GREENVILLE, NORTH CAROLINA AREA ECONOMIC DEVELOPMENT PARTNERS

GREENVILLE, NORTH CAROLINA AREA ECONOMIC DEVELOPMENT PARTNERS ECONOMIC DEVELOPMENT ASSESSMENT AND RECOMMENDATIONS 2013 post office box 40 greer, sc 29652 864.430.5950 Page 1

TABLE OF CONTENTS SECTION 1: Executive Summary 3 SECTION 2: Project Overview and Asset Inventory 7 SECTION 3: Identified Gaps 9 SECTION 4: Recommendations to Bridge the Identified Gaps 11 SECTION 5: Other Area Program Recommendations 22 SECTION 6: Snapshot of Benchmark and Economic Conditions 25 SECTION 7: Implementation Schedule 30 post office box 40 greer, sc 29652 864.430.5950 Table of Contents - (27 March 2013) Page 2

SECTION 1: EXECUTIVE SUMMARY The Greenville Pitt County Chamber of Commerce (GPCCC), on behalf of local partners Greenville Utilities Commission, East Carolina University, Pitt Community College, Pitt County Development Commission / Pitt County, Vidant Health Systems, Inc., Suddenlink Communications, Inc., Attends Healthcare Products, Inc., Rivers & Associates, Inc., University Book Exchange, Inc., Town of Ayden, City of Greenville and Uptown Greenville, Inc. retained InSite Consulting to conduct a competitive assessment specific to the Greenville Pitt County that provides documentation for what the area is most suited to attract based on infrastructure (utilities, land, workforce availability/type, water/wastewater availability, telecommunications, site/building inventory, demographics, education attainment levels, etc. ) and a thorough SWOT analysis. The desired outcome is to know the area s competitive advantages and disadvantages, and readiness and ability to attract jobs. In addition InSite s process will guide the efforts of a customized plan and organization for execution for the Greenville area and its stakeholders that determines the best and most reasonable strategies, initiatives, methods, and techniques to encourage capital investment, create jobs in desired sectors, and stimulate sustainable economic growth throughout the area. InSite s competitive assessment identifies specific economic development weaknesses and makes recommendations to mitigate those identified weaknesses. InSite s assessment is a true "gap analysis" with multiple layers of evaluation: Industry baseline of what is desired in a location from companies perspectives What the Greenville / Pitt County area has to offer as a location The resulting "gaps" In addition, the gap analysis allows for: Our professional observations based on many years of experience working with clients seeking locations Key feedback from over 21 one on one meetings and 214 individuals (City, Chamber, Allies, County, Uptown, Utility Providers, Vidant, ECU, DSM, Attends, Committee of 100, Grady White, State Project Manager, Pitt Community College, State Existing Industry Project Manager) Exhaustive desktop, program and statistical analysis With regard to the resulting gaps, we developed a customized implementation plan for the community to mitigate the location specific gaps. Results: an area and organizations that is truly "client ready and desired". Throughout the process, several clear gaps emerged directly from our local stakeholder and company interviews: No new company announcements (jobs, investment) over the past three years, based on the Locate In Carolina website Lack of communication and involvement with private sector leadership on projects Lack of communication and involvement with the Pitt Community College on projects Lack of communication and involvement with the utilities on projects Lack of viable industrial buildings in the county Lack of vision for product development initiatives No viable product within the City of Greenville Underutilization of the county s economic development funding mechanism Our recommendations are based upon mitigating community weaknesses / gaps and improving Greenville Pitt County s business competitiveness by implementing the following best of class economic development initiatives. post office box 40 greer, sc 29652 864.430.5950 Executive Summary - (27 March 2013) - Page 3

SECTION 1: EXECUTIVE SUMMARY ORGANIZATIONAL STRATEGIES STRUCTURE An economic development champion, driven by strong existing business support should be created. In order to increase private sector involvement, implement consistent product development initiatives, and raise additional funds for economic development, the consulting team recommends combining the Committee of 100 and the Pitt County Development Commission into a new public / private economic development partnership, led by the private and public sector, to include but not limited to Vidant, ECU, Greenville Utilities, DSM, Suddenlink, Attends, Pitt County and Pitt County Municipalities. BUDGET InSite recommends raising $500,000 in private sector funding to leverage existing county funding of $800,000 (total annual operating budget of $1.3 million). Encourage the County to levy and distribute the potential 3 cents ad valorem tax for economic development purposes per existing legislation (county currently only funding at 0.7 cents level versus full funding at the 3 cents level). All funds over $1.3 million operating budget could only be utilized for preapproved product development initiatives and project incentives. PERSONNEL There are six main priorities with regard to personnel. InSite recommends the personnel and respective positions and titles mirror a business model versus that of governmental functions and economic development. This will include Chairman / CEO (CEO would not be staff); President / Chief Operating Officer (COO); Executive Assistant; Vice President, Project Management; Vice President, Business Retention and Expansion; Vice President, Small Businesses and Entrepreneurs; Vice President, Marketing / Communications and Research OFFICE LOCATION An Economic Development Center of Excellence should be developed and located in Greenville s new riverfront corporate community. The Center of Excellence would be the signature tenant along the riverfront and house all economic development organizations in the community. AREA-WIDE BRAND / IDENTITY As a mid term initiative, InSite suggests the new organization and Greenville area as a whole focus on a business brand for economic development that creates a global presence. PROGRAM OF WORK STRATEGIES PROCESS RECOMMENDATIONS Based upon the gaps listed and to include observations, specific requests and community and state inquiries, InSite made recommendations on improving the project response process, to include responding to requests for information (RFIs) and community visits. BUSINESS RETENTION AND EXPANSION PROGRAM (BRE) The Pitt County Development Commission has a formalized business retention and expansion program (BRE) called Industry First. Currently, the BRE Manager splits time with entrepreneur initiatives. InSite recommends the BRE Manager position be completely dedicated to business retention efforts. The existing BRE programs includes incentive grants facilitation, industry appreciation event, publication of industry directories, visitation program and milestone achievement awards, etc. Recommended enhancements to the existing BRE program include creation of a manufacturing managers association, a human resources managers association, a dedicated project management website tab for local companies and adding a vertical marketing element to the program. post office box 40 greer, sc 29652 864.430.5950 Executive Summary - (27 March 2013) - Page 4

SECTION 1: EXECUTIVE SUMMARY PRODUCT AND INFRASTRUCTURE STRATEGIES Our team evaluated Pitt County s product from the perspective of a site selection consultant conducting a client site evaluation. The consulting team s review of Pitt County s product development offerings reveals no inventory of viable, marketable buildings within the community. Indigreen Industrial Park, Minges, Worthington, Farmville Parks, and Technology Enterprise Center are all viable product offerings and would all show well in a competitive site search. All other product reviewed was deemed not viable in a competitive site search. There is no viable product within the City of Greenville. The following product recommendations concentrate primarily on key improvements to existing parks, development of a new corporate park within the City of Greenville and development of marketable buildings: INDIGREEN INDUSTRIAL PARK This industrial park, owned by the Committee of 100, has all utilities and would survive in a competitive site selection search. InSite recommends: rename the park; market as a permitted business ready site / park; upgrade the park entrance; construct a Spec building; and leverage excess water and sewer capacities in all marketing materials. MINGES AND WORTHINGTON INDUSTRIAL PARKS Located in the Ayden area, these adjacent parks have all utilities and would show well in a competitive site selection search. The parks should be renamed to create a global recognizable identity and the acreage combined from a marketing standpoint. FARMVILLE INDUSTRIAL PARK Owned by the Town of Farmville and with a 1,000 acre capability, this industrial park should change the name, tie all marketing materials into Raleigh, upgrade the existing Spec building, and develop a forgivable loan / grant program on the land and the building. TECHNOLOGY ENTERPRISE CENTER OF EASTERN CAROLINA This facility is currently at 85 percent capacity and home to ten small businesses. We recommend locating additional space to duplicate this innovative and successful effort for future entrepreneurs. CITY OF GREENVILLE RESEARCH AND TECHNOLOGY PARK Currently, there is no corporate office park within the City for potential companies to locate. InSite recommends identifying acreage immediately for development and conducting all site due diligence. The master planned park should accommodate uses ranging from research and development, and corporate offices, to medical device manufacturing. TAR RIVER DEVELOPMENT InSite recommends the development of a comprehensive master plan for the riverfront to include corporate offices, hotel, retail, commercial, residential and community parks. This development project should be a partnership with the private sector, City of Greenville, and Pitt County. UPTOWN / DOWNTOWN DEVELOPMENT Uptown should identify and develop an environment / space for entrepreneurs graduating from the Greenville SEED program, the technology enterprise center, East Carolina University, etc., to ensure they remain in the Uptown area. The organization should develop an online comprehensive buildings and sites database for the uptown core. INCENTIVES Both the city and county represent unaggressive incentive packages for expansions and new business. Based on the lack of investment over the last few years, InSite recommends the City and County formalize the most aggressive incentive packages allowed by North Carolina law to assist with jump starting new jobs and investment in the area. The new incentive policies should be defined and publicized to the world. post office box 40 greer, sc 29652 864.430.5950 Executive Summary - (27 March 2013) - Page 5

SECTION 1: EXECUTIVE SUMMARY SMALL BUSINESS AND ENTREPRENEUR PROGRAM (SBE) Currently, the SBE staff responsibilities are shared with the BRE program. InSite recommends creating a stand alone SBE position that is completely dedicated to small business and entrepreneur efforts. InSite recommends continuing the efforts of the Technology Enterprise Center and the Greenville SEED programs. The SBE should establish a communication plan and methodology between partners to guarantee SEED and Technology Center graduate companies stay in the community. MARKETING AND COMMUNICATIONS TOOLBOX Sales Materials The Pitt County Development Commission Industrial Park brochures are excellent. The Development Commission should develop local Available Building brochures; a profile of taxes and incentives; an existing industry testimonial piece; and a comprehensive prospect notebook. Website Our consulting team conducted website reviews of local economic development partners and made recommendations on developing a new organizational website that features existing industry, new buildings and sites database, incentives tab, a BRE tab, a new workforce tab, etc. INTERNAL AND EXTERNAL COMMUNICATION PLANS A communication plan for internal and external audiences was developed that includes the development of an email blast template, a sequencing of communications to all established internal and external databases / targets on a consistent basis, company visitations and permission based marketing campaign. OTHER AREA PROGRAM RECOMMENDATIONS GREENVILLE PITT COUNTY CHAMBER InSite recommends the Chamber of Commerce continue to lead the currents efforts of enhancing the area s business climate, improving education and workforce development and developing a SEED progression plan to ensure SEED companies stay in the community upon graduation from the program. CITY OF GREENVILLE The City should develop a stand alone economic development website, assist the public / private development organization to identify a new site for the research and technology park, assist with riverfront redevelopment and recruit the Economic Development Center of Excellence to downtown. UPTOWN GREENVILLE InSite recommends increasing funding and staff for the commitment to and success of this program. InSite recommends Uptown continue leading downtown development and revitalization efforts, develop an online building and sites database and work with the city to develop a creative incentive package for the core uptown area with emphasis on small business and entrepreneurs. post office box 40 greer, sc 29652 864.430.5950 Executive Summary - (27 March 2013) - Page 6

SECTION 2: PROJECT OVERVIEW AND ASSET INVENTORY The Greenville Pitt County Chamber of Commerce (GPCCC), on behalf of local partners Greenville Utilities Commission, East Carolina University, Pitt Community College, Pitt County Development Commission / Pitt County, Vidant Health Systems, Inc., Suddenlink Communications, Inc., Attends Healthcare Products, Inc., Rivers & Associates, Inc., University Book Exchange, Inc., Town of Ayden, City of Greenville and Uptown Greenville, Inc. retained InSite Consulting to conduct a competitive assessment specific to the Greenville Pitt area that provides documentation for what the area is most suited to attract based on infrastructure (utilities, land, workforce availability/type, water/wastewater availability, telecommunications, site/building inventory, demographics, education attainment levels, etc. ) and a thorough SWOT analysis. The desired outcome is to know the area s competitive advantages and disadvantages, readiness and ability to attract jobs. In addition InSite s efforts will be to guide the efforts of a customized plan and organization for execution for the Greenville area and its stakeholders that determines the best and most reasonable strategies, initiatives, methods, and techniques to encourage capital investment, create jobs in desired sectors, and stimulate sustainable economic growth throughout the area. InSite s competitive assessment identifies specific economic development weaknesses and makes recommendations to mitigate those identified weaknesses. InSite s assessment is a true "gap analysis" with three layers of evaluation: baseline of what is desired in a location; what you have to offer as a location; and what the resulting "gaps" are. We also developed a customized implementation plan for the community to mitigate the location specific gaps. Results: an area and organizations that is truly "client ready and desired". The scope of services included: Alignment meeting Extensive tour of the area to include product and quality of life Stakeholder and existing company discussions - Over 21 one on one meetings and 214 individuals (City, Chamber, Allies, County, Uptown, Utility Providers, Vidant, ECU, DSM, Attends, Committee of 100, Grady White, State Project Manager, State Existing Industry Project Manager) Exhaustive desktop, program and statistical analysis Development of a spreadsheet containing economic data relevant to choosing a location - Benchmarked Greenville, NC MSA data against Johnson City, TN; Charlottesville, VA; Dallas, TX; Greenville, SC; State of North Carolina; and the United States - Benchmarked Pitt County data against Washington County, TN; Albemarle County, VA; Ellis County, TX; Greenville County, SC; State of North Carolina; and the United States Recommendations for economic development excellence to include a newly formed public / private organization This is a working document that houses a check list / step by step guide of recommendations / initiatives that can actually be implemented, along with a suggested prioritized approach. With the proper strategy, the unique assets of the Greenville, NC area can be leveraged to recruit quality jobs benefiting all stakeholders. The newly formed organization discussed in detail in the following pages should utilize the following working plan to push forward and enhance initiatives that have lain dormant in an incomplete state or have never been addressed. The following economic development initiatives will lead the Greenville area s future economic development efforts, beginning with a solid foundation and producing sustainable results. There are four (4) basic outcomes to ensure the successful development of a champion economic development organization: Asset inventory A client readiness assessment and gap to success analysis for the area Organizational development and execution model Recommendations outlining the organizational structure and strategic plan recommendations post office box 40 greer, sc 29652 864.430.5950 Project Overview and Asset Inventory - (27 March 2013) - Page 7

SECTION 2: OVERVIEW AND ASSET INVENTORY ASSET INVENTORY A critical element of InSite s methodology was to inventory the locational asset of the Greenville area. Leveraging these assets will be important in the implementation of the organizational recommendations, creating a quantifiable marketing approach to recruit jobs and investment to the area. The following are some of the key business assets discovered: Indigreen, Minges, Worthington and Farmville fully infrastructured industrial parks The Technology Enterprise Center of Eastern Carolina Greenville SEED Pitt Community College Excess water capacity Excess sewer capacity Proximity to North Carolina ports Industrial community approximately 100 manufacturers Highway transportation Hub of the east Available, trainable labor force Right to Work State Strong existing industry Vidant East Carolina University second largest university in the State of North Carolina Greenville Utilities Proximity to Raleigh, NC Funding capacity for economic development River post office box 40 greer, sc 29652 864.430.5950 Project Overview and Asset Inventory - (27 March 2013) - Page 8

SECTION 3: IDENTIFIED GAPS IDENTIFIED GAPS - WEAKNESSES Several clear gaps emerged directly from our local stakeholder and company interviews and professional observations. The following is a comprehensive listing of the existing gaps to successful economic development efforts for the Greenville Pitt County area. The recommendations to mitigate community gaps follow the Identified Gaps Section. 1. Limited new investment within the last three years zero new economic development announcements 2. Raleigh s negative perception of eastern North Carolina 3. Economic development efforts are reactionary and not proactive 4. There is no champion (public or private) with a vision for economic development - Efforts within all the entities are splintered and operate in silos fragmented - Lack of teamwork and communication amongst economic development entities - There is overlap in what each organization is attempting to execute, resulting in inefficiencies - There are no distinct and defined roles and responsibilities within each organization for execution 5. Product - No viable, competitive, marketable industrial buildings in the county - No product within the city - No corporate office park in Greenville or Pitt County - There are competitive, marketable industrial parks that are not marketed effectively and aggressively - There is no capitalization on having excess water capacity - There is no capitalization on having excess sewer capacity 6. Underutilization of war horses in the area (Vidant, ECU, existing industry, utilities) 7. There is no consistent economic development message for the Greenville, NC area 8. The community does not know its marketable business assets - The area s assets do not create and lead the identity 9. There is no unified, dominant web presence for economic development 10. Misperception of transportation 11. Lack of impactful incentive programs 12. The City - No comprehensive vision for economic development to include product development - Limited private investment to date - Limited execution on city plans - The downtown remains a somewhat lifeless, dull, unsafe environment - Lack of recognition, due to funding issues, of the river s economic impact and potential development (limited execution) - East 1 st Street (four lane road) going through downtown post office box 40 greer, sc 29652 864.430.5950 Identified Gaps - (27 March 2013) - Page 9

SECTION 3: IDENTIFIED GAPS 13. Process: - Lack of consistent, local, comprehensive databases for retail, commercial and industrial product - Lack of defined and trained client / consultant visit response team - Lack of defined and trained RFI response team - There is no consistent message / sound bite for the community for economic development 14. Pitt County currently funds the Economic Development Commission with less than a third of the maximum allowed ($3 million) by legislation / generated by local property taxes. Pitt County has the ability to levy up to a 3 cents tax for economic development but consistently funds economic development at 0.7 cents level. post office box 40 greer, sc 29652 864.430.5950 Identified Gaps - (27 March 2013) - Page 10

SECTION 4: RECOMMENDATIONS TO BRIDGE THE IDENTIFIED GAPS ORGANIZATIONAL STRATEGIES Local leaders must strongly commit to the efforts of economic development in both resource allocation and plan execution to reach short and long term goals. The following recommended strategies will further enhance the capabilities of the economic development program: STRUCTURE A new public / private champion organization for economic development should be created. It will be driven by strong existing business support. We recommend combining the Committee of 100 and the Pitt County Development Commission into a new public / private economic development partnership, led by the private and public sector, to include but not limited to Vidant, ECU, Greenville Utilities, DSM, Suddenlink, Attends, Pitt County and Pitt County Municipalities. The consulting team recommends targeting 10 private sector entities to contribute at the premier level contribution of $20,000 annually to this new organization. Potential investors include existing businesses, utility companies, university, hospital, banks, engineering firms, construction companies, attorneys, etc. The new organization would consist of twelve (12) board members appointed for a three year term with reappointment for a subsequent term. Each year three board positions come open for appointment. The board members would include no more than two (2) public officials and the remaining ten (10) would be appointed from the private sector membership at the premier contribution level. Key steps in this process include: 1. Step 1: Combining the Committee of 100 with the existing Pitt County Development Commission thereby creating a new 501(c) 3 organization 2. Step 2: Present the new organization s new economic development strategic plan and program of work to a target group of potential investors individually (entities most likely to contribute first) 3. Step 3: Once two or three supporters/champions have committed, present the economic development vision to a large group of potential investors and explain how they can help diversify the local economy. Utilize the new champions to deliver the message. 4. Step 4: Seek additional membership minimal membership amount in the new organization should be $1,000.00 BUDGET The county has a dedicated ad valorem tax for economic development efforts that has the potential to generate approximately $3 million per year. However, the Economic Development Commission receives less than $800,000 (current operating budget) annually. Recommendations for the budget for the new organization: Raise $500,000 in private sector funding to leverage existing county funding of $800,000 Strongly encourage the County to levy and distribute the potential 3 cents ad valorem tax for economic development purposes (county currently only funding at 0.7 cents level versus full funding at the 3 cents level) All funds over $1.3 million should be utilized only for preapproved product development initiatives and project incentives post office box 40 greer, sc 29652 864.430.5950 Recommendations to Bridge the Gaps - (27 March 2013) - Page 11

SECTION 4: RECOMMENDATIONS TO BRIDGE THE IDENTIFIED GAPS PERSONNEL There are six main priorities with regard to personnel. InSite recommends the personnel and respective positions and titles mirror a business model versus that of governmental functions and economic development: Chairman / CEO (CEO would not be staff). This position would be a current CEO / President from a recognizable entity within the Greenville area that could make position to position calls to other CEOs for recruitment purposes. This individual would also bring instant recognition and credibility to the new organization. President / Chief Operating Officer (COO) Executive Assistant Vice President, Project Management Vice President, Business Retention and Expansion Vice President, Small Businesses and Entrepreneurs Vice President, Marketing / Communications and Research In addition, create and fund a formalized, consistent year round internship program with either ECU or Pitt Community College to conduct research and assist with maintaining and updating the economic development website, available site and buildings database, target company database, research and other functions as necessary. OFFICE LOCATION The new public / private organization should seek a temporary office location in downtown Greenville. For the future, permanent office location described in latter pages of this document, InSite recommends a new office location on the riverfront (Economic Development Center of Excellence) a signature tenant. This center would house all the entities with a scope of work that includes economic development, to include but not limited to the new economic development organization, Greenville Economic Development, Pitt Community College, Vidant, East Carolina University, Greenville Pitt County Chamber of Commerce and Uptown Greenville. PROFESSIONAL DEVELOPMENT Insite recommends hiring an outside site selection consultant immediately to train the following entities and individuals on basic economic development concepts and the business assets of the Greenville Pitt County area: City of Greenville elected officials Pitt County elected officials Greenville Pitt County Chamber of Commerce Pitt Community College Pitt County Development Commission Utilities Stakeholders InSite recommends a site selection visit simulation with the Greenville Pitt County community team. This will assist with the efforts of training and mobilizing response and visit teams, as detailed in the Process Recommendations of this document. post office box 40 greer, sc 29652 864.430.5950 Recommendations to Bridge the Gaps - (27 March 2013) - Page 12

SECTION 4: RECOMMENDATIONS TO BRIDGE THE IDENTIFIED GAPS PERFORMANCE MATRIX InSite recommends utilizing InSite s implementation guide as a checklist for accountability and performance measure. Local economic development programs are put in place to assist in a company s decision making process, not in determining it. The only element of the decision making process economic development can control is making sure they have all the elements in place to create success. And there is no crystal ball that indicates when and where a company will locate, nor the investment they will make. Local communities have no ultimate control over why a company locates or did not locate in an area. So assigning numbers to performance would be an arbitrary process. Economic development efforts cannot be held accountable to the decision making process that is not in their control. What they can be held accountable for is the work put in place on a program of work that assists in creating an environment for new job growth and capital investment. AREA-WIDE BRAND / IDENTITY As a mid term initiative, InSite suggests the new organization and Greenville area as a whole focus on a business brand for economic development that creates a global presence. Details specific to this recommendation can be found in the Marketing Section of this document. PROGRAM OF WORK STRATEGIES PROCESS RECOMMENDATIONS InSite recommends the following process recommendations be incorporated into project response and execution models for project management: Develop and train a Request for Information (RFI) Team - Most RFIs request consistent information, so make sure individuals proficient and knowledgeable in specific areas are not only educated about the RFI process, but are always mobilized to submit information - Content and team includes but not limited to: utilities (water, sewer, electric, natural gas, and fiber have them calculate the rates); rail; building or site owner; environmental; permitting; taxes; and incentives - Sit down with the RFI Team and go over their portion of the RFI to explain the necessary content. Supply them with an overview of the project details and timeline (no matter how brief or short). - Communicate the talking points detailed in the Marketing Section for their training purposes Develop and train a Consultant / Client Visit Team - Each time a consultant and or client visits, the following entities should be represented at all times: local company executives (1 2 individuals); new economic development organization professionals; economic development director for the City of Greenville or other municipality if appropriate due to product focused in the city or town; electric utility provider representative; Pitt Community College; land and / or building owner; all entities directly involved in the incentive decision making process; and only one state project manager - Sit down before the visit with the Visit Team and go over in detail the project description, timeline and completed RFI. Highlight their specific role and purpose in the discussions. Communicate the talking points detailed in the Marketing Section for their training purposes. Discuss in detail what to say and what not to say. - Conduct a pre visit trial run for logistic purposes - Begin all community visits at a local company s facility (DSM, NAACO, ASMO, Metrics, Attends, etc.). Have a senior level executive conduct the community welcome. Perform the entire community orientation (focus on location orientation, transportation routes, regional labor force statistics, and incentives) and overview at the company s offices, to include PowerPoint presentation and refreshments. In addition, produce an electronic overview of the site/building clearly delineating all utilities and roads; provide all documents in hard copy and on a flash drive; make all documents accessible via password on a protected project website. post office box 40 greer, sc 29652 864.430.5950 Recommendations to Bridge the Gaps - (27 March 2013) - Page 13

SECTION 4: RECOMMENDATIONS TO BRIDGE THE IDENTIFIED GAPS - Have a tent (if possible) and table(s) on the actual, proposed site and or in the building to review the site and park and or building layouts. Include bottled water as refreshment. BUSINESS RETENTION AND EXPANSION PROGRAM (BRE) The new organization should be the lead on BRE efforts within the city and county. The Pitt County Development Commission has a formalized business retention and expansion program (BRE) called Industry First. The existing BRE programs include incentive grants facilitation, industry appreciation event, publication of industry directories, visitation program and milestone achievement awards. The BRE program is extremely important to the community and should continue as a primary emphasis for Pitt County. In discussing the importance of a dedicated, formalized business and retention program (BRE), the following should be emphasized: there should be an employee who maintains ownership of the program and this be their sole responsibility; competing states are targeting the Greenville area s existing companies; a large percentage of closures arise from mergers and acquisition, consolidations, restructuring, and planned relocations some of which can be minimized with a solid BRE plan; and a true program legitimizes the commitment to local companies. Considering the fact that, nationally, roughly 80 percent of all new jobs and capital investment are created by existing companies, InSite recommends the following strategies be included to enhance the existing county program: COMMITTEES AND ASSOCIATIONS Existing Industry Committee: The Existing Industry Committee, comprised of local companies, is a committee dedicated to the retention and expansion of existing industry in Pitt County. This committee: Meets throughout the year (quarterly) to refine and improve current programs, develop new programs, and discuss new ideas and opportunities pertaining to existing industry and the business retention program Serves as a rapid response team that assists existing companies with small and large emergencies Will be capable of addressing everything from regulatory issues to a potential facility closing Manufacturing Managers Association (MMA): Manage all operations of the Manufacturing Managers Association (MMA). Members must be comprised of only the top management of private sector business and industry (including large commercial and distribution operations) in Pitt County. The MMA will provide these leaders with the opportunity to foster working relationships between and among industry and at the same time work together to better the community. The MMA should meet on an every other month schedule. During these lunch meetings, members will discuss industrial issues ranging from labor relations, to incentive legislation to facility planning. Human Resource Managers Association (HRMA): Manage all operations of the HRMA. Members must be comprised of only the top management (Human Resources) of private sector business and industry (including large commercial and distribution operations) in Pitt County. The HRMA will provide these leaders with the opportunity to foster working relationships between and among industry and at the same time work together to better the community. The HRMA should meet on an every other month schedule. During these lunch meetings, members will discuss industrial issues ranging from ergonomics to OSHA regulations to labor needs and availability. SERVICES AND PROGRAMS Resource Liaison: There should be no limit to the services provided to existing companies. The new organization will utilize the numerous allies that collectively work together to make Pitt County the natural place for industry to thrive. From the Employment Security Commission to Pitt Community College, to the City and County, to utility companies and many more, the new organization will mobilize the abundance of resources to aid in assisting the industrial base. Examples of assistance to local companies: Fast track permitting develop permitting process upfront Provide information on local apprenticeship programs Employment issues Procurement information Utility issues post office box 40 greer, sc 29652 864.430.5950 Recommendations to Bridge the Gaps - (27 March 2013) - Page 14

SECTION 4: RECOMMENDATIONS TO BRIDGE THE IDENTIFIED GAPS Liaison to the economic development officials and departments Provide information and contacts to the cities and county Provide information and contacts to state and federal departments Incentive grants Public hearing presentations Prepare press releases and communication assistance Incentive Grants Facilitation: Coordinate and assist with all state and federal grant applications pertaining to existing companies within Pitt County. The new organization will be on hand to walk an existing company through the federal and state grant process from beginning to end. Beginning with assistance filling out the application to presenting the grant request to the appropriate governing bodies, the new organization s role will be to make the process smooth and simple for existing industry. Existing Industry Recognition Event: Continue to host an annual existing industry appreciation event. A suggestion for an inclusive and up to date type of event is a family day for executives and their families (potential to coincide with an existing community festival or event). This type of event is considered a best practice for industry appreciation events. The day may include cookout, games, mobile recreational units, water sports, etc. Visitation Program: Continue to be dedicated to meaningful annual visits and tours of Pitt County s industrial facilities that provide an opportunity for staff to maintain solid working relationships with existing businesses. It further fosters a better understanding of businesses and their products. The insight and information received during company visits can be used to identify supplier linkages, create new intra county business relationships, increase the new organization s understanding of the local business community, and produce prospect leads. Most important, it provides the company with the opportunity to learn more about the new organization s commitment to retaining and assisting the existing industries. Through the annual visitation program, the new organization will give special attention to any management change within the industry and include contacting headquarters of existing companies to schedule a visit when traveling near their location. Communication Program: Communicate with local companies via email blast on a bi monthly basis. Email blast topics range from legislative updates, to new announcements, to defined available incentives, to available buildings within the county. This consistent communication helps maintain a close business relationship with local companies. SUPPORTING BRE EFFORTS AND PROGRAMS Develop a comprehensive business resource guide accessible online and in printed format to distribute to all local companies / industries. The guide may include: - Brief description of the Business Retention Program and its mission - Contact information for local economic development office - Introduction to and explanation of the new existing business website tab - Pre employment training programs - Overview of available incentives Develop a public relations strategy around getting the word out about local company / industry successes such as contract awards, safety achievements, new employees hired, capital investment spent, etc. This strategy would include local, regional, state and national exposure. Create a dedicated website tab for local companies to access important information about incentives, permitting, training and available site and building information Concentrate on a vertical marketing element of the BRE program. Call on existing company executives / management to assist with lead development for target businesses. Solicit and mine leads from these organizations housing suggestions for suppliers, etc. that could potentially relocate to service their market or even other divisions of their company. post office box 40 greer, sc 29652 864.430.5950 Recommendations to Bridge the Gaps - (27 March 2013) - Page 15

SECTION 4: RECOMMENDATIONS TO BRIDGE THE IDENTIFIED GAPS Provide a brief introduction of the new organization s BRE program during the project management phase of recruiting new companies to the area PRODUCT AND INFRASTRUCTURE STRATEGIES The new economic development organization should be the lead on product development efforts within the city and county. This organization should continually push for and make available viable product for locating companies. In order for a community to create a successful economic development program, they must first have available, viable quality sites and buildings for prospective companies. Without fully infrastructured (water in excess, sewer in excess, natural gas, electric and fiber) product in a community, an economic development program will not attract quality companies. Having available product and enhancing a community s physical attributes assures the ability to attract new business and provide options for existing industry to expand. The consulting team s review of Pitt County s product development offerings reveals no inventory of viable, marketable buildings within the community. The Pitt Greene Shell #1 has been on the market for 15 years. The shell is only 28,800 SF which is too small to generate significant prospect activity and the 22 ceiling height is below industry standards, creating a fatal flaw. InSite recommends: a forgivable loan program on the building; and to change the name of the building. The Greenville Pitt County community desperately needs viable building product. Indi Green Industrial Park, Minges, Worthington, Farmville Parks, and Technology Enterprise Center are all viable product offerings and would all show well in a competitive site search. All other product reviewed was deemed not viable in a competitive site search. There is no viable product within the City of Greenville. The following recommendations concentrate primarily on key improvements to existing parks, development of new parks and viable existing buildings: INDIGREEN INDUSTRIAL PARK Change the name of the park. Create a global, recognizable identity. Construct a Spec building Upgrade entrance and signage Leverage excess water and sewer capacities Market as a Permitted Business Ready Park MINGES AND WORTHINGTON INDUSTRIAL PARKS Change the name of the park. Create a global, recognizable identity. Combine the two parks for marketing purposes Leverage excess water and sewer capacities Upgrade entrance and signage FARMVILLE INDUSTRIAL PARK Change the name of the park. Create a global, recognizable identity. Tie in Raleigh. Excess water capacity 2 mgd Excess sewer capacities 2 mgd Upgrade entrance and signage Upgrade the Spec Building - Pour six inch floor - Pave drive and parking area Closest product to Raleigh post office box 40 greer, sc 29652 864.430.5950 Recommendations to Bridge the Gaps - (27 March 2013) - Page 16

SECTION 4: RECOMMENDATIONS TO BRIDGE THE IDENTIFIED GAPS Closest product to I 95 1,000 acre expansion capability Food and Beverage manufacturing a key target Develop a forgivable loan / grant on building and land TECHNOLOGY ENTERPRISE CENTER OF EASTERN CAROLINA This facility is currently at 85 percent capacity. We recommend locating additional space to duplicate this innovative and successful effort for future entrepreneurs. CITY OF GREENVILLE RESEARCH AND TECHNOLOGY PARK Identify acreage (minimum 50 acres) within the city, but not necessarily downtown or on the river This park should accommodate uses such as: hospital to industry targets (i.e. research and development, pharmaceuticals, biomedical, clinical trials, small medical device manufacturing, biotech, innovation based entities); and corporate offices This park will not compete with Indigreen Possible name: Eastern North Carolina s Business to Industry Excellence Park Site due diligence must be completed before any other steps are taken: accessibility analysis; infrastructure evaluation; marketability study; Phase 1; wetlands delineation; archeological study; endangered species analysis; and geotechnical study Master plan the site; develop the name of the park. Create a global, recognizable identity. Develop marketing materials Leverage the presence of ECU and Vidant. Ensure that all local companies, including ECU and Vidant, are aware of the new park and future development opportunities. TAR RIVER DEVELOPMENT This includes a redevelopment corridor on the river including the Commons and beyond the existing Commons area Possible name: Eastern North Carolina s International Center for Business Excellence Develop a phased master plan for the riverfront (to include corporate offices, retail, commercial, residential, and parks) Develop and provide space to recruit the Economic Development Center of Excellence Develop and provide space to recruit: ECU Bookstore; East Carolina s Center for Sustainable Tourism; and / or ECU s University Advancement and Finance operations Develop and provide space to recruit Vidant s HQ and / or Financial Operations Recruit a hotel identify a local hotel developer and structure a public sector financial package (city and county) to leverage private development dollars UPTOWN / DOWNTOWN DEVELOPMENT Develop an environment / space / corridor for entrepreneurs Develop and maintain an online sites and building database for the downtown area post office box 40 greer, sc 29652 864.430.5950 Recommendations to Bridge the Gaps - (27 March 2013) - Page 17

SECTION 4: RECOMMENDATIONS TO BRIDGE THE IDENTIFIED GAPS INCENTIVES Both the city and county represent unaggressive incentive packages for expansions and new business. Based on the lack of investment over the last few years, InSite recommends the City and County formalize the most aggressive incentive packages allowed by North Carolina law to assist with jump starting new jobs and investment in the area. The new incentive policies should be defined and publicized to the world. SMALL BUSINESS AND ENTREPRENEUR PROGRAM (SBE) InSite recommends the new organization dedicate a person whose sole responsibility focuses on small businesses and entrepreneurs with a defined program of work dedicated to such efforts within Pitt County. This department should be the lead entity for all small business and entrepreneurial activities within the County. Empowering and supporting small business and entrepreneurial efforts should be a critical element of the area s sustainable economic development goals. Small businesses and entrepreneurs are primary mobilizers of resources for the local economy and are stabilizing factors in society as a whole. They are a source of innovation in services, products and technologies. These entities provide a tremendous employment base for all thriving communities. The new organization s SBE department should: Incorporate and enhance current initiatives undertaken by the Development Commission Serve as a clearinghouse of information (documents resources, space options, partners, next step project management) for small businesses and entrepreneurs: - Provide an online comprehensive listing of all available commercial and retail buildings - Develop and promote SBE specific incentives - Promote the Greenville SEED program - Develop methodology and space for tenants graduating from SEED and Technology Enterprise Center incubator space Meet and communicate on at least a quarterly schedule to coordinate and strategize with other entities in the county who address SBE efforts such as the city, chamber, ECU and Uptown MARKETING AND COMMUNICATIONS A community s identity and marketing toolbox is critical to the success of any economic development program. These key items that will assist in the communication of the location assets of the Greenville Pitt County area: RETAIN A SITE SELECTION CONSULTANT InSite recommends allocating funds within the budget to have a site selection consultant on retainer that actually visits your community and product. The new organization should target consultants that have recently located projects in North Carolina and the Southeast. Find a reason to hire them to spend time in your community and get familiar with your organization and the available business assets (parks, excess water, etc.). AREA-WIDE BRAND / IDENTITY As a mid term initiative, InSite suggests the new organization and Greenville area as a whole focus on a business brand for economic development that creates a global presence: Develop a comprehensive and cohesive community brand for business (Greenville and Pitt County are unknowns) The new organization develop in house three community brand ideas with assistance from InSite Retain an economic development focused marketing firm to assist with finalizing the brand for production and communication purposes (brochures, website, etc.) The brand should be concise and based upon the area s assets such as interstate access, educated work force, proximity to Raleigh, proximity to major companies like Attends, DSM, Metrics, Grady White, etc. post office box 40 greer, sc 29652 864.430.5950 Recommendations to Bridge the Gaps - (27 March 2013) - Page 18

SECTION 4: RECOMMENDATIONS TO BRIDGE THE IDENTIFIED GAPS Although the messages will vary between some of the existing economic development entities (City, Uptown, Chamber, ECU, Vidant, etc.) and the newly developed organization, create brand linkages, as appropriate, through use of similar colors, etc. SALES MESSAGE InSite recommends utilizing the following eight talking points as a consistent economic development message in all written and verbal communication, including the community sound bite: Fully infrastructured industrial parks and buildings Excess water and sewer capacity Excellent transportation routes Recognizable, strong, stable existing industry examples Attends, DSM, Metrics, Grady White Available, trainable labor force; Pitt Community College Proximity to Raleigh Presence of East Carolina University second largest university in the State of North Carolina Promote the area as a region; market the region as a whole intensely SALES MATERIALS Incorporate new community brand / identity in all marketing materials, to include industrial park flyers Incorporate the above sales message in all marketing materials, to include industrial park flyers Develop a one page, front and back profile of taxes and incentives Develop a one page, front and back existing industry testimonial piece (get quote from Fuji Silysia about water quality) Develop a one page, front and back testimonial piece from the Technology Enterprise Center tenants Develop a comprehensive prospect notebook (utilizing existing information) for companies when they visit the community. The prospect notebook would include the following: - General Community Overview - Transportation - Education - Incentives - Regional Labor Force - Sites / Buildings (listing excess capacities) - Utilities - Regional Major Employers - Testimonial Pieces - Target Industries - Regional Quality of Life - Contact Us Utilize regional population and workforce numbers on all marketing / promotional / collateral materials and new website WEBSITE Site selection consultants and prospective companies utilize web searches during the early phases of a site search. In a recent Corporate Executive s Survey conducted by DCI, corporations listed information on available incentives, workforce statistics, demographic information and a directory of available buildings and sites as the four most important areas for an economic development website. With those four categories in mind, our consulting team recommends the new organization execute the following items to include but not limited to: Develop a new stand alone website for the new economic development corporation Work with InSite under additional scope to assist with development of the skeleton / structure and content for the new website post office box 40 greer, sc 29652 864.430.5950 Recommendations to Bridge the Gaps - (27 March 2013) - Page 19

SECTION 4: RECOMMENDATIONS TO BRIDGE THE IDENTIFIED GAPS Incorporate new community identity Incorporate the above sales message / talking points Illustrate four lane highway access Incorporate current content from existing Pitt County Economic Development website Provide a comprehensive Buildings and Sites database. Drop downs should include Available Buildings, Available Industrial / Business Parks, and Available Sites. Develop buildings and sites information sheets. Delete the link to the NC site and buildings database Provide an Incentives tab on the homepage. Include worker training information within this section. Add an east coast location map highlighting interstate access on the homepage Profile Available Sites (industrial parks) and Buildings, Incentives, and regional demographics links immediately on the homepage Highlight a featured site and building on the home page (update every few months) Under workforce tab, provide regional population and labor force numbers Provide an Incentives Tab detailing city and county incentive packages Highlight North Carolina s pre employment training program under the Incentives and Workforce tabs On homepage overview, highlight regional advantages such as access, population, airports, etc. Develop a BRE tab for existing companies. The dedicated business retention tab within the new website is designed to give companies an immediate mechanism to gain pertinent information on a variety of subjects. The section would also include comprehensive information on available incentives; pre employment training; financial assistance; database of all programs offered to business and industry by your area colleges and universities; real estate assistance; and local contacts. Develop a secure project management client login portal that is dedicated to new and expansion projects Do not feature any hurricane related content: good or bad INTERNAL COMMUNICATION Meet with all local public and private leadership / stakeholders to explain the new organization s program of work and key economic development selling points Meet every other month with all local economic development partners staff to discuss projects and review progress on initiatives. Always have action items after the meetings. Develop, maintain and update a database of entire internal / local audience (leadership, all government related officials (to include school system), utilities, chamber of commerce, existing industry, downtown merchants, general public, universities and colleges, local and state media, etc.) and include them in the communication plan Develop an organizational specific, customized email blast template for all communications Conduct a quarterly internal communication email blast to the internal / local audience database and promote: industry recruitment; existing industry initiatives and successes; entrepreneurial and small business developments; available retail, commercial and industrial space / sites; business achievements; new organization s progress to date; etc.). Incorporate the new sales message / talking points in all correspondence Create a systemized economic development public relations strategy / internal communication schedule to create local buy in and awareness. This schedule must include minimum monthly communication to your internal audience. post office box 40 greer, sc 29652 864.430.5950 Recommendations to Bridge the Gaps - (27 March 2013) - Page 20

SECTION 4: RECOMMENDATIONS TO BRIDGE THE IDENTIFIED GAPS EXTERNAL COMMUNICATION This part of the plan incorporates a sequencing of communications to all audiences listed below on a consistent basis and includes: Meet with regional and state project managers and explain the new organization. Continually educate Raleigh. Develop audience database to include: Site Selection Consultants; State of North Carolina; Legislative Delegation; real estate companies; and other target companies Develop a schedule for sequencing of communications when each effort will occur and what approach will be taken (direct mail, email, call, etc.) Include 2 Targeted Direct Mail Programs bi annually. Initial mailings should be focused on available buildings. Both mailings would be sent to your database. The first mailing should include a new organization introductory letter and a building brochure. The second mailing should include an incentive overview. Subsequent mailings may include incentive updates, company announcements, etc. Incorporate a bi annual call program to the database The call program should be outsourced to a business tobusiness call center and would focus on obtaining email addresses from company executives within the target company database. Phone calls will be made to the entire database. The primary purpose of the phone call is to: 1) measure potential interest in the Greenville area as a business location, and 2) obtain the company executives email addresses for future correspondence. Based on the phone calls, company executives email addresses should be added to the database and those companies with no future interest should be eliminated from the database. The second call program should be to a newly researched database. The new organization may elect to conduct only one call program per year instead of two call programs. The call program should qualify a database each time and based on the results of the calls would add the email contacts to the existing email contacts. Once email addresses have been obtained from company phone calls, a new organization customized email template should be developed (companies such as Constant Contact, Touchpoint, etc., can assist the new organization with email design). The email template will be used exclusively for all economic development communications. Implement an email marketing campaign. Execute a minimum of 4 customized e mail blasts on a quarterly basis to the database detailing available product, labor force and quality of life amenities. The email blasts will be sent to your email contacts that were obtained during the call program. The majority of email marketing firms (mentioned above) provide online readership services that will allow the new organization to track who is reading and responding to your economic development emails. Continual database management and continued target company research. Staff will update database as new companies are added and deleted from the program. At least once a year or on an as needed basis, either visit qualified (an established dialogue with a level of interest based on that communication) decision makers at their current location or invite them to visit your community. Decision makers are defined as senior level company executives within your database. We recommend visiting with those companies that have either conducted a site visit to the Greenville area or that have a genuine interest in the community. Develop and maintain a regional, state and national media contact list and publicize county wide successes to those entities ADDITIONAL RECOMMENDATIONS In addition to all the studies throughout the county that have suggested target sectors, this new organization should focus on becoming the target for industries (due to locational assets as is or as developed and growth in the type of industry) such as computer systems design services (NAICS 541512); surgical and medical instruments and surgical appliance and supplies (NAICS 339112 / 339113); analytical laboratory instrument manufacturing (NAICS 334516); fruit and vegetable preserving and specialty food manufacturing (NAICS 3114); and other operations related to light / small manufacturing, research and development, life sciences, pharmaceuticals, corporate office and small businesses / white collar jobs. post office box 40 greer, sc 29652 864.430.5950 Recommendations to Bridge the Gaps - (27 March 2013) - Page 21

SECTION 4: OTHER AREA PROGRAM RECOMMENDATIONS GREENVILLE PITT COUNTY CHAMBER OF COMMERCE The Greenville Pitt County Chamber of Commerce has a focused vision that is communicated concisely and effectively. Throughout the community, the Chamber of Commerce was continuously mentioned as a true asset in the community that not only knows its core competencies, but executes them. InSite recommends the Chamber of Commerce continue the current efforts to assist with and enhance the business climate for the area, to include continued leadership for the SEED program. InSite recommends the following areas of enhanced concentration: Move the Greenville SEED tab to the top half of the website Create an entrepreneur tab on the website housing key informational resources Develop a process and provide SEED companies expansion / next step assistance (SEED Progression Plan) to identify Uptown or City business locations as they graduate from the local SEED Program Develop and implement a more intense buy local campaign to include manufacturers (connecting entities such as Attends and Vidant) Education and Workforce Development - Continue supporting Education programs such as America s Promise - Continue to work with the School District and other lead entities to encourage and facilitate apprenticeships, job shadowing and internships with local companies - Profile workers of closings / layoffs immediately - Heroes for Hire : organize and advertise the existing potential labor force of retired military workers in the region - Host a quarterly entrepreneur event. Invite companies to participate and introduce their service or product. Secondary employment for spouses (focus on major employers with corporate functions such as Vidant) Reuse of the ECU STADIUM Progressive Field in Cleveland may have come up with the best solution yet to the empty ballpark. Last year for the first time, the team converted the field into a vast winter playground. The Indians laid an ice track around the field for skaters and built a snow tubing hill from the bleachers onto the outfield. Snow Days drew to downtown Cleveland last winter about 50,000 people who otherwise would have been bundled up at home. And because Progressive Field sits nestled in the city s downtown (when it was constructed in the early 1990s, planners intentionally spurned surface parking lots), the event fed into the surrounding entertainment district and restaurants. (The Atlantic Cities) The ECU stadium can be a place for the community to gather year round. By planning and booking special events there, you'll not only train people to think of your venue as the go to place for fun, the stadium environment will also remind them of the incredible atmosphere present during games. Teams have turned to special events as crucial revenue generators during the offseason, so there is no shortage of great ideas. In the fall, teams can turn venues into Haunted Houses, host Oktoberfest or wine and beer festivals. During the winter, stadiums have been transformed into snowy, Winter Wonderlands. Other proven events include concerts and music festivals, motocross races, youth sports clinics, high school and collegiate tournaments and championship games, and trade shows. (gameops.com) post office box 40 greer, sc 29652 864.430.5950 Other Area Program Recommendations - (27 March 2013) - Page 22

SECTION 4: OTHER AREA PROGRAM RECOMMENDATIONS CITY OF GREENVILLE The following are recommendations for the City of Greenville: Redevelop the economic development message to five core talking points feeding into the universal theme of Greenville economic development (to include presence of ECU, Vidant, new park, and River) Begin immediate work on three transformational projects: - Work with the new public / private economic development organization to identify acreage (minimum 50 acres), develop and market the new research and technology park Eastern North Carolina s Business to Industry Excellence Park - Work with the new public / private economic development organization to redevelop the river to include the new Eastern North Carolina s International Center for Business Excellence - Develop and provide space to recruit the Economic Development Center of Excellence in the International Center for Business Excellence Communicate a comprehensive economic development vision that s focus is attracting high quality jobs in light / small manufacturing, research and development, life sciences, pharmaceuticals, corporate office and small businesses Add a marketing/project manager to the economic development staff Prioritize commercial, research and development, technology based recruitment within the city Develop and maintain an online comprehensive city sites and buildings database Develop a stand alone economic development website Create a non profit development corporation for the city to provide future project flexibility Focus on further riverfront development Work with Uptown Greenville on downtown development and revitalization Develop East 1 st Street into a two lane road with tree lined street, lighting, and side street parking Limited focus on retail development. Concentrate on attracting full time jobs providing health benefits thereby raising the standard of living for all local residents. With limited financial resources, the City must focus on full time high wage jobs versus part time retail jobs. The focus on recruiting full time high wage jobs will ensure that retail jobs follow. post office box 40 greer, sc 29652 864.430.5950 Other Area Program Recommendations - (27 March 2013) - Page 23

SECTION 4: OTHER AREA PROGRAM RECOMMENDATIONS UPTOWN GREENVILLE The following are recommendations for Uptown Greenville: Continue to be the lead organization for downtown development and revitalization Invest in the program with an increased budget to include 2 full time personnel Redevelop the Uptown Greenville economic development message to three core talking points Develop and maintain an online sites and building database for the downtown area Work with the City to develop a city incentive plan for the downtown area with emphasis on entrepreneurs and small businesses Assist SEED companies to identify Uptown business locations as they graduate from the local SEED Program Focus intensely on facade grants to improve image Develop a target audience database to include all city and downtown entities, to include ECU students and entities being recruited Communicate on a quarterly basis to the database via mass email, text, etc., about downtown activities, restaurants, etc. Work with the downtown restaurants to offer student pricing post office box 40 greer, sc 29652 864.430.5950 Other Area Program Recommendations - (27 March 2013) - Page 24

SECTION 5: GREENVILLE, NC AND ECONOMIC PARTNERS SNAPSHOT OF BENCHMARK AND ECONOMIC CONDITIONS Pitt County, NC Washington County, TN Albemarle County, VA Ellis County, TX Greenville County, SC NC US Pitt County, NC Washington County, TN Albemarle County, VA Ellis County, TX Greenville County, SC NC US Number Number Number Number Number Number Number Number Percent Percent Percent Percent Percent Percent SCHOOL ENROLLMENT Population 3 years and over enrolled in school 58,120 30,925 29,395 41,442 110,215 2,425,377 80,939,002 58,120 30,925 29,395 41,442 110,215 2,425,377 80,939,002 Nursery school, preschool 2,890 1,429 1,691 2,759 7,102 143,926 4,924,145 5.0% 4.6% 5.8% 6.7% 6.4% 5.9% 6.1% Kindergarten 2169 1,225 1,046 2,374 6,617 124,081 4,113,849 3.7% 4.0% 3.6% 5.7% 6.0% 5.1% 5.1% Elementary school (grades 1 8) 15,472 11,260 10,262 18,695 46,327 993,573 32,578,808 26.6% 36.4% 34.9% 45.1% 42.0% 41.0% 40.3% High school (grades 9 12) 8,813 5,742 4,599 9,886 23,507 509,874 17,532,181 15.2% 18.6% 15.6% 23.9% 21.3% 21.0% 21.7% College or graduate school 28,776 11,269 11,797 7,728 26,662 653,923 21,790,019 49.5% 36.4% 40.1% 18.6% 24.0% 27.0% 26.9% EDUCATIONAL ATTAINMENT Population 25 years and over 94,503 81,837 63,226 88,522 289,136 6,121,611 199,726,659 94,503 81,837 63,226 88,522 289,136 6,121,611 199,726,659 Less than 9th grade 5,217 4,818 2,626 5,970 17,108 374,993 12,435,227 5.5% 5.9% 4.2% 6.7% 5.9% 6.1% 6.2% 9th to 12th grade, no diploma 8,859 7,966 3,145 9,137 29,108 631,062 17,463,256 9.4% 9.7% 5.0% 10.3% 10.1% 10.3% 8.7% High school graduate (includes equivalency) 24,794 24,404 11,929 27,134 78,863 1,728,039 57,903,353 26.2% 29.8% 18.9% 30.7% 27.3% 28.2% 29.0% Some college, no degree 20,296 16,877 9,606 21,706 54,314 1,278,861 41,175,904 21.5% 20.6% 15.2% 24.5% 18.8% 20.9% 20.6% Associate's degree 8,665 4,924 3,300 5,958 23,070 510,816 15,021,920 9.2% 6.0% 5.2% 6.7% 8.0% 8.3% 7.5% Bachelor's degree 16,874 14,256 16,392 13,277 57,945 1,065,675 35,148,428 17.9% 17.4% 25.9% 15.0% 20.0% 17.4% 17.6% Graduate or professional degree 9,798 8,592 16,228 5,340 28,728 532,165 20,578,571 10.4% 10.5% 25.7% 6.0% 9.9% 8.7% 10.3% Percent high school graduate or higher 85.1% 84.4% 90.9% 82.9% 84.0% 83.6% 85.0% Percent bachelor's degree or higher 28.2% 27.9% 51.6% 21.0% 30.0% 26.1% 27.9% EMPLOYMENT STATUS Population 16 years and over 128,626 97,925 77,789 106,504 342,617 7,287,107 238,733,844 128,626 97,925 77,789 106,504 342,617 7,287,107 238,733,844 In labor force 85,589 58,982 50,184 73,527 223,710 4,725,801 155,163,977 66.5% 60.2% 64.5% 69.0% 65.3% 64.9% 65.0% Civilian labor force 85,366 58,877 50,030 73,455 223,295 4,640,229 154,037,474 66.4% 60.1% 64.3% 69.0% 65.2% 63.7% 64.5% Employed 77,329 54,929 47,910 68,585 205,520 4,234,087 141,833,331 60.1% 56.1% 61.6% 64.4% 60.0% 58.1% 59.4% Unemployed 8,037 3,948 2,120 4,870 17,775 406,142 12,204,143 6.2% 4.0% 2.7% 4.6% 5.2% 5.6% 5.1% Armed Forces 223 105 154 72 415 85,572 1,126,503 0.2% 0.1% 0.2% 0.1% 0.1% 1.2% 0.5% Not in labor force 43,037 38,943 27,605 32,977 118,907 2,561,306 83,569,867 33.5% 39.8% 35.3% 31.0% 34.7% 35.1% 35.0% Percent Unemployed 10.5% 7.1% 4.7% 7.7% 7.9% 9.2% 7.8% OCCUPATION Civilian employed population 16 years and over 77,329 54,929 47,910 68,585 205,520 4,234,087 141,833,331 77,329 54,929 47,910 68,585 205,520 4,234,087 141,833,331 Management, professional, and related occupations 28,467 19,427 25,201 21,804 72,755 1,456,401 50,034,578 36.8% 35.0% 52.6% 31.8% 35.4% 34.4% 35.3% Service occupations 14,230 9,496 6,438 10,302 31,704 691,068 24,281,015 18.4% 17.3% 13.4% 15.0% 15.4% 16.3% 17.1% Sales and office occupations 18,828 15,186 9,661 18,143 54,221 1,029,952 36,000,118 24.3% 27.6% 20.2% 26.5% 26.4% 24.3% 25.4% Natural resources, construction and maintenance occupations 6,990 4,419 4,395 8,684 18,883 464,158 13,940,273 9.0% 8.0% 9.2% 12.7% 9.2% 11.0% 9.8% Production, transportation, and material moving occupations 8,814 6,581 2,215 9,662 27,957 592,508 17,577,347 11.4% 12.0% 4.6% 14.1% 13.6% 14.0% 12.4% INDUSTRY Civilian employed population 16 years and over 77,329 54,929 47,910 68,585 205,520 4,234,087 141,833,331 77,329 54,929 47,910 68,585 205,520 4,234,087 141,833,331 Agriculture, forestry, fishing and hunting, and mining 1,182 247 1,084 653 602 61,011 2,634,188 1.5% 0.4% 2.3% 1.0% 0.3% 1.4% 1.9% Construction 5,000 3,601 3,929 6,547 16,847 349,220 10,115,885 6.5% 6.6% 8.2% 9.5% 8.2% 8.2% 7.1% Manufacturing 7,549 7,366 2,015 10,436 35,304 568,153 15,581,149 9.6% 13.4% 4.2% 15.2% 17.2% 13.4% 11.0% Wholesale trade 2,006 1,545 783 2,312 8,218 128,111 4,344,743 2.6% 2.8% 1.6% 3.4% 4.0% 3.0% 3.1% Retail trade 8,825 6,808 4,438 7,949 23,800 489,411 16,293,522 11.4% 12.4% 9.3% 11.6% 11.6% 11.6% 11.5% Transportation and warehousing, and utilities 2,446 2,138 1,217 4,530 7,774 186,796 7,183,907 3.2% 3.9% 2.5% 6.6% 3.8% 4.4% 5.1% Information 1,182 1,263 1,058 1,451 4,142 82,087 3,368,676 1.5% 2.3% 2.2% 2.1% 2.0% 1.9% 2.4% Finance and insurance, and real estate and rental and leasing 3,985 3,320 3,053 4,111 11,707 278,182 9,931 5.2% 6.0% 6.4% 6.0% 5.7% 6.6% 7.0% Professional, scientific, and management, and administrative and waste management services 5,005 4,325 5,881 5,550 22,059 388,417 14,772,322 6.5% 7.9% 12.3% 8.1% 10.7% 9.2% 10.4% Educational services, and health care and social assistance 24,978 14,380 16,613 13,630 39,928 956,181 31,277,542 32.3% 26.2% 34.7% 19.9% 19.4% 22.6% 22.1% Confidential and Proprietary Property of InSite 25 County US Comps 3/18/2013

SECTION 5: GREENVILLE, NC AND ECONOMIC PARTNERS SNAPSHOT OF BENCHMARK AND ECONOMIC CONDITIONS Pitt County, NC Washington County, TN Albemarle County, VA Ellis County, TX Greenville County, SC NC US Pitt County, NC Washington County, TN Albemarle County, VA Ellis County, TX Greenville County, SC NC US Number Number Number Number Number Number Number Number Percent Percent Percent Percent Percent Percent Arts, entertainment, and recreation, and accommodation and food services 8,682 5,416 4,042 5,008 18,955 362,590 12,566,228 11.2% 9.9% 8.4% 7.3% 9.2% 8.6% 8.9% Other services, except public administration 3,720 2,576 2,331 3,634 10,921 202,053 6,899,223 4.8% 4.7% 4.9% 5.3% 5.3% 4.8% 4.9% Public administration 2,859 1,944 1,466 2,774 5,263 181,875 6,864,046 3.7% 3.5% 3.1% 4.0% 2.6% 4.3% 4.8% CLASS OF WORKER Civilian employed population 16 years and over 77,329 54,929 47,910 68,585 205,520 4,232,087 141,833,331 77,329 54,929 47,910 68,585 205,520 4,232,087 141,833,331 Private wage and salary workers 58,298 42,672 31,885 53,724 173,251 3,319,505 111,303,933 75.4% 77.7% 66.8% 78.3% 84.3% 78.4% 78.5% Government workers 15,377 8,303 11,713 9,857 20,065 641,586 21,024,265 19.9% 15.1% 24.4% 14.4% 9.8% 15.2% 14.8% Self employed in own not incorporated business workers 3,581 3,896 4,210 4,866 11,975 265,982 9,250,789 4.6% 7.1% 8.8% 7.1% 5.8% 6.3% 6.5% Unpaid family workers 73 58 102 138 229 7,014 254,344 0.1% 0.1% 0.2% 0.2% 0.1% 0.2% 0.2% LABOR RATES Average manufacturing wage rate $18.45 $16.70 $19.45 $21.35 $20.10 $20.60 $22.90 SEX AND AGE Total population 168,148 119,768 96,633 143,502 436,437 9,271,178 303,965,272 168,148 119,768 96,633 142,502 436,437 9,271,178 303,965,272 Under 5 years 11,233 6,619 5,508 10,814 29,950 621,871 20,131,420 6.7% 5.5% 5.7% 7.5% 6.9% 6.7% 6.6% 5 to 9 years 10,401 6,487 5,837 11,896 29,175 618,644 20,116,654 6.2% 5.4% 6.0% 8.3% 6.7% 6.7% 6.6% 10 to 14 years 10,067 7,340 6,286 11,645 29,011 616,451 20,643,730 6.0% 6.1% 6.5% 8.1% 6.6% 6.6% 6.8% 15 to 19 years 15,443 7,995 8,900 11,763 30,275 652,659 22,132,691 9.2% 6.6% 9.2% 8.2% 6.9% 7.0% 7.3% 20 to 24 years 21,567 9,530 6,867 8,862 28,890 639,942 21,214,118 12.8% 8.0% 7.1% 6.2% 6.6% 6.9% 7.0% 25 to 34 years 24,165 15,409 11,757 17,595 58,913 1,218,670 40,191,013 14.4% 12.9% 12.2% 12.3% 13.5% 13.1% 13.2% 35 to 44 years 20,575 16,286 12,611 20,715 63,170 1,337,653 42,206,141 12.2% 13.6% 13.1% 14.4% 14.5% 14.4% 13.9% 45 to 54 years 20,906 17,496 14,293 21,189 62,956 1,328,830 44,302,697 12.5% 14.6% 14.8% 14.8% 14.4% 14.3% 14.6% 55 to 59 years 9,300 8,168 6,517 8,746 27,093 573,138 18,817,728 5.5% 6.8% 6.7% 6.1% 6.2% 6.2% 6.2% 60 to 64 years 7,872 6,797 4,811 6,419 22,550 495,548 15,459,667 4.7% 5.7% 5.0% 4.5% 5.2% 5.3% 5.1% 65 to 74 years 5,371 9,718 6,637 8,244 30,444 650,646 20,493,467 5.5% 8.1% 6.9% 5.7% 7.0% 7.0% 6.7% 75 to 84 years 5,262 5,761 4,853 4,344 17,418 382,077 13,079,803 3.1% 4.8% 5.0% 3.0% 4.0% 4.1% 4.3% 85 years and over 2,050 2,202 1,747 1,270 6,592 135,049 5,176,143 1.2% 1.8% 1.8% 0.9% 1.5% 1.5% 1.7% Median age (years) 31 38.9 37.6 34.6 36.9 37 37.0 18 years and over 130,350 95,199 75,344 101,549 330,156 7,032,968 229,932,155 77.5% 79.5% 78.0% 70.8% 75.6% 75.9% 75.6% 21 years and over 115,265 89,508 68,394 95,284 311,945 6,622,712 216,369,649 68.5% 74.7% 70.8% 66.4% 71.5% 71.4% 71.2% 62 years and over 21,076 21,494 15,944 17,205 67,600 1,447,360 47,432,207 12.5% 17.9% 16.5% 12.0% 15.5% 15.6% 15.6% 65 years and over 16,619 17,681 13,237 13,858 54,454 1,167,772 38,749,413 9.9% 14.8% 13.7% 9.7% 12.5% 12.6% 12.7% Confidential and Proprietary Property of InSite 26 County US Comps 3/18/2013

SECTION 5: GREENVILLE, NC AND ECONOMIC PARTNERS SNAPSHOT OF BENCHMARK AND ECONOMIC CONDITIONS Johnson City, TN Charlottesville, VA Ennis, TX Greenville, SC GVL Metro / Pitt County, NC Johnson City, TN MSA Charlottesville, VA MSA Dallas, TX MSA GVL Mauldin Easley MSA NC US Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent SCHOOL ENROLLMENT Population 3 years and over enrolled in school 63,248 63,248 47,642 47,642 59,064 59,064 1,716,697 1,716,697 165,914 165,914 2,425,377 2,425,377 80,939,002 80,939,002 Nursery school, preschool 3,113 4.9% 2,173 4.6% 3,054 5.2% 111,548 6.5% 9,221 5.6% 143,926 5.9% 4,924,145 6.1% Kindergarten 2399 3.8% 1,903 4.0% 2,117 3.6% 104,349 6.1% 9,257 5.6% 124,081 5.1% 4,113,849 5.1% Elementary school (grades 1 8) 17,686 28.0% 18,359 38.5% 18,904 32.0% 757,379 44.1% 64,668 39.0% 993,573 41.0% 32,578,808 40.3% High school (grades 9 12) 9,954 15.7% 9,573 20.1% 8,983 15.2% 363,769 21.2% 32,710 19.7% 509,874 21.0% 17,532,181 21.7% College or graduate school 30,096 47.6% 15,634 32.8% 26,006 44.0% 379,922 22.1% 50,058 30.2% 653,923 27.0% 21,790,019 26.9% EDUCATIONAL ATTAINMENT Population 25 years and over 108,952 108,952 135,509 135,509 128,241 128,241 3,850,232 3,850,232 405,969 405,969 6,121,611 6,121,611 199,726,659 199,726,659 Less than 9th grade 6,871 6.3% 10,310 7.6% 7,352 5.7% 307,459 8.0% 26,373 6.5% 374,993 6.1% 12,435,227 6.2% 9th to 12th grade, no diploma 10,984 10.1% 15,175 11.2% 9,519 7.4% 352,192 9.1% 44,542 11.0% 631,062 10.3% 17,463,256 8.7% High school graduate (includes equivalency) 29,886 27.4% 45,294 33.4% 29,975 23.4% 900,123 23.4% 116,758 28.8% 1,728,039 28.2% 57,903,353 29.0% Some college, no degree 23,228 21.3% 26,633 19.7% 21,226 16.6% 852,202 22.1% 75,295 18.5% 1,278,861 20.9% 41,175,904 20.6% Associate's degree 9,980 9.2% 7,623 5.6% 6,854 5.3% 247,549 6.4% 32,879 8.1% 510,816 8.3% 15,021,920 7.5% Bachelor's degree 17,892 16.4% 19,274 14.2% 27,681 21.6% 808,649 21.0% 72,361 17.8% 1,065,675 17.4% 35,148,428 17.6% Graduate or professional degree 10,111 9.3% 11,200 8.3% 25,634 20.0% 382,058 9.9% 37,761 9.3% 532,165 8.7% 20,578,571 10.3% Percent high school graduate or higher 83.6% 81.2% 86.8% 82.9% 82.5% 83.6% 85.0% Percent bachelor's degree or higher 25.7% 22.5% 41.6% 30.9% 27.1% 26.1% 27.9% EMPLOYMENT STATUS Population 16 years and over 145,518 145,518 160,188 160,188 160,929 160,929 4,617,635 4,617,635 491,931 491,931 7,287,107 7,287,107 238,733,844 238,733,844 In labor force 95,239 65.4% 93,384 58.3% 101,813 63.3% 3,245,181 70.3% 312,493 63.5% 4,725,801 64.9% 155,163,977 65.0% Civilian labor force 94,940 65.2% 93,205 58.2% 101,390 63.0% 3,240,182 70.2% 311,997 63.4% 4,640,229 63.7% 154,037,474 64.5% Employed 85,752 58.9% 86,436 54.0% 96,914 60.2% 3,010,445 65.2% 285,142 58.0% 4,234,087 58.1% 141,833,331 59.4% Unemployed 9,188 6.3% 6,769 4.2% 4,476 2.8% 229,737 5.0% 26,855 5.5% 406,142 5.6% 12,204,143 5.1% Armed Forces 299 0.2% 179 0.1% 423 0.3% 4,999 0.1% 496 0.1% 85,572 1.2% 1,126,503 0.5% Not in labor force 50,279 34.6% 66,804 41.7% 59,116 36.7% 1,372,454 29.7% 179,438 36.5% 2,561,306 35.1% 83,569,867 35.0% Percent Unemployed 9.1% 6.1% 4.3% 5.7% 6.9% 9.2% 7.8% OCCUPATION Civilian employed population 16 years and over 85,752 85,752 86,436 86,436 96,914 96,914 3,010,445 3,010,455 285,142 285,142 4,234,087 4,234,087 141,833,331 141,833,331 Management, professional, and related occupations 30,172 35.2% 28,065 32.5% 44,046 45.4% 1,092,301 36.3% 96,689 33.9% 1,456,401 34.4% 50,034,578 35.3% Service occupations 16,255 19.0% 15,327 17.7% 16,248 16.8% 443,414 14.7% 44,745 15.7% 691,068 16.3% 24,281,015 17.1% Sales and office occupations 20,534 23.9% 22,500 26.0% 21,214 21.9% 811,578 27.0% 72,507 25.4% 1,029,952 24.3% 36,000,118 25.4% Natural resources, construction and maintenance occupations 8,379 9.8% 7,997 9.3% 9,053 9.3% 306,507 10.2% 28,560 10.0% 464,158 11.0% 13,940,273 9.8% Production, transportation, and material moving occupations 10,412 12.1% 12,547 14.5% 6,353 6.6% 356,645 11.8% 42,641 15.0% 592,508 14.0% 17,577,347 12.4% INDUSTRY Civilian employed population 16 years and over 85,752 85,752 86,436 86,436 96,914 96,914 3,010,445 3,010,445 285,142 285,142 4,234,087 4,234,087 141,833,331 141,833,331 Agriculture, forestry, fishing and hunting, and mining 1,592 1.9% 551 0.6% 1,690 1.7% 30,643 1.0% 1,514 0.5% 61,011 1.4% 2,634,188 1.9% Construction 5,811 6.8% 6,227 7.2% 7,703 7.9% 245,851 8.2% 23,529 8.3% 349,220 8.2% 10,115,885 7.1% Manufacturing 8,904 10.4% 12,475 14.4% 4,476 4.6% 332,693 11.1% 50,771 17.8% 568,153 13.4% 15,581,149 11.0% Wholesale trade 2,131 2.5% 2,170 2.5% 1,666 1.7% 108,809 3.6% 9,893 3.5% 128,111 3.0% 4,344,743 3.1% Retail trade 9,547 11.1% 10,831 12.5% 9,345 9.6% 346,229 11.5% 33,493 11.7% 489,411 11.6% 16,293,522 11.5% Transportation and warehousing, and utilities 2,767 3.2% 3,686 4.3% 2,952 3.0% 184,123 6.1% 11,561 4.1% 186,796 4.4% 7,183,907 5.1% Information 1,324 1.5% 1,769 2.0% 2,036 2.1% 93,236 3.1% 5,261 1.8% 82,087 1.9% 3,368,676 2.4% Finance and insurance, and real estate and rental and leasing 4,230 4.9% 4,629 5.4% 5,850 6.0% 273,259 9.1% 15,070 5.3% 278,182 6.6% 9,931 7.0% Professional, scientific, and management, and administrative and waste management services 5,307 6.2% 6,265 7.2% 10,867 11.2% 364,369 12.1% 27,375 9.6% 388,417 9.2% 14,772,322 10.4% Educational services, and health care and social assistance 27,288 31.8% 22,605 26.2% 32,334 33.4% 540,312 17.9% 59,015 20.7% 956,181 22.6% 31,277,542 22.1% Arts, entertainment, and recreation, and accommodation and food services 9,119 10.6% 7,745 9.0% 8,745 9.0% 245,593 8.2% 25,257 8.9% 362,590 8.6% 12,566,228 8.9% Confidential and Proprietary Property of InSite 27 MSA US Comps 3/18/2013

SECTION 5: GREENVILLE, NC AND ECONOMIC PARTNERS SNAPSHOT OF BENCHMARK AND ECONOMIC CONDITIONS Johnson City, TN Charlottesville, VA Ennis, TX Greenville, SC GVL Metro / Pitt County, NC Johnson City, TN MSA Charlottesville, VA MSA Dallas, TX MSA GVL Mauldin Easley MSA NC US Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Other services, except public administration 4,121 4.8% 4,249 4.9% 5,204 5.4% 150,540 5.0% 14,771 5.2% 202,053 4.8% 6,899,223 4.9% Public administration 3,611 4.2% 3,234 3.7% 4,046 4.2% 94,788 3.1% 7,632 2.7% 181,875 4.3% 6,864,046 4.8% CLASS OF WORKER Civilian employed population 16 years and over 85,752 85,752 86,436 86,436 96,914 96,914 3,010,445 3,010,445 285,142 285,142 4,232,087 4,232,087 141,833,331 141,833,331 Private wage and salary workers 64,085 74.7% 66,011 76.4% 64,270 66.3% 2,470,468 82.1% 235,384 82.5% 3,319,505 78.4% 111,303,933 78.5% Government workers 17,399 20.3% 13,557 15.7% 24,532 25.3% 345,643 11.5% 32,395 11.4% 641,586 15.2% 21,024,265 14.8% Self employed in own not incorporated business workers 4,186 4.9% 6,759 7.8% 7,866 8.1% 189,620 6.3% 16,950 5.9% 265,982 6.3% 9,250,789 6.5% Unpaid family workers 82 0.1% 109 0.1% 246 0.3% 4,714 0.2% 413 0.1% 7,014 0.2% 254,344 0.2% LABOR RATES Average manufacturing wage rate $15.50 $13.50 $15.62 $15.50 $15.68 $20.60 $22.90 SEX AND AGE Total population 182,542 182,542 195,735 195,735 197,279 197,279 6,154,265 6,154,265 621,286 621,286 9,271,178 9,271,178 303,965,272 303,965,272 Under 5 years 12,132 6.6% 10,533 5.4% 11,117 5.6% 492,570 8.0% 40,709 6.6% 621,871 6.7% 20,131,420 6.6% 5 to 9 years 11,494 6.3% 10,440 5.3% 11,366 5.8% 486,514 7.9% 39,467 6.4% 618,644 6.7% 20,116,654 6.6% 10 to 14 years 10,963 6.0% 12,211 6.2% 11,632 5.9% 463,071 7.5% 40,778 6.6% 616,451 6.6% 20,643,730 6.8% 15 to 19 years 16,900 9.3% 12,701 6.5% 16,584 8.4% 444,761 7.2% 47,790 7.7% 652,659 7.0% 22,132,691 7.3% 20 to 24 years 22,101 12.1% 14,341 7.3% 18,339 9.3% 417,117 6.8% 46,573 7.5% 639,942 6.9% 21,214,118 7.0% 25 to 34 years 25,516 14.0% 23,898 12.2% 26,012 13.2% 932,251 15.1% 79,978 12.9% 1,218,670 13.1% 40,191,013 13.2% 35 to 44 years 23,380 12.8% 26,728 13.7% 25,380 12.9% 951,572 15.5% 86,948 14.0% 1,337,653 14.4% 42,206,141 13.9% 45 to 54 years 23,467 12.9% 28,792 14.7% 27,759 14.1% 865,480 14.1% 88,554 14.3% 1,328,830 14.3% 44,302,697 14.6% 55 to 59 years 10,163 5.6% 13,552 6.9% 12,637 6.4% 324,395 5.3% 38,284 6.2% 573,138 6.2% 18,817,728 6.2% 60 to 64 years 7,953 4.4% 11,801 6.0% 10,332 5.2% 254,240 4.1% 32,994 5.3% 495,548 5.3% 15,459,667 5.1% 65 to 74 years 10,321 5.7% 17,127 8.8% 14,065 7.1% 299,096 4.9% 44,301 7.1% 650,646 7.0% 20,493,467 6.7% 75 to 84 years 5,903 3.2% 10,135 5.2% 8,960 4.5% 163,141 2.7% 25,424 4.1% 382,077 4.1% 13,079,803 4.3% 85 years and over 2,249 1.2% 3,476 1.8% 3,096 1.6% 60,057 1.0% 9,486 1.5% 135,049 1.5% 5,176,143 1.7% Median age (years) 32 40 37 33 37 37 37.0 18 years and over 140,921 77.2% 155,628 79.5% 156,245 79.2% 4,433,035 72.0% 474,720 76.4% 7,032,968 75.9% 229,932,155 75.6% 21 years and over 125,697 68.9% 146,917 75.1% 141,790 71.9% 4,181,999 68.0% 441,400 71.0% 6,622,712 71.4% 216,369,649 71.2% 62 years and over 22,648 12.4% 37,236 19.0% 31,700 16.1% 661,500 10.7% 98,416 15.8% 1,447,360 15.6% 47,432,207 15.6% 65 years and over 18,473 10.1% 30,738 15.7% 26,121 13.2% 522,294 8.5% 79,211 12.7% 1,167,772 12.6% 38,749,413 12.7% Confidential and Proprietary Property of InSite 28 MSA US Comps 3/18/2013

SECTION 5: GREENVILLE, NC AND ECONOMIC PARTNERS SNAPSHOT OF BENCHMARK AND ECONOMIC CONDITIONS Pitt County, NC Johnson City, TN Charlottesville, VA Ennis, TX Greenville, SC GVL Metro MSA Johnson City, TN MSA Charlottesville, VA MSA Dallas, TX MSA GVL Mauldin Easley MSA AMBIANCE Bookstores 1 2 6 29 5 National landmarks and sites 0 2 5 4 4 Registered neighborhoods 9 10 22 40 17 Touring artist bookings 25 2 56 66 41 Resident ensembles 0 18 3 1,570 35 Younger vs. older (younger being a 1; older being a 5) 1 5 3 1 3 Less diverse vs. diverse (less diverse being a 1; more diverse being a 5) 4 1 3 4 4 Less affluent vs. affluent (less affluent being a 1; more affluent being a 5) 1 1 5 5 3 Less educated vs. educated (less educated being a 1; more educated being a 5) 4 2 5 4 3 HOUSING Starter $ 115,200 $ 112,500 $ 293,800 $ 149,700 $ 126,900 Move Up $ 179,200 $ 171,800 $ 468,400 $ 219,700 $ 188,200 Elite $ 227,000 $ 217,700 $ 593,300 $ 278,300 $ 238,500 Monthly costs of mortgage $ 668 $ 652 $ 1,704 $ 868 $ 736 Monthly costs of utilities $ 114 $ 105 $ 114 $ 137 $ 120 Monthly costs of taxes $ 131 $ 116 $ 317 $ 352 $ 184 Rental apartments 98 56 97 152 78 Rental houses / duplexes 112 68 93 56 73 Rent $ 500 $ 300 $ 860 $ 700 $ 500 JOBS FORECASTING 2015 Earnings growth high 958 697 476 56,274 7,192 Earnings growth average 4,610 3,125 6,501 72,516 6,444 Earnings growth low 9,430 10,526 9,440 244,041 27,575 Blue collar industries new jobs 1,606 2,120 2,337 82,623 9,414 White collar industries new jobs 13,392 12,228 14,080 290,208 31,797 Total growth rate jobs 15.3 13.6 12.8 14.1 11.1 CRIME (per 100,000 residents) Murder 6 3 4 8 7 Rape 27 26 34 36 43 Robbery 168 53 60 265 118 Assault 440 331 244 370 546 Burglary 1,606 736 401 1,087 889 Theft 3,706 2,699 2,008 3,298 2,611 Auto Theft 323 236 151 757 278 TRANSPORTATION Daily commute 45 min 47 min 50 min 60 min 48 min Peak freeway traffic none moderate moderate very heavy heavy Public transit GREAT JCT CTS DART GTA Service 4 city buses 8 city buses 23 city buses 798 city buses, 82 light rail 9 city buses Interstate highways Great highways I 81 I 64 I 20; I 30; I 35E; I 45 I 26; I 85 Airline service Nonhub Nonhub Nonhub Large hub Small hub Airport Pitt Greenville (TRI) Charlottesville Albemarle (DAL) (GSP) Number of carriers 2 12 13 54 16 Number of cities 1 9 11 235 19 EDUCATION Percent of children in public schools 93 99 89 95 91 Percent of children in private schools 7 1 11 5 9 Number of public libraries 2 4 2 63 3 Colleges and universities 1 2 1 17 6 HEALTH CARE Patient treating physicians 496 491 777 6,857 1,096 Primary Care General 46 72 78 716 205 Family 40 64 69 639 184 Internists 52 71 88 812 133 Pediatrics 35 30 59 497 79 Specialists Medical 114 61 144 949 136 Surgical 112 131 143 1,581 274 Psychiatry 16 22 60 252 30 Osteopathy 10 12 7 451 26 General hospitals 1 6 2 41 8 Number of beds 720 1,379 687 8,136 1,314 RECREATION Amusement / theme parks 0 0 0 1 0 Auto racing 0 0 0 1 0 College sports (games) 78 60 110 193 150 Golf courses 7 6 13 110 33 Movie theatre complexes / screens 12 14 16 426 51 Professional sports (games) 71 0 0 109 107 Recreation areas (acres) 0 160,146 61,251 7,434 37,175 Ski areas (lift capacity / hour) 0 22,600 9,200 0 0 Water area (acres) 1,920 6,400 5,120 147,840 18,560 CLIMATE (number of days) Clear 111 98 107 136 121 Partly cloudy 106 108 110 97 100 Cloudy 149 160 149 132 144 Topping 90 degrees 49 38 37 102 29 Freezing 75 77 91 37 68 0 degrees 0 0 0 0 0 Fog 181 166 122 88 151 Precipitation exceeding one tenth of an inch 75 83 73 50 81 One or more thunderstorm cells 42 49 36 45 44 Confidential and Proprietary Property of InSite 29 Other MSA Comps 3/18/2013

SECTION 6: GREENVILLE AREA PARTNERS ECONOMIC DEVELOPMENT BLUEPRINT IMPLEMENTATION SCHEDULE MARCH 2013 Priority Action Item Months May 13 Jun 13 Jul 13 Aug 13 Sep 13 Oct 13 Nov 13 Dec 13 Jan 14 Feb 14 Mar 14 Apr 14 May 14 Organizational Strategies and Recommendations 2 Establish Structure 6 2 Budget and Fund Raising 6 2 Hire Personnel 6 2 Occupy Temporary Office Location 6 3 Occupy New Office Location in the Center for Economic Development 12 Excellence 3 Professional Development (on going, but intital development) 8 2 Develop Performance Matrix 6 4 Develop Area Wide Brand / Identity 24 Program of Work Strategies and Recommendations 1 Process 1 1 Business Retention and Expansion Program 3 Product and Infrastructure 12 2 Indi Green Industrial Park (Existing) 5 2 Minges and Worthington Industrial Parks (Existing) 6 2 Farmville Industrial Park (Existing) 5 3 Technology Enterprise Center of Eastern North Carolina 12 3 City of Greenville New Research and Technology Park (New) 12 3 Tar River Development (New) 12 3 Downtown / Uptown Development 7 2 Incentives 4 3 Small Business and Entrepreneur Program 7 Marketing and Communications 24 2 Retain a Site Selection Consultant 6 4 Develop Area Wide Brand / Identity 24 2 Sales Message Development 4 2 Sales Materials Development 6 3 Website Development 7 3 Internal Communication Development and Implementation 9 3 External Communication Development and Implementation 9 Additional Recommendations 3 Target Additional Sectors 12 Priority 1 Immediately Priority 2 Implementation within 6 months Priority 3 Implementation within 7 12 months Priority 4 Implementation within 13 36 months Confidential and Proprietary Property of InSite LLC 3/18/2013 Implementation Schedule 30