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May 31, 2004 Page 480 the planning effort comprehensive, identifyin9 court facility needs for the same period was also included. The study was completed by the architectural firm of Ware Bonsall. Preliminary plans call for the construction of a new Sheriff's Office and a nearly 600 bed, expandable jail across the street from the existing courthouse on Corban Avenue in downtown Concord. Construction documents will be complete by late 2004 or very early 2005. Certificates of participation to finance construction are expected to be sold in 2005, but the budgetary impact of the debt service will be delayed until fiscal year 2007 by capitalizing the first year's interest. The new Sheriff's Office and jail facility is expected to open by early 2007. Expansion of the courthouse is expected to be 8 to 10 years from now. Develop new economic development strategies Since this goal was discussed in January 2003, much has happened. In July of that year, the county's largest employer, Pillowtex, announced it was closing its doors permanently. Over 3000 county residents lost their jobs as a result. Our community has struggled to help those out of work, and those whose businesses were affected by the Pillowtex collapse. The plight of the former Pillowtex workers has been lessened by the generous contributions of many individuals, businesses and foundations. Cooperative Christian Ministry and the Department of Social Services formed a valuable partnership to serve those left unemployed in the wake of Pillowtex's closing, distributing money for emergency assistance, and matching them with other resources available from a variety of sources. Pillowtex's closing has led to a collective community conclusion: We must do more to foster economic development in Cabarrus County. At its January 2004 retreat, the Board discussed this issue and agreed on several elements that should be included in a successful economic development effort: The promotion of entrepreneurship and wealth creation, which, among other benefits, leads to new jobs. The county and municipalities should identify and properly zone specific areas for future employment (industrial, commercial, office, and retail activities). Attention should be given to the retention and expansion of existing businesses in the county. Greater effort should be made in providing educational opportunities to provide for a more capable work force. The Board concluded its discussion by agreeing to support a private sector initiative seeking to identify ways in which the community can become more effective in the economic development arena, and to consider that group's findings and recommendations before pursuing any other economic development efforts. That group of business people hired the Frank Hawkins Kenan Institute of Private Enterprise, the outreach arm of the Kenan-Flagler Business School at The University of North Carolina at Chapel Hill, to assist them in their efforts to make Cabarrus County competitive and attractive for future business development and employment growth. That group met twice and has issued its first report, which includes the following findings, perceptions, concerns and recommendations (references to "Cabarrus County" do not refer to Cabarrus County government, but to the community as a whole). 1. Cabarrus County lacks strategic direction. 2. Cabarrus County needs to develop a brand. 3. Cabarrus County business leaders must play a greater role in economic development. 4. Cabarrus County must improve communication and coordination. 5. Cabarrus County should leverage the assets of the University of North Carolina at Charlotte to gain comparative advantage in the motor sports industry. 6. Cabarrus County needs to develop stronger political ties in Raleigh and Washington, DC, as well as regionally in western North Carolina. 7. Cabarrus County should strive to create a sustainable community. I don't think anyone could reasonably disagree with these 7 items. This group of business leaders is developing a recommendation, to be presented to the County Commissioners and the municipalities, on how an effort might be structured to address these issues. Some of these business leaders also serve on the county's economic development board, which should lead to a cooperative venture in moving toward a more comprehensive and coordinated economic development effort. The proposed budget for fiscal 2005 includes an appropriation of $438,835 for the economic development corporation, matching the contributions made for the last 3 years. That funding should be used to support the existing EDC while a new effort and structure is developed. The new effort should include significant funding from the private sector, and membership on its board should be limited to contributors. Each local government should also be represented on the board, and likewise, they should all be contributors. I do not recommend contributing county funds to any economic development effort outside of county government that does not include significant private funding. Whatever form the county's new economic development effort takes, its efforts should be coordinated with those of the tourism authority, which oversees the convention and visitors bureau. The CVB's budget is twice that of the existing EDC. Those resources must be used in a way that not only develops the tourism and visitor industry, but that also contributes to broader economic development efforts through marketing and branding campaigns