighborhoods to help
educate and connect residents with alternative education and training programs.
Private
Sector
Partner with local non-profits, CDC’s and other workforce development organizations to better
understand workforce strengths and weaknesses in an effort to better align job opportunities with
available work ready employees.
The Cape Fear Future effort under the Wilmington Chamber of Commerce include commitments to
advancing job opportunities for all.
Other The United Way of the Cape Fear Area has a Hometown Hires program that matches disadvantaged
people with local employers who want to help break the cycle of generational poverty.
Engaging faith based organizations in neighborhoods to help provide transportation access, connect
residents with local workforce development programs and other opportunities.
65
What Is mIssIng?
Provide more targeted public investment in underinvested neighborhoods, public facilities, crime
prevention and underperforming schools.
Provide more targeted investments in transportation systems that do not require car ownership to
connect people with jobs and educational opportunities (e.g. carpool and vanpool matching services,
more public transit and walkable places).
create a greater balance of workforce housing with jobs, especially affordable housing located near job
centers.
Implement programs to create greater social interaction between older and younger residents to build
social capital and support mentorship.
conduct more outreach to ensure greater involvement in local and regional planning by people
representing all racial and ethnic communities in the region.
work on recruiting more people representing all racial and ethnic communities in positions of leadership.
Provide more programs that provide more job opportunities and mentoring for people previously
convicted of a felony
potentIal ImplementatIon actIons
the following identifies some specific actions to be taken by different regional partners to address next steps
under strategy I.Strat 9 –to do
Organization Action
Regional Establish regional performance measures and target for housing affordability, jobs/housing balance,
educational attainment by race and ethnicity, and transportation mode share and update them annually.
Local
Governments
Identify priority areas for workforce and affordable housing near job centers in comprehensive plans.
Invest in neighborhood wi-fi and other internet access spots to ensure access to internet and
opportunities.
Co-locate senior centers and activities at schools and encourage interaction between students and
seniors through mentoring programs.
Private Sector More active role in local community efforts to hire locally, and hire from segments of the population
currently underemployed.
Bring together regional employers to provide summer job shadowing opportunities and work study
options for high school students.
Other Establish regional blue ribbon panel to advance the discussion of regional inequity issues to better
coordinate resources and identify solutions as cited in the Equitable Growth Profile of the Cape Fear
Region report.
Support broadening of programs such as Boys and Girls Clubs to promote social skills in at risk youth.
Expand the Hometown Hires program regionally.
Launch a program to connect institutions –such as UNCW, hospitals, and school districts –with local
suppliers of goods and services, especially those owned by minority groups.
Continue targeting economic development strategies that increase local wages and provide higher
paying jobs.
66
leverage regionalresources to identifyneeds, foster discussion,and respond to regionalgrowth challenges andopportunities.
Why Is thIs Important?
the individual communities
across the Lower cape fear
area are growing into a single
region with strong economic
and social ties. the region’s
local governments, institutions,
and non-profit organizations
must act to strengthen regional
collaboration and find ways to
more formally work together to
strategically address the issues
and opportunities laid out in
the Regional Framework for Our
Future document. the region
will also benefit from efforts to
connect the diverse voices from
around our region to continuously
identify key issues and implement
strategies moving forward.
What has been done?
the focus planning effort reflects
a significant accomplishment for
the region relative to bringing
together existing and new regional
stakeholders to discuss the growth
challenges and opportunities we
collectively face. Additionally,
many local governments and
regional organizations have
been working in concert with
one another for many years. the
table below highlights some of
the regional efforts and initiatives
already in place.
strategy j
What We are doIng rIght
CONNECT vOICESmakINg COmPLeTe COmmUNITIes haPPeN
Strat J-done
Organization Action
Regional The CFCOG currently provides regional planning support with a particular emphasis on workforce
development and needs of the aging.
The FOCUS Consortium efforts provided technical assistance at the local level on implementing
Complete Community concepts through the four Catalyst Projects.
The FOCUS Consortium efforts will result in the publication of several key studies, new GIS-databases
maintained by CFCOG and best practices in Complete Community implementation strategies.
CFCOG and WMPO staff coordinate their planning efforts and provide cross agency representation at
regular meetings.
The FOCUS Consortium members have agreed to continue meeting regularly to prioritize actions and
monitor progress on the recommendations of the Regional Framework for Our Future.
County New Hanover County’s economic development plan, “Pathways to Prosperity” calls for greater
collaboration among the counties in regional economic development planning and marketing which in
turn provides a blueprint for continued efforts in regional economic development.
Pender County’s recently awarded Hazard Mitigation Grant for the tri-county region will help to advance
implementation of Complete Community concepts that support hazard mitigation goals.
Consortium county members have agreed to continue supporting the FOCUS efforts at the regional
level.
Municipal Consortium municipal members have agreed to continue supporting the FOCUS efforts at the regional
level.
Other The FOCUS Regional Advisory Committee (RAC) members have expressed interest in continuing to
stay engaged in ongoing regional initiatives. The RAC reflects broad representation from public, private
and non-profit organizations as well as individual community members.
67
What Is mIssIng?
the earlier pages of this chapter outline some of specific steps that need to be taken at a regional level in
response to the call to action. Additionally, the following efforts should be undertaken to establish a longer
term regional framework for success.
Build on the Alternative Futures effort to establish a conceptual vision map that identifies a regional
blueprint to guide growth and development in the future.
establish a new regional economic development entity or expand the mission of an existing one to
coordinate efforts of existing organizations, build on the “Pathways to Prosperity” report and other
initiatives.
Leverage the ongoing efforts of the focus stakeholders to provide additional planning support to local
governments seeking to implement complete community concepts.
establish a regular forum where the region’s mayors, private sector leaders and non-profit executives can
meet and discuss ideas concerning growth and development issues for the region.
potentIal ImplementatIon actIons
the following identifies some specific actions to be taken by different regional partners to address next steps
under strategy J.Strat J –to do
Organization Action
Regional Expand capacity of the CFCOG to continue supporting efforts of the FOCUS Consortium.
Expand the Consortium membership and establish a more formalized stakeholder steering committee (which
could be a continuation/expansion of the Regional Advisory Committee (RAC)) with additional representation
from the community, the non-profit and private sectors.
CFCOG to take the lead in concert with the Consortium to hold an annual summit on the Regional Framework
for Our Future.
Consortium to develop an Annual Action Plan which includes project priorities and initiatives.
The Consortium and the CFCOG to annually review, monitor and document progress on actions contained
herein
The Consortium to continue to identify key funding or resource gaps and work with other partners and
supporters to help advance additional planning, communication or implementation
Local
Governments
Local jurisdictions should provide formal endorsement of the Regional Framework for Our Future
recommendations.
Through the Consortium or through more formal or informal means, local governments should better
coordinate on cross-jurisdictional issues related to growth and development.
Private Sector Local private sector developers and community leaders can establish a business roundtable to regularly meet
and discuss specific initiatives the private sector and undertake in support of implementation efforts under the
Regional Framework for Our Future.
Other The new non-profit entity (focussenc.org) can continue efforts in support the Consortium in communicating and
seeking additional resources to support ongoing planning, coordination and implementation efforts.
www.FOCUSSenC.Org
COnSOrtiUm Chair| chair@focussenc.org inFOrmatiOn | info@focussenc.org