Request for Applications | Talent and Marketing Manager 

This is a part-time, temporary contract position intended to transition to a full-time role upon securing public funding approvals. The position requires 20-29 hours per week.

Organization

Surry County Economic Development Partnership (SCEDP) is a 501(c)(6) nonprofit organization dedicated to fostering economic growth in Surry County – including the City of Mount Airy and the Towns of Dobson, Elkin, and Pilot Mountain. Governed by a 29-member board of public and private sector leaders, SCEDP operates as a public-private partnership, receiving funding from local governments and investors from the private sector.

SCEDP is on a strong growth trajectory, having successfully completed the Reach the Summit fundraising campaign (included below), which secured five-year funding commitments and tripled private-sector contributions. This campaign outlines key talent and marketing initiatives, including a talent attraction strategy, career awareness programs in partnership with local schools, and strengthening the impact of Surry-Yadkin Works in workforce development. Additionally, SCEDP plays a vital role in promoting Surry County’s strengths to prospective employers, commercial businesses, and housing developers. This position will be vital in executing high-quality internal and external marketing efforts to support these initiatives.

Position Description

This role is responsible for  overseeing marketing and talent initiatives outlined in Surry County EDP’s Reach the Summit Strategic Plan. The ideal candidate will have experience in marketing, social media, and content development, as well as strategic thinking skills, a cooperative approach to program implementation, and the capability to take on new and difficult challenges facing our community.

Surry County EDP has a dynamic vision on how to help our community grow. This position will be at the forefront of many strategic initiatives, fostering partnerships with community organizations, and making a lasting impact on Surry County’s future success.

Salary and Benefits

This is currently a  contract position that will  not be eligible for benefits, Upon transitioning to a full-time role , the position would include SCEDP’s full-time benefits package,  benefits including employer-paid health insurance, 401(k), combined PTO, mileage reimbursement, paid professional development, and paid parental leave.

Compensation for this position will range between $20 to $26 per hour, depending on qualifications.

Functions

• Co-facilitate and execute talent attraction campaign and related  programming, including the ambassador program, young professionals, etc.
• Develop and implement a career awareness brand and associated programming.
• Support the execution of key events such as the Annual Meeting, Bizfest, leadership programs, investor updates, Manufacturing Week, etc.
• Lead creation  and disbursement of outreach materials, such as newsletters, blogs, press releases, website updates, and other marketing materials.
• Oversee development of the SCEDP Annual Report.
• Assist in creating marketing materials for sites, buildings, and communities to attract new businesses to Surry County.
• Generate  creative content ideas to strengthen  strategic initiatives.
• Seek opportunities  to improve professional skills, organizational capacity, and program quality.
• Foster collaboration and contribute to  a dynamic team environment.
• Implement other strategic initiatives as assigned.
• Attend events outside of  traditional workday hours as needed.

Required Experience

The ideal candidate for this position has accrued experience related to the functions above and the ability and ambition to grow into a leadership role in key programs. At a minimum, candidates must have hands-on experience in marketing and content development. Strong teamwork skills and the ability to collaborate with stakeholders across Surry County are essential.

Expectations

This position will follow all SCEDP employee guidelines and expectations for professionalism, quality, and confidentiality. The role reports to the SCEDP President & CEO.

Employment is contingent upon satisfactory drug test, background check, and credit check.

Expectations of Employer

Surry County EDP will provide necessary equipment, workspace, and supplies to perform the functions  of this role..

Work Schedule

This position follows a standard workweek schedule with reasonable flexibility. SCEDP office hours are generally Monday – Friday, 8:30 AM to 5:00 PM. This position is mostly in-person, with some remote work permitted with a signed work-from-home agreement. This is not a fully remote position, as active participation in the office, at meetings, and in community events is an essential part of the position, requiring some after-hours event attendance.

Applications are due by 8:00PM April 13^th. Please email a resume and cover letter to blake@surryedp.com. References are welcome but not required.  

Reach the Summit Strategic Plan

Five-year Metrics

• Generate 500 new jobs from expanding or new companies with wages averaging at or above the existing county average.
• Attract $200 million in new capital investment
• Influence a net population growth greater than 1,000.

Outcomes of reaching these five-year metrics:

• 500 primary new jobs     (330 secondary) = 830 total

• $ 41.3 million new annual wages

• $ 22.8 million new annual consumer spending

Component I – Build Talent

The highest priority of all businesses in Surry County is workforce.  Human talent is often the differentiating asset between successful and failed businesses.  Surry County’s economic future, must include growing and retaining workforce talent.  The EDP will engage in strategies to strengthen the value of the local talent pipeline.  This includes career awareness along with alignment of training and education programs.

 Attracting new talented individuals and families to the community is critical.  Further, amongst other factors, modern housing livability options are critical to retain and attract new talent.

Strategy A – Expand the pipeline of qualified talent

• Support expansion of Surry-Yadkin Works internship Program by recruiting more business engagement, promoting the program, and seeking resources for sustainability. 
• Promote and support ally talent retention and development programs – FIRST LEGO, YESurry, Youth leadership Surry County, Surry-Yadkin Works.
• Deploy and sustain a formalized career awareness campaign targeting students, families, and school counselors.  Focus content on the myriad of modern career opportunities, earning potential, and skill development availability.   
  • Deliver a “fast facts” brief to school counselors
  • Continue Manufacturing Week to spotlight industry and promote local career opportunities.
  • Organize and host a “talent summit” bridging employers with education partners and workforce development agencies.
  • Develop events catered to students and parents to spread awareness of quality career opportunities available with Surry County employers.

Strategy B – Attract talent to Surry County

• Market Surry County as a prime location for talented workers.  Use multiple mediums (digital placements, collateral, video, websites, etc.) targeting skilled workforce, young professionals, and broader talent.  Focus messaging on lifestyle factors and livability, along with availability of professional positions and remote worker accessibility.  
• Lead partners in campaign to grow diversified housing availability. 
  • Maintain and provide fingertip access to current housing market data and availability.
  • Explore and market appropriate sites for residential development.
  • Explore NC Housing Finance Agency programs to leverage development of market-rate housing.     
  • Research localized housing strategies throughout NC to benchmark, share with local leadership, and consider within the county’s municipalities.

Component II – Build Business

Building business is a core of EDP work and existing industry is a top priority.  Serving the needs of current employers is vital to maintenance of a healthy economic climate.  Success is achieved as businesses grow, stay, employ and further commit to the community. 

At the same time, it is important to also focus on diversifying the economic base, quality of life, and other assets generated by growing economic momentum.  The EDP will intensify efforts to market Surry County and its unique communities, to the nation and world, as an ideal investment location. 

Economic development is highly competitive.  To serve existing and new businesses requires space.  Achievement can only be derived with qualified, shovel-ready, sites and buildings.  There is much optimism for continued vibrant economic growth in NC the Piedmont Triad Region, and Carolina Core.  We must ensure Surry County is ready and on the cusp of turning shovels. 

Affordable and accessible space is also important for supporting entrepreneurship and small business development.  Along with ally partners, the EDP sees itself as the lead agency of developing entrepreneurial skill sets, connections, and potential grant support. 

Strategy A – Proactively support existing business retention and expansion

• Facilitate existing industry expansion with resources for sites, buildings, and workforce, incentives, utilities and business connections.
• Identify & support existing business needs through on-site visitations, consistent communication & engagement
• Produce Leadership Roundtable sessions along with business appreciation and networking events.
• Engage relationships with allies focusing on existing business including NC Department of Commerce and Economic Development Partnership of North Carolina (EDPNC).

Strategy B – Market Surry County to recruit and attract new business investment

• Maintain up-to-date, accurate, and relevant marketing materials and data that presents the best opportunities for business attraction, retention, and startup.  This includes website, collateral, digital, print and additional marketing tools. 
• Stay on leading edge of supplier attraction opportunities related to regional mega-projects (Toyota, Boom Supersonic, Vinfast, and Wolfspeed) as well as critical suppliers for existing industry.
• Expand marketing with allies including EDPNC, site search consultants, and brokers.  Engage in ally-led target-sector marketing initiatives (sales trips, trade shows, etc.)
• Convene and collaborate when appropriate with other growth-oriented marketing agencies in Surry County.  (Business, tourism, talent, downtowns, etc.)

Strategy C – Accelerate development of quality product inventory

• Create a multi-phase site development strategic plan.
  • Identify land for economic development.  This may be public, private, infill, brownfield, or multi-jurisdictional.
  • Partner with local governments to enhance readiness of existing parks and sites.
  • Leverage local funding with outside resources such as USEDA, Golden Leaf Foundation, Appalachian Regional Commission, etc.
• Manage current inventory of available buildings and sites and consistently promote to existing businesses. 
• Assess and influence competitiveness and standardization of local government incentive policies for new and existing industry.
• Complete a competitive and benchmarking analysis of Surry County to peer counties in the region. 
• Research vacant or underutilized buildings that may be candidates for redevelopment or reuse. Encourage use of grants (local or U.S. EDA) for architectural, engineering, or feasibility studies. 
• Complete a spec building feasibility study and assess creative methods for product development.

Strategy D – Deliver catalytic leadership toward vibrant entrepreneurship and small business growth

• Strengthen the county’s small business ecosystem
  • Facilitate B2B opportunities and connectedness between large companies and small business service providers.
  • Convene and facilitate entrepreneurial networking and support initiatives such as logistics, expansions, marketing, exporting, etc.
  • Partner with the Small Business Center and Chambers of Commerce to host business-building and training events. 
  • Explore a local-investor angel network and mentorship initiative to accelerate entrepreneurship.
• Initiate new micro-grant funding for entrepreneurial and small business development. 

Component III – Lead the community in collaborative effort to build and create a vision for Surry County and communities. 

Expanding, competing, and exceeding beyond status quo, requires civic leadership to take Surry County to the next level.  This includes elected officials as well as citizen advocacy.  The EDP provides a formal structure for convening entities to drive results.  

While the EDP is not a lobbying organization, it is important to bring influence to policy decisions.  It will be valuable to share the institution’s and business community’s expertise.

Economic development success is, in part, built upon partners’ trust and their continued financial investment.  The EDP is committed to ensuring its investors and the community are informed of the implementation of this five-year strategic program and progress towards delivering the specific goals.

Strategy A – Develop innovative leadership for local and regional growth strategies

• Lead collaborative local teams (government, education, chambers) to strengthen vision and implement long-range goals.
• Explore regional cooperation opportunities of economic development professionals for branding and co-marketing opportunities.

Strategy B – Track and share outcomes through enhanced investor relations and a strategic communication strategy

• Expand the base of support with balance of private and public investment through a comprehensive campaign to fully implement all of the strategies and achieve goals.  Revise the existing member structure to maximize engagement and investor benefit. 
• Publish quarterly updates to ensure stakeholders are fully abreast of EDP initiatives and activities. 
• Deliver topical and prevailing business data and trends via multiple mediums – e-communications, webinars, seminars, and lunch & learns.
• Produce annual report and scorecard highlighting EDP deliverables and ROI.
• Create, implement, and leverage an annual strategic messaging content and calendar using traditional media, social media, e-communications, video, etc.

Strategy C – Advocate and influence

• Influence business-friendly public-policy environment across all levels of government.
• Advocate for public investment in state-of-the-art education, workforce development, and other economic development initiatives.