NC Global TransPark Authority Publication by Rick Cobb

The North Carolina Global TransPark Authority

Engaging Industry, Innovation and Community in Concept Design and Economic Development

Issue: 06 .2015

Project Team Members Traci Rose Rider, PhD (Co-Principal Investigator) Coordinator, Design Initiative for Sustainability and Health Research Associate College of Design, North Carolina State University Celen Pasalar, PhD (Co-Principal Investigator) Assistant Dean for Research and Extension Assistant Professor in Landscape Architecture College of Design, North Carolina State University Payam Tabrizian, Graduate Research Assistant, PhD in Design College of Design, North Carolina State University Richard Cobb, Graduate Assistant, LAR Graduate Student College of Design, North Carolina State University Manpreet Kaur, Graduate Assistant, LAR Graduate Student College of Design, North Carolina State University

CONTACT: Traci Rose Rider, PhD. Coordinator, Design Initiative for Sustainability and Health Brooks Hall Campus Box 7701 Raleigh NC 27695 USA e: traci_rider@ncsu.edu p: 919-515-1153

Contents Acknowledgements ..............................................................................................

iii

Introduction ............................................................................................................

1. Project History and Context ........................................................................

2. Project Process .................................................................................................

3. Analysis of Existing Regional Conditions ...............................................

4. Analysis of Existing Local Conditions ......................................................

5. Analysis of Existing Site Conditions .........................................................

6. Envisioning the Future of the Global TransPark ...................................

7. Expected Impacts of the Proposed Vision Plan ....................................

8. Conclusion........................................................................................................

Acknowledgements This project is the result of a close partnership between the North Carolina Department of Transportation (NCDOT), the North Carolina Global TransPark (GTP), and the Department of Research and Extension at North Carolina State Universityâ&#x20AC;&#x2122;s (NCSU) College of Design. We would like to thank the engaged stakeholders at the Global TransPark for their involvement, support and insight consistently through the various stages of this initiative. This project is a reflection of the goals and aspirations of many dedicated stakeholders in Eastern North Carolina, devoted to improving their communities and state. Particular gratitude goes to Sherman (Rudy) Lupton, Director of Logistics for NCDOT and Executive Director of the GTP, for his time, support, initiative, feedback and guidance throughout the duration of the project. Special thanks also to Rick Barkes, Airport Director, and Mary Jane Westphal, Airport Controller. We would also like to specifically thank all community members and stakeholders that participated in the community engagement surveys and interviews. This project was initially funded by an NCSU Extension, Engagement, & Economic Development Seed Grant, and fully matched by the Town of Benson. We are thankful to North Carolina State Universityâ&#x20AC;&#x2122;s Department of Extension, Engagement, & Economic Development for their support. Our appreciation also goes to the College of Design and the many administrators that supported this project, including Dean Marvin Malecha. Finally, we would like to thank the student team for their hard work, sustained efforts, and dedication to this project.

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Global TransPark Vision Plan

Introduction Stakeholders in Eastern North Carolina were interested in exploring methods for better supporting the local economy through existing assets, particularly the Global TransPark facility in Kinston, North Carolina. The goals of this project included: increasing economic development opportunities through adaptive reuse of the GTP airfield and its property; engaging stakeholders in discussions about the future visions for the site, local area, and region; strategically plan to increase capacity for training and tech manufacturing at the GTP site; and visualize opportunities for a more connected network across Eastern North Carolina to support local economies and increase North Caroniaâ&#x20AC;&#x2122;s role in a global economy.

This close partnership resulted in the creation of strategy development at regional, local, and site scales addressing specific issues for the Global TransPark, including community engagement, economic development, and being regionally supportive while emphasizing environmental stewardship on the site.

Global TransPark Vision Plan

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This document addresses possibilities for facilitating innovative and economic growth in Eastern North Carolina, buoyed by and centered on the continued development of the Global TransPark (GTP) airport facility in Kinston. The primary intent of this exploration is to further the groundwork for establishing an attractive location for emerging markets, tech development, workforce training, and industry development in Lenoir County to support the Eastern part of the state. By investigating the site, local and regional scales, overlaid with considerations of economic development, quality of life, and infrastructure, this project outlines opportunities for future planning. The tem “aerotropolis” has gained much popularity since its inception over a decade ago by Dr. John Kasarda. Airports are increasingly becoming hubs of global transportation while strongly supporting local economies. This concept includes both industrial processes, such as manufacturing and distribution, as well as the agricultural business of North Carolina’s heritage. The aerotropolis also includes considerations for infrastructure as well as entertainment and leisure, such as hotels, retail outlets, and restaurants. This concept is well-suited for the Kinston area with the support of the GTP. An actionable vision plan was established for the region, highlighting potential networks, partnerships and collaborationsat a variety of different levels. Through stakeholder interviews, leadership roundtables, and the review of work already completed, a framework was developed to assist GTP and Lenoir County leadership in future planning. North Carolina State University’s College of Design facilitated the analysis process, compiling the desires and concerns articulated by stakeholders with best practices in place-making, regional planning, and community engagement opportunities. The synthesized information supports the notion that GTP and Lenoir County can capitalize on existing assets, increase opportunities for workforce training and community engagement, and continue striving toward becoming a key player in emerging global markets. The desire to establish both a strong industry in partnership with an open and engaged community asset was central to this exploration. The findings of this exploration address common interests from the GTP, Lenoir County, neighboring counties such as Greene and Jones, and local community stakeholders and citizens.

Figure 1.1: St. Lucie County International Airport, Florida

Figure 1.2: Pickens County Airport, Georgia

Figure 1.3: Portland-Troutdale Airport, Oregon

www.stlucieco.gov/ed/transportation.htm

www.oregonlive.com/politics/index.ssf/2013/03/budget_cuts_will_close_c

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control.html

As both international and domestic travel is streamlined and smaller airports are facing elimination, this provides a methodological model for

“The true challenge is planning to get the

other small municipalities with existing assets to explore opportunities

Aerotropolis right. If there is not appropriate

underutilized airports can inspire, connect, and invigorate other

for revitalization. Design strategies are being used to illustrate how

planning, airport-area development will

accessible resources that are currently distressed in economy, population

be spontaneous, haphazard, economically

collaborations – at the three scales of site, town and region – highlight

and simply awareness. The proposed connections and possible

inefficient, and ultimately unsustainable.

how struggling regions may use present overlooked connections to

The aerotropolis model brings together

citizen engagement, job training, and environmental sustainability.

airport planning, urban and regional planning, and business-site planning, to

address important community needs such as growth, economic stability,

Information was gathered from a number of different sources, including stakeholder interviews, fieldwork, site documentation, site analysis, and

create a new urban form that is highly

GIS mapping. The final analysis integrates opportunities for regional

competitive, attractive, and sustainable.”

education, community engagement, physical activity and economic

~ Dr. John Kasarda

collaboration, increased facilities for workforce training, aviation development to support the continued growth of a well-rounded, healthy North Carolina community.

Figure 1.4: San Martin Airport, California

Figure 1.5 Global TransPark (GTP) Authority, Kinston, North Carolina

http://en.wikipedia.org/wiki/San_Martin_Airport#

http://ncgtp.com/about/gtp-board-of-directors.html

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1. Project History and Context Originally constructed in 1944 by the United States Navy, the current GTP airfield served as a training location for Marines from the nearby Cherry Point Air Station, and later for Air Force training under the new name of Kinston Air Base. Renamed Stallings Air Base in 1952, the base was active until 1957 when it was shut down for use by the military. The airfield sat unused until it was reopened as the Kinston Regional Jetport in XXXX. The Global TransPark Authority is an agency of the State of North Carolinaâ&#x20AC;&#x2122;s Department of Transportation, and oversees all activity on the 2,500-acre industrial airport site just north of Kinston, including the Kinston Regional Jetport. The GTP, focusing on brining industry and manufacturing to the area, has chosen this location to capitalize on the existing infrastructure of the airfield. As one of the longest runways in the country at 11,500 feet, the airfield has the ability to handle any type of aircraft, including the largest military planes. Designated as a Foreign Trade Zone in 1996, GTP has the added bonus of being able to import and export products without many of the standards customs processes, restrictions, and tariffs. Between North Carolina aviation economic impacts studies completed in 2006 and 2012, jobs in the North Carolina aviation field increased by 18.8% and provided an additional $14 billion in annual economic boosts (NCDOT, 2012). Eastern North Carolina is poised to launch a regional revitalization effort based on the existing, underutilized, Kinston Global Transpark facility. Though a select portion of the economy in Eastern North Carolina stands strong with tourism along the coast, there is much of the eastern region that remains economically depressed after the fall of tobacco, frequent droughts, and the recent recession. The GTP and Kinston Regional Jetport is centrally located in the eastern region of North Carolina, making it perfectly situated for access from all points in eastern North Carolina, either by highway, rail, or waterways.

Figure 1.1: Marine Corps Auxiliary Airfield Kinston - 1944 Source: http://en.wikipedia.org/wiki/Stallings_Air_Base

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Global TransPark Vision Plan

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Figure 1.2: Cenral location of the GTP in Eastern North Carolina

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2. Project Process The project process was guided by the College of Design Project Team and included continuous input from stakeholders in the Town of Benson, including community members, town administration, and local business owners. The project process had a number of steps and pause points from beginning to end.

1. Establishing Goals: The first phase of the project introduced the NCSU project team to the physical site for the GTP and Kinston Regional Jetport, as well as the adjacent sites and infrastructure serving the facility, and the primary stakeholder group. Extensive site visits and discussions allowed the project team to become acquainted with the current state of the site, the buildings on site, and the immediate area surrounding the site.

Primary goals for the site included: (1) Identify existing and potential on-site assets to draw industry and commercial businesses to the site, to increase the capacity for training and tech manufacturing in Lenoir and the surrounding counties; 2) Affording opportunities for the local and extended community to visit the site for leisure and recreation, as well as for specific events, such as airshows, festivals and transportation displays, while supporting education and healthy living for community members of all ages and abilities; (3) Establishing a graphic network of existing local and regional assets that can both support and be supported by the GTP and Kinston Regional Jetport facility; (4) Envision the GTP as a regional hub to support flexible manufacturing,

increased

job

growth,

training,

and

community security in response to growing target markets and a global marketplace.

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Global TransPark Vision Plan

Figure 2.1: Existing tenant Spirit AeroSystems builds these fuselage sections at GTP for Airbus A350 airliners being assembled in France. Source: www.siteselection.com/issues/2012/mar/ip-north-carolina-global-transpark.cfm

2. Analyze Existing Conditions: The second phase of the project permitted the team to analyze the existing conditions of the site and the surrounding areas, including downtown Kinston. During this time, the students explored the entire acreage onsite, adjacent lands, roadways, and possible nearby future opportunities that could impact the future development of the site, including the context and development of downtown Kinston. The team engaged in a series of stakeholder interviews to come to an in-depth understanding of thoughts and hopes for the site, the local community, and the region. This data was analyzed and combined to establish a framework on which to build the future mapping strategies and conceptual vision plan. Initial site visits were made twice to gather the foundational information, both through observation and interviews with GTP management as primary stakeholders. Interviews were held with the Executive Director, Airport Director, and Controller. The site management staff provided initial tours for the facility, allowing the team to comprehensively understand the scope of the facility, including access points, primary roads, rail infrastructure, existing facilities, and runway configuration. A second, more in-depth visit was made later in the process to specifically explore focus areas, such as the terminal area, main entry, and control tower. This visit also included extended time in Kinston to better understand the culture and atmosphere of the community.

3. Outlining a Vision Plan: Building on the data gathered in the previous phases, a series of draft vision plans were created. These vision plans not only addressed the specific site for the GTP and Kinston Regional Jetport, but also assets and potential connections at both the local and regional scales. The process began with an in-depth stakeholder meeting to review the project process and determine the over-arching goals of the project. Subsequent interviews with additional stakeholders examined additional perspectives and parallel goals. Because of a recent, larger stakeholder meeting focused on similar topics and issues revolving around the development of the GTPO, the leadership felt that another stakeholder engagement session would not be well attended. Instead, the final report distilling the previously harvested information was used for insight. The official kick-off meeting with the primary leadership group established the scope of the project, essentially east of I-95, enabling the project team to clearly understand the boundaries, expectations, and specific goals for the GTP itself from the leadershipâ&#x20AC;&#x2122;s point-of-view. When the team moved into analyzing the site and gathering additional community information, strategic interviews with nearby county leadership enabled additional stakeholders and NC citizens to brainstorm about possibilities for both the site and the region, as well as how the site could complement established activities and attractions in and around downtown Kinston and in Eastern North Carolina.

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3. Analysis of Existing Regional Conditions Despite the recent downturn in the national economy and the generally depressed state of Eastern North Carolina, there are a number of existing assets that could be paired and partnered to solidify a significant economic rejuvenation the region, centering on the GTP complex. As the global economy grows, airports are becoming increasingly integrated into industry and manufacturing. The location and context of the Global TransPark Authority in Eastern North Carolina provides the venue needed for Eastern North Carolina to continue to grow its portfolios of agriculture, industry and manufacturing, and increase the state’s presence in the global economy. First, the location of the GTP and Kinston Regional Jetport is ideally located to become a nucleus for the regional infrastructure to support flexible manufacturing, increased job growth, training, and community security. This structure would allow rural N.C. communities to better visualize, and execute, revitalization plans to support job creation and small business incubation in response to growing target markets. The site just north of Kinston, North Carolina, is centered almost perfectly within the eastern region, including close and convenient access to the multiple military bases in the eastern portion of the state. Military planes often use the site and runway now for training opportunities, but the opportunities to grow military involvement at the site are significant. With the configuration, length, and construction of the runways to accommodate the world’s largest cargo jets, the GTP is able to support any of the larger aircrafts the military would be using. The facility could house any number of training exercises, as well as day-to-day activities of the military installations, including Fort Bragg, which is the farthest away at a 90-mile distance.

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Global TransPark Vision Plan

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0 2.25 4.5

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While there are a number of airports in North Carolina that contribute to the economic stability and development of the state, none have the runway length or weight capacity that the Kinston Regional Jetport offers. The GTP facility actually provides the most capacity on the east coast, not just in North Carolina. This enhanced ability, in partnership with the Foreign Trade Zone designation, just supports the position that the GTP is an ideal hub for manufacturing, training, and commerce in Eastern North Carolina.

Global TransPark Vision Plan

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Global TransPark Vision Plan

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10 |

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Figure 3.3: Runway comparisons Bottom chart taken from North Carolina Department of Transportation’s Division of Aviation report “2012 Economic Contribution of Airports in North Carolina”

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12 |

Global TransPark Vision Plan

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Agriculture & Industry There are a number of existing agriculture and industry entities in the eastern part of the state that can be actively engaged to strengthen and support the regional economy, creating a stronger network in partnership with the GTP. The mapping analysis shown in Figures 3.5 and 3.6 unveiled a number of key facts that can work together to support future planning. First, there is a band of livestock and agriculture production running parallel between the coast and I-95, all within an easily transportable distance to the GTP facility. This enables Eastern North Carolina farmers to not only provide products to the growing market for local foods here in the state, but also combine resources to begin to supply growing demands from the larger region, and even around the globe. Given the transportation infrastructure in place, and the variety of services and collaboration potential between industry, manufacturing, agriculture, and packaging, this can be a significant key to a growing economy.

Figure 3.5: Pork industry

Figure 3.6: Soy bean industry

Figure 3.7: Tobacco industry

Global TransPark Vision Plan

| 13

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Most notably, there is an absence of packaging and storage facilities around the region, and specifically around the GTP site. This documented gap could be filled using the existing buildings on site at GTP, as well as provide use for some of their remaining land open for development. This documents that there is a significant opportunity for the site to become a hub, and pull together separate initiatives from around the region. Manufacturing efforts and material suppliers can continue to fill the spaces at the GTP, as well as those industries not directly related to the aerospace industry but needing storage and transportation opportunities.

14 |

GTP

Global TransPark Vision Plan

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Figure 3.9: Industry and manufacturing map

Significant manufacturing, including larger food manufacturing, can be seen in a loose circle around the GTP site. Figure 3.9 illustrates how the potential supply and industry for collaborations are in place in Eastern North Carolina. By understanding specifically what types of industries reside east of I-95, further theoretical mapping exercises can be done to connect both small and large businesses in support of a stronger North Carolina economy. Diverse industries such as vehicle manufacturing, chemical production, metal foundries, electrical equipment components and mining can be seen within easy transportation distances to GTP, further illustrating the importance of the airparkâ&#x20AC;&#x2122;s central location.

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WILSON

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LENOIR COUNTY NC

2015 Average Household Income by Census CARTERET Tracts

KINSTON AIRFIELD

0 to 36,118 36,118 to 57,072 57,072 to 81,552 81,552 to 124,065 124,065 to 206,073

ROBESON BLADEN PENDER

GTP

demographics source: esri

Figure 3.11: Kinston Location in Lenoir County - Key Map Source: www.esri.com

Figure 3.10: 2015 Average Household Income by Census Tract

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Figure 3.12: 2015 Total Population by Census Tract

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Global TransPark Vision Plan

0 to 3,005 3,005 to 5,002 5,002 to 7,238 7,238 to 10,848 10,848 to 17,863

A small county approximately half-way between seat – and largest town – is Kinston. Designated at a Tier 1 county by the North Carolina Department of Commerce in late 2014, Lenoir County is bordered to the

2.5

Annual Rate (in percent)

Interstate 95 and the East Coast, Lenoir County’s county

2 1.5 1

north and southeast by two other Tier 1 counties, Jones

0 Population

surround it, though nearly all counties to the northeast past adjacent Pitt and Craven Counties are also Tier 1. Of

Commerce designates “The 40 most distressed counties

Owner HHs

Median HH Income

Percent

20 least distressed as Tier 3.” The population and income

30 25 20 15 10

maps established by census tracts further illustrate these

designations. As seen in Figure 3.10, there are significant larger field of low-income residents (shown in orange) in

Families

North Carolina’s 100 counties, the N.C. Department of

pockets (shown in red) of poverty level residents in a much

Households

LENOIR TRENDS 2015-2020 Figure 3.14: Projected Lenoir COUNTY County Trends, 2015-2020 demographics source: esri Source: www.esri.com

County and Greene County. Tier 2 counties otherwise

[are] designated as Tier 1, the next 40 as Tier 2 and the

Area State USA

0.5

White

Black

Am. Ind.

Asian

Pacific

Other

Two+

2015 Percent Hispanic Origin: 7.4%

Figure 3.15: 2015 Lenoir County Population by Race Source: www.esri.com

LENOIR COUNTY POPULATION BY RACE 2015

demographics source: esri

the eastern part of North Carolina. These populations are

$15K - $24K 13.5%

spread out, primarily in rural communities, but in slightly denser pockets around incorporated towns or toward

<$15K 21.0%

$25K - $34K 15.3%

the coast, as seen in Figure 3.11. Exploring methods to increase the economic capacity of eastern North

$200K+ 1.2%

Carolina, and specifically the GTP facility, will benefit

$150K - $199K 1.9%

these communities in need.

$100K - $149K 6.0%

$35K - $49K 14.8%

$50K - $74K 15.8%

14 12

$75K - $99K 10.5%

Figure 3.16: 2015 Lenoir County Household Income LENOIR COUNTY HOUSEHOLD INCOME 2015

Source: www.esri.com demographics source: esri Percent

10 8 6 4

2015 2020

2 0

0-4

5-9

10-14

15-19

20-24

25-34

35-44

45-54

55-64

Figure 3.13: Projected Lenoir County Population by Age, 2015-2020 Source: www.esri.com LENOIR COUNTY POPULATION BY AGE

demographics source: esri

65-74

75-84

85+

2015-2020 Global TransPark Vision Plan

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4. Analysis of Existing Local Conditions Growth in Kinston slowed significantly in the 1960s when textile manufacturing largely shifted overseas. However, the town has been going through a number of revitalization efforts. Downtown had declined significantly over the years, as is

CSS NEUSE

common in smaller North Carolina towns, particularly after the opening of Interstate

40, providing direct access to the coast. In recent years, however, private businesses have been returning and gaining a foothold, aiding in more successful revitalization efforts. Two businesses in particular have been established foundations of the â&#x20AC;&#x153;dining districtâ&#x20AC;?: the Chef and the Farmer, and Mother Earth Brewing. Opportunities for historical education and recreation exist in Kinston, with attractions unlike many other North Carolina downtowns. For example, the Neuse River runs directly adjacent to downtown and is within a block of the main Queen

1 MOTHER EARTH BREWING

Street thoroughfare. On the downtown side of the Neuse is a short pedestrian trail

connecting rest stops, picnic areas, scenic overlooks, gazebos, and the Lenoir County Farmers Market, terminating at Pearson Park, an amphitheater downtown on the river. The opposite side of the river, away from downtown in the bend of the Neuse, is the Neuseway Nature Center / Planetarium & Campground, offering camping, river access, and a planetarium. The southern end of town hosts the Kinston Music Park (in progress). There is a plan for a thematic tie to several destination spaces in downtown Kinston to the Music Park through musical roots and storytelling. The architecture in the center of Kinston is old, historic and unique, with several apartment options currently being developed in the heart of downtown, which will help to round out a

2 CHEF & THE FARMER

plan for a truly walkable and livable community.

Local Economy. 18 |

Global TransPark Vision Plan

3 KINSTON MUSIC PARK

E QUEEN

Arts & Culture.

VERNON

CSS NEUSE

l FISHING

B BOATING

A CAMPING L PICNIC AREA

G GROCERIES d CULTURAL E FOOD K PARKING

1 E

K K E

FARMERS MARKET MUSIC PARK

d K

l A

K d K E d

K d

NC-11

DOWNTOWN KINSTON NC N

3 Figure 4.1: Assets in Downton Kinston Global TransPark Vision Plan

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5. Analysis of Existing Site Conditions The majority of the structures currently onsite at the Global TransPark complex are being utilized for aviation purposes, primarily in the realm of manufacturing. These buildings are primarily situated to the southeast of the runways, as shown in Figure 5.1. At the time of this publication, approximately 21,000 square feet of space is available at the GTP for lease, providing substantial opportunities for both the growth for existing tenants as well as ample room for new occupants. In addition to the existing buildings, large open plots of land offer important opportunities for site development, as seen in Figure 5.2. This open space provides the ability for GTP management to establish a placemaking strategy to engagefuture tenants, while solidifying current occupantsâ&#x20AC;&#x2122; happiness with enhanced amenities on campus. Larger tracts available for development lie along the northern-western edge of the GTP site, with smaller sections of land available along the runways. This diversity in these open areas also provides prime access to the highway, rail, and runway â&#x20AC;&#x201C; all major appeals of the site. The locations along the runway are ideally utilized for public events or commercial usages that can be opened up to the public, such as a restaurant or park space. The site features strong connections to and from Highway 58, which leads into downtown Kinston. The John Harvey Parkway flanks the site to the south, which joins Highway 70 in connecting the complex to surrounding towns. These two main roads into and out of Kinston - as well as surrounding towns - is significant. These arteries provide the infrastructure and connectivity for residents and community members to have easy access to the Transpark. This physical connection can facilitate a larger social and cultural connection between Kinston and the GTP. The site itself is composed of well-connected secondary roads that loop across the site; however, pedestrian circulation is lacking at the site. A circulation diagram of the site is shown in Figure 5.3. Pedestrian pathways are proposed in the concept plan on existing road circulation routes, which would provide employees a means for respite during a work break. These paths would also enable easier exploration of the Transpark during large social events, either centered on the airport or communityâ&#x20AC;&#x2122;s interests. The topography of the site is generally flat, as shown in Figure 5.4. The highest elevations are within the western portion of the site. The flat quality of the land allows for clear sight lines, which present the opportunity for the landscape to be enhanced via other methods including both plantings and the design of diverse space types. Figure 5.5 shows the waterways onsite, specifically Stonyton Creek and Brier Run, which both empty into the Nuese River. These water features enter the site in the east. A cluster of wetlands and ponds is seen at the beginning of Stonyton Creek, providing an area of interest where education opportunities can easily take place. These wetland clusters continue into a central area of the site, while passing large open lawn areas that can be developed into social spaces for employees and community members alike. This site analysis provides an important background for the development of an overall concept plan.

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Global TransPark Vision Plan

Figure 5.1: GTP Existing Buildings

Figure 5.2: GTP Available Land for Development

Figure 5.3: GTP Site Circulation

Figure 5.4: GTP Site Topography

Figure 5.5: GTP Onsite Water Systems

Figure 5.6: GTP On-site Wooded Land Global TransPark Vision Plan

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Figure 6.1: Proposed concept plan

22 |

Global TransPark Vision Plan

6. Envisioning the Future of the Global TransPark The Vision Plan The presented vision plan for the Global TransPark site primarily addresses establishing on-site amenities that would be attractive to future tenants and stakeholders. Recently work has been done with respect to future facilities and structures that would provide support space for the types of tenants GTP believes would be interested in residing on site, so this scope was not a focus of this visioning exercise. In tandem with the asset mapping from around the region, as well as the rejuvenation efforts of downtown Kinston, the proposed plan illustrates a compelling vision for both further supporting the operations of the GTP, as well as helping to solidify and further enable economic stability for Eastern North Carolina. The comprehensive vision plan acknowledges particular issues for the site context, understanding that the GTP site can become a destination for the immediate community, as well as for the entire eastern part

EVENT GATHERING / OBSERVATION AREA NAVIGATIONAL WAYFINDING MARKER

of the state. By capitalizing on the opportunities already established TERMINAL ADDITION / OBSERVATION TOWER RESTAURANT

onsite, in partnership with its local and regional context, the GTP site can become a much larger community asset for Eastern North Carolina.

INFORMATION SHELTER BUNKER HILL #2 WWII TANK DISPLAY FAUX RUNWAY LOW MOUND #2 BUNKER HILL #1

WWII TANK DISPLAY AIR TRAFFIC CONTROL PICNIC / PLAYGROUND LOW MOUND #1 WWII AIRCRAFT PERIMETER PATH FLAGPOLE POINT

Figure 6.2: Proposed Concept Plan for Stallings War Memorial + Park, and Stallings Plaza Global TransPark Vision Plan

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Figure 6.3: Potential Defense Vehicle Storage & Maintenance, by AECOM

Figure 6.4: Potential Wind Turbine Manufacturing Facility, by AECOM

Figure 6.5: Potential UAS-UAV Manufacturing, by AECOM

Figure 6.7: Potential Systems Engineering Office Facility, by AECOM

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Global TransPark Vision Plan

Figure 6.6: Potential New Hangar Site, by AECOM

Figure 6.8: Potential Aircraft Maintenance Facility, by AECOM

The Site Concept The site that the Global TransPark occupies has a significant number of existing opportunities on which the proposed vision plan attempts to capitalize. First, the concept emphasizes the natural elements and untouched portions of the site, taking into account both yet unbuilt sites and those sites restricted for construction and development. Second, the complexâ&#x20AC;&#x2122;s location within an easy drive from downtown Kinston, as well as other communities in the state, including the hub of New Bern, provides an opportunity to develop further means of community engagement, beyond the presence of current and future tenants at the GTP. The vision will help further establish the site as a destination for leisure and recreation, providing additional amenities and benefits to potential tenants. Third, the amount of available acreage provides ample space to create a variety of different types of gathering places, catering to both those stakeholders on site on a daily basis, as well as those that are seeking a more special destination and entertainment. The vision plan uses this open space to encourage community engagement and interaction, supporting the GTPâ&#x20AC;&#x2122;s continuous journey toward becoming a larger supporter of healthy, sustainable, and economically vibrant Eastern North Carolina community. The goal for the concept is to provide a variety of different spaces that will not only make collaborations at the GTP more attractive for future manufacturing, research, and industry, but also encourage increased community engagement at the site through recreation, leisure, education, and entertainment. This will be made easier by providing for potential activities for the larger community in the design, beyond the immediate stakeholders of the site. It is a goal for users of all ages, abilities, and backgrounds to be engaged in the activities and destination spaces on the site.

Figure 6.9: Concept diagram Global TransPark Vision Plan

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7. Expected Impacts of the Proposed Vision Plan It was the goal of this exercise to understand how the extensive GTP site could potentially provide additional economic support to Eastern North Carolina, and investigate ways in which the existing complex, structures, fields, and surrounding areas could facilitate opportunities to entice additional tenants to increase collaboration and innovation in the region. It is our hope that GTP leadership can use the proposed concepts in this report to increase awareness of the innate potential at the GTP site, while using this document to help securing additional stakeholders to support further economic development in Eastern North Carolina. This investigation will assist the GTP leadership in understanding how to best capitalize on their existing assets, particularly to develop amenities and destination spaces for the local communities, and provide ideas for opportunities to strengthen their GTP stakeholder and general North Carolina citizen engagement to create a stronger community in the eastern part of the state. By developing strategies to encourage recreation, community events, leisure activities, and community engagement, the Global TransPark Vision Plan can help to guide and influence future innovation in Eastern North Carolina.

Figure 7.1: Rendering: Future air show

26 |

Global TransPark Vision Plan

Figure 7.2: Rendering: Runway park

Figure 7.3: Rendering: Fountain plaza

Global TransPark Vision Plan

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Figure 8.1: Proposed wetland walk

Figure 8.1: Perspective of the Yoga Garden

28 |

Global TransPark Vision Plan

8. Conclusion The Global TransPark Vision Plan offers both short- and long-term opportunities to capitalize on the natural elements the site, while also leveraging possibilities to establish destination places for the better part of North Carolina, in particular, those citizens in the eastern portion of the state. The plan offers strategies for embracing community development opportunities, while focusing on increasing the siteâ&#x20AC;&#x2122;s assets to attract additional tenants to further bolster the economy of the region. Implementing the vision plan will require additional concept development, including understanding the technical aspects regarding the wetland walk, security concerns, and additional site design. The resulting vision plan will help GTP leadership to prioritize their efforts. It is our hope that this vision inspires future place-making and community engagement efforts, and provides a guide for action at the Global TransPark complex.

Figure 8.2: Perspective of wetland walk

Global TransPark Vision Plan

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This effort was purely intended to generate conceptual ideas and was facilitated as an educational process for the Global TransPark. This effort does not intend to replace the professional services and the GTP is advised to receive professional services for any implementation stages following this educational exercise. The GTP cannot use this document for direct implementation.

Global TransPark Vision Plan

Office of Research and Extension Leazar Hall Campus Box 7701 Raleigh NC 27695 USA www.design.ncsu.edu