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06-24-2025 Meeting Minutes EDC Minutes of the PCEDC Regularly Scheduled Meeting Person County EDC Board Room 303 S. Morgan St., Roxboro, NC 27573 June 24, 2025 Voting Board Members Present: Dr. Scott McKinney- Chairman Mr. Donald Long The Honorable Sherry Wilborn Mr. Kenneth Perry Mr. Jay Poindexter Mr. Jody Blackwell Dr. Claudia Berryhill, Agricultural Representative Voting Board Members Absent: The Honorable Merilyn Newell Mr. Phillip Allen- Vice-Chairman Ex Officios Present: Ms. Katherine Cathey, County Manager Mr. Brooks Lockhart, City Manager Dr. Barbara Buchanan, PCC Vice President Ex Officios Absent: Dr. Rodney Peterson, PCS Superintendent ED Staff Present: Others Present: Ms. Brandy Lynch, Director Mr. George Willoughby Ms. Briana Whitt, ED Specialist (Minutes) Ms. Julie Maybee Ms. Dana Blackwell Ms. Kim Strickland Ms. Garrison Bowes EDC Welcome and Invocation: At 4:01 p.m., Chairman McKinney called the meeting to order. The Honorable Sherry Wilborn gave the invocation. 1 of 48 Approval of Minutes: Chairman McKinney acknowledged the approval of the minutes from February 25, 2025. A motion made, seconded, and unanimously approved to approve the February 25, 2025 meeting minutes. Motion: Mr. Jody Blackwell Second: Mr. Jay Poindexter Golden Leaf-Potential Projects: This is Golden Leaf’s community-based grants initiative. This program operates in cycles, and we are currently eligible to apply for funding this year because Person County is included in this year's grant process. We recently met with Golden Leaf and learned that this is likely the last cycle for these community-based grants. At the June 16, 2025, Person County Board of Commissioners meeting, Ms. Cathey provided information about the process. The agenda packet, including the abstract, was included for reference, along with links to the Golden Leaf site for additional details. County managers play a key role in leading this process by coordinating with the commissioners to create a list of projects for submission to Golden Leaf for consideration. Ms. Cathey has developed a timeline based on the grant submission deadline. Now is the time for interested organizations to complete the worksheet included in today’s meeting packet, which outlines the required information. The county will accept these worksheets for potential projects, which will then be reviewed by Golden Leaf staff. They will provide feedback to county staff on their thoughts about the projects, including whether they meet the funding criteria and how likely they are to receive the grant. The worksheets will be sent to the EDC for feedback on the submitted projects, and then they will be forwarded to the Board of Commissioners to create the final list, which will be sent to Golden Leaf. This allows us to submit up to $2 million in funding requests to Golden Leaf, with the maximum county allocation being $1.5 million. We can submit up to four projects, but only three will be selected for funding. Manager Cathey stated Brandy would serve as the primary contact for the county regarding the collection of applications. EDC is welcome to apply if they have any suggested projects in mind. This will allow us to reach out to the organizations that might be best suited to propose those ideas, whether it's something at the staff level that we can develop into a grant application. We've already talked with several organizations interested in this funding process and in developing project proposals, so we'll work with them through that process. Additionally, 2 of 48 Cooperative Extension has been discussing a regional project, which I believe is related to food systems. Piedmont Community College is interested in submitting a proposal for the chat building. Brandy and Ms. Cathey have also had some conversations about potential development at the airport and what might be the best approach for applying there, but we are waiting on some additional information from our airport engineers. In a recent meeting with the Golden Leaf Foundation, they strongly emphasized that job creation is a key outcome they are seeking, which is very important for the project to consider for funding. Golden Leaf is seeking strategic projects that demonstrate an immediate need and the ability to deploy funds quickly. Something that has been pre-planned, well thought out, and ready to hit the ground running will score more favorably in their eyes, as they focus on action rather than planning, leveraging additional funds or investments. It's not just standalone funding; Golden Leaf builds on previous community plans, successes, and sustainable community buy-in, as well as strong support from various citizens and organizations. In that recent meeting, they also emphasized that while letters of support are acceptable, letters demonstrating actual impact are even more important, specifically, how the project addresses the current needs of the community, backed up with evidence for the application. For prior grantees, their performance and track record are also critical. Ms. Cathey is glad to answer any questions. Their priority areas include job creation and economic investment, workforce preparedness, and agriculture. EDC Board Vacancy: Ms. Cathey stated that because Mr. Long is now a commissioner, he no longer has a seat on the EDC board and is not the commissioner appointed to the EDC board. The same applies to his previous seat on the Recreation Advisory Board as well. Therefore, for all intents and purposes, we would consider that seat vacant. We would then post and accept applications, and the Board of Commissioners would make an appointment to fill it. EDC Board Responsibility’s: Dr. McKinney discussed a significant topic regarding recent conversations the commissioner had about the responsibilities of the Economic Development Commission (EDC) board. He mentioned that they had requested Commissioner Wilborn and Ms. Cathey to meet with us to provide their insights and gather feedback. Ms. Cathey explained that during a meeting, Commissioner Wilborn highlighted a proposal to alter the county's organizational chart. Specifically, the proposal involves changing the reporting 3 of 48 relationship of the Development Director from the County Manager to the Economic Development Commission (EDC). Ms. Cathey emphasized that instead of implementing this change immediately, it is essential to examine the implications of this structural adjustment carefully. There are several legal considerations for updating the bylaws that must be taken into account. It is important to clearly define the expectations and intended outcomes of this change to ensure they are accurately represented in the bylaws. This process will help articulate the commissioners' vision for the development structure in the future. Ms. Cathey has begun conducting preliminary research and has committed to presenting more information at the July 21 meeting. This will help the board make informed decisions regarding these proposed changes. She is currently examining various organizational structures and considering potential revisions to the bylaws while collaborating with the county attorney. Additionally, Ms. Lynch is compiling examples from other organizations to contribute to this discussion. Commissioner Wilborn is seeking feedback from the EDC regarding what you would like to see in terms of the organizational structure. Commissioner Wilborn recalled that the discussion took place during a work session rather than a regular meeting. The Person County Board of Commissioners was reviewing the organizational chart, and she highlighted the need for some changes, citing various reasons. During this session, it was actually Chairman Puryear who initially raised the topic after a member inquired about the role of the Economic Development Commission (EDC) within the organizational structure. She mentioned that, in the past, the model had the director reporting to the EDC, which sparked further discussion. Ultimately, there was unanimous support from all commissioners for this approach, particularly given the current opportunities for growth, the lack of available resources, and the potential for advancement. The seasoned board, along with the chairman’s input, emphasized the need for proactive planning and development. Commissioner Puryear had prior experience with this structure, and while Commissioner Wilborn noted that all commissioners were in favor, they felt it was important to present the idea to the board first. This was crucial because any changes would affect the responsibilities of every member on the board, and they wanted to ensure that everyone had a chance to provide input before moving forward. Commissioner Wilborn also apologized for inadvertently sending out the bylaws twice on Saturday. She explained that she had not opened the packet until after sending the email, not realizing the documents were already included. Initially, she believed that any changes to the bylaws would need to be addressed at a regular meeting after review, with approval delayed until the next meeting. However, since the most current bylaws were available, changes could actually be made and approved within the same meeting, provided that board members received a seven-day notice with the changes outlined. Alternatively, these changes could also be discussed and approved at a special called meeting or a regular scheduled meeting. 4 of 48 Dr. Berryhill asked Mr. Perry about the structure of the Economic Development Board during his tenure as chairman. Mr. Perry explained that the board operated on a foundation of cooperation, with the director reporting to the manager while also receiving guidance from the Economic Development Commission (EDC). He emphasized that the focus was on collaboration rather than establishing a new branch of local government. The relationship was defined as a directive from the manager to the director: "I'm your boss, but you also receive guidance from the EDC." Over the past few years, there has been a growing lack of trust among members, despite the natural ups and downs associated with being on an appointed board. This issue has persisted for a long time. There were discussions in the late 1990s and early 2000s about having the EDC report directly to the county commissioners. Currently, the focus is on rebuilding trust. Both the county commissioners and the organization already have a foundation of cooperation, but now it’s essential to strengthen that trust. Collaboration between the citizens, the commissioners, and the staff must be prioritized; trust must be emphasized in all interactions. If necessary, they are even willing to resign and allow new leadership to come in. However, a solid trust must exist between the commissioners and the constituents they represent, especially since there have been trust issues in the past. Dr. Berryhill recalled the previous director, Stewart, conducting performance evaluations. Mr. Blackwell then inquired about the intentions behind the outlined responsibilities. Commissioner Wilborn explained that the initial steps would involve gathering feedback to gauge everyone’s feelings about the proposals. Simultaneously, the county manager would work on potential changes to the bylaws with the attorney. Ultimately, these proposed changes would be presented to us at the meeting on July 21. Dr. McKinney stated that he had been reviewing the bylaws himself, considering changes quite often. He noted Article Two, which has eight sections that include the supervisor's relationship. He expressed concern that these sections may not be adequately written, suggesting they imply that we are to take the place of the county's managing staff. He mentioned that the commissioner had previously emphasized the importance of our engagement with these topics and sections. Dr. McKinney expressed his interest in Section Four, which encourages the establishment of private business development corporations and highlights the role of commissioners in supporting this initiative. However, he did not feel there was an urgent need for significant changes to the bylaws, although he acknowledged that he might have overlooked some technical details. He thanked the commission for clarifying the county manager's role in relation to this body and its direct supervision. Commissioner Wilborn asked the board if they had reviewed the link she provided, which continued the discussion from the work session. 5 of 48 Ms. Cathey mentioned that there are several departments highlighted in blue boxes on the organizational chart, indicating a different type of reporting relationship. North Carolina general statutes establish this structure. For instance, the director of the Board of Elections is hired under the supervisory authority of the Board of Elections personnel. Similarly, the Health Director operates within a framework defined by general statutes. The health department's structure supports the Health Director, who oversees the personnel and resources within that system. Additionally, the structure for the Soil and Water Conservation Board is slightly different. In this case, the board is elected, and the director reports directly to them. However, there is also a reporting relationship to the Assistant County Manager, who conducts the director's performance review. Cooperative Extension serves as another example. These employees are technically under contract and are considered part of the county department, but they are actually employees of the university system. The county pays the university system on a contract basis for their work, and they are included on our organizational chart. Dr. McKinney recognizes overall, while there are variations in these arrangements across departments, the previously mentioned are all governed by general statutes. Dr. Berryhill provided another example involving a hospital owned by the Duke Life Point, which also has an advisory board. Mr. Perry stated that, first and foremost, whatever the commissioners decide will take priority. However, I believe we should avoid creating something based on past events. It's important to keep things as simple as possible moving forward, focusing on direct cooperation. I think we can effectively achieve our objectives this way. Dr. McKinney mentioned that the commissioner will likely expect us to provide an annual update from this commission, which also acknowledges that the EDC director may be the one in this position. In any case, I believe we are moving in the right direction. Just keep in mind that they expect results and feel that some changes to the organizational structure may be necessary to kickstart these outcomes. Ultimately, that's what we aim to achieve through this process. Mr. Blackwell agreed with Mr. Perry that this is what the commissioners want, possibly indicating a broader issue. He believes that this should not be a concern. Mr. Blackwell's main worry is that if they proceed in this direction—since everyone wants the area to grow—problems could arise. For instance, if the growth is significant and Ms. Lynch or someone else reports being overwhelmed, stating that their operations are thriving and they need more personnel, but there isn't enough work to justify that, it raises questions. How would that situation fit into the budget and other considerations? Would this matter need to be brought to the board? 6 of 48 Ms. Wilborn suggested that it would be similar to how the director presents matters to the electoral board. She explained that the director would provide reasons to support the request and guide it through the budget process to management, with even board members sometimes involved in the discussions. Dr. Berryhill is looking forward to the summit, which presents a great opportunity for us to refocus as a board and ensure that we are aligned, particularly in how we direct our staff. There seems to be some uncertainty about our priorities and what our focus should be moving forward, especially after the challenges posed by the COVID years. Currently, we don't have a clear list of priorities, and this is a critical moment for us. Dr. Buchanan, noted that while I'm relatively new and my insights should be taken with a grain of salt, I wonder what the differences would be between our current approach and the changes we are discussing. One potential change could be that the board would take on the responsibility of overseeing the evaluation tool that the director uses each year. Would that be one of the changes we are considering? Ms. Wilborn stated that this board would have the ability to set the direction, thereby reinforcing the goals for the department and expediting actions. Dr. Buchanan stated that when evaluating any individual or position, it is essential to establish clear expectations regarding their responsibilities. Additionally, the evaluation criteria should align closely with these expectations. For example, if one of the expectations is the submission of an annual report to the county commissioners, we must ensure that this requirement is tracked and met satisfactorily by everyone involved. Mr. Lockhart provided an example regarding standard profit-share practices. It’s not just within the city; the city connects these practices with the director's salary and evaluations. These evaluations are completed by the planning director. Previously, this was managed differently, but now it is the planning director's responsibility. Employees are protected by personnel policies, as you mentioned, which include the county's standards and procedures. Lockhart noted the city does have a system of progressive discipline in place. Although the planning director conducts the evaluations, they also solicit input from the residents' board to provide constructive feedback. This feedback helps guide the employee towards greater success for the board. This process has been effective for the last ten years. The only question he had was whether there is consideration for the employees who might be impacted by a potential shift towards at-will employment, similar to an appointed position, similar to a manager or a clerk. Will the county continue to treat these employees as regular employees? Lockhart questions Wilborn about whether she was suggesting that the PCBOC wanted the Director to be an at-will position. Wilborn said, Yes. That is what the Person County 7 of 48 Board of Commissioners was saying. Lockhart explains that it would, in fact, take away the personnel policy aspect. Ms. Cathey explained that the director reports to the county manager, who manages performance. Currently, the county does not seek feedback from advisory boards for director performance reviews, except in specific cases, such as with the Board of Health or the Board of Elections. The county manager is responsible for understanding the commissioners' performance expectations, working with the director to create an annual work plan, and evaluating performance based on that plan. An advisory board collaborates with the director monthly, providing guidance and communicating expectations. Ms. Cathey noted some uncertainty about the proposed model and whether it would change the current structure. She is consulting with the county attorney and reviewing other jurisdictions' practices, as any changes could significantly impact the roles. If implemented, the board would provide direction to the director and manage performance through regular feedback and reviews. A standardized evaluation tool is currently used for all county employees. Ms. Cathey reminded the board and acknowledged Ms. Lynch for her significant achievements in her role. The Chairman of the Person County Board of Commissioners recently remarked that Person County is on the brink of essential developments, primarily due to Ms. Lynch's contributions. Ms. Cathey emphasized the need to recognize her efforts while remaining open to feedback from the board on future initiatives. ED Summit Update: The ED Summit has become a key topic of discussion. Dr. McKinney received some feedback from Commissioner Wilborn that needs to be incorporated into our working template. As we mentioned earlier, the main focus areas are job creation, preparedness, and agriculture. Commissioner Wilborn has provided some valuable insights that I'm working into the template to further develop our model. We are still aiming for a completion date sometime in October. Dr. McKinney has not yet secured a commitment from the city council regarding participation from the commissioners, so I will need to follow up with the administrator to ensure this is on the calendar. Additionally, the Personality Festival is scheduled for October 3 and 4, with rain dates set for the following weekend, which is after the elections. We have not yet decided on a location for the ED Summit. The ED Summit is confirmed for October 30, although we still need to determine if it will be a joint meeting or just a presentation. 8 of 48 Chairman Report: Dr. McKinney was excited to attend the Research Triangle Research Partnership board meeting a few weeks ago, where collaboration was a key focus. Ryan, who does an outstanding job managing our $1 million budget, funded by contributions from 14 counties. They have successfully run advertising campaigns on ag tech for the past couple of years and leverage their efforts with the EDPNC’s initiatives using the same marketing firm. Recently, they introduced the Bio Economy Campaign, which includes ag tech, textile research and development, and industrial biotech. This campaign aims to engage all 14 counties and build on a previous campaign targeting business executives. North Carolina has a significant military presence, ranking among the top states in terms of the number of military personnel. However, when examining the economic activity related to the military, we find that our spending patterns remain at 2010 levels, particularly in terms of recovery and spin-off investments. There was great hope that the bio economy, particularly in the area of industrial biotechnology, could engage the military in new ways, prompting them to encourage us to consider how we can address some of the military's needs. There are government grants available, and there's a strong demand for research and development related to textiles for military personnel. This research aims to support our warfighters on the battlefield. In our county, we have a remarkable individual who has made strides in this field by acquiring a parachute company. He is open to collaboration and willing to work with us to help established businesses thrive. He not only possesses valuable physical resources but also has extensive expertise, making him an invaluable partner in this effort. Member Comments: Dr. Berryhill informed the board about some social media posts regarding potential congressional changes related to Medicare and Medicaid benefits. The discussion highlighted five counties in North Carolina that could be at risk of losing their hospitals. Person County, in particular, has been positively impacted by being owned by LifePoint, which has greatly assisted our hospital. There is no secret that the hospital was previously struggling; however, the expansion of Medicaid and other funding sources has improved our financial situation. We reached a critical point where, without these additional funds, our bottom line would have been severely affected. We face many challenges, particularly in recruiting doctors and staff, especially given our proximity to Duke Medical Center in Durham. Fortunately, we have the support to help us navigate these challenges. Mr. Lockhart stated that the Western Sewer Project is currently 11.5% complete from a budgetary perspective. The progress meeting is held every month on Thursdays. 9 of 48 Lockhart reminded everyone that the July 4th parade is approaching, and the fireworks will take place on July 5th. A big thank you to the TDA Board for their contribution; both the city and the county are funding the majority of the fireworks this year, although the amounts from each are comparatively lower. We need to work on achieving greater equity in funding for future events. Next year marks the 250th anniversary, so there may be expectations for a larger fireworks display, and we will need to plan for that accordingly. There have been discussions regarding the developer for the Ridge Road subdivision project. It is correct that the firm that had been developing that project has since withdrawn due to a change in ownership. Lastly, Mr. Lockhart wanted to remind everyone to pay attention to Roxboro, as its population remains lower than it was in the past. In fact, 20 years ago, the overall population was larger. Chick-fil-A is still planning to come to Roxboro. While we cannot be definitive about the timeline, all indications suggest that they are continuing to invest in plans for construction, which implies they are still addressing questions related to stormwater management. Mr. Blackwell discussed the grant workforce, mentioning that we have three training programs set to move to the South Campus: the electrical program, the HVAC program, and the plumbing program. The plumbing facilities are already in place, so we hope to have some classes starting in the fall at the new South Campus. The CEO is already present, and everything is progressing well. Also, Mr. Blackwell reminded the board to mark their calendars for September 10th, when we will host a regional Career Expo at the South Conference Center. There will be food trucks, bucket trucks, and various activities designed to engage high school students. The event will also be open to the general public, with opportunities for on-site interviews available. We have designated rooms for these interviews to ensure a successful turnout. Ms. Wilborn would like to congratulate Brandy on completing the economic development course, earning her certification as a North Carolina Certified Economic Developer. She also wants to thank Ms. Lynch and Kim for their hard work on the website, which she finds to be very clean with great imagery. While she believes the content remains largely the same, she appreciates the fresh design. However, she noted that although there was a mention of the Carolina Core, there was no reference to RTRP. Mr. Perry stated that while some people, both residents and non-residents, are concerned about environmental issues, we need a balance in what can be developed in our county. Currently, 20% of our approximately 400 square miles cannot be developed due to economic regulations. The county commissioners predominantly belong to one political party, reflecting the makeup of the state legislature. We need to advocate for change in Person County and influence those in power to address the unfair situation where 25% of our land remains undeveloped. It is crucial 10 of 48 that we push for this issue vigorously. With one of the largest corporations in the world coming to our county, we are now under a global spotlight. We cannot tell potential investors that we aren't allowed to develop a quarter of our land. This situation cannot continue as it is; we need to find a balance. We must actively engage with our legislators and everyone involved, including Commissioner Wilborn. It's essential to press hard on both the local and state levels because, apart from the governor, we have the potential to effect change. Ms. Cathey mentioned that there is pending legislation that changes some of the rules. Additionally, there is an ongoing rule-making process that has been underway for some time. We could consider adding a presentation to a future EDC agenda where staff can discuss the current rules, their effectiveness, and how they apply to the Falls Watershed in Person County. This would allow for consideration and feedback on the potential impact these rules may have on development. Ms. Cathey announced the county budget was in place for the fiscal year. She also wants to point out that we are still in need of a planning director. The county currently has an interim director who is doing a commendable job based on the feedback I’ve received and my own observations. However, we cannot keep her in this role indefinitely. Dr. Buchanan mentioned that PCC is currently working on several grants that differ from those related to the property. We truly appreciate the efforts. Ms. Wilborn, Ms. Cathey, County Commissioner Kyle Puryear, Phillip Allen, and many others came to show their support. We learned a lot during those meetings, and it’s always beneficial to demonstrate strong collaboration among different entities that are all committed to advancing the county and the college. Director Report: Lynch reminded the board that the Honorable Sherry Wilborn had already shared via email that the Person County website is now live. Ms. Lynch would like to extend a huge thank you to Kim Strickland, Bryan Eatmon, and Briana Whitt for their incredible help and hard work on the Person County EDC website. Ms. Strickland has been instrumental in this project. Kim is a department of one who has dedicated herself to preparing our website for potential upgrades to the county website. Mr. Eatmon and Ms. Whitt, both of you have a remarkable talent for website development. Ms. Whitt jumped back in full force after returning from maternity leave, and Mr. Eatmon has done an outstanding job writing the text for multiple web pages. This has been a significant achievement given the limited resources available. The situation was especially challenging after our old website company breached its contract, resulting in the project being canceled. This breach strained both the staff and the county, as we were unable to share information about Person County Economic Development. We had only one technician able to 11 of 48 work on the old platform, with very limited access, which made it difficult. However, I truly appreciate what they were able to accomplish. It has been a team effort, and although the website is operational, we still have additional features to implement. In the future, we look forward to continuing our work on the website to enhance it further. Ms. Lynch handed the website over to Ms. Strickland for her review of the new website with the board. She explained many improvements on the new site compared to the prior one and provided more detailed information on the potential benefits of integrating the ED website with the county website. Staff participated in several ribbon-cutting ceremonies with the chamber, including an open house and a job fair with North American Aerodynamics. They are still hiring, and there’s a link to their website, as well as a link on the economic development website to North American. PCC has a new small business director who was able to start on a limited basis before June. Mr. Eatmon spent some time with her before her official start date, and ever since she joined, he has been taking her around to the businesses and industries that are part of our group. He’s been sharing insights about the connections he has made. Ms Lynch explained that although the board thinks the county has no product, that isn’t necessarily the case. We have been receiving numerous phone calls from various developers who are either in the process of closing deals or are interested in the area for multiple ventures, including restaurants and potentially hotels. Ms. Lynch has been providing them with the necessary data to share with their partners. Additionally, she has been working with developers on various issues, including infrastructure needs and securing essential assistance to help them finalize deals. County staff and elected officials collaborated with PCC and Golden Leaf, and Ms. Lynch attended the NC EDA conference, participating in several sessions on various relevant topics. The highlights of these sessions were included in Ms. Lynch's highlights packet. ED staff and PCC also attended a meeting with the Southern Virginia Regional Alliance to discuss career and technical education (CTE) and the workforce pipeline. The meeting was very informative, and we had the opportunity to connect with representatives from Halifax County. There are mutual needs that we hope to address together. Furthermore, they are preparing a 2024 workforce pipeline report by surveying local high schools and will share their findings with us. The Civics Academy has received positive feedback, highlighted by an excellent article in the Courier Times on June 12. There is already a waiting list for the fall 2025 session. Additionally, Governor Stein announced that Person County has received a CAB award to provide high-speed internet access to 1,014 homes and businesses, as the approved budget has been implemented. 12 of 48 Mr. Perry asked, Give the board one thing that you learned that and "What do you believe your achievements will help you with in assisting us, and how can we help you achieve that?" Ms. Lynch responded, "Honestly, these past two-plus years have been a struggle I’ve fought for every bit of progress, from completing projects to rebuilding the department. I applied the knowledge from my classes to our work here. Each class taught me something valuable, which I reflected in my capstone paper and presentation. Moving forward, I'm uncertain how to apply all of this because the Commission's situation is, it is in flux and unpredictable. Lynch agreed with Perry there are, trust issues. I know how I want to put my knowledge to work and the path that the Action Plan sets forth Economic development is hard; it’s not for the weak of heart, it is not for everyone, and many developers have short tenures. A key takeaway for me has been that small businesses are just as important as larger corporations, and I've made it a priority to help the county recognize this. Additionally, economic development is not just about introducing new things to the county; it is all- encompassing. I've worked to bring together various partners, such as the chamber and PCC. At the Southwestern Summit, Dr. B and I both emphasized that our workforce is hardworking, which is essential for attracting industries. So, my main insights are that small businesses matter and that economic development is an interconnected ecosystem." Next Meeting: The next meeting is proposed for Tuesday, July 22, 2025, at 4:00 p.m. in the Person County EDC Board Room, 303 S. Morgan St., Roxboro, NC. Adjournment: A motion was made, seconded, and unanimously passed to adjourn the meeting at approximately 5:40 p.m. Motion: Mr. Jody Blackwell Second: Mr. Jay Poindexter _____________________________________ ______________________________________ Date Approved Secretary 13 of 48 Date: June 24, 2025 Time: 4:00 pm Location: EDC Boardroom, 303 S. Morgan St., Roxboro, NC 27573 Regularly-Scheduled Meeting Agenda Time Item Leader 4:00 Welcome Dr. Scott McKinney, Chairman 4:01 Invocation Mr. G. Phillip Allen, Vice-Chairman 4:02 Approval of the Minutes **Request a motion to approve the February 25, 2025 Meeting Minutes Dr. Scott McKinney, Chairman 4:03 Golden Leaf-Potential Projects Ms. Katherine Cathey, County Manager 4:15 EDC Board Vacancy Ms. Katherine Cathey, County Manager 4:20 EDC Board Responsibility’s Ms. Katherine Cathey, County Manager The Honorable Sherry Wilborn, Commissioner Representative 4:30 ED Summit Update Dr. Scott McKinney, Chairman 4:40 Chairman Report Dr. Scott McKinney, Chairman 4:45 Member Comments Members and Ex Officios 4:55 Director Report Ms. Brandy Lynch, ED Director 5:00 Next Meeting Set for July 22, 2025, 4:00 pm, EDC Boardroom, 303 S. Morgan St., Roxboro, NC 27573 Dr. Scott McKinney, Chairman 5:00 **Adjourn Dr. Scott McKinney, Chairman **Action Requested 14 of 48 Introduction The Golden LEAF Foundation Community Based Grants Initiative (CBGI) is now underway in the North Central Prosperity Zone. A total of $11 million is available to support projects in the region. Awards are limited to no more than three projects in any county and may total no more than $1.5 million in any county. Applicants must be 501(c)(3) organizations or governmental entities (county and municipal governments, community colleges, universities, etc.). Funds do not have to be administered or implemented by the county government. Person County will solicit project proposals over the coming weeks for consideration by county management, the Economic Development Commission and the Board of Commissioners before official submittal to the Golden LEAF Board of Directors. Up to four projects that total up to $2 million may be selected for submittal. No single project may exceed $1.5 million in Golden LEAF funds. The CBGI is designed to identify projects with the potential to have a significant impact. It is a focused process with grants targeted toward investments in the building blocks of economic growth. Funds are limited to projects that address Golden LEAF priorities of job creation and economic investment, agriculture, and workforce preparedness. The primary point of contact for this process will be Brandy Lynch, Economic Development Director, 336-597-1752, blynch@personcountync.gov. Visit Golden LEAF’s website for more information. Grant Timeline July 21: Project worksheets due to county staff for initial review and comment. It is advised to contact staff beforehand to ensure the project meets minimum requirements for consideration. Projects will be reviewed as soon as possible with any proposed changes provided to the organization for comment. Aug 4: Project worksheets submitted to Golden LEAF for review and feedback. Meetings to provide feedback to county staff will be held on Aug. 9 and Aug. 14. Aug. 26: Economic Development Commission provides feedback on submitted projects. Sept. 2: Board of Commissioners approves list of projects to submit to Golden LEAF. Sept. 8: Final list of endorsed projects submitted to Golden LEAF. Nov. 20: Applications due to Golden LEAF via online application portal. November through January: Golden LEAF staff reviews applications and conducts due diligence. Golden LEAF anticipates that in person site visits will be scheduled in December and early January. Feb. 5, 2026: Golden LEAF Board reviews applications and makes decisions regarding funding. Attachment Project Worksheet – This form is required to be completed for all projects to be considered. 15 of 48 Food Distribution Assistance Program Committee November 30, 2023 Community-Based Grants Initiative North Central Prosperity Zone 16 of 48 • To increase job creation and economic investment in rural, economically distressed, and tobacco-dependent communities • To improve workforce preparedness in rural, economically distressed, and tobacco-dependent communities • To increase the value of North Carolina’s agriculture industry • To improve the competitiveness and capacity of targeted communities • To have, and be recognized for, excellence in organizational collaboration, innovation, and impact Golden LEAF Strategic Priorities FY 2022-2026 17 of 48 Golden LEAF Priority Funding Areas Workforce Preparedness Agriculture Job Creation and Economic Investment 18 of 48 Golden LEAF Priority Area Outcomes Workforce Preparedness ●Courses or programs completed ●Industry credentials earned ●Students employed in field of study Agriculture ●Participants at agricultural trainings ●Publications directed towards farmers ●Use of facilities Job Creation and Economic Investment ●Private capital investment ●New jobs created ●Average annual wage of new jobs 19 of 48 Characteristics of Competitive Projects Strategic. Leverage additional funds or investment. For prior grantees, performance and track record managing Golden LEAF projects. Demonstrate immediate need and the ability to put funds to work quickly. Moves the economic needle in the community. Community buy-in and strong support from a variety of citizens and organizations. Focused on action, not planning. Builds on previous community planning processes. Sustainable. 20 of 48 Characteristics of Low Priority Projects ●Tourism, arts, or cultural resources ●Emergency services including fire departments ●General social services ●Reimbursement for prior expenditures ●Capital campaign or endowments ●General maintenance and operational support ●Infrastructure not related to economic development ●Repair or replacement of existing equipment and infrastructure 21 of 48 Leveraging Funds 22 of 48 Golden LEAF Community-Based Grants Initiative It is a focused process targeted toward investments in the building blocks of economic growth. It is competitive among all counties within a Prosperity Zone. Projects are reviewed and awarded funds through a two-stage process that begins in spring 2025 and concludes in February 2026. Awards are limited to no more than three projects in any county and may total no more than $1.5 million in any county. Regional projects are not included in those county limits. The total budget for the Initiative is $11 million, including any regional projects. 23 of 48 Golden LEAF Community-Based Grants Initiative The 15 counties from the North Central Prosperity Zone are invited to participate in our Community-Based Grants Initiative (CBGI). The counties in the North Central Prosperity Zone are Chatham, Durham, Edgecombe, Franklin, Granville, Harnett, Johnston, Lee, Nash, Orange, Person, Vance, Wake, Warren, and Wilson. The process is competitive, but organizations from all counties within the North Central Prosperity Zone will have an opportunity to participate. 24 of 48 Role of County Manager The County Manager plays a critical role in the process by endorsing up to four projects to submit an application through this initiative. The purpose of this endorsement is to reflect the county’s needs and priorities. Each county will establish its own process for gathering projects. You are encouraged to reach out to your county manager to understand your county’s process. Awards are not required to be administered by the county unless the county is the grantee. 25 of 48 Regional Projects Eligible entities may submit regional projects for consideration. Regional projects are not required to receive a county manager endorsement but must reach out to discuss with Golden LEAF staff to ensure the project meets the eligibility requirements for regional projects. We would not expect regional projects to exceed awards of $2m. Awards for regional projects come from the $11 million budget for the program. Regional projects must meet all of the following criteria: • Collaboration of entities in at least three counties • Collaboration outside of entities’ traditional service area 26 of 48 Contact Golden LEAF Interested applicants are encouraged to contact Golden LEAF to discuss project ideas early in the process to ensure alignment with Golden LEAF priority areas. Please use the form on our website -- https://goldenleaf.org/funding-opportunities/contact-programs/ Golden LEAF will review the information provided and match you with a member of our team to follow up. Interested applicants can request to meet to: • Get clarification about CBGI and the application and selection process • Discuss a project idea • Review for designation as a regional project. 27 of 48 CBGI Process and Timeline Fall 2025 Applications from projects endorsed by the county will be due in November February 2026 Applications reviewed by Golden LEAF Board and awards made Spring & Summer 2025 Gathering held to share information and discuss potential projects County managers submit initial project ideas, receive feedback from Golden LEAF, and finalize list of four projects to apply See detailed timeline posted on the Golden LEAF website28 of 48 Requirements ●Eligible Applicant ✔501(c)(3) nonprofit ✔Governmental entity ●Eligible Uses of Funds ✔Must be charitable – no impermissible private benefit ✔May not be used for purchase of land or buildings ✔May not be used for grant administration ●Projects are subject to due diligence by Golden LEAF staff, Board, and legal counsel as necessary. ●Golden LEAF Board of Directors makes final funding decisions. ●Funded projects are subject to all reporting requirements of Golden LEAF Foundation, the State Auditor, and Office of Budget and Management as applicable. Grantees must comply with all conditions and requirements in the grantee agreement. ●All correspondence/communications to and from Golden LEAF are subject to the North Carolina Public Records Law and may be disclosed to third parties. 29 of 48 15 Questions? CBGI@goldenleaf.org 30 of 48 Golden LEAF Community-Based Grants Initiative Project Worksheet The purpose of this worksheet is to gather a high-level overview of potential Golden LEAF projects that will allow Golden LEAF staff to provide feedback on a project idea. It is not an application form and does not require the detailed level of information that would be expected in an application. This worksheet includes three parts: Project Overview, Project Budget, and Project Outcomes. Please complete all three parts or indicate that the information is not available. If necessary, in your responses you can include links to outside resources, or you may attach additional information. Golden LEAF understands that potential applicants may not have answers to all of the questions at this time. Responses to these questions should be brief and focused. If you have any questions about this form, please contact CBGI@GoldenLEAF.org. This worksheet is due to your county manager at their specified deadline and should not be sent directly to Golden LEAF unless your organization has been designated as a regional project. Organization County Project Contact Name Project Contact Role Project Contact Email You will have the opportunity to list additional key staff later in this document. 31 of 48 Project Overview What is the issue that your project addresses? What is the need or demand in your community for the services you will provide? If available, include data or documentation of demand that helps define the issue. (limited to 1500 characters) How does your project align with the Golden LEAF priorities of job creation and economic investment, workforce preparedness, or agriculture? (limited to 1500 characters) Complete the table at the end of this document with the Golden LEAF priority outcomes you expect to achieve, if you know them. (Projects are not expected to address all priority outcomes.) 32 of 48 Describe your project. What are the key elements and what steps will you take to implement them? Provide an overview of the major project activities and a timeline. (limited to 1500 characters) Who will you serve with this effort? Describe the support you have from the people or organizations that you plan to serve with the project. For example, if you are planning a workforce development project, do you have engagement of employers? from the potential trainees? If you are considering an agriculture project, have farmers expressed interest in your work? (limited to 1500 characters) 33 of 48 Why is your organization particularly suited to implement this project? What background, resources, connections, and experience does your organization offer? (limited to 1500 characters) Who else is working on this issue or similar issues in your community? Who are potential partners? List organizations that are collaborating with you. Organization County Contact Person Name Contact Person Email 34 of 48 Project Budget Complete the project budget form below by inserting a dollar amount in the appropriate cells. The budget does not have to be final, but should give a general idea of the amount to be requested of Golden LEAF and the amount needed from other sources. Please enter the totals at the bottom. The form includes a few high-level budget categories for your use. More detailed information is not required. You may add other categories in the remaining cells on the Budget Category column if needed. Budget Category Golden LEAF Request (in dollars) Other Funding Sources (Committed) (in dollars) Other Funding Sources (Requested) (in dollars) Total (All Sources) (in dollars) Equipment/Supplies $ $ $ $ Construction $ $ $ $ Design/Engineering $ $ $ $ Services $ $ $ $ Personnel $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ TOTAL $ $ $ $ 35 of 48 Project Outcomes What specific Golden LEAF priority area outcomes will you address? Complete the table below with the Golden LEAF priority outcomes you expect to achieve, if you know them, and the source of data you will use to track them. Projects are not expected to address all priority outcomes. Information about outcomes is available here: https://www.goldenleaf.org/priority-area-outcomes/ Outcome Choose any that your project will achieve Goal (Input a number) Source of Data Job Creation and Economic Investment New full-time jobs created New investment in privately owned property, plant, and equipment $ Investment in publicly owned infrastructure $ Average annual wage of new full-time jobs $ Business start-ups New housing units Workforce Preparedness Increase in students earning at least one academic credential (curriculum diploma, certificate, or associate degree/con ed certificate) in the area funded. Increase in students earning at least one industry/third party certification, license, or other credential (nonacademic) in the area funded. Increase in high school students completing CTE pathways in the area funded. Increase in secondary or post-secondary students participating in work-based learning. Increase in secondary students receiving meaningful exposure and opportunities to explore local career opportunities. Agriculture Number of participants at agricultural trainings New publications directed towards farmers Monthly use of agricultural facilities that benefit farmers 36 of 48 AGENDA ABSTRACT Meeting Date: June 16, 2025 Agenda Title: Golden LEAF Community-Based Grants Initiative Summary of Information: The Golden LEAF Foundation Community Based Grants Initiative (CBGI) is now underway in the North Central Prosperity Zone. Golden LEAF offers CBGI each year in one of the eight prosperity zones in North Carolina. The counties in the North Central Prosperity Zone are Chatham, Durham, Edgecombe, Franklin, Granville, Harnett, Johnston, Lee, Nash, Orange, Person, Vance, Wake, Warren and Wilson. The CBGI is designed to identify projects with the potential to have a significant impact. It is a focused process with grants targeted toward investments in the building blocks of economic growth. Funds are limited to projects that address Golden LEAF priorities of job creation and economic investment, agriculture, and workforce preparedness. Each county determines how projects will be prioritized and may submit up to four projects that total up to $2 million, though no single project may exceed $1.5 million, and Golden LEAF will make no more than three awards totaling $1.5 million in a county. Applicants must be 501(c)(3) organizations or governmental entities (county and municipal governments, community colleges, universities, etc.). Funds do not have to be administered or implemented by the county government. County managers may designate a primary contact to facilitate this process with Golden LEAF and serve as a liaison to potential applicants. County managers may submit project worksheets (template attached) to Golden LEAF for review and feedback by Aug. 4. There is no cap on the number of project worksheets managers may submit. County managers must submit the final list of projects endorsed to apply to Golden LEAF by Sept. 8. Applications from projects endorsed by the county will be due to Golden LEAF by Nov. 20 for consideration by the Golden LEAF Board at their Feb. 5, 2026 meeting. The attached Golden LEAF Foundation presentation provides more information about the CBGI. The proposed Person County Application Process is attached for the board’s consideration. 37 of 48 Financial Impact: None Recommended Action: Approve Person County application process and begin soliciting project proposals. Submitted By: Katherine M. Cathey, County Manager 38 of 48 BY-LAWS OF THE PERSON COUNTY ECONOMIC DEVELOPMENT COMMISSION ARTICLE ONE Organization The Person County Economic Development Commission, Person County, North Carolina shall conduct its business in a precise and uniform manner. Proceedings of meetings shall be accurately recorded as valuable records and as a means of avoiding misunderstandings. Section 1. Section 2. Section 3. Section 4. Section5. Section6. The authority for creation of this organization is Article 2, "Economic Development Commission" of Chapter 158 of the North Carolina General Statutes. The name of the organization shall be the Person County Economic Development Commission, hereinafter referred to as Commission. The County of Person, North Carolina, and its trade area shall constitute the Person County Economic Development Area. The location of the principal office of the Commission shall be within the bounds of the City of Roxboro, North Carolina, and such other places as the business of the Commission may require. The fiscal year of the Commission shall commence on the 1st day of July and end on the 30thday of June. The Commission shall be considered a Public Authority within the meaning of State Law, Chapter 159, unless specified to the contrary by the creating governmental body. ARTICLE TWO Purposes and Objectives The purpose of this Commission is to assist the County of Person in promoting economic development, and to establish a framework for local, state and federal efforts toward providing the basic facilities essential to the growth of the area. Specific objectives of the Commission are, through coordinated and concerted efforts, to secure full potential development of Person County's resources, including, but not limited to: Section 1. Receive from any municipal, county, joint or regional planning board or commission with jurisdiction within its area an economic development program for part or all of the area. 39 of 48 Section 2. Section3. Section 4. Section 5. Section 6. \ Section 7. Section 8. Section 1. Section 2. Formulate projects for carrying out such economic development program, through attraction of new industries, encouragement of agricultural development, encouragement of new business and industrial ventures by local as well as foreign capital, and other activities of a similar nature. Conduct industrial surveys as needed, advertise in periodicals or other communications media, furnish advice and assistance to business and industrial prospects which may locate in the area, furnish advice and assistance to existing businesses and industries, furnish advice and assistance to persons seeking to establish new businesses or industries, and engage in related activities. Encourage the formation of private business development corporations or associations which may carry out such projects as securing and preparing sites for industrial development, constructing industrial buildings, or rendering financial or managerial assistance to businesses and industries; furnish advice and assistance to such corporations or associations. Carry on such other activities as maybe necessary in the proper exercise of the functions described herein. Encourage the enrichment of curriculum to achieve appropriate occupational training, including pertinent technical and vocational training within the school systems serving the area; to assist in securing training programs for industry, business and related entities. Encourage development of programs designed to further health efforts, tourism, transportation facilities, housing, recreation and related needs for the promotion of the general economic well-being of Person County. Recommend the employment of an Economic Development Director, who shall be the Director of the Commission, and other staff as may be required. ARTICLE THREE Membership The composition of the Commission and terms of members shall be as determined by the Person County Board of Commissioners as the appointing authority and as amended pursuant to law from time to time. ‘Member’ is defined to include only those appointed as regular members and not NON-VOTING EX OFFICIO members since the statutes provide for an absolute maximum number of members of the board of directors of the EDC. Only members should be allowed to vote. NON-VOTING EX OFFICIO or other appropriate PERSON may be allowed to participate, BUT NOT vote, or to attend executive sessions (CLOSED MEETINGS) upon approval of the members. Both Members and Non-Voting Ex Officios will be required to participate annually in Ethics Training within the first 90 days of appointment to the Commission, as is feasible, and within 90 days after each annual meeting, thereafter, at which time Conflict of Interest Policies will be reviewed and signed. The training shall be conducted by means approved by the County Attorney.40 of 48 Section 1. Section 2. Section 3. ARTICLE FOUR Authority of Commission Members Section 4. Section 1. The government, business and property of the Commission shall be managed by the Members. The Members shall only act in the name of the Commission when it shall be regularly convened by its Chairman, or acting Chairman, after due notice to all Members of such meeting. Each Member, as applicable, shall serve for the term appointed, or until death, resignation, retirement, removal, replacement, disqualification, or until a successor is appointed or qualified. At the annual meeting held each January, after the organizational meeting of the Person County Commissioners, the Members shall elect officers, which shall be Chairman, Vice Chairman, and Secretary. The officers of the Commission shall be the Executive Board. The term of such officer shall be for one (1) year. They shall assume office upon , election by a majority, as defined herein, and continue until replacement or re- election at the next annual meeting. Officers may be elected to succeed themselves or be elected to any other office. Vacancies in the Executive Board arising from any cause may be filled by the Commission for the unexpired term of the office creating the vacancy. ARTICLE FIVE Duties of Officers The general duties of the Chairman of the Commission are: A. The Chairman shall preside at all regular, special and emergency meetings of the Commission and the Executive Board. B. The Chairman may appoint such committees as the work of the Commission may require, subject to the approval of the Commission, and shall guide and direct the efforts of said committees. 41 of 48 C. Disbursement of funds shall at all times conform with the policies as promulgated by the County and with general and special terms and conditions of appropriated funds in compliance with any local, state, or federal grants. Section 2. Section 3. Section 4. Section 5. Section 1. Section 1. The Vice-Chairman of the Commission shall perform the duties of the Chairman in his/her absence, The general duties of the Secretary are: A. The Secretary shall verify and authenticate all the records of the Commission and the Executive Board. B. The Secretary shall perform such other duties as shall be assigned by the Commission. The Director shall be the chief staff officer of the Commission. The Director shall be an ex-officio member of all functional and standing committees. The Director's scope of work shall be as established by the County. The Executive Board shall carry out such functions as the Members may authorize or direct. ARTICLE SIX Compensation Compensation for Commission travel expenses and allowances applicable to the Commission staff, officers, and Members shall be in accordance with the policies adopted by the County. ARTICLE SEVEN Commission Panels and Task Forces The Chairman may from time to time appoint qualified individuals to serve on bodies created to achieve specific objectives and purposes of the Commission, subject to the approval of the Commission. The creation of appropriate panels and taskforces as operating entities is hereby authorized. 42 of 48 ARTICLE EIGHT Meetings The Commission shall meet regularly, at least every three (3) months. Section 1. Section 2. Section 3. Section 4. Section 5. Section 6. Section 7. Section 8. Section 9. Section 10. The annual meeting of the Commission shall be held in Person County, North Carolina at a location approved by the Chairman or Director. Regular meetings of the Commission shall be held as announced in accordance with NC Open Meetings Law per NCGS 143-318.12. The regular meetings shall be held in Person County, North Carolina at a location approved by the Chairman or Director. Special meetings may be called by the Chairman or the Director, or by any three (3) Members, at any time or place by giving forty-eight (48) hours written notice, providing such notice states purpose for which the special meeting is called. Emergency meetings may be called by the Chairman or the Director, or by any three (3) Members, at any time or place by giving as much notice as is reasonably possible, providing such notice states the purpose for which the emergency meeting is called. Notification of emergency meetings may be by telephone or electronic mail. Whenever there is no business for the Commission, the Chairman may dispense with a regular meeting in accordance with Open Meetings Law, provided the Commission must meet every three (3) months. A majority of the board membership shall constitute a quorum. The number required for a quorum is not affected by vacancies. If a member has withdrawn from a meeting without being excused by majority vote of the remaining members present, he or she shall be counted as present for the purposes of determining whether a quorum is present. If no quorum is present at the annual meeting, a regular, special, or emergency meeting, there shall be no official meeting. At Commission meetings, each of the Members present shall have one vote. All Commission actions shall require a majority vote, except as otherwise required by applicable law. The Commission may authorize in extraordinary circumstances for action to be taken by a committee of no less than three (3), only for the task appointed. All Commission meetings shall be open to the public and shall conform with the Open Meeting Law. The question of parliamentary procedure shall be decided according to Roberts Rules of Order. 43 of 48 ' ' ARTICLE NINE Budget Section l. Section 1. Section 2. The budget for the Commission shall be as authorized by the Person County Board of Commissioners and shall be executed pursuant to County and State rules. ARTICLE TEN Records The Commission staff shall maintain a file of all studies, plans, reports, and recommendations made by the Commission in the discharge of its duties and responsibilities. An annual report shall be given to the governing body of Person County. 44 of 48 ARTICLE ELEVEN Amendments The Members, by the affirmative vote of a majority thereof, provided a quorum is present, may make, alter, amend, add to or repeal, or otherwise modify these by-laws at any regular or special meeting. Prior written notification of a minimum of seven (7) days shall be accorded Members relative to amendments or changes. The notice shall list the proposed change(s). ARTICLE TWELVE Dissolution and Liquidation In the event of dissolution and liquidation of the Commission, the Members shall, after paying or making provisions for the payment of all the liabilities, debts and obligations of the Commission, dispose and distribute all assets of the Commission exclusively for the purposes of the Commission, subject to the approval of the County. Said actions may be subject to Section 50l(c) of the Internal Revenue Code of 1954 as amended from time to time. Revised May, 2011; September 20, 2012; May 2013; August 30, 2017; October 22, 2019, May 28, 2020 45 of 48 Highlights May 2025 - June 2025 - The New Person County Economic Development Website is live. - Staff participate in several ribbon-cutting ceremonies: o Morgan Mercantile o American Patriots Gym o State Farm -Ron Corlew - North American Aerodynamics held an Open House and Job Fair. - Bryan has introduced the new PCC Small Business Director to many local small businesses and provided background information to help her understand some of the needs of small businesses. - Brandy has received phone calls this month from various developers either planning to or interested in coming to the area. - Brandy has also worked with developers and brokers with various needs. - Person County staff and elected officials participated in a meeting with PCC and Golden Leaf to discuss some of PCC's funding needs. - Brandy attended the NCEDA Annual Conference. Sessions took place on o Commerce and EDPNC Teamwork o Tourism Recovery Western NC o Retail's Role in Economic Development o Downtown Wilson Development o 2050 Forecasting Future Growth o Burnout o ParkEast o Navigating ED Storms - Person County ED staff and PCC representatives attended a meeting at Southern Virginia Regional Alliance to discuss CTE and the workforce pipeline. - Bryan participated in the Health Industry Roundtable. 46 of 48 Upcoming Events of Interest - The Kerr Tar Summit is October 9, 2025 - Person County Job Fair and Resource Expo, September 10, 2025 - Person County Parks and Recreation Ribbon Cutting for Huck Sansbury, June 26, 2025, at 5:30 Information for the EDC Advisory Board - The Civic Academy has received positive praise and feedback. o An article about it appeared in the Courier Times on June 12, 2025. o There is now a waiting list for the fall 2025 session. o Special thanks to Kim Strickland for her contributions to inform Person County residents about Person County government. - Governor Stein announced that Person County is among 26 counties to receive a CAD award, which will provide high-speed internet access to 1,014 homes and businesses. - On June 16, the Person County Board of Commissioners approved the budget for 2025-2026. - Wolfspeed announced its intention to file for Chapter 11 bankruptcy on June 22. Thanks I want to extend a huge thank you to Kim Strickland, Bryan Eatmon, and Briana Whitt for their incredible help and hard work on the new Person County EDC website. Kim has been instrumental in this project; she is a department of one who has dedicated herself to preparing our website for potential upgrades to the county website. Bryan and Bri, both of you have a remarkable talent for website development. Bri jumped back in full force after returning from maternity leave, and Bryan has done an outstanding job writing the text for multiple webpages. This has been a significant achievement given the limited resources available. 47 of 48 The situation was especially challenging after the old website company breached its contract, resulting in the project being canceled. This breach strained both the staff and the county, as we were unable to share information about Person County Economic Development. Having only one technician able to work on the old platform, and with very limited access, made it difficult, but I truly appreciate what they were able to accomplish. It has been a team effort, and although the website is now operational, we still have additional features to implement in the future. We look forward to continuing our work on the website to improve it further. 48 of 48