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Economic Development Strategic Plan 2025-2028 2025 EconomicDevelopmentStrategic Plan2025-2028 2025 Message
Economic Development Strategic Plan Vision: A prosperous future powered by strategic partnerships, where economic growth enhances quality of life and preserves the unique character of our community. Mission: To drive sustainable economic growth by retaining and attracting businesses, supporting entrepreneurship, expanding community capacity, and promoting the county as a vibrant place to live, work, and invest. Sampson County stands at a critical juncture. The county confronts several signicant challenges including an aging population, a high poverty rate, residential growth that does not support public services, and a lack of economic diversity. To strengthen Sampson County’s economic foundation, there is a clear need to attract new businesses, including value added agricultural processing, which can help diversify the economy, increase tax base, and create job opportunities that broaden earning potential and promote long-term economic mobility for residents. www.sampsonedc.com | 406 County Complex Rd., Suite 130 | Clinton, North Carolina 28328 | (910) 592-8921| Economic Development Strategic Plan Vision : A prosperous future powered by strategicpartnerships, where economic growthenhances quality of life andpreserves the unique character of ourcommunity. Mission: To drive sustainable economic growth by retaining and attracting businesses, supporting entrepreneurship, expanding community capacity, and promoting the county as a vibrant place to live, work, and invest. Sampson County stands at a critical juncture.The county confronts several significantchallenges including an aging population, ahigh poverty rate, residential growth that doesnot support public services, and a lack ofeconomic diversity. To strengthen SampsonCounty’s economic foundation, there is a clearneed to attract new businesses, includingvalue added agricultural processing, whichcan help diversify the economy, increase taxbase, and create job opportunities thatbroaden earning potential and promote long-term economic mobility for residents. www.sampsonedc.com | 406 County Complex Rd., Suite 130 | Clinton, North Carolina 28328 | (910) 592-8921|
Year 1•Proactive BRE Program•Lunch-and-learn programs•National Manufacturing Week event•Pad-ready site•Countywide collaborative•Makers Market•Excellence in Workforce event•Education best practices tour•Internship toolkit•Market profiles•Annual State of Sampson County•Business roundtables, joint government meetings Year 2•Long range product development plan including sites with low-cost investment•Leadership Academy, customer service training, Citizen Academy•Website updates•EDPNC tour•Entrepreneurship guides•Expand "Dark Horses Fellows" program•Communications plan for career awareness•Incubator coalition study•Increase SCED operating budget, dedicated funding Year 3+•Spec building study•Commercial shared-use kitchen study•Career awareness marketing campaign•Brand review and refresh•Summer work experience program •Increase staff to three Year 1•Proactive BRE Program•Lunch-and-learn programs•National Manufacturing Week event•Countywide collaborative•Makers Market•Excellence in Workforce event•Education best practices tour•Internship toolkit•Market profiles•Annual State of Sampson County•Business roundtables, joint government meetings Year 2•Long range product development plan including sites with low-cost investment•Pad-ready site•Leadership Academy, customer service training, Citizen Academy•Website updates•EDPNC tour•Entrepreneurship guides•Expand "Dark Horses Fellows" program•Communications plan for career awareness•Incubator coalition study•Increase SCED operating budget, dedicated funding •Increase staff by one positionYear 3+•Spec building study•Career awareness marketing campaign•Brand review and refresh•Summer work experience program www.sampsonedc.com | 406 County Complex Rd., Suite 130 | Clinton, North Carolina 28328 | (910) 592-8921| Recommended annual funding increase $150,000 for programming, marketing, and eventually an additional sta position. Strategic Plan Goals • Connect Sampson County, Municipalities, and Businesses to Advance Community and Economic Development • Attract, Retain, Scale, and Support Start-Up Businesses that will Expand Job Opportunities • Facilitate the Retention, Development, and Attraction of Talent • Create New Opportunities for Business Development by Expanding Sites and Buildings • Elevate the Economic development Organization to be a Leader in Southeast North Carolina Year 1Year 3+ •Spec building study•Commercial shared-use kitchen study•Career awareness marketing ca mp a ign•Brand review and refresh•Summer work experience program •Increase staff to threeYear 2Year 1•Proactive BRE Program•Lunch-and-learn programs•National Manufacturing Week event•Countywide collaborative•Makers Market•Excellence in Workforce event•Education best practices tour•Internship toolkit•Market profiles•Annual State of Sampson County•Business roundtables, joint government meetings •Long range product development plan including sites with low-cost investment•Pad-ready site•Leadership Academy, customer service training,Citizen Academy•Website updates•EDPNC tour•Entrepreneurship guides•Expand "Dark Horses Fellows" program•Communications plan for career awareness•Incubator coalition study•Increase SCED operating budget, dedicated funding •Increase staff by one position•Spec building study•Careerawarenessmarketing campaign•Brand review and refresh•Summer work experience program Year 2Year 3+www.sampsonedc.com | 406 County Complex Rd., Suite 130 | Clinton, North Carolina 28328 | (910) 592-8921| Recommended annual funding increase $150,000 for programming, marketing, and eventually an additional staff position. Strategic Plan Goals Connect Sampson County, Municipalities, and Businessesto Advance• •• • • Com•Prmoactuiven BREP rogram •Long range productdevelopment•Lunch-ad-iletayrnaprnogrdamEsconomicDeveplaon ipnclmu dineg nsittes with low-cost •Nationa ntAttraevcent, lR Maentufaacitnuri,ninvestme gSWceeakle,and Supp•Loeardter sShipt aAcratde-mUy, pcu sBtom•Pad-rea service training, Citizen AcademyJob• OppdoysiteCountywider ctoullanboirtaitieves •Website updates•EDPNC tourFac•iMliatkearst Mea •Excellence rkteht in Woerk fRorce teveenttion, Develo•pEnmtrepereneutr,sh a•Educat•Expand "Dark Horses Fellows" Cre•aIntern NionebewstpOracpticestourship toolk itportunities for Buprosgrianmess Development by Expanding Sites and•MBaruketi lpdrofiles•Communications plan for career awareness•Annal Statien ofg Ssampson County•Incubator coalition studyElev•Businesgaovteernm ts hrouend Etabcleos, joint ent meetings nomic developm•Inecrneaste OSCErDg oapenraitiznga btuddedicated funding Southeast North Carolina
Table of Contents Economic Development Strategic Plan ................................................................................................... 1 Implementation Guide ......................................................................................................................... 14 Metrics ................................................................................................................................................ 15 Appendix A: SWOT Analysis .................................................................................................................. 16 Appendix B: Economic & Demographic Prole ...................................................................................... 19 Appendix C: Product Assessment ......................................................................................................... 37 Appendix D: Community Survey ........................................................................................................... 38 Appendix E: Business Survey ................................................................................................................ 43 Steering Committee ............................................................................................................................. 54 Study Sponsor and Consultant ............................................................................................................. 54 Table of Contents EconomicDevelopmentStrategic Plan ............................................................................................... 1Implementation Guide ..................................................................................................................... 14Metrics ........................................................................................................................................... 15Appendix A: SWOT Analysis .............................................................................................................. 16Appendix B: Economic & Demographic Profile ................................................................................... 19Appendix C: Product Assessment ..................................................................................................... 37Appendix D: Community Survey ....................................................................................................... 38Appendix E: Business Survey ............................................................................................................ 43Steering Committee ........................................................................................................................ 54Study Sponsor and Consultant ......................................................................................................... 54
Sampson County Economic Development Strategic Plan 1 Economic Development Strategic Plan Sampson County stands at a critical juncture. Some areas of the county are experiencing population growth; others are facing decline—placing uneven demands on infrastructure and public services. The county confronts several signicant challenges, including an aging population, a poverty rate approaching 21%, residential growth that does not support public services, and a lack of economic diversity, both within business and agriculture sectors. To strengthen Sampson County’s economic foundation, there is a clear need to attract new businesses, including value added agricultural processing, which can help diversify the economy, increase tax base, and create job opportunities that broaden earning potential and promote long-term economic mobility for residents. Equally important is the need to invest in public education, expand access to quality healthcare, and enhance overall quality of life—key pillars of a healthy, resilient community. These eorts are essential not only for supporting current residents, but also for creating an environment that will retain and attract a talented workforce and build a stronger future for the county. Many businesses, as well as members of the agriculture community, continue to face challenges in attracting and retaining workers due to a lack of housing options, limited amenities, and concerns about school performance. At the same time, the county is facing severe nancial hardship, and many of the organizations that support economic development are struggling with staing and funding limitations. This strategic plan oers a critical pivot point to address Sampson County’s challenges and to capture emerging opportunities for future growth and long-term prosperity. Through this strategic planning process, community leaders and residents across Sampson County evaluated strengths, weaknesses, and threats as well as opportunities for public and private investment, and prioritized initiatives to attract industry and business, create jobs, and expand economic opportunities. This strategic plan also helps coordinate eorts among stakeholders, align resources eectively, and adapt to changing economic conditions. By setting these goals and tracking progress on implementation, Sampson County can position itself for long-term economic resilience. The Sampson County Economic Development (SCED) Strategic Planning Committee established a clear vision for a prosperous future for Sampson County. At the heart of this vision are strong strategic partnerships. SCED and its partners must work collaboratively to achieve goals that enhance quality of life while preserving the unique qualities that make Sampson County not only a special place to live, work, and play—but also to invest. Sampson County Economic Development Strategic Plan 1 Economic Development Strategic Plan SampsonCounty stands at a critical juncture. Someareasof the county are experiencing population growth; others arefacing decline—placing uneven demands on infrastructureand public services. The county confronts several significantchallenges, including an aging population, a poverty rateapproaching 21%, residential growth that does not support public services, and a lack of economicdiversity, both within business and agriculture sectors. To strengthen Sampson County’s economicfoundation, there is a clear need to attract new businesses, including value added agriculturalprocessing, which can help diversify the economy, increase tax base, and create job opportunities thatbroaden earning potential and promote long-term economic mobility for residents. Equally important isthe need to invest in public education, expand access to quality healthcare, and enhance overall qualityof life—key pillars of a healthy, resilient community. These efforts are essential not only for supportingcurrent residents, but also for creating an environment that will retain and attract a talented workforceand build a stronger future for the county. Many businesses, as well as members of the agriculture community, continue to face challenges in attracting and retaining workers due to a lack of housing options, limited amenities, and concerns about school performance. At the same time, the county is facing severe financial hardship, and many of the organizations that support economic development are struggling with staffing and funding limitations. This strategic plan offers a critical pivot point to address Sampson County’s challenges and to capture emerging opportunities for future growth and long-term prosperity. Through this strategic planning process, community leaders and residents across Sampson County evaluated strengths, weaknesses, and threats as well as opportunities for public and private investment, and prioritized initiatives to attract industry and business, create jobs, and expand economic opportunities. This strategic plan also helps coordinate efforts among stakeholders, align resources effectively, and adapt to changing economic conditions. By setting these goals and tracking progress on implementation, Sampson County can position itself for long-term economic resilience. The Sampson County Economic Development (SCED) Strategic Planning Committee established a clear vision for a prosperous future for Sampson County. At the heart of this vision are strong strategic partnerships. SCED and its partners must work collaboratively to achieve goals that enhance quality of life while preserving the unique qualities that make Sampson County not only a special place to live, work, and play—but also to invest.
Sampson County Economic Development Strategic Plan 2 2025-2028 Economic Development Strategic Plan Strategic Plan Goals Sampson County’s economic development strategy includes business retention, attraction, expansion, and start up. To support existing business growth, there are strategies to invest in education and workforce development, business sites and buildings, and community capacity building. The goal to form stronger connections across the county is meant to leverage resources which are especially limited in rural communities. Finally, Sampson County Economic Development will need additional resources, partners, and champions to lead the county’s economic transformation. Implementation for the rst year includes initiatives that can be included in the current budget while the county seeks additional resources to implement action items in years two and three. The strategic plan recognizes that Sampson County currently has very limited nancial resources for economic development. However, the key to increasing county resources is to grow the tax base which is the purpose of this economic development strategic plan. Vision: A prosperous future powered by strategic partnerships, where economic growth enhances quality of life and preserves the unique character of our community. Mission: To drive sustainable economic growth by retaining and attracting businesses, supporting entrepreneurship, expanding community capacity, and promoting the county as a vibrant place to live, work, and invest. Connect Sampson County, Municipalities, and Businesses to Advance Community and Economic DevelopmentAttract, Retain, Scale, and Support Start-Up Businesses that will Expand Job Opportunities Facilitate the Retention, Development, and Attraction of Talent Create New Opportunities for Business Development by Expanding Sites and Buildings Elevate the Economic Development Organization to be a Leader in Southeast North Carolina Sampson County Economic Development Strategic Plan 2 2025-2028 Economic Development Strategic Plan Strategic Plan Goals Sampson County’seconomic development strategy includes business retention, attraction, expansion,and start up. To support existing business growth, there are strategies to invest in education andworkforce development, business sites and buildings, and community capacity building. The goal to formstronger connections across the county is meant to leverage resources which are especially limited inrural communities. Finally, Sampson County Economic Development will need additional resources,partners, and champions to lead the county’s economic transformation. Implementation for the first year includes initiatives that can be included in the current budget while the county seeks additional resources to implement action items in years two and three. The strategic plan recognizes that Sampson County currently has very limited financial resources for economic development. However, thekeytoincreasingcountyresources istogrowthetaxbasewhichisthepurpose ofthiseconomicdevelopmentstrategic plan.Vision:A prosperousfuture powered bystrategicpartnerships,whereeconomic growth enhances quality of life and preserves the unique characterof our community. Mission: To drive sustainable economic growth by retaining and attracting businesses, supporting entrepreneurship, expanding community capacity, and promoting the county as a vibrant place to live, work, and invest. Connect Sampson County,Municipalities, andBusinesses to AdvanceCommunity and Economic Development Create New Opportunitiesfor Business Developmentby Expanding Sites andBuildings Attract, Retain, Scale, andSupport Start-UpBusinesses that will ExpandJob Opportunities Elevate the EconomicDevelopment Organizationto be a Leader in SoutheastNorth Carolina Facilitate the Retention,Development, andAttraction of Talent
Sampson County Economic Development Strategic Plan 3 Goal: Connect Sampson County, Municipalities, and Businesses to Advance Community and Economic Development Community connection is a key economic development strategy because strong local relationships foster collaboration, trust, and a shared vision for growth. Engaged and connected leaders and citizens are more likely to support local businesses, participate in initiatives, and contribute to a vibrant, resilient economy. Sampson County would benet from stronger governmental, civic, and nonprot organizations working collaboratively to achieve a common vision. SCED can be a connector and foster collaboration between organizations. Strategy: Facilitate connections across Sampson County to build relationships. Action Steps: • Host quarterly meetings of a county wide collaborative of all of the organizations involved broadly in economic development. The purpose is to share strategies, initiatives, and calendar of events to identify points of cooperation and leverage resources. The collaborative could include organizations such as the Chamber of Commerce, Small Business Center, Sampson Community College, and others. • Host an annual State of Sampson County/State of the Community event and present an annual report on the economic development program. The program could include an economic forecast or other current economic development topic (similar to the demographic forum held in 2025). Invite leaders from business, government, education, nonprot, health care, and other segments from across the county. • Organize an annual joint meeting of the municipal and county governments in Sampson County to share capital improvement projects, community development initiatives, and goals. • Host a roundtable of local business and community leaders that meet quarterly to discuss economic development challenges and possible solutions. Strategy: Ensure Sampson County grows in a way that maintains it character and natural resources. Action Steps: • Invest in long-range planning by continuing to participate in regular updates to the Comprehensive Land Use Plan. A comprehensive land use plan helps build consensus for a long range vision for the county, and it can ensure that the disparate interests of business, residents, agriculture, and commercial development are all represented. SCED can be the liaison to engage a broad base of businesses in planning processes. Align industrial development studies with areas identied in the comprehensive plan. • Advocate that the county and municipalities invest in studies and plans to ensure infrastructure keeps pace with growth, e.g., transportation, utilities, broadband, and schools. • Advocate for the county to maintain a grant writer on sta or on contract. Grant writers return many times over their cost to a local government. Sampson County Economic Development Strategic Plan 3 Goal: Connect Sampson County, Municipalities, and Businesses to Advance Community and Economic Development Community connection is a key economicdevelopmentstrategybecause strong local relationshipsfoster collaboration, trust, and a shared vision for growth. Engaged and connected leaders andcitizens are more likely to support local businesses, participate in initiatives, and contribute to a vibrant,resilient economy. Sampson County would benefit from stronger governmental, civic, and nonprofitorganizations working collaboratively to achieve a common vision. SCED can be a connector and fostercollaboration between organizations. Action Steps: • Invest in long-range planning by continuing to participate in regular updates to the Comprehensive Land Use Plan. A comprehensive land use plan helps build consensus for a long range vision for the county, and it can ensure that the disparate interests of business, residents, agriculture, and commercial development are all represented. SCED can be the liaison to engage a broad base of businesses in planning processes. Align industrial development studies with areas identified in the comprehensive plan. • Advocate that the county and municipalities invest in studies and plans to ensure infrastructure keeps pace with growth, e.g., transportation, utilities, broadband, and schools. • Advocate for the county to maintain a grant writer on staff or on contract. Grant writers return many times over their cost to a local government. Action Steps: • Host quarterly meetings of a county wide collaborative of all of the organizations involved broadly in economic development. The purpose is to share strategies, initiatives, and calendar of events to identify points of cooperation and leverage resources. The collaborative could include organizations such as the Chamber of Commerce, Small Business Center, Sampson Community College, and others. • Host an annual State of Sampson County/State of the Community event and present an annual report on the economic development program. The program could include an economic forecast or other current economic development topic (similar to the demographic forum held in 2025). Invite leaders from business, government, education, nonprofit, health care, and other segments from across the county. • Organize an annual joint meeting of the municipal and county governments in Sampson County to share capital improvement projects, community development initiatives, and goals. • Host a roundtable of local business and community leaders that meet quarterly to discuss economic development challenges and possible solutions. Strategy:FacilitateconnectionsacrossSampsonCountytobuildrelationships. Strategy: Ensure Sampson County grows in a way that maintains it character and naturalresources.
Sampson County Economic Development Strategic Plan 4 Strategy: Encourage municipal, county, and business leader participation in leadershipdevelopment and training programs. Action Steps: • Encourage municipal and county leaders to participate in training programs focused on leadership and rural development. The SCED can promote these in its e-communications and oer to hostlocal programming. Examples: o North Carolina Rural Center o Leadership North Carolina o Leadership Sampson o NC League of Municipalities o NC Association of County Commissioners • Restart the Leadership Academy that was managed and supported by UNC-Wilmington. This initiative was started with the rst cohort being county department heads. The initiative waspaused during COVID. Now is an ideal time to restart given the signicant nancial hurdles thecounty is facing and the need for leadership to guide the county through this diicult time. Anotherinitiative that was started pre COVID and paused during the pandemic was a customer servicetraining initiative with county sta. Now is also an ideal time to restart this initiative given the levelof outside developer interest in parts of the county. • Advocate that Sampson County create a Citizen Academy to better inform and engage citizens. The City of Spartanburg, SC, has a modelCitizen Academy. Municipalities could also host citizen academies. • Advocate for citizen and business advisory councils to engage a cross section of diverse people in governmental committees and commissions. o A citizen advisory council could provide input on and advocate for amenity development (parks, recreation, library, etc.). o A business advisory council could provide input into ordinances and regulatory processes that impact a business starting up and growing. It could also advocate for business supportprograms.
Strategy: Keep stakeholders, elected leaders, allies, businesses, and the public informedof SCED activities, accomplishments, and strategic plan. Action Steps: • Keep the “News & Events” page on the website current. • Continue regular posting to Sampson County Economic Development Facebook and LinkedIn pages. • Make an annual presentation on SCED activities to county commissioners and each municipal board. • Make presentations on SCED activities to at least two civic groups each year.
Sampson County Economic Development Strategic Plan 4 Strategy: Encourage municipal, county, and business leader participation in leadership development and training programs. Action Steps: Strategy: Keep stakeholders, elected leaders, allies, businesses, and the public informed of SCED activities, accomplishments, and strategic plan. ActionSteps: • Keep the “News & Events” page on the website current. • Continue regular posting to Sampson County Economic Development Facebook and LinkedIn pages. • Make an annual presentation on SCED activities to county commissioners and each municipal board. • Make presentations on SCED activities to at least two civic groups each year. • Encourage municipal and county leaders to participate in training programs focused on leadership and rural development. The SCED can promote these in its e-communications and offer to host local programming. Examples: o North Carolina Rural Center o Leadership North Carolina o Leadership Sampson o NC League of Municipalities o NC Association of County Commissioners • Restart the Leadership Academy that was managed and supported by UNC-Wilmington. This initiative was started with the first cohort being county department heads. The initiative was paused during COVID. Now is an ideal time to restart given the significant financial hurdles the county is facing and the need for leadership to guide the county through this difficult time. Another initiative that was started pre COVID and paused during the pandemic was a customer service training initiative with county staff. Now is also an ideal time to restart this initiative given the level of outside developer interest in parts of the county. • Advocate that Sampson County create a Citizen Academy to better inform and engage citizens. The City of Spartanburg, SC, has a model Citizen Academy. Municipalities could also host citizen academies. Advocate for citizen and business advisory councils to engage a cross section of diverse people in governmental committees and commissions. • o A citizen advisory council could provide input on and advocate for amenity development (parks, recreation, library, etc.). A business advisory council could provide input into ordinances and regulatory processes that impact a business starting up and growing. It could also advocate for business support programs. o
Sampson County Economic Development Strategic Plan 5 Goal: Attract, Retain, Scale, and Support Start-Up Businesses that will Expand JobOpportunities Diversifying the economy is essential for long-term resilience and prosperity. Historically, SampsonCounty has depended heavily on a single industry, agriculture, which has left the county vulnerable tomarket uctuations and natural disasters and with lower tax revenue. By attracting a mix of sectors—such as manufacturing, tourism, and logistics—Sampson County can create more job opportunities,retain youth, and grow the tax base. Economic diversication also fosters innovation and encouragesinvestment in infrastructure and education, ultimately leading to a stronger, more adaptable localeconomy.
Strategy: Support the retention and expansion of existing businesses. Action Steps: • Implement a proactive Business Retention and Expansion (BRE) visitation program making retention and expansion visits to large employers, fast-growing companies, and target clusters. • Track information gathered during business visits to ensure eicient follow up and to help form policies that support a pro-business climate. Use a customer relationship management programlike Salesforce or ExecutivePulse or a Microsoft Oice application. • Conduct an annual survey of businesses to gather information (e.g., assistance needed, barriers to growth) to inform the BRE program. • Add information to the “existing business” page on the website to detail services the SCED provides to existing businesses. The information could also be a downloadable brochure. • Distribute an e-newsletter specically to existing businesses. It could contain a “business spotlight,” upcoming events for businesses, and new programs/services oered by the SCED andallies. • In addition to the Sampson County Manufacturing Council meetings, hold regular lunch-and-learn networking programs that feature a speaker on a topic of importance to a wide range ofbusinesses. These could be in partnership with the Chamber and the Small Business Center. o Networking events could also be sector specic, such as for agriculture and related businesses. • Organize a week of events to celebrate National Manufacturing Week. Example events: facility tours, social media campaign celebrating manufacturing, manufacturing presentations inschools, networking lunch with keynote on a current manufacturing topic, etc. This could alsoinclude the annual appreciation event described above. o Similar celebrations could be coordinated in recognition of agriculture.
Sampson County Economic Development Strategic Plan 5 Goal: Attract, Retain, Scale, and Support Start-Up Businesses that will Expand Job Opportunities Diversifying theeconomy isessentialfor long-term resilience andprosperity. Historically, SampsonCounty has depended heavily on a single industry, agriculture, which has left the county vulnerable tomarket fluctuations and natural disasters and with lower tax revenue. By attracting a mix of sectors—such as manufacturing, tourism, and logistics—Sampson County can create more job opportunities,retain youth, and grow the tax base. Economic diversification also fosters innovation and encouragesinvestment in infrastructure and education, ultimately leading to a stronger, more adaptable localeconomy. Strategy: Support the retention and expansion of existing businesses. Action Steps: • Implement a proactive Business Retention and Expansion (BRE) visitation program making retention and expansion visits to large employers, fast-growing companies, and target clusters. • Track information gathered during business visits to ensure efficient follow up and to help form policies that support a pro-business climate. Use a customer relationship management program like Salesforce or ExecutivePulse or a Microsoft Office application. • Conduct an annual survey of businesses to gather information (e.g., assistance needed, barriers to growth) to inform the BRE program. • Add information to the “existing business” page on the website to detail services the SCED provides to existing businesses. The information could also be a downloadable brochure. Distribute an e-newsletter specifically to existing businesses. It could contain a “business spotlight,” upcoming events for businesses, and new programs/services offered by the SCED and allies. • • In addition to the Sampson County Manufacturing Council meetings, hold regular lunch-and-learn networking programs that feature a speaker on a topic of importance to a wide range of businesses. These could be in partnership with the Chamber and the Small Business Center. o Networking events could also be sector specific, such as for agriculture and related businesses. • Organize a week of events to celebrate National Manufacturing Week. Example events: facility tours, social media campaign celebrating manufacturing, manufacturing presentations in schools, networking lunch with keynote on a current manufacturing topic, etc. This could also include the annual appreciation event described above. o Similar celebrations could be coordinated in recognition of agriculture.
Sampson County Economic Development Strategic Plan 6 Strategy: Market Sampson County to attract new businesses that will diversify theeconomy, contribute to the tax base, and provide higher paying jobs. Action Steps: • Update the “data” sections of the website to include data in the categories listed (i.e., commuting patterns) and provide more details on information such as labor force, employment, wages,educational attainment, degrees/certicates awarded, etc. • Add information on target sectors under the “expand | locate” menu option. Include competitive advantages for each cluster. NC’s Southeast has a goodexample. o Target sectors: Agri-Business, Food Processing, Metal & Products, Advanced Textiles, and Aerospace/Defense. • Continue to participate in the business attraction programs of NC’s Southeast, EDPNC, and other allies where there is alignment with Sampson County’s target sectors. • Host EDPNC recruiters for a tour of Sampson County’s sites, parks, buildings, and key industries every three years. On alternate years, make a presentation to recruiters. • Complete a major update of the website. Charleston Development Regional Alliance, although for a regional economic development organization, has best-practice features like testimonials anddownloadable brochures. A good example a little closer to home isNC’s Southeast. o Include more graphics and videos and less narrative. o Update and expand data throughout the website. o Add a button to join the newsletter list on the home page. o Add video testimonials from existing businesses about their experience in Sampson County. o Continue to keep the “News & Events” updated. • Schedule a third-party marketing review of the brand and website for a potential refresh every three years. • Regularly review and assess the eectiveness of the county’s incentive policy for business attraction and retention support.
Strategy: Support the scaling of small businesses, including agriculture, and foster thestart up of new businesses. Action Steps: • Work with NC Cooperative Extension digital skills program to host classes and training to advance the e-commerce and digital skills of small business owners, including farmers andagribusinesses. Most of Sampson County's agricultural sector is concentrated in large scalefarming. There is an opportunity to support the startup and growth of small scale farms. • Conduct a study to identify shared equipment needs of farmers to determine if the SCED can facilitate a regional solution. For example, wineries could share a mobile bottling facility, or theremay be a need for shared cold storage, etc. Some economic development groups purchaseequipment and set up a “leasing” service. • In collaboration with the Small Business Center (SBC) and Chamber of Commerce, develop a few “how to start a business” guides that the SCED and the Chamber can post on their websites.
Sampson County Economic Development Strategic Plan 6 Strategy: Market Sampson County to attract new businesses that will diversify the economy, contribute to the tax base, and provide higher paying jobs. ActionSteps: Strategy: Support the scaling of small businesses, including agriculture, and foster the start up of new businesses. Action Steps:• Work with NC Cooperative Extension digital skills program to host classes and training to advance the e-commerce and digital skills of small business owners, including farmers and agribusinesses. Most of Sampson County's agricultural sector is concentrated in large scale farming. There is an opportunity to support the startup and growth of small scale farms. • Conduct a study to identify shared equipment needs of farmers to determine if the SCED can facilitate a regional solution. For example, wineries could share a mobile bottling facility, or there may be a need for shared cold storage, etc. Some economic development groups purchase equipment and set up a “leasing” service. • In collaboration with the Small Business Center (SBC) and Chamber of Commerce, develop a few “how to start a business” guides that the SCED and the Chamber can post on their websites. • Update the “data” sections of the website to include data in the categories listed (i.e., commuting patterns) and provide more details on information such as labor force, employment, wages, educational attainment, degrees/certificates awarded, etc. • Add information on target sectors under the “expand | locate” menu option. Include competitive advantages for each cluster. NC’s Southeast has a good example. o Target sectors: Agri-Business, Food Processing, Metal & Products, Advanced Textiles, and Aerospace/Defense. • Continue to participate in the business attraction programs of NC’s Southeast, EDPNC, and other allies where there is alignment with Sampson County’s target sectors. • Host EDPNC recruiters for a tour of Sampson County’s sites, parks, buildings, and key industries every three years. On alternate years, make a presentation to recruiters. • Complete a major update of the website. Charleston Development Regional Alliance, although for a regional economic development organization, has best-practice features like testimonials and downloadable brochures. A good example a little closer to home is NC’s Southeast. o Include more graphics and videos and less narrative. o Update and expand data throughout the website. o Add a button to join the newsletter list on the home page. o Add video testimonials from existing businesses about their experience in Sampson County. o Continue to keep the “News & Events” updated. • Schedule a third-party marketing review of the brand and website for a potential refresh every three years. Regularly review and assess the effectiveness of the county’s incentive policy for business attraction and retention support. •
Sampson County Economic Development Strategic Plan 7 Guides should outline the step-by-step process to open a new business in Sampson County. Examples: How to start a daycare center, how to start a retail store, how to start a hair salon, etc. • In partnership with the SBC, host an annual Makers Market or Business Expo to highlight local small businesses and entrepreneurs. • In partnership with the Chamber of Commerce, conduct a few “buy local” social media campaigns throughout the year. • Share information on how small businesses can qualify as a “historically underutilized business” to help them expand contracting opportunities. • Review the revolving loan program and benchmark it against best practices to ensure it remains an important tool for business startup and expansion. Sampson County Economic Development Strategic Plan 7 Guides should outline the step-by-step process to open a new business in Sampson County.Examples: How to start a daycare center, how to start a retail store, how to start a hair salon, etc.In partnership with the SBC, host an annual Makers Market or Business Expo to highlight local small businesses and entrepreneurs. In partnership with the Chamber of Commerce, conduct a few “buy local” social media campaigns throughout the year. Share information on how small businesses can qualify as a “historically underutilized business” to help them expand contracting opportunities. Review the revolving loan program and benchmark it against best practices to ensure it remains an important tool for business startup and expansion. ••••
Sampson County Economic Development Strategic Plan 8 Goal: Facilitate the Retention, Development, and Attraction of Talent Talent is the number one concern of all companies. Retaining, developing, and attracting talent is crucial in a rural community because it equips residents with the skills needed to meet current and future demands and helps attract and retain businesses. A skilled local workforce boosts productivity, reduces unemployment, and creates opportunities for economic growth and community stability. During the strategic planning process, we heard from companies that they have a hard time recruiting and retaining talented workers due to a shortage of housing, lack of amenities, and performance metrics of the public school system. We also heard that leaders want to ensure that Sampson County’s youth have a wide range of employment opportunities. Strategy: Connect business and education to strengthen existing talent development eorts and to spark new initiatives. Action Steps: • Collaborate with Sampson County and Clinton City Schools and Sampson Community College on a communications plan to connect growing new segments of the population to career awareness, apprenticeship, and education and training programs. • Work with the public school systems and Sampson Community College to identify a few communities with best-practices in education and training programs and organize a tour for Sampson County leadership to learn about how other places implemented best practice programs including business and education partnerships for economic development. • In partnership with public schools and Sampson Community College, develop a “how to form an internship program” toolkit and promote to local employers. Make it downloadable from the “existing business” part of the website. • Host awareness programs on “how to develop an apprenticeship program.” Think beyond traditional industrial apprenticeship programs into health care and agriculture. • Participate in college career fairs, expos, and other career events and encourage local employers to participate as well. • Create a Sampson County summer experience program similar to the Giles County, VA, Summer Youth Work Program which matches high school students with summer employment in local companies. Giles County pays a portion of the students’ wages. Sampson County Economic Development Strategic Plan 8 Goal: Facilitate the Retention, Development, and Attraction of Talent Talentis thenumber oneconcernof all companies. Retaining, developing, and attracting talent is crucial in arural community because it equips residents with the skills needed to meet current and future demandsand helps attract and retain businesses. A skilled local workforce boosts productivity, reducesunemployment, and creates opportunities for economic growth and community stability. During thestrategic planning process, we heard from companies that they have a hard time recruiting and retainingtalented workers due to a shortage of housing, lack of amenities, and performance metrics of the publicschool system. We also heard that leaders want to ensure that Sampson County’s youth have a wide rangeof employment opportunities. Strategy: Connect business andeducation to strengthen existing talent development Action Steps: • Collaborate with SampsonCountyandClinton City Schools and Sampson Community College on a communications plantoconnectgrowing new segments of the population to career awareness, apprenticeship,andeducation and training programs. • Work with the public schoolsystemsandSampson Community College to identify a few communities with best-practicesineducation and training programs and organize a tour for Sampson County leadershiptolearnabout how other places implemented best practice programs including businessandeducation partnerships for economic development. • In partnership with publicschoolsandSampson Community College, develop a “how to form an internship program” toolkitandpromoteto local employers. Make it downloadable from the “existing business” part ofthewebsite.• Host awareness programson“howtodevelop an apprenticeship program.” Think beyond traditional industrial apprenticeshipprograms into health care and agriculture. • Participate in college careerfairs,expos,and other career events and encourage local employers to participate as well. • Create a Sampson Countysummerexperience program similar to the Giles County, VA, Summer Youth Work Program whichmatcheshighschool students with summer employment in local companies. Giles Countypaysaportionof the students’ wages. efforts and to spark new initiatives.
Sampson County Economic Development Strategic Plan 9 Strategy: Promote local career opportunities to retain Sampson County’s talented workers. Action Steps: • Partner with local businesses to help expand the “Dark Horse Fellows” program concept beyond teaching to include other occupations that will benet the community and strengthen the talent pool. • Broaden the career awareness of students, educators, and parents through a marketing campaign such as Be Pro Be Proud, CTE availability, local higher education training opportunities, dual enrollment options, and work experience options. o Develop a one-page brief for educators. Go BOLD is an example of a marketing campaign of nontraditional career pathways for young women. o Develop social media content that education partners can use. o Develop a local job opportunities brochure the schools can distribute to parents. • Create an annual Excellence in Workforce event that recognizes business-education partnerships and other worthy success stories. This could be presented at the annual State of the County event described above or during Manufacturing Week. The showcase could include speakers from other places Sampson County visited on the best practices tour described above. Sampson County Economic Development Strategic Plan 9 Strategy: Promote local career opportunities to retain Sampson County’s talented workers. ActionSteps: • Partner with local businesses to help expand the “Dark Horse Fellows” program concept beyond teaching to include other occupations that will benefit the community and strengthen the talent pool. • Broaden the career awareness of students, educators, and parents through a marketing campaign such as Be Pro Be Proud, CTE availability, local higher education training opportunities, dual enrollment options, and work experience options. o Develop a one-page brief for educators. Go BOLD is an example of a marketing campaign of nontraditional career pathways for young women. o Develop social media content that education partners can use. o Develop a local job opportunities brochure the schools can distribute to parents. • Create an annual Excellence in Workforce event that recognizes business-education partnerships and other worthy success stories. This could be presented at the annual State of the County event described above or during Manufacturing Week. The showcase could include speakers from other places Sampson County visited on the best practices tour described above.
Sampson County Economic Development Strategic Plan 10 Goal: Create New Opportunities for Business Development by Expanding Sites and Buildings Preparing sites and buildings positions a community to attract new businesses and retain expansions of existing businesses. Having shovel-ready sites, quality buildings, and space for startups reduces development time and risk for investors, making the community more competitive in securing economic opportunities. Strategy: Invest in sites, buildings, and other spaces needed to retain existing and attract new businesses. Action Steps: • Have leadership benchmark and visit other communities for successes and best practices with land and building development. • Seek funding to prepare a ”pad-ready” site in the Sampson Southeast Business Center, there are 120 acres remaining in the park, and complete due diligence so the site can be certied. • Conduct a site identication study to identify sites that require less investment to make “shovel ready.” These sites may be smaller, standalone tracts that can be marketed for faster development while large sites/parks are developed. Also look at: o Sites on/near existing water and wastewater. o Inll sites in existing industrial/commercial areas where infrastructure is in place. o Adaptive reuse of browneld, vacant, and underutilized properties. • Develop a phased, long-range Product Development Plan to make existing sites more marketable. o Align industrial development planning areas with the comprehensive land use plan. o Phase 1 would include completing due diligence on sites and certifying/recertifying sites. Due diligence includes Phase 1, geotechnical, wetlands, historical properties, and endangered species. ▪ Prioritize sites that already have some research completed, such as The Joe Britt Warren Business Park. o Phase 2 would include installing the last stretch of infrastructure to have water and sewer “on site.” The “on site” designation is critical to companies and site location consultants. o Phase 3 would include grading “pad-ready” sites. • Develop a coalition of partners interested in supporting a business incubator to seek grant funding to study the feasibility. Potential partners are Sampson Community College, the City of Clinton, and Thomas Entrepreneurship Hub. U.S. EDA has grant programs for feasibility studies. • Conduct a feasibility study for a spec building development on a shovel-ready site. Identify a market-driven location and building specications. Seek out a public-private partnership (PPP) to develop a building. Sampson County Economic Development Strategic Plan 10 Goal: Create New Opportunities for Business Development by Expanding Sites and Buildings Preparingsites and buildings positionsa community to attractnewbusinesses and retainexpansionsofexisting businesses. Having shovel-ready sites, quality buildings, and space for startups reducesdevelopment time and risk for investors, making the community more competitive in securing economicopportunities. Strategy: Invest in sites, buildings, and other spaces needed to retain existing and attract Action Steps: • Have leadership benchmark and visit other communities for successes and best practices with land and building development. • Seek funding to prepare a ”pad-ready” site in the Sampson Southeast Business Center, there are 120 acres remaining in the park, and complete due diligence so the site can be certified. • Conduct a site identification study to identify sites that require less investment to make “shovel ready.” These sites may be smaller, standalone tracts that can be marketed for faster development while large sites/parks are developed. Also look at: o Sites on/near existing water and wastewater. o Infill sites in existing industrial/commercial areas where infrastructure is in place. o Adaptive reuse of brownfield, vacant, and underutilized properties. • Develop a phased, long-range Product Development Plan to make existing sites more marketable. o Align industrial development planning areas with the comprehensive land use plan. o Phase 1 would include completing due diligence on sites and certifying/recertifying sites. Due diligence includes Phase 1, geotechnical, wetlands, historical properties, and endangered species. ▪ Prioritize sites that already have some research completed, such as The Joe Britt Warren Business Park. o Phase 2 would include installing the last stretch of infrastructure to have water and sewer “on site.” The “on site” designation is critical to companies and site location consultants. o Phase 3 would include grading “pad-ready” sites. • Develop a coalition of partners interested in supporting a business incubator to seek grant funding to study the feasibility. Potential partners are Sampson Community College, the City of Clinton, and Thomas Entrepreneurship Hub. U.S. EDA has grant programs for feasibility studies. • Conduct a feasibility study for a spec building development on a shovel-ready site. Identify a market-driven location and building specifications. Seek out a public-private partnership (PPP) to develop a building. newbusinesses.
Sampson County Economic Development Strategic Plan 11 Strategy: Support public investments in placemaking and tourism assets. Action Steps: • Advocate for public investments in recreation and quality of life amenities that support talent, business attraction and retention, and tourism development. Examples: walking paths/greenways, parks and recreation facilities, public art, amphitheater or similar for outdoor events, river access, and cultural programs. • Maintain a market prole on the website for retail and commercial developers to download. • Cultivate relationships with commercial developers to encourage diversication of restaurants, retail, services, entertainment businesses, and the development of new hotels and accommodations. • Maintain a housing market prole on the website for residential developers to download. Sampson County needs more housing aordable for the average Samson County worker. • Leverage natural resources and amenities in marketing messages. • Support local governments and tourism agencies in the development of tourism destinations and venues. Sampson County Economic Development Strategic Plan 11 Strategy: Support public investments in placemaking and tourism assets. Action Steps:• Advocate for public investments in recreation and quality of life amenities that support talent, business attraction and retention, and tourism development. Examples: walking paths/greenways, parks and recreation facilities, public art, amphitheater or similar for outdoor events, river access, and cultural programs. • Maintain a market profile on the website for retail and commercial developers to download. • Cultivate relationships with commercial developers to encourage diversification of restaurants, retail, services, entertainment businesses, and the development of new hotels and accommodations. • Maintain a housing market profile on the website for residential developers to download. Sampson County needs more housing affordable for the average Samson County worker. • Leverage natural resources and amenities in marketing messages. • Support local governments and tourism agencies in the development of tourism destinations and venues.
Sampson County Economic Development Strategic Plan 12 Goal: Elevate the Economic Development Organization to be a Leader in Southeast North Carolina Investing in an economic development organization (EDO) is especially important in a rural community because it provides dedicated leadership and resources to drive strategic growth eorts in areas that often lack private investment and development. The EDO coordinates initiatives, attracts investment, supports businesses, and advocates for a positive business climate. Sampson County has very limited resources to implement this strategic plan. However, investing in economic development should be part of the county’s long range plan to expand the tax base and generate more tax revenue which will provide funding for public services. Strategy: Ensure Sampson County has the necessary resources to implement the strategic plan. Action Steps: • Based on the organizational analysis of peer communities, increase the annual operating budget (not including grants, incentives, and pass-throughs) from approximately $200,000 to $350,000. Funds will be used for increased programming, marketing, and eventually an additional sta position. o Consider dedicating a specic amount (e.g., one-penny) to fund economic development to streamline annual requests. As the county’s tax base grows, so will the operating budget of the Economic Development Department. • Explore how to establish a dedicated funding source for product development. Some South Carolina counties set aside a percentage of new industrial development tax revenue; Orange County, NC, dedicates a portion of additional sales tax; and some jurisdictions in North Carolina have used general obligation bonds. • Appeal to regional and state partners and funding organizations to support this strategic plan. Sampson County will need outside funding support to implement some strategies in this strategic plan. Example external funding partners are Golden LEAF, the U.S. Economic Development Administration, and the N.C. General Assembly. Strategy: Sta the SCED for success. Action Steps: • Increase sta to three full-time positions over time to provide support for strategic plan implementation. o Executive Director – Business Attraction, Product Development, Community Connections o Existing Business – Existing Business Retention and Expansion, Talent Development, Project Management Support o Marketing and Research – External and Internal Marketing and Communications, Research Support, Event Coordination, Administration • Budget for sta professional development and professional certications to ensure sta stays on the leading edge of economic development. Sampson County Economic Development Strategic Plan 12 Goal: Elevate the Economic Development Organization to be a Leader in Southeast North Carolina Investing in aneconomicdevelopmentorganization (EDO) is especially important inarural communitybecause it provides dedicated leadership and resources to drive strategic growth efforts in areas thatoften lack private investment and development. The EDO coordinates initiatives, attracts investment,supports businesses, and advocates for a positive business climate. Sampson County has very limited resources to implement this strategic plan. However, investing in economic development should be part of the county’s long range plan to expand the tax base and generate more tax revenue which will provide funding for public services. Strategy: Ensure Sampson County has the necessary resources to implement thestrategic plan. Action Steps: • Based on the organizational analysis of peer communities, increase the annual operating budget (not including grants, incentives, and pass-throughs) from approximately $200,000 to $350,000. Funds will be used for increased programming, marketing, and eventually an additional staff position. o Consider dedicating a specific amount (e.g., one-penny) to fund economic development to streamline annual requests. As the county’s tax base grows, so will the operating budget of the Economic Development Department. • Explore how to establish a dedicated funding source for product development. Some South Carolina counties set aside a percentage of new industrial development tax revenue; Orange County, NC, dedicates a portion of additional sales tax; and some jurisdictions in North Carolina have used general obligation bonds. Appeal to regional and state partners and funding organizations to support this strategic plan. Sampson County will need outside funding support to implement some strategies in this strategic plan. Example external funding partners are Golden LEAF, the U.S. Economic Development Administration, and the N.C. General Assembly. • Strategy: Staff the SCED for success. Action Steps: • Increase staff to three full-time positions over time to provide support for strategic plan implementation. o Executive Director – Business Attraction, Product Development, Community Connections o Existing Business – Existing Business Retention and Expansion, Talent Development, Project Management Support o Marketing and Research – External and Internal Marketing and Communications, Research Support, Event Coordination, Administration • Budget for staff professional development and professional certifications to ensure staff stays on the leading edge of economic development.
Sampson County Economic Development Strategic Plan 13 Strategy: Measure the county’s return on investment in economic development projects. Action Step: • Conduct an economic impact analysis of projects to ensure the locality receives a positive return on public investments. Sampson County Economic Development Strategic Plan 13 Strategy: Measure the county’s return on investment in economic development projects. ActionStep:• Conduct an economic impact analysis of projects to ensure the locality receives a positive return on public investments.
Sampson County Economic Development Strategic Plan 14 Implementation Guide Implementing a strategic plan for economic development is crucial for fostering long-term economic stability and prosperity within a community or region. It is a roadmap for economic resilience and allows local governments, businesses, and stakeholders to align eorts, reduce ineiciencies, and capitalize on opportunities. Moreover, following a strategic plan enhances competitiveness, supports job creation, and ensures that development initiatives are inclusive and sustainable, ultimately improving the quality of life Below is a recommended timeline to implement major initiatives in the strategic plan. The list is not comprehensive, nor does it include the many ongoing activities of the SCED. It includes action items that require the most signicant nancial and people resources, and many will require expanded partnerships and support of allies. Year 1•Proactive BRE Program•Lunch-and-learn programs•National Manufacturing Week event•Countywide collaborative•Makers Market•Excellence in Workforce event•Education best practices tour•Internship toolkit•Market profiles•Annual State of Sampson County•Business roundtables, joint government meetings Year 2•Long range product development plan including sites with low-cost investment•Pad-ready site•Leadership Academy, customer service training, Citizen Academy•Website updates•EDPNC tour•Entrepreneurship guides•Expand "Dark Horses Fellows" program•Communications plan for career awareness•Incubator coalition study•Increase SCED operating budget, dedicated funding •Increase staff by one positionYear 3+•Spec building study•Career awareness marketing campaign•Brand review and refresh•Summer work experience program + •Proactive BRE Program•Lunch-and-learn programs•National Manufacturing Week event•Countywide collaborative•Makers Market•Excellence in Workforce event•Education best practices tour•Internship toolkit•Market profiles•Annual State of Sampson County•Business roundtables, joint government meetings Sampson County Economic Development Strategic Plan •Long range product development plan including sites with low-costinvestment•Pad-ready site•Leadership Academy, customer service training,Citizen Academy•Website updates•EDPNC tour•Entrepreneurship guides•Expand "Dark Horses Fellows" program•Communications plan for career awareness•Incubator coalition study•Increase SCED operating budget, dedicated funding 14 •Spec building study•Career awareness marketing campaign•Brand review and refresh•Summer work experience program Implementation Guide Implementingastrategicplan foreconomic development is crucial for fostering long-term economicstability and prosperity within a community or region. It is a roadmap for economic resilience and allowslocal governments, businesses, and stakeholders to align efforts, reduce inefficiencies, and capitalize onopportunities. Moreover, following a strategic plan enhances competitiveness, supports job creation, andensures that development initiatives are inclusive and sustainable, ultimately improving the quality of life Below is a recommended timeline to implement major initiatives in the strategic plan. The list is not comprehensive, nor does it include the many ongoing activities of the SCED. It includes action items that require the most significant financial and people resources, and many will require expanded partnerships and support of allies. Year 1Year 2Year 3+•Increase staffby one position+
Sampson County Economic Development Strategic Plan 15 Metrics We advocate that economic development organizations track three sets of metrics. Program metrics are outcomes of the activities of the economic development program and measure the eectiveness of strategies. These metrics inform strategic planning and resource allocation. Organizational metrics track the overall stability of the organization. These metrics oer an understanding of how eective and eicient the organization is. Community well-being is a measure of the overall health and well-being of a community. Over time, these metrics inuence a wide range of public policies. Example Metrics The best way to measure results is to align metrics with the strategic plan. There should be metrics for each goal area. Recommended Dashboard of Program Metrics Program•Business Starts, Locations, Expansions•Job Creation, Retention•Business Space Created, Filled, Vacancy•Marketing Awareness, Impressions•Existing Business SatisfactionOrganization•Funding Stability and Growth•Governance and Compliance •Employee Satisfaction•Advisory Board SatisfactionCommunity Well-Being•Educational Attainment•Housing Affordability•Income, Poverty•Food Security•Health OutcomesBusiness SatisfactionMarketing (Campaigns, Awareness, Impressions)Business Space (Created, Filled, Vacancy)Jobs (Creation, Retention)Business Investment (Starts, Locations, Expansions) BusinessInvestment (Starts,Locations,Expansions)Jobs Sampson County Economic Development Strategic Plan BusinessSpace(Created,Filled, Marketing (Campaigns,Awareness, 15 Metrics Weadvocate that economic development organizations track three sets of metrics. Program metrics areoutcomes of the activities of the economic development program and measure the effectiveness ofstrategies. These metrics inform strategic planning and resource allocation. Organizational metrics trackthe overall stability of the organization. These metrics offer an understanding of how effective andefficient the organization is. Community well-being is a measure of the overall health and well-being of acommunity. Over time, these metrics influence a wide range of public policies. Example Metrics The best way to measure results is to align metrics with the strategic plan. There should be metrics foreach goal area. Program Organization Recommended Dashboard of Program Metrics Community Well-Being •Business Starts, Locations, Expansions•Job Creation, Retention•Business Space Created, Filled, Vacancy•Marketing Awareness, Impressions•Existing Business Satisfaction•Funding Stability and Growth•Governance and Compliance•Employee Satisfaction•Advisory Board Satisfaction•Educational Attainment•Housing Affordability•Income, Poverty•Food Security•Health OutcomesBusiness Satisfaction(Creation, Retention)Vacancy)Impressions)
Sampson County Economic Development Strategic Plan 16 Appendix A: SWOT Analysis Input into the strategic plan was gathered from a wide range of citizens, business and community leaders, local government sta and elected oicials, and Sampson County’s allies in economic development. A workshop was held with the local business and community leaders to oer input into the vision for Sampson County’s future. Interviews were conducted with Economic Development sta and allies such as North Carolina’s Southeast, Economic Development Partnership of North Carolina, Sampson Community College, Sampson County Small Business Center, and Sampson County Cooperative Extension. The business survey had 47 responses, and the community survey had 296 responses. The response rate on the citizen survey was much higher than anticipated given lack of historical public engagement in planning processes such as this. The SWOT Analysis is a summary of input from more than 400 people. Interviews = 25 • Shiela Barefoot, Sampson County CVB • Phillip Bell, Coharie Tribe • Alice Butler, Mayor, Town of Roseboro • Chip Crumpler, Sampson County Commissioner • Nancy Dillman, Sampson County HR • JP Duncan, City Manager, City of Clinton • Thaddeus Godwin, Sampson County Commissioner • Brad Hardision, Sampson County Cooperative Extension • Jennifer Holcomb, EDPNC • Shawn Howerton, CEO, Sampson Regional Medical Center • Jerey Hudson, Interim County Manager • Ronnie Jackson, Sampson County Friends of Agriculture • Wesley Johnson, Superintendent, Clinton City Schools • Jamie King, Superintendent, Sampson County Schools • Michelle Lance, Sampson County Planning Department • Lethia Lee, Sampson County Commissioner • Allen McLamb, Chair, Sampson County Board of Commissioners • Tate Naylor, President, Western Sampson Commerce Group • Eric Pope, Sampson County Commissioner • Mary Rose, City of Clinton Planning Department • Chuck Spell, Director of Manufacturing, Hog Slat, Inc • Bill Starling, President, Sampson Community College • Craig Warren, Mayor, Town of Newton Grove • Joe Warren, Mayor, Town of Salemburg • Steve Yost, President, NC Southeast PartnershipEconomic Development Workshop = 61 participants Community Survey = 296 responses Business Survey = 47 responses Sampson County Economic Development Strategic Plan 16 Appendix A: SWOT Analysis Inputinto the strategicplanwas gathered from a wide range of citizens, business and communityleaders, local government staff and elected officials, and Sampson County’s allies in economicdevelopment. A workshop was held with the local business and community leaders to offer input into thevision for Sampson County’s future. Interviews were conducted with Economic Development staff andallies such as North Carolina’s Southeast, Economic Development Partnership of North Carolina,Sampson Community College, Sampson County Small Business Center, and Sampson CountyCooperative Extension. The business survey had 47 responses, and the community survey had 296responses. The response rate on the citizen survey was much higher than anticipated given lack ofhistorical public engagement in planning processes such as this. The SWOT Analysis is a summary ofinput from more than 400 people. Interviews = 25 Economic Development Workshop = 61 participantsCommunity Survey = 296 responsesBusiness Survey = 47 responses ••••••••••••••••••••••••• Shiela Barefoot, Sampson County CVBPhillip Bell, Coharie TribeAlice Butler, Mayor, Town of RoseboroChip Crumpler, Sampson County CommissionerNancy Dillman, Sampson County HRJP Duncan, City Manager, City of ClintonThaddeus Godwin, Sampson County CommissionerBrad Hardision, Sampson County Cooperative ExtensionJennifer Holcomb, EDPNCShawn Howerton, CEO, Sampson Regional Medical CenterJeffrey Hudson, Interim County ManagerRonnie Jackson, Sampson County Friends of AgricultureWesley Johnson, Superintendent, Clinton City SchoolsJamie King, Superintendent, Sampson County SchoolsMichelle Lance, Sampson County Planning DepartmentLethia Lee, Sampson County CommissionerAllen McLamb, Chair, Sampson County Board of CommissionersTate Naylor, President, Western Sampson Commerce GroupEric Pope, Sampson County CommissionerMary Rose, City of Clinton Planning DepartmentChuck Spell, Director of Manufacturing, Hog Slat, IncBill Starling, President, Sampson Community CollegeCraig Warren, Mayor, Town of Newton GroveJoe Warren, Mayor, Town of SalemburgSteve Yost, President, NC Southeast Partnership
Sampson County Economic Development Strategic Plan 17 SWOT Summary Sampson County is known for its strong agricultural roots, thriving agricultural businesses, and established industries. As one of North Carolina’s largest counties, it oers a strategic location with access to I-40 and proximity to the ports. Aordable and available land, rural setting, and a diverse community make it attractive for families and businesses. Challenges that impact Sampson County’s growth and competitiveness include attracting and retaining talent due to population decline, brain drain, and competitive salary oerings. The county lacks prepared sites and is struggling to make infrastructure improvements. Insuicient lodging for tourism and local business leakage further strains the community. To make the country more attractive to businesses, they need more health care options, housing across all aordability levels, and unied coordination among stakeholders. Sampson County has the opportunity for growth and development due to its abundance of land, central location and interstate access. Leveraging the county’s strong agricultural base and manufacturing sectors can increase business development opportunities. Strengthening workforce development programs, improving educational pathway readiness, and expanding childcare options would further workforce readiness and improve workforce participation. Encouraging sustainable community growth practices and providing local venues for tourism development will also enrich the quality of life for Sampson County residents. Sampson County could face a variety of threats that could hinder its economic stability, development, and well-being. U.S. taris on agricultural and manufactured goods, county debt service obligations, and revenue negative housing issues are policy-driven and critical to the county’s future. An aging population and outmigration of workforce are undermining economic growth. Natural disasters and animal health issues continue to endanger infrastructure, agricultural productivity, and potentially the local economy. Limited resources for wastewater improvement and insuicient growth planning may limit growth potential and lead to further overburdened infrastructure. Sampson County Economic Development Strategic Plan 17 SWOT Summary Sampson County has the opportunity for growth and development due to itsabundance of land, central location and interstate access. Leveraging the county’sstrong agricultural base and manufacturing sectors can increase businessdevelopment opportunities. Strengthening workforce development programs,improving educational pathway readiness, and expanding childcare options wouldfurther workforce readiness and improve workforce participation. Encouragingsustainable community growth practices and providing local venues for tourismdevelopment will also enrich the quality of life for Sampson County residents. Challenges that impact Sampson County’s growth and competitiveness includeattracting and retaining talent due to population decline, brain drain, and competitivesalary offerings. The county lacks prepared sites and is struggling to makeinfrastructure improvements. Insufficient lodging for tourism and local businessleakage further strains the community. To make the country more attractive tobusinesses, they need more health care options, housing across all affordabilitylevels, and unified coordination among stakeholders. Sampson C ounty could face a variety of threats that could hinder its economic stability, development, and well-being. U.S. tariffs on agricultural and manufactured goods, county debt service obligations, and revenue negative housing issues are policy-driven and critical to the county’s future. An aging population and outmigration of workforce are undermining economic growth. Natural disasters and animal health issues continue to endanger infrastructure, agricultural productivity, and potentially the local economy. Limited resources for wastewater improvement and insufficient growth planning may limit growth potential and lead to further overburdened infrastructure. Sampson County is known for its strong agricultural roots, thriving agriculturalbusinesses, and established industries. As one of North Carolina’s largest counties, itoffers a strategic location with access to I-40 and proximity to the ports. Affordableand available land, rural setting, and a diverse community make it attractive forfamilies and businesses.
Sampson County Economic Development Strategic Plan 18 Strengths • County land mass size • Location in North Carolina and the East Coast • Strong agriculture industry and community • I-40 access • Land available for development • Sampson Community College • Competitive land cost • Proximity to ports/inland ports • Low crime rates • Strong base of manufacturing companies • Diverse demographics • Natural beauty, ecotourism, outdoor resources • Low cost of living Weaknesses • Brain drain (youth leaving , not returning) • Population decline, aging population • Lack of prepared business sites • Lack of water and wastewater infrastructure planning or growth • Housing aordability • Available workforce • Retail sales leakage to neighboring areas • Lack of economic/business/employment diversity • Lack of internet connectivity (rural areas) • Lack of job opportunities, competitive salaries and benets • Healthcare access • Rail access • Lack of lodging for sporting events and tourism • Division in school systems • K-12 schools performance • Diiculty engaging business, civic, elected, and community leaders • Landll/waste management Opportunities • Interstate access • Value added agriculture • Improved workforce development • Developing industrial properties/buildings • Expanded childcare options • Expanding education expectation to Pre-K – 14+ • Capitalize on central location • Rural grant opportunities • Reshoring of manufacturing • Airport improvements • Tourism venues/destinations • Collaboration with other counties in regional economic development Threats • Aging population • Lack of mental health resources • Wastewater management • County debt service impact on resources • Natural disasters • Animal disease impact on agriculture businesses • Lack of planning for growth • Revenue negative housing, becoming a bedroom community • Unionization • Out-bound migration of workforce • Current tari uncertainty • Community disconnect • Loss of major employers Sampson County Economic Development Strategic Plan 18 Threats Strengths Weaknesses Opportunities •• •• • • •••• • • • • • •••••• • •••••• • •••••• • • • • • • • • • ••••• • • • • • • County land mass size Location in NorthCarolina and the East Coast Strong agriculture industry and community I-40 access Land available for development Sampson Community College Brain drain (youth leaving , not returning) Population decline, aging population Lack of prepared business sites Lack of water and wastewater infrastructure planning or growth Housing affordability Available workforce Retail sales leakage to neighboring areas Lack of economic/business/employment diversity Lack of internet connectivity (rural areas) Interstate accessValue added agricultureImproved workforce developmentDeveloping industrial properties/buildingsExpanded childcare optionsExpanding education expectation toPre-K – 14+ Capitalize on central location Aging population Lack of mental health resources Wastewater management County debt service impact on resources Natural disasters Animal disease impact on agriculture businesses Lack of planning for growth Rural grant opportunitiesReshoring of manufacturingAirport improvementsTourism venues/destinationsCollaboration with other counties inregional economic development Revenue negative housing, becoming abedroom communityUnionizationOut-bound migration of workforce Current tariff uncertainty Community disconnect Loss of major employers Competitive land costProximity to ports/inland portsLow crime ratesStrong base of manufacturing companiesDiverse demographicsNatural beauty, ecotourism, outdoorresources Low cost of living Lack of job opportunities, competitive salaries and benefits Healthcare access Rail access Lack of lodging for sporting events and tourism Division in school systems K-12 schools performance Difficulty engaging business, civic, elected, and community leaders Landfill/waste management
Sampson County Economic Development Strategic Plan 19 Appendix B: Economic & Demographic Prole $53,159 Median HH Income $1B Ag Sales 83.2 Cost of Living Manufacturing Retail Agriculture Top Sectors 59,245 Population From 2012 to 2023, the median age in Sampson County steadily increased from 38.2 to 39.7 years, reecting a gradually aging population. Despite this, the county remains younger than many surrounding areas. The 2024 Diversity Index is relatively high at 76.6, indicating a racially and ethnically diverse population. The 2023 racial composition shows that 53.2% identify as White, 24.9% as Black or African American, and 21.3% as Hispanic or Latino. About 84.9% of Sampson County residents aged 25 or older have at least a high school diploma. Within a 60-minute drive of Clinton, NC, educational institutions produced a strong volume of graduates in two-year and certicate programs. Key programs include Liberal Arts (4,176 awards), Computer Networking (1,752), Registered Nursing (1,698), and Information Technology (1,246). In 2024, Sampson County had 5,987 housing units, with a modest projected growth of 0.53% by 2029. The housing stock primarily consists of single-family detached homes (64.7%), with mobile homes also notable (7.8%). Median home value stands at $149,263, and gross rent averages $827 monthly. The aordability index is 101, indicating slightly less than average housing aordability compared to the national baseline. There are four planned subdivisions totaling almost 400 potential new home sites. Key industry clusters in Sampson County include Agriculture (with a very high location quotient of 10.85), Food Manufacturing (LQ 6.92), and Metal/Product Manufacturing (LQ 4.16). Despite Agriculture showing a slight projected employment decline (-0.31%), it remains central to the economy. Health care and education sectors are modest but growing. Annual average wages in these sectors range from $42,000–$92,000, with Agriculture at the high end. Sampson County oers a low cost of living, indexed at 83.2 (vs. 100 national average), allowing a $52,481 average salary to equate to $63,056 in U.S. purchasing power. This makes it more aordable than many neighboring counties and the state average, positioning the area as cost-eective for workers and families. Target sectors to focus on are Agri-Business, Food Processing, Metal & Products, Advanced Textiles, and Aerospace/Defense, aligning with existing strengths and workforce training outputs. 84.9% High School Degree or Higher Sampson County Economic Development Strategic Plan 19 Appendix B: Economic & Demographic Profile 59,245 Population 84.9% High School Degree or Higher $53,159 Median HH Income Top SectorsCost of Living$1B Ag Sales 83.2Manufacturing RetailAgriculture From2012 to 2023, the median age in Sampson County steadilyincreased from38.2 to 39.7 years, reflecting a gradually agingpopulation. Despite this, the county remains younger than manysurrounding areas. The 2024 Diversity Index is relatively high at 76.6,indicating a racially and ethnically diverse population. The 2023 racialcomposition shows that 53.2% identify as White, 24.9% as Black orAfrican American, and 21.3% as Hispanic or Latino. About 84.9% of Sampson County residents aged 25 or older have at least a high school diploma. Within a 60-minute drive of Clinton, NC, educational institutions produced a strong volume of graduates in two-year and certificate programs. Key programs include Liberal Arts (4,176 awards), Computer Networking (1,752), Registered Nursing (1,698), and Information Technology (1,246). In 2024, Sampson County had 5,987 housing units, with a modest projected growth of 0.53% by 2029. The housing stock primarily consists of single-family detached homes (64.7%), with mobile homes also notable (7.8%). Median home value stands at $149,263, and gross rent averages $827 monthly. The affordability index is 101, indicating slightly less than average housing affordability compared to the national baseline. There are four planned subdivisions totaling almost 400 potential new home sites. Key industry clusters in Sampson County include Agriculture (with a very high location quotient of 10.85), Food Manufacturing (LQ 6.92), and Metal/Product Manufacturing (LQ 4.16). Despite Agriculture showing a slight projected employment decline (-0.31%), it remains central to the economy. Health care and education sectors are modest but growing. Annual average wages in these sectors range from $42,000–$92,000, with Agriculture at the high end. Sampson County offers a low cost of living, indexed at 83.2 (vs. 100 national average), allowing a $52,481 average salary to equate to $63,056 in U.S. purchasing power. This makes it more affordable than many neighboring counties and the state average, positioning the area as cost-effective for workers and families. Target sectors to focus on are Agri-Business, Food Processing, Metal & Products, Advanced Textiles, and Aerospace/Defense, aligning with existing strengths and workforce training outputs.
Sampson County Economic Development Strategic Plan 20 Comparable Communities Sampson County was benchmarked against Granville, Lenoir, Columbus, Hoke, and Duplin counties because these counties are similar in population and economy to Sampson County. Several of them also have similar transportation access and educational systems as Sampson County. Another similarity with Sampson County is that these counties also have a small economic development sta, limited budget, and focus on similar economic development strategies. Population & Demographics Source: JobsEQ® Source: JobsEQ® 63,84263,87363,71363,66463,56163,38563,28459,46859,31759,245010,00020,00030,00040,00050,00060,00070,0002014 2015 2016 2017 2018 2019 2020 2021 2022 2023Population Sampson County, NC59,245010,00020,00030,00040,00050,00060,00070,0002014 2015 2016 2017 2018 2019 2020 2021 2022 202310-Year Populaton Growth-Comparable CountiesSampson County, NC Granville County, NC Lenoir County, NCColumbus County, NC Hoke County, NC Duplin County, NC 70,00060,00050,00040,00030,00020,00010,000070,00060,00050,00040,00030,00020,00010,00002014201463,8422015201563,8732016201663,713Sampson County, NCColumbus County, NCSampson County Economic Development Strategic Plan 2017201763,6642018201863,561Granville County, NCHoke County, NC2019201963,3852020202063,2842021202159,468Lenoir County, NCDuplin County, NC2022202259,31720 2023202359,24559,245 Comparable Communities Sampson County was benchmarked against Granville, Lenoir, Columbus, Hoke, and Duplin counties because these counties are similar in population and economy to Sampson County. Several of them also have similar transportation access and educational systems as Sampson County. Another similarity with Sampson County is that these counties also have a small economic development staff, limited budget, and focus on similar economic development strategies. Population & Demographics Source: JobsEQ® Source: JobsEQ® Population Sampson County, NC10-Year Populaton Growth-Comparable Counties
Sampson County Economic Development Strategic Plan 21 Source: JobsEQ® Median Age Sampson County, NC Granville County, NC Lenoir County, NC Columbus County, NC Hoke County, NC Duplin County, NC 60-min Drive of Clinton, NC North Carolina 2012 38.2 39.9 41.0 40.4 30.8 37.4 34.7 37.4 2013 38.5 40.2 41.1 40.7 31.0 37.8 34.9 37.6 2014 38.9 41.0 41.3 40.9 31.1 38.1 35.0 37.8 2015 39.2 41.4 42.1 41.5 31.4 38.8 35.3 38.0 2016 39.5 41.9 42.1 41.6 31.7 39.2 35.6 38.3 2017 40.2 42.5 41.9 41.9 31.9 40.0 35.7 38.4 2018 40.3 42.6 42.2 42.0 32.5 40.6 35.9 38.6 2019 40.3 42.7 42.7 41.9 32.8 40.5 36.1 38.7 2020 40.3 43.1 42.3 41.9 33.0 40.7 36.2 38.9 2021 40.2 43.0 42.9 41.8 33.2 40.6 36.4 39.0 2022 39.6 42.5 42.7 41.8 33.5 40.6 36.6 39.1 2023 39.7 42.5 42.2 42.4 33.7 40.7 36.6 Q Source: JobsEQ 2024 Diversity Index Sampson County, NC Granville County, NC Lenoir County, NC Columbus County, NC Hoke County, NC Duplin County, NC 60-min Drive of Clinton, NC North Carolina 76.6 67.5 66.6 60.9 79.2 76.9 72.8 66.3 Source: ESRI, The Diversity Index is a measure of racial and ethnic diversity in a geographic area. The index ranges from 0 to 100, with higher values indicating greater diversity. -6.03%-0.81%-0.18%-0.25%1.15%1.00%-0.12%1.30%1.09%-8.00%-6.00%-4.00%-2.00%0.00%2.00%Sampson County, NC 60-min Drive of Clinton, NC North CarolinaAnnual Population Growth2021 2022 2023 2.00%0.00%-2.00%-4.00%-6.00%-8.00%-6.03%Sampson County, NC-0.12%Sampson County Economic Development Strategic Plan 2021-0.81%202220231.30%60-min Drive of Clinton, NC-0.18%1.00%North Carolina1.09%21 Source: JobsEQ® 201220132014201520162017201820192020202120222023 SampsonCounty,NC 76.6 SampsonCounty,NC GranvilleCounty, NC GranvilleCounty,NC LenoirCounty,NC 66.6 LenoirCounty,NC ColumbusCounty, NC Median Age Columbus County, NC Hoke County, NC HokeCounty,NC 79.2 DuplinCounty,NC DuplinCounty,NC 76.9 60-minDrive ofClinton,NC 72.8 60-minDrive ofClinton,NC 34.734.935.035.335.635.735.936.136.236.436.636.6 NorthCarolina NorthCarolina 38.238.538.939.239.540.240.340.340.340.239.639.7 67.5 39.940.241.041.441.942.542.642.743.143.042.542.5 41.041.141.342.142.141.942.242.742.342.942.742.2 60.9 40.440.740.941.541.641.942.041.941.941.841.842.4 30.831.031.131.431.731.932.532.833.033.233.533.7 37.437.838.138.839.240.040.640.540.740.640.640.7 66.3 37.437.637.838.038.338.438.638.738.939.039.1Q Source: JobsEQ 2024 Diversity Index Source: ESRI, The DiversityIndex is a measureof racial andethnic diversity inageographicarea.The indexranges from0to100, with higher values indicating greater diversity. -0.25%1.15%Annual Population Growth
Sampson County Economic Development Strategic Plan 22 Sampson County, NC Race and Ethnicity 2023 2010 White 53.2% 66.8% Black or African American 24.9% 25.5% Hispanic or Latino (of any race) 21.3% 22.4% Some Other Race 14.9% n/a Two or More Races 4.3% 2.5% American Indian and Alaska Native 2.2% 4% Asian 0.5% 0.7% Native Hawaiian and Other Pacific Islander 0.0% 0.4% Source: JobsEQ Income & Poverty Source: JobsEQ® Source: JobsEQ® $35,731$35,490$36,742$37,765$39,068$42,151$42,914$45,127$49,963$53,159$0$10,000$20,000$30,000$40,000$50,000$60,0002014 2015 2016 2017 2018 2019 2020 2021 2022 2023Median Household Income Sampson County, NC$53,159$0$10,000$20,000$30,000$40,000$50,000$60,000$70,000$80,0002014 2015 2016 2017 2018 2019 2020 2021 2022 202310 Year Median Household Income Trend-Comparable Counties Sampson County, NC Granville County, NC Lenoir County, NCColumbus County, NC Hoke County, NC Duplin County, NC $60,000$50,000$40,000$30,000$20,000$10,000$0$80,000$70,000$60,000$50,000$40,000$30,000$20,000$10,000$020142014$35,73120152015$35,49020162016$36,742Sampson County, NCColumbus County, NC Sampson County Economic Development Strategic Plan 20172017$37,76520182018$39,068Granville County, NCHoke County, NC20192019$42,15120202020$42,91420212021Lenoir County, NCDuplin County, NC$45,12720222022$49,96322 20232023$53,159$53,159Sampson County, NC Race and EthnicityWhiteBlack or African AmericanHispanic or Latino (of any race)Some Other RaceTwo or More RacesAmerican Indian and Alaska NativeAsianNative Hawaiian and Other Pacific Islander Source:JobsEQ2023 201066.8%25.5%22.4%n/a2.5%4%0.7%0.4% 53.2%24.9%21.3%14.9%4.3%2.2%0.5%0.0% Income & Poverty Source: JobsEQ® Source: JobsEQ®Median Household Income Sampson County, NC10 Year Median Household Income Trend-Comparable Counties
Sampson County Economic Development Strategic Plan 23 Source: JobsEQ® Source: JobsEQ® Source: JobsEQ® $53,159$70,975$44,795$48,184$60,095$51,880$77,574$69,904$0$10,000$20,000$30,000$40,000$50,000$60,000$70,000$80,000$90,000SampsonCounty, NCGranvilleCounty, NCLenoir County,NCColumbusCounty, NCHoke County,NCDuplin County,NC60-min Drive ofClinton, NCNorth Carolina2023 Median Household Income by County$19,570$19,479$19,463$19,063$19,871$20,872$21,950$22,875$23,502$24,480$25,969$26,978$0$5,000$10,000$15,000$20,000$25,000$30,0002012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023Sampson County Per Capita Income$26,978$0$5,000$10,000$15,000$20,000$25,000$30,000$35,000$40,000$45,0002012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 202310 Year Per Capita Income TrendSampson County, NC 60-min Drive of Clinton, NC North Carolina $90,000$80,000$70,000$60,000$50,000$40,000$30,000$20,000$10,000$0$25,000$20,000$15,000$10,000$5,000$0$45,000$40,000$35,000$30,000$25,000$20,000$15,000$10,000$5,000$020122012$53,159SampsonCounty, NC20132013$70,97520142014GranvilleCounty, NC20152015Sampson County, NC$44,795 Sampson County Economic Development Strategic Plan Lenoir County,NC20162016$48,18420172017ColumbusCounty, NC20182018$60,09560-min Drive of Clinton, NC20192019$51,8802020202020212021North Carolina$77,5742022202223 20232023$26,978Hoke County,Duplin County,60-min Drive ofNorth CarolinaNC NC Clinton, NCSource: JobsEQ® Source: JobsEQ® Source: JobsEQ®$30,000$69,90410 Year Per Capita Income TrendSampson County Per Capita Income2023 Median Household Income by County$19,570$19,463$19,063$19,871$20,872$22,875$23,502$24,480$25,969$19,479$21,950$26,978
Sampson County Economic Development Strategic Plan 24 Source: JobsEQ® Source: JobsEQ® Source: JobsEQ® $26,978$40,533$39,616$0$5,000$10,000$15,000$20,000$25,000$30,000$35,000$40,000$45,000Sampson County, NC 60-min Drive of Clinton, NC North Carolina2023 Per Capita Income Region and State24.7%25.5%24.2%24.3%24.1%20.9%21.7%21.4%22.3%20.2%0.0%5.0%10.0%15.0%20.0%25.0%30.0%2014 2015 2016 2017 2018 2019 2020 2021 2022 2023Poverty Level Sampson County, NC20.2%0.0%5.0%10.0%15.0%20.0%25.0%30.0%2014 2015 2016 2017 2018 2019 2020 2021 2022 202310-Year Poverty Trend-Comparable CountiesSampson County, NC Granville County, NC Lenoir County, NCColumbus County, NC Hoke County, NC Duplin County, NC 25.0%20.0%15.0%10.0%5.0%0.0%30.0%25.0%20.0%15.0%10.0%5.0%0.0%$45,000$40,000$35,000$30,000$25,000$20,000$15,000$10,000$5,000$02014201424.7%2015201525.5%$26,978Sampson County, NC2016201624.2%Sampson County, NCColumbus County, NC Sampson County Economic Development Strategic Plan 24.3%201720172018201824.1%$40,5332019201920.9%Granville County, NCHoke County, NC60-min Drive of Clinton, NC2020202021.7%2021202121.4%Lenoir County, NCDuplin County, NC$39,61622.3%20222022North Carolina24 2023202320.2%20.2%Source: JobsEQ® Source: JobsEQ® Source: JobsEQ®30.0%Poverty Level Sampson County, NC2023 Per Capita Income Region and State10-Year Poverty Trend-Comparable Counties
Sampson County Economic Development Strategic Plan 25 Source: JobsEQ® Education Percent with a High School Degree or Higher Sampson County, NC Granville County, NC Lenoir County, NC Columbus County, NC Hoke County, NC Duplin County, NC 60-min Drive of Clinton, NC North Carolina 84.9% 86.5% 83.6% 87.2% 89.5% 82.9% 91.7% 90.4% Source JobsEQ Certificate and Two-Year Programs in 60 min Drive Time of Clinton, NC CIP Code Title Certificates and 2yr Awards 4yr Awards Postgraduate Awards Total Awards 52.0201 Business Administration and Management, General 1,291 2,278 1,052 4,621 24.0101 Liberal Arts and Sciences/Liberal Studies 4,176 103 16 4,295 11.0901 Computer Systems Networking and Telecommunications 1,712 0 40 1,752 51.3801 Registered Nursing/Registered Nurse 608 1,079 11 1,698 11.0103 Information Technology 1,162 84 0 1,246 42.0101 Psychology, General 0 924 94 1,018 26.0101 Biology/Biological Sciences, General 0 906 7 913 11.0701 Computer Science 0 460 422 882 52.0304 Accounting and Finance 647 0 3 650 43.0104 Criminal Justice/Safety Studies 289 314 29 632 Source: JobsEQ 24.7%25.5%24.2%24.3%24.1%20.9%21.7%21.4%22.3%20.2%0.0%5.0%10.0%15.0%20.0%25.0%30.0%2014 2015 2016 2017 2018 2019 2020 2021 2022 202310-Year Poverty Level Trend-Region & StateSampson County, NC 60-min Drive of Clinton, NC North Carolina 30.0%25.0%20.0%15.0%10.0%5.0%0.0%201424.7%2015 2016Sampson County Economic Development Strategic Plan Sampson County, NC25.5%24.2% 24.3%2017 2018 201960-min Drive of Clinton, NC24.1%20.9% 21.7%2020 202121.4%North Carolina22.3%202220.2%25 2023Source: JobsEQ® Education SampsonCounty, NC Percent with a High School Degree or Higher Granville Lenoir Columbus Hoke Duplin County, NC 60-min Drive of Clinton, NC County, NC County, County, County, NC NC NC NorthCarolina 84.9% SourceJobsEQ86.5% 83.6% 87.2% 89.5% 82.9% 91.7% 90.4% Certificate and Two-Year Programs in 60 min Drive Time of Clinton, NC CIPCode 52.0201 24.0101 11.0901 51.380111.010342.010126.010111.070152.030443.0104 Title Business Administration and Management, General Liberal Arts and Sciences/Liberal Studies Computer Systems Networking and Telecommunications Registered Nursing/Registered Nurse Information Technology Psychology, General Biology/Biological Sciences, General Computer Science Accounting and Finance Criminal Justice/Safety Studies Certificatesand 2yrAwards 1,291 4,176 1,712 6081,162000647289 4yr Awards 2,278 103 0 1,079849249064600314 PostgraduateAwards 1,052 16 40 110947422329 TotalAwards 4,621 4,295 1,752 1,6981,2461,018913882650632 Source: JobsEQ 10-Year Poverty Level Trend-Region & State
Sampson County Economic Development Strategic Plan 26 Housing Sampson County, NC Housing Profile Total Housing Units, 2024 5,987 Projected Units in 2029 6,019 Projected % Increase 2024-29 0.53% % Occupied 87.20% % Vacant 12.80% Owner-Occupied 46.50% Renter-Occupied 40.70% Affordability Index 2024 101 Median Monthly Contract Rent (2018-2022) $607 Median Monthly Gross Rent (2018-2022) $827 Median Home Value 2024 $149,263 Median Age Built (2018-2022) 1973 Stock 1, Detached 64.70% 1, Attached 0.70% 2-9 Units 19.80% 10-19 Units 4.6% 20+ Units 2.3% Mobile Home, Boat, RV, etc. 7.80% Homes for Sale Apr.2025 189 Average Sale Time (days) Apr.2025 56 Sources: ESRI, rockethomes.com Source: JobsEQ® $128,400$0$50,000$100,000$150,000$200,000$250,000$300,000$350,0002014 2015 2016 2017 2018 2019 2020 2021 2022 202310-Year Trend Median Home Value-Region & State Sampson County, NC 60-min Drive of Clinton, NC North Carolina $350,000$300,000$250,000$200,000$150,000$100,000$50,000$02014 2015 2016Sampson County, NCSampson County Economic Development Strategic Plan 2017 2018 201960-min Drive of Clinton, NC2020 2021North Carolina202226 2023$128,400 Housing Sampson County, NC Housing ProfileTotalHousing Units, 2024 Projected Units in2029 Projected % Increase 2024-29 %Occupied % Vacant Owner-OccupiedRenter-Occupied Affordability Index 2024Median Monthly Contract Rent (2018-2022)Median Monthly Gross Rent (2018-2022)Median Home Value 2024 Median Age Built(2018-2022) Stock 1, Detached1, Attached2-9 Units10-19 Units20+ UnitsMobile Home, Boat, RV, etc. Homes for Sale Apr.2025Average Sale Time (days) Apr.2025 Sources: ESRI,rockethomes.com5,9876,0190.53%87.20%12.80%46.50%40.70%101$607$827$149,2631973 64.70% 0.70% 19.80% 4.6% 2.3% 7.80% 189 56 Source: JobsEQ® 10-Year Trend Median Home Value-Region & State
Sampson County Economic Development Strategic Plan 27 Source: JobsEQ® $128,400$0$50,000$100,000$150,000$200,000$250,0002014 2015 2016 2017 2018 2019 2020 2021 2022 202310-Year Trend Median Home Value-Comparable CountiesSampson County, NC Granville County, NC Lenoir County, NCColumbus County, NC Hoke County, NC Duplin County, NC $250,000$200,000$150,000$100,000$50,000$02014 2015 2016Sampson County, NCColumbus County, NCSampson County Economic Development Strategic Plan 2017 2018Granville County, NCHoke County, NC2019 2020 2021Lenoir County, NCDuplin County, NC202227 2023$128,400Source: JobsEQ® 10-Year Trend Median Home Value-Comparable Counties
Sampson County Economic Development Strategic Plan 28 Labor Force, Industry Sectors, & Wages The labor force includes people who are working and actively seeking work. It does not include people who are not participating in the labor force such as retirees. The industry sectors below are the two-digit level industry classications of the North American Industry Classication System. Wages includes base pay, commissions, bonuses, tips, and some employer contributions to deferred compensation plans. Source: JobsEQ® Source: JobsEQ® 29,95829,76329,60029,04229,27228,68326,80926,30826,23424,00025,00026,00027,00028,00029,00030,00031,0002014 2015 2016 2017 2018 2019 2020 2021 2022Sampson County Labor Force-6.53%-0.55%0.14%-1.87%1.39%1.36%-0.28%1.22%1.06%-7.00%-6.00%-5.00%-4.00%-3.00%-2.00%-1.00%0.00%1.00%2.00%Sampson County, NC 60 Mile Drive Time of Clinton, NC North Carolina2021-2023 Labor Force Growth2021 2022 2023 31,00030,00029,00028,00027,00026,00025,00024,0002.00%1.00%0.00%-1.00%-2.00%-3.00%-4.00%-5.00%-6.00%-7.00%201429,958201529,763-6.53%Sampson County, NC-0.28%201629,600Sampson County Economic Development Strategic Plan 201729,042-0.55%201829,2721.39% 1.22%201928,68360 Mile Drive Time of Clinton, NC2021 2022 2023202026,809202126,308North Carolina1.36%1.06%0.14%202228 26,234 Labor Force, Industry Sectors, & Wages The labor force includes people who are working and actively seeking work. It does not include people who are not participating in the labor force such as retirees. The industry sectors below are the two-digit level industry classifications of the North American Industry Classification System. Wages includes base pay, commissions, bonuses, tips, and some employer contributions to deferred compensation plans. Source: JobsEQ® Source: JobsEQ® -1.87%Sampson County Labor Force2021-2023 Labor Force Growth
Sampson County Economic Development Strategic Plan 29 Source: JobsEQ® Source: Census.gov Source: Census.gov 26,23405,00010,00015,00020,00025,00030,00035,0002014 2015 2016 2017 2018 2019 2020 2021 2022 202310-Year Labor Force Trend-Comparable CommunitiesSampson County, NC Granville County, NC Lenoir County, NCColumbus County, NC Hoke County, NC Duplin County, NC1188117611671144114611511173118512021271131410501100115012001250130013502013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023Sampson County Number of Business Establishments289305339 33934641653171774471701002003004005006007008002014 2015 2016 2017 2018 2019 2020 2021 2022 2023Sampson County New Business Applications 800700600500400300200100013001250120011501100105035,00030,00025,00020,00015,00010,0005,000028920142013118820142014117630520152015116720153392016201620161144339Sampson County, NCColumbus County, NC2017 Sampson County Economic Development Strategic Plan 20172017114634620182018201811514162019Granville County, NCHoke County, NC20192019117353120202020202071720212021Lenoir County, NCDuplin County, NC202112022022202220221271717202329 20232023131426,234Source: JobsEQ® Source: Census.govSource: Census.gov Sampson County New Business Applications10-Year Labor Force Trend-Comparable CommunitiesSampson County Number of Business Establishments13501185744
Sampson County Economic Development Strategic Plan 30 Source: JobsEQ® Source: JobsEQ® $52,481 $57,104 $49,382 $47,140 $44,780 $50,847 $63,207 $66,375 $- $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000SampsonCounty, NCGranvilleCounty, NCLenoir County,NCColumbusCounty, NCHoke County,NCDuplin County,NC60-min Drive ofClinton, NCNorth Carolina2024Q4 Wages $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $-$52,481 SampsonCounty, NC$57,104 GranvilleCounty, NC$49,382 Sampson County Economic Development Strategic Plan Lenoir County,NC$47,140 ColumbusCounty, NC$44,780 $50,847 $63,207 30 $66,375 Hoke County,Duplin County,60-min Drive ofNorth CarolinaNC NC Clinton, NCSource: JobsEQ® Source: JobsEQ® 2024Q4 Wages
Sampson County Economic Development Strategic Plan 31 Sampson County Employment by Industry 2024 Q4 Empl. % of total Empl. Avg Ann Wages LQ Manufacturing 2,895 15.09% $63,785 1.92 Retail Trade 2,423 12.63% $34,580 1.30 Agriculture, Forestry, Fishing and Hunting 2,333 12.16% $93,292 10.10 Health Care and Social Assistance 2,114 11.02% $49,763 0.73 Educational Services 1,902 9.91% $49,173 1.23 Public Administration 1,302 6.79% $51,648 1.44 Accommodation and Food Services 1,285 6.70% $18,986 0.77 Administrative and Support and Waste Management and Remediation Services 1,038 5.41% $35,302 0.89 Other Services (except Public Administration) 1,022 5.33% $29,222 1.25 Construction 1,005 5.24% $50,255 0.88 Wholesale Trade 510 2.66% $68,171 0.71 Transportation and Warehousing 352 1.83% $55,207 0.37 Professional, Scientific, and Technical Services 342 1.78% $60,518 0.25 Finance and Insurance 251 1.31% $52,618 0.33 Arts, Entertainment, and Recreation 118 0.61% $20,768 0.29 Information 99 0.52% $60,745 0.27 Real Estate and Rental and Leasing 99 0.52% $39,683 0.29 Management of Companies and Enterprises 49 0.26% $121,614 0.16 Utilities 33 0.17% $73,757 0.33 Mining, Quarrying, and Oil and Gas Extraction 16 0.08% $77,697 0.23 Total - All Industries 19,187 $52,481 Source: JobsEQ® Sampson County Economic Development Strategic Plan 31 Sampson County Employment by Industry2024 Q4 Manufacturing Retail Trade Agriculture, Forestry, Fishing and Hunting Health Care and Social Assistance Educational Services Public Administration Accommodation and Food Services Administrative and Support and Waste Management and Remediation Services Other Services (except PublicAdministration) Construction Wholesale Trade Transportation and Warehousing Professional, Scientific, and Technical Services Finance and Insurance Arts, Entertainment, and Recreation Information Real Estate and Rental and Leasing Management of Companies and Enterprises Utilities Mining, Quarrying, and Oil and Gas Extraction Total - All Industries Empl. 2,8952,4232,3332,1141,9021,3021,2851,038 1,022 1,005 510 352 342 251 118 99 99 49 33 16 19,187 % oftotalEmpl. 15.09% 12.63% 12.16% 11.02%9.91%6.79%6.70%5.41% 5.33% 5.24% 2.66% 1.83% 1.78% 1.31% 0.61% 0.52% 0.52% 0.26% 0.17% 0.08% Avg AnnWages $63,785 $34,580 $93,292 $49,763 $49,173 $51,648 $18,986 $35,302 $29,222 $50,255 $68,171 $55,207 $60,518 $52,618 $20,768 $60,745 $39,683 $121,614 $73,757 $77,697 $52,481 LQ 1.921.3010.100.731.231.440.770.89 1.25 0.88 0.71 0.37 0.25 0.33 0.29 0.27 0.29 0.16 0.33 0.23 Source: JobsEQ®
Sampson County Economic Development Strategic Plan 32 Location quotients represent the concentration of employment in an industry compared to the national average. In Sampson County, Agriculture has a high location quotient (LQ) of 10.85. Industries to the left of the vertical line (“0”) are expected to have job losses (Machinery Manufacturing), while industries to the right of the line are expected to have growing employment (Food Manufacturing). Industries that are above the vertical line (Agriculture) pay above the average county wage. The ideal companies to recruit are in the northeast quadrant – they are expected to grow and pay above average wages. Source: JobsEQ® Sampson County Economic Development Strategic Plan 32 Location quotients represent the concentration of employment in an industry compared to the national average. In Sampson County, Agriculture has a high location quotient (LQ) of 10.85. Industries to the left of the vertical line (“0”) are expected to have job losses (Machinery Manufacturing), while industries to the right of the line are expected to have growing employment (Food Manufacturing). Industries that are above the vertical line (Agriculture) pay above the average county wage. The ideal companies to recruit are in the northeast quadrant – they are expected to grow and pay above average wages. Source: JobsEQ®
Sampson County Economic Development Strategic Plan 33 Industry Clusters for Sampson County, North Carolina as of 2024 Q4 Industry Group Average Annual Employment Forecast Rate(%) 2024Q4-2034Q4 Average Wages LQ Emp. By Cluster Agricultural -0.31 $92,492 10.85 2,319 Food Mfg. 0.35 $54,369 6.92 1,598 Metal & Product Mfg. 0.05 $79,846 4.16 558 Textile/Leather -3.22 $47,791 2.25 83 Public Admin. -0.01 $51,652 2.19 1,302 Wood/Paper -0.52 $42,729 1.32 185 Education 0.40 $42,810 1.23 2,356 Auto/Auto-related 0.29 $48,524 1.17 372 Retail -0.39 $38,788 1.14 2,933 Utilities 0.41 $58,675 1.05 94 Construction 0.27 $50,389 0.93 1,092 Health 0.81 $48,521 0.75 2,114 Coal/Oil/Power 0.02 $74,921 0.71 103 Machinery Mfg. -0.57 $70,716 0.69 235 Freight Tran. 0.00 $56,115 0.62 339 Source: JobsEQ® Source: JobsEQ® Sampson County Economic Development Strategic Plan 33 Agricultural Food Mfg.Metal & Product Mfg.Textile/Leather PublicAdmin. Wood/PaperEducation Auto/Auto-related Retail UtilitiesConstruction HealthCoal/Oil/PowerMachinery Mfg.Freight Tran. Industry Clusters for Sampson County, North Carolina as of 2024 Q4 Industry Group AverageAnnualEmploymentForecastRate(%)2024Q4-2034Q4 AverageWages LQ Emp.ByCluster -0.31 0.35 0.05 -3.22 -0.01 -0.52 0.40 0.29 -0.39 0.41 0.27 0.81 0.02 -0.57 0.00 $92,492 $54,369 $79,846 $47,791 $51,652 $42,729 $42,810 $48,524 $38,788 $58,675 $50,389 $48,521 $74,921 $70,716 $56,115 10.85 6.92 4.16 2.25 2.19 1.32 1.23 1.17 1.14 1.05 0.93 0.75 0.71 0.69 0.62 2,319 1,598 558 83 1,302 185 2,356 372 2,933 94 1,092 2,114 103 235 339 Source: JobsEQ®Source: JobsEQ®
Sampson County Economic Development Strategic Plan 34 Agriculture The 2025 dash 2026 county budget message stated that there are 606,611 acres of land in Sampson County and 404,588 acres are listed in Present Use Value. Of the land listed in Present Use Value, 48% is in crop, and 42% in timber, and 10% is commercial, residential and industrial. Source: USDA Source: USDA Source: USDA 291,635 301,248 292,205 - 100,000 200,000 300,000 400,0002012 2017 2022Sampson County Ag Land-Acres10679608820200400600800100012002012 2017 2022Sampson County Number of Ag Operations$1,035,690,000 $1,045,630,000 $1,929,925,000 $223,102,000 $203,510,000 $263,927,000 $- $500,000,000 $1,000,000,000 $1,500,000,000 $2,000,000,000 $2,500,000,0002012 2017 2022Sampson County Agriculture SalesAnimal/Product Total-Sales Crop Total-Sales 120010008006004002000 400,000 300,000 200,000 100,000 - $2,500,000,000 $2,000,000,000 $1,500,000,000 $1,000,000,000 $500,000,000 $-201210672012291,635 2012Sampson County Economic Development Strategic Plan Animal/Product Total-Sales96020172017301,248 2017Crop Total-Sales882202220222022292,205 34 Agriculture The 2025 dash 2026 county budget message stated that there are 606,611 acres of land in Sampson County and 404,588 acres are listed in Present Use Value. Of the land listed in Present Use Value, 48% is in crop, and 42% in timber, and 10% is commercial, residential and industrial. Source: USDA Source: USDA Source: USDA Sampson County Ag Land-AcresSampson County Agriculture SalesSampson County Number of Ag Operations$1,035,690,000 $1,045,630,000 $203,510,000 $1,929,925,000 $263,927,000 $223,102,000
Sampson County Economic Development Strategic Plan 35 Retail Sales Source: DOR NC.gov Source: DOR NC.gov $520,303,168 $610,213,503 $663,019,704 $738,408,738 $770,173,660 $- $200,000,000 $400,000,000 $600,000,000 $800,000,000 $1,000,000,0002020 2021 2022 2023 2024Sampson County Taxable Retail Sales$24,821,396 $29,104,521 $31,640,365 $35,281,918 $36,716,915 $- $10,000,000 $20,000,000 $30,000,000 $40,000,0002020 2021 2022 2023 2024Sampson County Gross Retail Sales Tax Collections $40,000,000 $30,000,000 $20,000,000 $10,000,000 $- $1,000,000,000$800,000,000$600,000,000$400,000,000$200,000,000 $-20202020$24,821,396 $520,303,168 2021Sampson County Economic Development Strategic Plan 2021$29,104,521 $610,213,503 20222022$31,640,365 $663,019,704 20232023$35,281,918 20242024$36,716,915 $770,173,660 35 Retail Sales Source: DOR NC.gov Source: DOR NC.gov $738,408,738 Sampson County Taxable Retail SalesSampson County Gross Retail Sales Tax Collections
Sampson County Economic Development Strategic Plan 36 Cost of Living 2024 Cost of Living Information Annual Average Salary Cost of Living Index (Base U.S.=100) U.S. Purchasing Power Sampson County, NC $52,481 83.2 $63,056 Lenoir County, NC $49,382 82.2 $60,061 Duplin County, NC $50,847 83.0 $61,290 Columbus County, NC $47,140 83.2 $56,637 Hoke County, NC $44,780 88.2 $50,771 Granville County, NC $57,104 90.7 $62,939 60-min Drive of Clinton, NC $63,207 92.6 $68,284 North Carolina $66,375 94.0 $70,644 USA $73,145 100.0 $73,145 Source: JobsEQ - Economic Overview Source: JobsEQ - Economic Overview 83.290.782.283.288.283.092.694.0100.0020406080100120SampsonCounty, NCGranvilleCounty, NCLenoirCounty, NCColumbusCounty, NCHoke County,NCDuplinCounty, NC60-min Driveof Clinton, NCNorthCarolinaUSACost of Living Index (100=US Average) 12010080604020083.2SampsonCounty, NCGranvilleCounty, NC82.2LenoirCounty, NCSampson County Economic Development Strategic Plan 83.288.283.092.6ColumbusCounty, NCHoke County,NCDuplin 60-min DriveCounty, NCof Clinton, NC94.0NorthCarolinaUSA100.036 Cost of Living 2024 Cost of Living Information Sampson County, NC LenoirCounty, NC Duplin County, NCColumbus County, NC HokeCounty, NC Granville County, NC60-min Drive of Clinton, NC NorthCarolina USA Source:JobsEQ -EconomicOverviewAnnualAverage Salary $52,481 $49,382 $50,847 $47,140 $44,780 $57,104 $63,207 $66,375 $73,145 Cost of Living Index(Base U.S.=100) 83.2 82.2 83.0 83.2 88.2 90.7 92.6 94.0100.0 U.S. PurchasingPower $63,056 $60,061 $61,290 $56,637 $50,771 $62,939 $68,284 $70,644$73,145 Source: JobsEQ - Economic Overview 90.7Cost of Living Index (100=US Average)
Sampson County Economic Development Strategic Plan 37 Appendix C: Product Assessment Sampson County has a very limited inventory of sites and buildings to attract new investment. The majority of expanding companies, approximately 80%, want or prefer an existing, modern industrial building. Today the most often requested ceiling height is 32’, and the most often requested size is 100,000 SF. There is only one business park that has all utilities on site, and it is not a North Carolina Certied Site. A certied site is a site that has due diligence, site planning, and development cost estimation complete. There is a recommendation in the strategic plan to complete the remaining due diligence on the business park to enhance its marketability. The Joe Britt Warren Business Park would Be more marketable if utilities were extended and due diligence was completed. There are only two available buildings marketed in the county, and both of them have low ceiling height. In order to attract the nearly 80% of companies that are looking for an existing building, this strategic plan recommends conducting a feasibility study to establish a spec building program. Site Inventory Sampson County markets ve industrial sites on the state’s online database. The sites range from 4.8 acres to 210 acres. Only two of the Properties, the former Tar Heel Motel Site and the Sampson Southeast Business Center, have all utilities on site. The Sampson Southeast Business Center is home to several existing businesses, is accessed o of U.S. 421 and Hwy 701, and has some due diligence completed. Site Acres Utilities Former Tar Heel Motel Site 4.8 acres All utilities on site Peterson Investments, LLC 54 acres Electric on site I-40 (Exit 355) 100 acres Electric and water on site Sampson Southeast Business Center 120 acres All utilities on site Joe Britt Warren Business Park 210 acres Electric on site Source: EDPNC Building Inventory There are only two buildings marketed in Sampson County on EDPNC's website. Both are older metal warehouse buildings with low ceiling height. Building Square Feet Ceiling Height 395 Pugh Road 67,500 SF 20’ 321 Goldsboro Street 24,000 SF 16’ Source: EDPNC Sampson County Economic Development Strategic Plan 37 Appendix C: Product Assessment Sampson County has averylimitedinventoryof sitesand buildings to attract new investment. Themajority of expanding companies, approximately 80%, want or prefer an existing, modern industrialbuilding. Today the most often requested ceiling height is 32’, and the most often requested size is100,000 SF. There is only one business park that has all utilities on site, and it is not a North Carolina Certified Site. A certified site is a site that has due diligence, site planning, and development cost estimation complete. There is a recommendation in the strategic plan to complete the remaining due diligence on the business park to enhance its marketability. The Joe Britt Warren Business Park would Be more marketable if utilities were extended and due diligence was completed. There are only two available buildings marketed in the county, and both of them have low ceiling height. In order to attract the nearly 80% of companies that are looking for an existing building, this strategic plan recommends conducting a feasibility study to establish a spec building program. There are only two buildings marketed in Sampson County on EDPNC's website. Both are older metal warehouse buildings with low ceiling height. Building 395 Pugh Road 321 Goldsboro Street Square Feet 67,500 SF 24,000 SF Ceiling Height 20’ 16’ Sampson County markets five industrial sites on the state’s online database. The sites range from 4.8 acres to 210 acres. Only two of the Properties, the former Tar Heel Motel Site and the Sampson Southeast Business Center, have all utilities on site. The Sampson Southeast Business Center is home to several existing businesses, is accessed off of U.S. 421 and Hwy 701, and has some due diligence completed. Site Former Tar Heel Motel Site Peterson Investments, LLC I-40 (Exit 355) Sampson Southeast Business Center Joe Britt Warren Business Park Acres 4.8 acres 54 acres 100 acres 120 acres 210 acres Utilities All utilities on site Electric on site Electric and water on site All utilities on site Electric on site Site Inventory Building InventorySource: EDPNCSource: EDPNC
Sampson County Economic Development Strategic Plan 38 Appendix D: Community Survey There were 296 responses to the community survey, which was distributed electronically through contact databases and social media. Respondents live, work, or own a business or property in Sampson County. 90%18%7%5%4%0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%am a Sampson County residentam a Sampson County business ownerwork in Sampson County but live elsewherelive in Sampson County but work outside the countyown property in Sampson County but live elsewhereI (check all that apply) Sampson County Economic Development Strategic Plan 38 Appendix D: Community Survey Therewere 296 responsesto thecommunitysurvey,which was distributed electronically through contactdatabases and social media. Respondents live, work, or own a business or property in Sampson County. own property in Sampson County but live elsewherelive in Sampson County but work outside the countyam a Sampson County business owner0%am a Sampson County resident4%10%7%20%18%30% 40% 50% 60% 70% 80%90% 100%90%work in Sampson County but live elsewhere5%I (check all that apply)
Sampson County Economic Development Strategic Plan 39 77%50%40%37%35%35%34%30%28%20%19%18%13%12%10%20%33%38%33%33%36%47%35%35%32%59%32%34%30%40%2%17%21%30%32%29%18%35%37%48%22%50%52%57%51%0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Sampson Community CollegeDowntown developmentOverall affordabilityK-12 SchoolsBroadband/internetUtilities (water, sewer, electric, natural gas)Arts & cultural programsTransportation/road networkRecreation facilities and programsHealth care quality and accessLocal regulatory environmentWorkforce availability & skill setShopping, dining, entertainmentHousing - options, affordabilityChildcare - cost and availabilityFrom a business perspective, rate the following as strengths, weaknesses, or neither for Sampson County.Strength Neither strength or weakness Weakness Sampson County Economic Development Strategic Plan 39 Arts & cultural programs77% 20% 2%Childcare - cost and availabilityRecreation facilities and programsHousing - options, affordabilityOverall affordabilityTransportation/road networkHealth care quality and accessK-12 SchoolsUtilities (water, sewer, electric, natural gas)Local regulatory environmentShopping, dining, entertainmentWorkforce availability & skill setBroadband/internetDowntown developmentStrength0%Sampson Community College10%12%13%18%19%20%28%30%34%35%35%37%40%50%30%40%34%32%32%Neither strength or weakness10% 20% 30% 40%35%35%59%33%36%33%47%38%Weakness50% 60%33%70%57%52%51%50%48%80%37%35%32%30%29%22%21%90%18%17%100%From a business perspective, rate the following as strengths, weaknesses, or neither for Sampson County.
Sampson County Economic Development Strategic Plan 40 8%16%4%10%5%8%3%4%2%5%4%49%37%40%31%34%29%30%28%24%20%18%42%47%57%59%60%63%67%68%74%75%78%Supporting investments in placemaking/amenitiesSupporting housing developmentSupporting existing business expansionMarketing Sampson County to businesses, tourists, and peopleAttracting new workers to the countyFacilitating the development of business sites, parks, andbuildingsSupporting small business startups and scalingAttracting a variety of new businesses and industriesSupporting infrastructure investments (water, sewer, roads)Retaining workers who leave Sampson County for employmentopportunitiesRaising career awareness and aligning education and jobopportunitiesI would like to see Sampson County invest more/less resources in these economic development strategies.More resources About the same Less resources Sampson County Economic Development Strategic Plan 40 More resourcesFacilitating the development of business sites, parks, andbuildingsRaising career awareness and aligning education and jobopportunitiesSupporting small business startups and scalingSupporting existing business expansionMarketing Sampson County to businesses, tourists, and peopleSupporting investments in placemaking/amenitiesAttracting new workers to the countyAttracting a variety of new businesses and industriesSupporting infrastructure investments (water, sewer, roads)Retaining workers who leave Sampson County for employmentopportunitiesSupporting housing development2%4%4%4%5%5%8%8%About the same10%16%18%24%28%29%30%31%34%Less resources40%47%37%42%49%57%59%60%63%67%68%74%75%78%3%20%I would like to see Sampson County invest more/less resources in these economic development strategies.
Sampson County Economic Development Strategic Plan 41 9%10%17%19%22%22%24%24%29%30%45%49%Arts and cultural facilities and programsDowntown building revitalizationBroadband/internetRecreation facilities and programsLong range planning for growthExpanding housing optionsSmall business and entrepreneur developmentTransportation/road infrastructureUtility Infrastructure (water, sewer, electric, natural gas)Business sites and buildings for startups, new locations, andexpansionsQuality of life amenities (retail, dining, entertainment)Education and workforce developmentWhat is the most important investment Sampson County could make to ensure long-term, sustainable economic growth? CHOOSE THREE.3.123.613.674.084.554.664.73Expand housing availability and optionsMarket Sampson County as a location for business, visitors, andnew residentsInvest in business sites, buildings, and startup spaceInvest in amenities (retail, dining, recreation, etc.) to attract andretain residentsSupport existing businesses and new startupsSupport education and workforce development alignment withcareer opportunitiesAttract new businesses to diversify the economyRank the following economic development strategies with 1 being the highest and 7 being the lowest. Sampson County Economic Development Strategic Plan 41 9%Education and workforce developmentQuality of life amenities (retail, dining, entertainment)Business sites and buildings for startups, new locations, andexpansionsUtility Infrastructure (water, sewer, electric, natural gas)Transportation/road infrastructureSmall business and entrepreneur developmentExpanding housing optionsLong range planning for growthRecreation facilities and programsBroadband/internetDowntown building revitalizationArts and cultural facilities and programsAttract new businesses to diversify the economySupport education and workforce development alignment withcareer opportunitiesSupport existing businesses and new startupsInvest in amenities (retail, dining, recreation, etc.) to attract andretain residentsInvest in business sites, buildings, and startup spaceMarket Sampson County as a location for business, visitors, andnew residentsExpand housing availability and options30%29%24%24%22%22%19%17%10%3.1249%45%3.613.674.084.554.664.73Rank the following economic development strategies with 1 being the highest and 7 being the lowest.What is the most important investment Sampson County could maketo ensure long-term, sustainable economic growth? CHOOSE THREE.
Sampson County Economic Development Strategic Plan 42 3%17%30%31%35%37%40%54%62%Other (please specify)Vibrant cultural and recreational opportunitiesHousing availability and affordabilityRetention of youthDiverse shopping, restaurants, entertainment optionsInfrastructure that keeps up with growthDiverse economy/thriving business baseQuality schoolsEconomic prosperity/high paying, quality jobsWhat does success in economic develpment look like for Sampson County? CHOOSE THREE. Sampson County Economic Development Strategic Plan 42 Economic prosperity/high paying, quality jobsQuality schoolsDiverse economy/thriving business baseInfrastructure that keeps up with growthDiverse shopping, restaurants, entertainment optionsRetention of youthHousing availability and affordabilityVibrant cultural and recreational opportunitiesOther (please specify)3%17%40%37%35%31%30%62%54%What does success in economic develpment look like for Sampson County? CHOOSE THREE.
Sampson County Economic Development Strategic Plan 43 Appendix E: Business Survey The online business survey was distributed to contact databases of businesses and via social media. There were 47 responses, most are long-time manufacturing businesses. 74%26%0%Own or manage a business or industry in Sampson CountyWork in a Sampson County business or industryNeither own, manage, or work in a business or industry inSampson CountyI.... (If you do not own, manage, or work in a business in Sampson County, please take the community survey)76%61%22%2%0%live in Sampson Countywork in Sampson Countylive outside Sampson County but commute in for workneither live or work in Sampson CountyOther (please specify)I..... (check all that apply) Sampson County Economic Development Strategic Plan 43 Appendix E: Business Survey Theonline businesssurveywas distributedto contact databases of businesses and via social media.There were 47 responses, most are long-time manufacturing businesses. live in Sampson Countywork in Sampson Countylive outside Sampson County but commute in for workneither live or work in Sampson CountyOther (please specify)Neither own, manage, or work in a business or industry inSampson CountyOwn or manage a business or industry in Sampson CountyWork in a Sampson County business or industry2%0%0%22%26%76%74%I..... (check all that apply)I.... (If you do not own, manage, or work in a business in Sampson County, please take the community survey)61%
Sampson County Economic Development Strategic Plan 44 0%5%5%5%5%7%9%16%20%23%27%30%41%52%Business startup support and programsEducational assets/connection to education institutionsExisting cluster of similar businessesWorkforce training and education programsI don't knowUtilities (water. sewer, electric, natural gas)Transportation networkWorkforce availability and costBuilding, land, startup space availabilityCost of doing businessAccess to customers and suppliersPurchased an existing business/business was already hereGeographic locationPersonal and/or home town connectionWhy did your company locate or start up in Sampson County? Choose all that apply.2%4%7%7%7%7%9%9%11%16%16%31%33%73%Utilities (water, sewer, electric, natural gas)Supply chain developmentBusiness planningScaling upTransportationBroadbandFinding affordable expansion space (buildings, sites)Local regulationsAccess to child careHousing for workforceFinancingWorkforce trainingWage growth pressureWorkforce availabilityWhat are your main challenges to sustaining and growing your business/industry? Choose all that apply. Sampson County Economic Development Strategic Plan 44 Supply chain developmentUtilities (water, sewer, electric, natural gas)Workforce availabilityWage growth pressureWorkforce trainingFinancingHousing for workforceAccess to child careLocal regulationsFinding affordable expansion space (buildings, sites)BroadbandTransportationScaling upBusiness planningWorkforce training and education programsExisting cluster of similar businessesEducational assets/connection to education institutionsBusiness startup support and programsPersonal and/or home town connectionGeographic locationPurchased an existing business/business was already hereAccess to customers and suppliersCost of doing businessBuilding, land, startup space availabilityWorkforce availability and costTransportation networkUtilities (water. sewer, electric, natural gas)I don't know9%9%7%7%7%7%4%2%16%16%33%31%30%27%23%20%16%9%7%5%5%5%5%0%41%52%73%11%Why did your company locate or start up in Sampson County? Choose all that apply.What are your main challenges to sustaining and growing your business/industry? Choose all that apply.
Sampson County Economic Development Strategic Plan 45 10%10%15%15%18%18%18%20%58%63%Incubator (business start-up space)New market identificationHelp with local regulatory processSupplier network developmentAssistance finding a location (building, site)Facilitating connections with education institutionsBusiness mentoringBusiness planningFinancing including tax breaks, grants, incentivesWorkforce trainingWhat business assistance would have been helpful when you started your business or that you believe would be helpful to a new business starting in Sampson County today? Choose all that apply. Sampson County Economic Development Strategic Plan 45 Workforce trainingFinancing including tax breaks, grants, incentivesBusiness planningBusiness mentoringFacilitating connections with education institutionsAssistance finding a location (building, site)Supplier network developmentHelp with local regulatory processNew market identificationIncubator (business start-up space)20%18%18%18%15%15%10%10%63%58%What business assistance would have been helpful when youstarted your business or that you believe would be helpful to a newbusiness starting in Sampson County today? Choose all that apply.
Sampson County Economic Development Strategic Plan 46 32%11%13%2%0%0%4%4%0%47%0%Expand at your current locationExpand at a new location within Sampson CountyExpand at a location outside Sampson CountySell your businessMove your business within Sampson CountyMove your business outside Sampson CountyMerge or acquire another businessDownsize at your current locationClose your businessNone of the aboveOtherAre you currently planning to... Choose all that apply. Sampson County Economic Development Strategic Plan 46 Expand at your current locationExpand at a new location within Sampson CountyExpand at a location outside Sampson CountySell your businessMove your business within Sampson CountyMove your business outside Sampson CountyMerge or acquire another businessDownsize at your current locationClose your businessNone of the aboveOther0%2%0%0%4%4%0%11%13%32%47%Are you currently planning to... Choose all that apply.
Sampson County Economic Development Strategic Plan 47 87%53%52%45%40%38%34%26%21%21%17%17%17%15%11%6%13%43%39%45%32%49%49%60%47%55%30%49%36%38%32%51%0%4%9%11%28%13%17%15%32%23%53%34%47%47%57%43%Sampson Community CollegeOverall affordabilityDowntown developmentArts & cultural programsTransportation/road networkBroadband/internetUtilities (water, sewer, electric, natural gas)Local regulatory environmentK-12 public schoolsRecreation facilities and programsShopping, dining, entertainmentHealth care quality and accessHousing affordabiility and optionsLocation choices (buildings, sites)Workforce availability & skill setChildcare - cost and availabilityFrom a business perspective, rate the following as strengths, weaknesses, or neither for Sampson County.Strength Neither strength or weakness Weakness Sampson County Economic Development Strategic Plan 47 Overall affordabilityDowntown developmentArts & cultural programsTransportation/road networkBroadband/internetUtilities (water, sewer, electric, natural gas)Local regulatory environmentK-12 public schoolsRecreation facilities and programsShopping, dining, entertainmentHealth care quality and accessHousing affordabiility and optionsLocation choices (buildings, sites)Workforce availability & skill setChildcare - cost and availabilityStrength53%52%45%40%87%Neither strength or weakness32%34% 49%26% 60%21% 47%21% 55%17% 30%17% 49%17% 36%15% 38%11% 32%6% 51%Weakness43%39%45%17%15%32%23%53%34%47%47%57%43%13% 0%4%9%11%28%Sampson Community College38% 49% 13%From a business perspective, rate the following as strengths, weaknesses, or neither for Sampson County.
Sampson County Economic Development Strategic Plan 48 5%9%7%4%9%2%2%0%0%2%2%66%57%48%46%39%43%41%41%33%28%22%30%35%46%50%52%54%57%59%67%70%76%Supporting investments in placemaking/amenitiesSupporting housing developmentSupporting small business startups and scalingMarketing Sampson County to businesses, tourists, and peopleFacilitating the development of business sites, parks, andbuildingsSupporting infrastructure investments (water, sewer, roads)Attracting a variety of new businesses and industriesSupporting existing business and industry expansionRetaining workers who leave Sampson County for employmentopportunitiesRaising career awareness and aligning education and jobopportunitiesAttracting new workers to the countyI would like to see Sampson County invest more/less resources in these economic development strategies.More resources About the same Less resources Sampson County Economic Development Strategic Plan 48 More resourcesFacilitating the development of business sites, parks, andbuildingsRaising career awareness and aligning education and jobopportunitiesSupporting small business startups and scalingMarketing Sampson County to businesses, tourists, and peopleSupporting investments in placemaking/amenitiesAttracting new workers to the countyAttracting a variety of new businesses and industriesSupporting infrastructure investments (water, sewer, roads)Retaining workers who leave Sampson County for employmentopportunitiesSupporting housing developmentSupporting existing business and industry expansion0%0%2%2%2%2%4%5%7%9%9%About the same22%30%33%35%Less resources39%41%41%43%48%50%46%52%54%57%57%59%66%67%70%76%28%46%I would like to see Sampson County invest more/less resources in these economic development strategies.
Sampson County Economic Development Strategic Plan 49 4%6%11%17%19%21%21%23%32%34%38%45%62%Arts and cultural facilities and programsOther (please specify)Transportation infrastructureDowntown building revitalizationSmall business and entrepreneur developmentBroadband/internetExpanding housing optionsRecreation facilities and programsLong range planning for growthUtility Infrastructure (water, sewer, electric, natural gas)Business sites and buildings for startups, new locations, andexpansionsEducation and workforce developmentQuality of life amenities (retail, dining, entertainment)What are the most important investments Sampson County could make to ensure long-term, sustainable economic growth? CHOOSE THREE. Sampson County Economic Development Strategic Plan 49 expansionsUtility Infrastructure (water, sewer, electric, natural gas)Transportation infrastructureOther (please specify)Arts and cultural facilities and programsQuality of life amenities (retail, dining, entertainment)Education and workforce developmentBusiness sites and buildings for startups, new locations, andRecreation facilities and programsExpanding housing optionsBroadband/internetSmall business and entrepreneur development45%38%34%32%23%21%21%19%17%11%6%4%Long range planning for growthDowntown building revitalization62%What are the most important investments Sampson County couldmake to ensure long-term, sustainable economic growth? CHOOSE THREE.
Sampson County Economic Development Strategic Plan 50 2%11%28%32%38%40%40%51%64%Other (please specify)Vibrant cultural and recreational opportunitiesHousing availability and affordabilityInfrastructure that keeps up with growthRetention of youthQuality schoolsDiverse shopping, restaurants, entertainment optionsEconomic prosperity/high paying, quality jobsDiverse economy/thriving business baseWhat does success in economic development look like for Sampson County? CHOOSE THREE. Sampson County Economic Development Strategic Plan 50 Infrastructure that keeps up with growthDiverse economy/thriving business baseRetention of youthEconomic prosperity/high paying, quality jobsDiverse shopping, restaurants, entertainment optionsHousing availability and affordabilityQuality schoolsOther (please specify)2%11%28%32%38%40%40%51%64%Vibrant cultural and recreational opportunitiesWhat does success in economic development look like for Sampson County? CHOOSE THREE.
Sampson County Economic Development Strategic Plan 51 0%0%2%2%2%2%2%4%4%4%4%4%4%6%9%9%11%11%19%Government/Public AdministrationManagement of Companies and EnterprisesAdministrative and Support ServicesEducational ServicesInformationReal EstateWholesale TradeAccommodation and Food ServicesArts, Entertainment, and RecreationHealth Care and Social AssistanceProfessional, Scientific, and Technical ServicesRetailUtilitiesOther (please specify)ConstructionTransportation and WarehousingAgricultureFinance and InsuranceManufacturingWhat business sector most closely matches your business?0%13% 13%74%Less than one year 1 - 5 years 6 - 10 years More than 10 yearsHow many years has your business been operating? Sampson County Economic Development Strategic Plan 51 0%Less than one yearManufacturingFinance and InsuranceAgricultureTransportation and WarehousingConstructionOther (please specify)UtilitiesRetailProfessional, Scientific, and Technical ServicesHealth Care and Social AssistanceArts, Entertainment, and RecreationAccommodation and Food ServicesWholesale TradeReal EstateInformationEducational ServicesAdministrative and Support ServicesManagement of Companies and EnterprisesGovernment/Public Administration13%1 - 5 years4%4%4%4%2%2%2%2%2%0%0%6%4%4%19%11%11%9%9%13%6 - 10 years74%More than 10 yearsHow many years has your business been operating?What business sector most closely matches your business?
Sampson County Economic Development Strategic Plan 52 32%21%4%11%32%1 - 10 11 - 25 26 - 50 51 - 100 100+How many employees, full-time equivalents, are employed in your business?32%13%55%Increasing Decreasing Staying the sameOur number of workers is... Sampson County Economic Development Strategic Plan 52 32%1 - 1032%Increasing21%11 - 2513%4%26 - 50Decreasing11%51 - 10055%Staying the same32%100+Our number of workers is...How many employees, full-time equivalents, are employed in your business?
Sampson County Economic Development Strategic Plan 53 19%21%30%33%47%93%Periodic visits from economic development staffSocial mediaMailingsEducational seminarsNetworking eventseNewsletter/EmailHow would you like to be contacted with information from Sampson County Economic Development? Choose all that apply.5%11%25%32%52%80%BlogsPodcastsWebinarsSocial mediaConferences/in-person programmingeNewsletter/EmailWhat is your preferred method to consume information that can help you grow your business? Choose all that apply. Sampson County Economic Development Strategic Plan 53 eNewsletter/EmailConferences/in-person programmingSocial mediaWebinarsPodcastsBlogs5%eNewsletter/EmailNetworking eventsEducational seminarsMailingsSocial mediaPeriodic visits from economic development staff11%21%19%32%25%33%30%52%47%80%93%How would you like to be contacted with information from Sampson County Economic Development? Choose all that apply.What is your preferred method to consume information that can help you grow your business? Choose all that apply.
Sampson County Economic Development Strategic Plan 54 Steering Committee The Steering Committee provided input into the SWOT Analysis, vetted strategies, reviewed ndings and assessments, and guided the strategic planning process. The team represents a wide range of expertise which was leveraged in the strategic planning process. Special thanks to Ray Jordan whose contributions and insights were invaluable. • Linda Brunson, Clinton City School Board • Catherine Ezzell, Ezzell Trucking • Gary Herring, Mary Mack’s • Allen McLamb, Sampson County Board of Commissioners • Bill Scott, Butler & Faircloth Realtors • William J. Starling, Sampson Community College • Dickie Walters, Star Communications • Craig Warren, Town of Newton Grove Council • Jerey Hudson, Sampson County • Ray Jordan, Sampson County Economic Development • Jean Ko, Sampson County Economic Development Study Sponsor and Consultant Sampson County Economic Development leverages the region’s strengths in agriculture, advanced manufacturing, and logistics. With a strategic location near I-40 and within a 60-minute drive of major metropolitan areas, Sampson County oers businesses access to robust infrastructure, a skilled labor force, and aordable operating costs. Economic development eorts also emphasize workforce readiness, site development, and maintaining a business-friendly climate that supports both new investment and the expansion of existing companies. Creative EDC provides strategic planning, product development, organizational development, and economic impact analysis services to communities. Sampson County Economic Development Strategic Plan 54 Steering Committee TheSteering Committee providedinput into the SWOT Analysis, vetted strategies, reviewed findings andassessments, and guided the strategic planning process. The team represents a wide range of expertisewhich was leveraged in the strategic planning process. Special thanks to Ray Jordan whose contributionsand insights were invaluable. Study Sponsor and Consultant • • Dr. Linda Brunson, Chair, City of Clinton School Board Catherine Ezzell-Joyner, Ezzell Trucking, Inc. • Gary Herring, Mary Mack’s, Inc. • Allen McLamb, Chair, Sampson County Board of Commissioners • Bill Scott, Butler & Faircloth Realtors • Chuck Spell, Hog Slat, Inc., Chair SECD Advisory Board and Clinton 100 Committee • Dr. William J. Starling, President, Sampson Community College • Dickie Walters, Council Member, Town of Salemburg & Star Communications • Craig Warren, Mayor, Town of Newton Grove • Jeffrey Hudson, Interim County Manager, County of Sampson • Ray Jordan, Director, Sampson County Economic Development • Jean Ko,PIO, County of SampsonCreative EDC provides strategic planning, product development,organizational development, and economic impact analysis servicesto communities. Sampson County Economic Development leverages theregion’s strengths in agriculture, advanced manufacturing, andlogistics. With a strategic location near I-40 and within a 60-minute drive of major metropolitan areas, Sampson Countyoffers businesses access to robust infrastructure, a skilledlabor force, and affordable operating costs. Economicdevelopment efforts also emphasize workforce readiness, sitedevelopment, and maintaining a business-friendly climate thatsupports both new investment and the expansion of existingcompanies.