Town of Clayton names new Economic Development Director – Clayton, NC

 

Report on New Economic Development Director Appointment and Alignment with Sustainable Development Goals

Introduction

The Town of Clayton has appointed Joseph Stallings as its new Economic Development Director, effective February 10. This appointment signals a strategic focus on aligning the town’s economic growth with key United Nations Sustainable Development Goals (SDGs), particularly those concerning economic prosperity, infrastructure, and community sustainability.

Professional Background and Contributions to Economic Goals

Mr. Stallings possesses over a decade of experience in economic development and public administration. His career demonstrates a consistent record of achieving objectives that align with SDG 8 (Decent Work and Economic Growth) and SDG 9 (Industry, Innovation, and Infrastructure).

• Granville County: As Economic Development Director, he led business recruitment, retention, and expansion efforts, contributing to local economic vitality.
• North Carolina Railroad Company: He facilitated statewide economic development initiatives to attract industries along critical transportation corridors, directly supporting the development of resilient infrastructure (SDG 9).
• Town of Garner: He was instrumental in securing the largest industrial investment in the town’s history, an achievement that included over $300 million in investment and the creation of more than 4,000 jobs, directly advancing the targets of SDG 8.

Strategic Vision for Sustainable Development in Clayton

The new director’s stated objectives and the Town Manager’s supporting comments emphasize a commitment to integrated and sustainable growth, reflecting a multi-faceted approach to the SDGs.

Key Strategic Pillars and SDG Alignment

• Sustainable Economic Development (SDG 11): Mr. Stallings aims to “foster smart, sustainable economic development that enhances our quality of life,” a core tenet of SDG 11 (Sustainable Cities and Communities). The focus is on attracting businesses that complement the community’s character.
• Inclusive Growth (SDG 8): The strategy includes creating new economic opportunities for residents, promoting inclusive and sustainable economic growth, employment, and decent work for all.
• Resilient Infrastructure and Economy (SDG 9): Town Manager Rich Cappola noted that challenges in infrastructure and workforce development are opportunities “to build a stronger, more resilient economy,” which is central to SDG 9.
• Partnerships for the Goals (SDG 17): Mr. Stallings’ expertise in spearheading public-private partnerships and collaborating with local, regional, and state partners is critical for implementing sustainable development initiatives, directly supporting SDG 17.

Qualifications and Credentials

Mr. Stallings’ academic and professional qualifications provide a strong foundation for leading these initiatives.

• Master of Public Administration, Appalachian State University
• Bachelor of Science in Political Science (Concentration in Town, City, and County Management), Appalachian State University
• Graduate, UNC-Chapel Hill Municipal and County Administration program
• Certified by the Oklahoma University Economic Development Institute

Administrative Details

1. Start Date: February 10
2. Predecessor: Patrick Pierce (resigned August 2024)

1. Which SDGs are addressed or connected to the issues highlighted in the article?

The article primarily addresses issues related to local economic growth, job creation, and sustainable community development. Based on these themes, the following Sustainable Development Goals (SDGs) are relevant:

• SDG 8: Decent Work and Economic Growth: The core focus of the article is on the role of an Economic Development Director, whose responsibilities include attracting businesses, creating jobs, and promoting economic growth.
• SDG 9: Industry, Innovation and Infrastructure: The article mentions attracting industrial investment, dealing with infrastructure challenges, and building a resilient economy, which are central to this goal.
• SDG 11: Sustainable Cities and Communities: The emphasis on “smart, sustainable economic development,” enhancing “quality of life,” “downtown development,” and “maintaining our hometown charm” directly connects to creating sustainable and resilient communities.
• SDG 17: Partnerships for the Goals: The article explicitly highlights the importance of collaboration and partnerships, mentioning “public-private partnerships” and working with “local, regional, and state partners.”

2. What specific targets under those SDGs can be identified based on the article’s content?

Several specific targets can be identified based on the responsibilities and goals described in the article:

SDG 8: Decent Work and Economic Growth

• Target 8.3: Promote development-oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation. The entire role of the Economic Development Director is aligned with this target, as Stallings’ work involves leading “efforts to attract and retain businesses, support workforce development,” and creating “new opportunities for residents.” His past success in “creating more than 4,000 jobs” is a direct example.
• Target 8.5: By 2030, achieve full and productive employment and decent work for all women and men. The focus on “workforce development” and job creation aims to move the community toward this target.

SDG 9: Industry, Innovation and Infrastructure

• Target 9.1: Develop quality, reliable, sustainable and resilient infrastructure. The Town Manager, Rich Cappola, directly mentions that the town faces “challenges with infrastructure” and aims to build a “stronger, more resilient economy,” which aligns with this target.
• Target 9.2: Promote inclusive and sustainable industrialization. Stallings’ goal to “attract businesses and industries that complement our community’s character” and foster “smart, sustainable economic development” reflects the principles of this target. His past achievement of recruiting a “$300 million” industrial investment is a concrete example of promoting industrialization.

SDG 11: Sustainable Cities and Communities

• Target 11.3: By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management. The article mentions Stallings’ background in “downtown development” and “strategic planning” to ensure development “enhances our quality of life,” which is central to sustainable urbanization.

SDG 17: Partnerships for the Goals

• Target 17.17: Encourage and promote effective public, public-private and civil society partnerships. The article explicitly states that Stallings has a track record of “spearheading public-private partnerships” and will “collaborate with local, regional, and state partners to promote economic growth.”

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

Yes, the article mentions and implies several quantitative and qualitative indicators that can measure progress:

Indicators for SDG 8

• Value of economic investment: The article provides a specific figure from a past project: “$300 million in investment.” This serves as a direct indicator of economic investment attracted to a region.
• Number of jobs created: The article mentions the creation of “more than 4,000 jobs” in a previous role. This is a key indicator for measuring progress towards Target 8.3 and 8.5.

Indicators for SDG 9

• Amount of industrial investment: The “$300 million” figure is specifically described as an “industrial investment,” which can be used as an indicator for progress in sustainable industrialization (Target 9.2).

Indicators for SDG 11

• Quality of life metrics: While not quantified, the goal to “enhance our quality of life” and maintain “hometown charm” implies the use of qualitative or survey-based indicators to measure resident satisfaction and community well-being as development occurs.

Indicators for SDG 17

• Number and scale of public-private partnerships: The mention of “spearheading public-private partnerships” implies that the formation and success of these collaborations are a measure of progress. The amount of investment secured through such partnerships (e.g., “millions in economic investment”) can serve as a quantitative indicator.

4. Create a table with three columns titled ‘SDGs, Targets and Indicators” to present the findings from analyzing the article.

SDGs	Targets	Indicators
SDG 8: Decent Work and Economic Growth	Target 8.3: Promote development-oriented policies that support productive activities and decent job creation.	Number of jobs created (e.g., “more than 4,000 jobs”) Amount of economic investment secured (e.g., “millions in economic investment”)
SDG 9: Industry, Innovation and Infrastructure	Target 9.2: Promote inclusive and sustainable industrialization.	Value of industrial investment (e.g., “$300 million in investment”)
SDG 11: Sustainable Cities and Communities	Target 11.3: Enhance inclusive and sustainable urbanization and planning.	Qualitative measures of community character and quality of life (e.g., “enhances our quality of life,” “maintaining our hometown charm”)
SDG 17: Partnerships for the Goals	Target 17.17: Encourage and promote effective public-private partnerships.	Number and scope of public-private partnerships formed Collaboration with local, regional, and state partners

Source: townofclaytonnc.org