Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
1/27/2001 - Regular
TRANSMIT MESSAGE CONFiRMATiON REPORT ~ ~ NAME:RKE BOARD SUPERVISOR TEL :540 772 2193 DATE:01/24'01 15:46 ~ TRANSMIT: 9P9813346 I DURATION ~ PAGE i SESS I RESULT ~ TYPE MEMORY TX ~ MODE ~ E- 14 ~ 00'30 ~ 01 1211 ~ OK ~ Roanoke County Economic Development Forum January 27, 2001 Par, ticipant Emnlo Mary ); I. Allen. Roanoke County Jill. Barr Roanoke County ,, Jvhn Chambliss Roanoke County Butch. Church Roanoke County Arnold Covey Roanoke County ~- Mel,in.da. Cox Roanoke County .-°° ,; Dennis Cronk Cvmmcrcial. Realtor. =-'~ r Wi.II Davis AEP . Mark Einick Virginia Western Comm.. Col.Iege ~--° T~exuus 1=ish.~r. Cari.lion Biom.ed.ieal >;nstitute ~---~` „- 1/lmer l-lod.ge Roanoke County v Diane I-Iyatt Roanoke County f I3ob Tohnson. Roanoke County /~ -~ Mark. I~i.lduff VA Economic Devcl.opme~at Partnership L. Paul Mahoney Roanoke County ;~,--' Joe McNamara Roanoke County r-~' ,Fuzzy Mit~n.i.x Roartvke County/ ~, ]3eth Neu Roan.vke City ~ Harry Niclcens Roanoke County ~' .. Dan O'T~onnel.l Roanoke County John. Phillips Virginia Tech i •- Brandon. Price Virginia Biotechnology Assoei.ati.on .i~ ,,- F3rent Robertson Roanoke County / Kathi. Scearee Roan.oice County Donna Schwartz Ali.ah, Inc. ~ Kim Si,rrm.on A,l.iah, Ina Phil. Sparks Regional Partnership ~ ,. A.1 Thomason. Roanolcc County Planning Commission `'~ Linda Weber. Ronn.olcc County Schools / ,. Joe Yates City of Salem ~ Joe Zielinski. Roanoke County ,~-' Post-iY10 FAX N4tG 7671 Cati• I ,ZC~ A pagvs~ ~ I J'y~ /'h ~ From Co.lDvpt. Co, Phone # nhons # Fax # ~ 2 ~ Fax ~~ ECONOMIC DEVELOPMENT FORUM 2001 January 27, 2001 • • • ECONOMIC DEVELOPMENT FORUM January 27, 2001 Employer Preliminary Team i Assignment Attended Allen, Mary Roanoke County (o) 772-2003 Team 1 last year mallen(c~co.roanoke.va.us Barr, Jill Roanoke County (o) 772-2124 Team 5 ~b~co.roanoke.va.us Attended Chambliss, John Roanoke County (o) 772-2002 Team 3 last year ichambliss(cr~,co.roanoke.va.us Attended Church, Butch Roanoke County (h) 389-4344 Team 2 last year churchj~,nationwide.com Attended Covey, Arnold Roanoke County (o) 772-2080 Team 4 last year acoveyna,co.roanoke.va.us Cox, Melinda Roanoke County (o) 772-2185 Team 2 mcox n,co.roanoke.va.us Cronk, Dennis Commercial 800 Professional Arts Bldg Team 5 Realtor 30 W. Franklin Road Roanoke, Va. 24011 Phone: 855-3651 Dennis ~,D ennisCronk. com Davis, Will AEP P.O. Box 2021 Team 4 Economic Roanoke, Va. 24022 Development (o) 985-2623 Executive Fax 985-2396 wdavis n,aep.com Emick, Mark VA Western CC VA Western Community College Team 3 PO Box 14007 Roanoke, VA 24038 memicknn,vw. cc.va.us 857-7312 • • • Fisher, Dennis Carilion Carilion Biomedical Institute Team 2 Biomedical 117 Church Avenue SW Beth Harber is his Institute Roanoke, Va. 24011 secretary bharber(a,carilion.cnm ' (0)581-0123 Hart, Bonz New Century 344-9205 ext 1101 Team 4 Technology bhart(cr~,meridium.com Council Attended Hodge, Elmer Roanoke County (o) 772-2004 Team 5 last ehodgenn,co.roanoke.va.us year Attended Hyatt, Diane Roanoke County (o) 776-7190 Team 1 last year dhyatt(a,co.roanoke.va.us Attended Johnson, Bob Roanoke County (w) 776-0606 (h) 362-507 Team 4 last year Kilduff, Mark VA Economic Executive Director Team 3 Development VA Economic Dev. Partnership Partnership 901 E. Byrd Street Richmond, VA 23218 804-371-8100 mkilduff(a,yesvireinia. org Leonard, Steve Aliah, Inc. 412-621-4500 Facilitator steve.leonard(a~ aliah. com Attended Mahoney, Paul Roanoke County (o) 772-2007 Team 1 last year pmahoney(a~co.roanoke.va.us Attended McNamara, Joe Roanoke County (h) 774-7932 Team 5 last year imcnamara(a~a4healthsvstems.com Attended Minnix, Fuzzy Roanoke County (h) 774-4078 Team 1 last year r 1 C: • Neu, Beth Roanoke City Director of Econ. Dev. Team 4 City of Roanoke 111 Franklin Plaza, Suite 200 Roanoke, VA 24011 (0)853-2715 eneu : ci.roanoke.va.us Attended Nickens, Harry Roanoke County (w) 985-8484 Team 3 last year nickens(~health.chs.edu O'Donnell, Dan Roanoke County (o) 772-2017 Team 2 dodonnell(c~co.roanoke.va.us Phillips, John Virginia Tech Economic Dev. Officer Team 5 Virginia Tech 330 Burruss Hall (0132) Blacksburg, VA 24061 540-231-2335 isp1(cD.exchange.vt.edu Price, Brandon V.P. -Virginia 1320 Falcon Ridge Road Team 3 Biotechnology Blacksburg, VA 24060 Assoc. 540-961-1578 swva(u~hotmail.com brandonatsbina,hotmail. com Attended Robertson, Brent Roanoke County (o) 772-2021 Facilitator last year bobertson@,co.roanoke.va.us Scearce, Kathi Roanoke County (o) 772-2010 Team 1 kscearcena,co.roanoke.va.us Attended Simon, Kim Aliah, Inc. 412-621-4500 Facilitator last year kim.simon@aliah.com Sparks, Phil Regional 111 Franklin Plaza Team 3 Partnership Suite 333 Roanoke, Va. 24011 (0)343-1550 r ~ LJ • Thomason, Al Planning 6388 Christie Lane Team 5 Commission Roanoke, Va. 24018 774-4896 Attended Weber, Linda County Schools Superintendent of Schools Team 2 last year 5937 Cove Road, NW Roanoke, VA 24019 (o) 562-3704 lweber(~res.kl2.va.us Yates, Joe City of Salem Econ. Dev. Director Team 2 City of Salem Post Office Box 869 Salem, VA 24153 (o) 375-3007 Zielinski, Joe Roanoke County (o) 772-2095 Team 4 jzielinski(a~co.roanoke.va.us • C~ • • ECONOMIC DEVELOPMENT FORUM January 27, 2001 Preliminary Team Employer Assignment Attended Allen, Mary Roanoke County (o) 772-2003 Team 1 last year mallen(a~co.roanoke.va.us Barr, Jill Roanoke County (o) 772-2124 Team 5 jbarr(c~co.roanoke.va.us Attended Chambliss, John Roanoke County (o) 772-2002 Team 3 last year ichambliss(a~co.roanoke.va.us Attended Church, Butch Roanoke County (h) 389-4344 Team 2 last year churchj~a,nationwide.com Attended Covey, Arnold Roanoke County (o) 772-2080 Team 4 last year acovey~a,co.roanoke.va.us Cox, Melinda Roanoke County (o) 772-2185 Team 2 mcox(u~co.roanoke.va.us Cronk, Dennis Commercial 800 Professional Arts Bldg Team 5 Realtor 30 W. Franklin Road Roanoke, Va. 24011 Phone: 855-3651 Dennisna,DennisCronk.com Davis, Will AEP P.O. Box 2021 Team 4 Economic Roanoke, Va. 24022 Development (o) 985-2623 Executive Fax 985-2396 wdavis(n~aep.com Emick, Mark VA Western CC VA Western Community College Team 3 PO Box 14007 Roanoke, VA 24038 memick(c~vw.cc.va.us 857-7312 • • • Fisher, Dennis Carilion Carillon Biomedical Institute Team 2 Biomedical 117 Church Avenue SW Beth Harber is his Institute Roanoke, Va. 24011 secretary bharber(a~carilion.com (0)581-0123 Attended Hodge, Elmer Roanoke County (o) 772-2004 Team 5 last ehod~e~a,co.roanoke.va.us year Attended Hyatt, Diane Roanoke County (o) 776-7190 Team 1 last year dhvattnn,co.roanoke.va.us Attended Johnson, Bob Roanoke County (w) 776-0606 (h) 362-5074 Team 4 last year Kilduff, Mark VA Economic Executive Director Team 3 Development VA Economic Dev. Partnership Partnership 901 E. Byrd Street Richmond, VA 23218 804-371-8100 mkilduff(a)ye svir~~mia. ors Attended Mahoney, Paul Roanoke County (o) 772-2007 Team 1 last year pmahoneyC~,co.roanoke.va.us Attended McNamara, Joe Roanoke County (h) 774-7932 Team 5 last year imcnamara(a~a4healthsvstems.com Attended Minnix, Fuzzy Roanoke County (h) 774-4078 Team 1 last year Neu, Beth Roanoke City Director of Econ. Dev. Team 4 City of Roanoke 111 Franklin Plaza, Suite 200 Roanoke, VA 24011 (0)853-2715 eneu(a~ci.roanoke.va.us • Attended Nickens, Harry Roanoke County (w) 985-8484 Team 3 last year nickens(a~health.chs.edu O'Donnell, Dan Roanoke County (o) 772-2017 Team 2 dodonnel~co.roanoke.va.us Phillips, John Virginia Tech Economic Dev. Officer Team 5 Virginia Tech 330 Burruss Hall (0132) Blacksburg, VA 24061 540-231-2335 isp1 [Dexchange.vt.edu Price, Dr. Brandon V.P. -Virginia 1320 Falcon Ridge Road Team 3 Biotechnology Blacksburg, VA 24060 Assoc. 540-961-1578 swva(u~hotmail.com brandonatebi(a,hotmail. com Attended Robertson, Brent Roanoke County (o) 772-2021 Facilitator last year brobertson(c~co.roanoke.va.us Scearce, Kathi Roanoke County (o) 772-2010 Team 1 kscearce(~co.roanoke.va.us Attended Schwartz, Donna Aliah, Inc. 412-621-4500 Facilitator last year donna.schwartz(u~aliah.com Attended Simon, Kim Aliah, Inc. 412-621-4500 Facilitator last year kim.simon a(~,aliah.com Sparks, Phil Regional 111 Franklin Plaza Team 3 Partnership Suite 333 Roanoke, Va. 24011 (0)343-1550 Thomason, Al Planning 6388 Christie Lane Team 5 Commission Roanoke, Va. 24018 774-4896 Attended Weber, Linda County Schools Superintendent of Schools Team 2 last year 5937 Cove Road, NW Roanoke, VA 24019 (o) 562-3704 lweber(a~,res.k l 2.va.us • • Yates, Joe City of Salem Econ. Dev. Director Team 2 City of Salem Post Office Box 869 Salem, VA 24153 (o) 375-3007 Zielinski, Joe Roanoke County (o) 772-2095 Team 4 jzielinski(c~co.roanoke.va.us AliahMISSION! Roanoke County January 23-24, 2000 Facilitators: Donna Schwartz 8 Kim Simon - Aliah, Inc. Participants: County of Roanoke Board, School Board, and Staff Observers: Mary Allen -Clerk to the Board Media Objective of Analysis: Develop a mission statement reflecting the County of Roanoke's value proposition and strategic objectives as they relate to its customers, competitors, partners, and the environment. Identify and prioritize high-level initiatives to realize the County of Roanoke's mission. GoaI:000NTY OF ROANOKE TO SURVIVE 8~ THRIVE THROUGH THE YEAR 2005 1. The teams identified and prioritized the value the County of Roanoke delivers or wants to achieve through its interactions with the important players and forces in the community. Five groups of value statements were identified relative to: A. How the County of Roanoke delivers value to its customers B. The value the County of Roanoke delivers that allows it to outperform the competition C. The value the County of Roanoke's strategic partners provide that enhance the County's capabilities D. The external forces that most impact the County's ability to survive and thrive • E. The County's internal values relative to: Financial Health -The financial goal of the County Innovation -Current or potential key technological strength, differentiator, core innovative ability Culture/People -Culture of the County's people and how they deliver value externally and internally Brand Image -Projected image to internal and external community County of Roanoke Customers: 1. Students 2. Employees -existing or hopeful, disadvantaged 3. Retired community -senior citizens 4. Investment community 5. Families 6. Employers 7. Environment 8. Next generation 9. Business owners 10. Voters 11. Parents 12. School BoarrJ 13. Handicapped 14. Troubled -criminals, those in jail, etc. 15. Taxpayers 16. Media 17. College graduates -underemployed • 18. Teens 19. Not for profit sector • How the County of Roanoke delivers value to its customers: Priority relative to: CUSTOMERS Priorities based on: Importance Element Weight LIFE LONG LEARNING 0.432 ECONOMIC BASE 0.353 TAX STRUCTURE 0.150 DIVERSITY 0.064 - Element Descriptions: LIFE LONG LEARNING LIFE CYCLE, TRNG OPPS, CONTI EDUC, SUPPORT OF ARTS & CULTURAL OPPS, VOCATIONAL, PUBLIC LIBRARIES, LEADERSHIP DEVELOPEMNT TAX STRUCTURE COST EFFECTIVE TAX STRUCTURE RELATIVE TO MAJOR METROPOLITAN AREA; ECONOMIC BASE STRONG ECONOMIC BASE, EFFICIENT GOVERNMENT DIVERSITY BUILD, STRENGTHEN & SUPPORT CULTURAL, ETHNIC, PEOPLE W/DISABILITIES, DEMOGRAPHIC, SOCIAL DIVERSITY Roanoke County Competitors: 1. Next county 2. Next state 3. Private schools -charter schools 4. Vinton 5. Home schooling 6. New administration -can hire somebody else • 7. World -our industries can go anywhere, Mexico, Canada, etc. 8. Privatization 9. Board based -internal competition, districts 10. Customers (competition) -with the environment 11. State and federal government The value the County of Roanoke delivers that allows it to outperform the competition: Priority relative 1 Element EDUCATION SERVICES QUALITY OF LIFE SENSE OF PLACE o: COMPETITORS Priorities based on: Importance Weight 0.503 0.284 0.141 ~- 0.072 - Element Descriptions: QUALITY OF LIFE COMFORT, NATURAL RESOURCES, ENVIRON SENSITIVE, OPTIMISTIC OUTLO( HEALTHY COMMUNITY EDUCATION SUPPORT WORKFORCE DEVELOPMENT, SUCCESS RATE OF K-12 & PUBLIC E SENSE OF PLACE OWNERSHP IN COMMUNITY, SENSE OF BELONGING, ACCESSIBILITY SERVICES WIDE RANGE OF COST EFFECTIVE SERVICES, QUALITY SERVICE, SMARTER E THAN EVERYONE ELSE • 2 Roanoke Partners: • 1. Board of Supervisors 2. State and federal government 3. Recreation clubs 4. Business community 5. Chamber of Commerce 6. PTA 7. Other departments 8. Neighboring localities 9. Regional organizations 10. Civic groups 11. Advisory councils 12. Citizens 13. Churches 14. Other education facilities- colleges, universities 15. Foundations 16. Media The value the County of Roanoke's strategic partners provide that enhance the County's capabilities: Priority relative to: PARTNERS Priorities based on: Importance Element Weight RESOURCES 0.514 REGIONAL ALLIANCES 0.254 CHANNELS OF COMMUNICATIOlfll66 -- SPIRIT OF COOPERATION 0.065 • Element Descriptions: CHANNELS OF COMMUNICATIO~ILOW A WAY TO COMMUNICATE IDEAS, A BETTER WAY OF DOING THINGS, ACCESS & CLOUT, SPIRIT OF COOPERATION WILLINGNESS TO WORK TOGETHER TOWARDS COMMON GOALS (PARTNERS, PTA'S, CHAMBERS, REC CLUBS, FOUNDTNS, CHURCHS) RESOURCES $, LABOR, JOBS, VOLUTEERISM, ECONOMIC DEVELOPMENT, TECHN & INFORMATION REGIONAL ALLIANCES PRODUCTIVE, MUTUALLY BENEFICIAL, RESULTS ORIENTED, COLLABORATION W/NEIGHBORING LOCALITIES & OTHER PARTNERSHIPS The external forces that most impact the County of Roanoke's ability to survive and thrive: Priority relative to: EXTERNAL FORCES Priorities based on: Impact Element Weight TECHNOLOGY 0.527 GLOBAL ECONOMY 0.304 GOVERNMENT INFLUENCE0.113 DEMOGRAPHIC SHIFT 0.056 Element Descriptions: GOVERNMENT INFLUENCE NATIONAL, STATE, LOCAL - POSITNE OR NEGATIVE INFLUENCES THAT RESULT FI LEGISLATION, PUBLIC POLICY, ELECTIONS, REGULATIONS DEMOGRAPHIC SHIFT AGING POPULATION, RE-DISTRIBUTION OF WEALTH, HEALTH, POPULATION SHIFT TECHNOLOGY THE NEED TO KEEP UP WITH CHANGE: WWW, DNA, BIOMEDICS, TRANSPORTATIC COMMUNICATION GLOBAL ECONOMY POSITIVE ECONOMY -LOCAL, NATIONAL 8 GLOBAL • 3 • Roanoke County's internal values: Priority relative t Element INNOVATION CULTURE/PEOPLE BRAND IMAGE FINANCIAL HEALTH o: ROANOKE COUNTY Priorities based on: Importance Weight 0.407 0.308 0.170 0.116 Element Descriptions: FINANCIAL HEALTH TRIPLE A RATING, REDUCE DEPENDANCY ON RESIDENTIAL TAXES, FUND BAI INNOVATION PREP FOR TECHN ADVANCES, ELECTR COMMUNITY, WEB-BASED SERVICES, &PROGRAMS CULTURE /PEOPLE DIVERSE, SKILLED, PASSIONATE, INVOLVED, STRONG COMMITMENTS, HIGH \ FAMILY FRIENDLY, TRAINABLE PEOPLE BRAND IMAGE THE PLACE FOR YOU! 2. The five groups of value statements were prioritized to determine which set of values is more important relative to achieving the County's mission. PARTNERS COMPETITORS ROANOKE COUNTY CUSTOMERS EXTERNAL FORCES Lw:0.103 Gw:0.103 Lw:0.372 Gw:0.372 Lw:0.194 Gw:0.194 Lw:0.258 Gw:0.258 Lw:0.073 Gw:0.073 ' RE50URCES ' EDitCA'rtON ' }fVNOVATION ' LiF'E LONG LEAf2NtNG 'TECHNOLOGY Lw: D.514 Gw: 0.053 Lw: 0.503 Gw: 0.187 Lw: 0.407 Gw: 0.079 Lw: D.432 Gw: 0.112 Lw: 0.527 Gw; 0.039 'REG'IONAL ALLIANCES 'SERVICES 'CULTURE /PEOPLE 'ECONOMIC BASE 'GLOBAL ECONOMY Lw' 0.254 Gw: 0.026 Lw: 0:284 Gw: 0.106 Lw: 0.308 Gw: 0.060 Lw: 0.353 Gw: 0 ;091 Lw: 0.304 Gw: 0.022 'CHANNELS OF COMMUN ICAQUALITYOFLIFE 'BRAND IMAGE 'TAX STRUCTURE 'GOV~RNMENTINFLUENCE tw: 0.166 Gw: 0.017 Lw: D.141 Gw: 0.052 Lw: 0.170 Gw: 0.033 Lw: 0.150 Gw: 0.039 Lw: 0.113 Gw: 0.008 'SPIRIT OF COOPERATION 'SENSE OF PLACE 'FfNANCIAL HEALTH 'DIVERSITY 'DEMOGRAPHIC SHIFT Lw:0.065 Gw:0.007 Lw:0.072 Gw:0.027 Lw:0.116 Gw:0.022 Lw:0.064 Gw:0.017 Lw:0.056 Gw:0.004 Priority relative to: The Goal Priorities based on: Importance Element Weight COMPETITORS 0.372 CUSTOMERS 0.258 ROANOKE COUNTY 0.194 PARTNERS 0.103 EXTERNAL FORCES 0.073 Element Descriptions: PARTNERS RESOURCES; REGIONAL ALLIANCES; CHANNELS OF COMMUNICATION; SPIRI COOPERATION COMPETITORS EDUCATION; SERVICES; QUALITY OF LIFE; SENSE OF PLACE ROANOKE COUNTY INNOVATION; CULTURE /PEOPLE; BRAND IMAGE; FINANCIAL HEALTH CUSTOMERS LIFE LONG LEARNING; ECONOMIC BASE; TAX STRUCTURE; DIVERSITY EXTERNAL FORCES TECHNOLOGY; GLOBAL ECONOMY; GOVERNMENT INFLUENCE;DEMOGRAPf • 4 . 3. The value statements were synthesized to reflect their relative importance toward achieving the County of Roanoke's mission. Synthesis relative to: Goal 1 1. EDUCATION 0.187 SUPPORT WORKFORCE DEVELOPMENT, SUCCESS RATE OF K-12 & PUBLIC EDUCATION 2. LIFE LONG LEARNING 0.112 LIFE CYCLE, TRNG OPPS, CONTI EDUC, SUPPORT OF ARTS & CULTURAL OPPS, VOCATIONAL, PUBLIC LIBRARIES, LEADERSHIP DEVELOPEMNT 3. SERVICES 0.106 WIDE RANGE OF COST EFFECTIVE SERVICES, QUALITY SERVICE, SMARTER & HARDER THAN EVERYONE EL. 4. ECONOMIC BASE 0.091 STRONG ECONOMIC BASE, EFFICIENT GOVERNMENT 5. INNOVATION 0.079 PREP FOR TECHN ADVANCES, ELECTR COMMUNITY, WEB-BASED SERVICES, PROCESSES & PROGRAMS 6. CULTURE/PEOPLE 0.060 DIVERSE, SKILLED, PASSIONATE, INVOLVED, STRONG COMMITMENTS, HIGH VALUES, FAMILY FRIENDLY, TRAINABLE PEOPLE 7. RESOURCES 0.053 $, LABOR, JOBS, VOLUTEERISM, ECONOMIC DEVELOPMENT, TECHN & INFORMATION 8. QUALITY OF LIFE 0.052 COMFORT, NATURAL RESOURCES, ENVIRON SENSITIVE, OPTIMISTIC OUTLOOK, SAFE & HEALTHY COMMUNI 9. TAX STRUCTURE 0.039 COST EFFECTIVE TAX STRUCTURE RELATIVE TO MAJOR METROPOLITAN AREAS • 80°,6 -> 10. TECHNOLOGY 0.039 ~ THE NEED TO KEEP UP WITH CHANGE: WWW, DNA, BIOMEDICS, TRANSPORTATION, COMMUNICATION 11. BRAND IMAGE 0.033 ~ THE PLACE FOR YOU! 12. SENSE OF PLACE 0.027 ~ OWNERSHP IN COMMUNITY, SENSE OF BELONGING, ACCESSIBILITY 13. REGIONAL ALLIANCES 0.026 ~ PRODUCTIVE, MUTUALLY BENEFICIAL, RESULTS ORIENTED, COLLABORATION W/NEIGHBORING LOCALITIES ii OTHER PARTNERSHIPS 14. FINANCIAL HEALTH 0.022 ~ TRIPLE A RATING, REDUCE DEPENDANCY ON RESIDENTIAL TAXES, FUND BALANCE 6.25°,6 15. GLOBAL ECONOMY 0.022 POSITIVE ECONOMY -LOCAL, NATIONAL & GLOBAL 16. CHANNELS OF COMMUNICATION 0.017 llll~ ALLOW A WAY TO COMMUNICATE IDEAS, A BETTER WAY OF DOING THINGS, ACCESS & CLOUT, 17. DIVERSITY 0.017 Illllllllll~ BUILD, STRENGTHEN 8 SUPPORT CULTURAL, ETHNIC, PEOPLE W/DISABILITIES, DEMOGRAPHIC, SOCIAL DIVERSITY 18. GOVERNMENT INFLUENCE 0.008 NATIONAL, STATE, LOCAL - POSITIVE OR NEGATIVE INFLUENCES THAT RESULT FROM LEGISLATION, PUBLIC POLICY, ELECTIONS, REGULATIONS 19. SPIRIT OF COOPERATION 0.007 ~ WILLINGNESS TO WORK TOGETHER TOWARDS COMMON GOALS (PARTNERS, PTA'S, CHAMBERS, REC CLUBS, FOUNDTNS,CHURCHS) 20. DEMOGRAPHIC SHIFT 0.004 ~ AGING POPULATION, RE-DISTRIBUTION OF WEALTH, HEALTH, POPULATION SHIFTS • 5 • 4. A powerful mission statement for Roanoke County may be formulated from the values that lie at and above the 80% indicator. 5. Next, the team identified and prioritized two initiatives to support each value statement identified in the model. The initiatives pertaining to each group of values are listed below. Partner Initiatives: PARTNERS Lw:0.103 Gw:0.103 CHANNELS OF SPIRIT OF RESOURCES REGIONAL COMMUNICATION COOPERATION ALLIANCES l w 0.166 Gw: 0.017 Lw: 0.065 Gw 0.007 Lw: 0.514 Gw: 0.053 Lw 0.254 Gw: 0.026 ' JT MTG OF B & S ' INT@RJ}NT'I:kA OON9NU ' RE~RUn' BUStNESS ' Gr3NNECTING EOUN'FFR! Lw: 0.600 Gw. 0.010 line 0:500 Gw. 0.003 Lw: 0.750 Gw: 0.040 Lw: 0.600 GW 0,016 'PROMO MTRL ECON & ECPUBLICIZE BOS ~ SB 'PROMOTE ROANOKE 'IDENTIFY DIJPI„ICATED Sf Lw.0.400 Gw:0.007 Lw:0,500 Gw:0.003 Lw:0.250 Gw:0.013 Lw:0.400 Gw:0.010 Competitive Initiatives: COMPETITORS Lw:0.372 Gw:0.372 • QUALITY OF LIFE EDUCATION SENSE OF PLACE SERVICES Lw:0.141 Gw:0.052 Lw:0.503 Gw:0.187 Lw:0.072 Gw:0.027 Lw:0.284 Gw:0.106 LATJD USE ' INCRS TEACtIER 1_i~FECTtV EPLE`IERAGE EDUC fiESOURCEEXPAND #EC, EFFORTS Lw: 0.600 Gw. 0.031 Lw:' 0.800 Gw 0.112 Lw. 0.600 Gw. O;f116 Lw: 0.700 Gw: 0.074 FOCUS'BUSI ON ENVIRON ' WKFORCE DEV ' COMMU SH6WCASE 'OBJECTIVE BASED MGMT Lw 0.400 Gw 0,021 Lw 0.400 GIN: 0.075 Lw; 0;400 GYr 0:011 Lw 0.300 Gw 0.032 Roanoke County Initiatives: ROANOKE COUNTY Lw:0.194 Gw:0.194 FINANCIAL HEALTH INNOVATION CULTURE /PEOPLE BRAND IMAGE Lw: 0.116 Gw 0.022 Lw: 0.407 Gw: 0.079 Lw: 0.308 Gw: 0.060 Lw: 0.170 Gw: 0.033 ' INCREASE FIN COMMIT'1G1EN-EXPDlNTERNET ACCESS ' MORE E~UC APPS 'CREATE UNIFIED IMAGE Lw. 0.700 Gw. 0.016 Lw 0.600 Gw 0.047 Lw 0.700 Gw: 0.042 Lw 0.600 Gw 0.020 ' REQUEST REVIEW ' EVAL PROCESS & PROCE 'EXPAND INVOLVEMENT ' DEV COMMUNITY PLAN Lw 0.300 Gw: 0.007 Lw 0.400 Gw 0.032 Lw 0.300 Gw: 0.01 S Lw: 0.400 Gw: 0.013 • 6 • Customer Initiatives: CUSTOMERS LEARNING ~ TAX STRUCTURE II ECONOMIC BASE ' WRKGNiECON DEV ' EDUC 8 DEl/ STRAT pUE3L4ClPRNATE PARTNEMONn'G1R GiEMdGt~PtilC Lw: Q800 GNr. 0.089 Lw: O,B00 Gw: 0:031 Ltltr. 4.600 Gw: 0.055 Lw: 0.600 Gw. O.Q10 ' DEI`ERM CURR OFFERG:WRKG W/ECON DEV ' F~pBACK PROCESS 'DETERMINE CURRT OFFS Lw:0=200 Gw:0.022 Lw:0:200 Gw:0.008 Lvq:0:400 Gw:0.036 Lw:0.400 Gw:0.007 External Force Initiatives: EXTERNAL FORCES Lw:0.073 Gw:0.073 • r.1 U GOVERNMENT DEMOGRAPHIC TECHNOLOGY GLOBAL INFLUENCE SHIFT ECONOMY Lw: 0.113 Gw: 0.008 Lw: 0.056 Gw: 0.004 Lw 0.527 Gw: 0.039 Lw 0.304 Gw: 0.022 ' Fi(RE'FULL TIME LOE3$YtST ' tl~lVOLVE SENIORS ifV Gf~VE?FEXPAND SCOPE OP 1T TEANMlOE2K 1iVIREGNI PARTNER: Lw-.0.750 Gw.0.006 Lw.0:700 Gw.0:003 Lw.0.700 Gw.0.027 Lw.0.500 Gw.0.011 ' MEET WJSTATE LEGISLATOFBLD [)NERSE COMMUNITY'CREATE REGNL IT COMMITTMARKET VALLEY Lw. 0.250 Gw: 0.002 Lw: 0.300 Gw: 0.001 Lw. 0.300 Gw: 0.012 Lw.0.500 Gw 0.011 6. All of the initiatives were synthesized in orderto determine their importance relative to making the mission statement a reality. To obtain a commitment for the implementation of these initiatives the initiatives were grouped relative to strategic objective. Any initiatives that were identical were combined in orderto avoid duplication of efforts and to provide focused results. The weights of the initiatives were combined as well, giving the initiative added importance. The resulting cluster synthesis of these initiatives identifies the new strategic goals and objectives that the team must accomplish in order for the County of Roanoke to survive and thrive through the year 2005. 7 • EDUCATION ECONOMIC REGIONAL TECHNOLOGY MANAGEMENT QUALITY OF LIFE IMAGE DEVELOPMENT ALLIANCE W: 0.154 GS: 0.154 W: 0.350 GS: 0.350 W: 0.111 GS: 0.111 W: 0.086 GS: 0.086 W: 0.048 GS: 0.048 W: 0.115 GS: 0.115 W: 0.136 GS: 0.136 'PUBLICIZE BOS & SB PARTNERS 'RECRUIT BUSINESS 'CONNECTING COUNTERPARTS 'IDENTIFY DUPLICATED SERV 'PROMOTE ROANOKE 'PROMO MTRL ECON 8 ' INTER/INTRA COMMU COMPETITORS 'INCRS TEACHER EFFP WORKFORCE DEVELC' EXPAND REG EFFORTS 'OBJECTIVE BASED MC' LAND USE 'COMMU SHOWCASE 'PROVIDE INCENTIVES ' LEV COMMU FACIL ROANOKE COUNTY 'MORE EDUC OPPS - EVAL PROCESS 8: PRLCE ' EXPD INTERNET ACCE REQUEST REVIEW ' LEV COMMU FACIL 'CREATE UNIFIED IMAC 'COMMU SHOWCASE CUSTOMERS ' WORKFORCE DEVELOPMNT 'MONITOR DEMOGRAP' DETERM CURR OFFEF' EDUC &DEV STRAT 'PUBLIC/PRIVATE PARTNER EXTERNAL FORCES 'WORK WlREGNL PART EXPD INTERNEE ACCESS 'INVOLVE SENIORS IN a MKTVALLEY EXTERNA ' CREATE REGNL IT COMMITTEE ' BLD DIVERSE COMMUP POLITICAL LEVERAGE 8. The final synthesis of initiatives is listed below. The relative weight of each initiative reflects the "Gain" of the initiative, indicating the contribution of the initiative to achieving the mission. The next step will be to analyze the "Pain", or costs associated with implementing each initiative, and the "Risk", or probability of success associated with the accomplishment of each initiative. Synthesis relative to: Goal 1 1. WORKFORCE DEVELOPMNT 0.208 DEV A SPECIFIC PROCESS W/ FEEDBACK WHICH PROVIDES TRNG FOR TARGETED INDUSTRY • 2. INCRS TEACHER EFFECTIVENE 0.112 INCREASED TEACHER EFFECTIVENESS BY OBTAINING DESIRABLE STUDENT /TEACHER RATIOS & HIRING 8 RETAINING EFFECTIVE TEACHERS 3. EXPD INTERNET ACCESS 0.074 EXPAND OUR CUSTOMER'S ABILITY TO INTERACT WITH US THROUGH INTERNET ACCESS (PAY TXS, WATER, AUTOMATED REPORT CARDS. ETC..) 4. EXPAND REG EFFORTS 0.074 FACTOR REGIONAL PERSPECTIVES INTO SERVICES DELIVERY, MUST EXPAND OUR REG PERSPECTIVE OF FIRE, POLICE, SOLID WASTE, ECON DEV EFFORTS, SEWER & WATER ETC 5. PUBLIC/PRIVATE PARTNER 0.055 MAINTAIN PUBLICIPRIVATE PARTNERSHP THAT SUPPORTS ECON DEV STRAT (EO BE REFINED) 6. EVAL PROCESS & PRLCE 0.047 - EVALUATE ECONOMIC DEV PROCESS & PROCEDURES TO OPTIMIZE NON-RESIDENTIAL BASE & GET MOST BANG FOR THE BUCK(5%) 7. MORE EDUC OPPS 0.042 OFFER MORE EDUCATIONAL OPPORTUNITIES VIA INTERNET, CHANNEL 3, OTHER 8. RECRUIT BUSINESS 0.040 RECRUIT INNOVATIVE, ENVIRONMENTALY FRIENDLY BUSI W/A MAJORITY OF HIGHER PAID EMPLOYEES; PRIMARY JOBS 9. OBJECTIVE BASED MGMT 0.032 INCLUDE OBJECTIVE BASED MANAGEMENT THAT IDENTIFY SERVICE LEVEL EVALUATION -BASED ON STRATEGIC DIRECTION 10. LAND USE 0.031 ~ DEVELOP EFFECTIVE LAND USE PROGRM TO ENSURE PRESERVATION OF NATURAL RESOURCES 11. EDUC &DEV STRAT 0.031 EDUCATE &DEV STRAT TO EDUCATE BUSIANDIVIDUALS RELATIVE TO THEIR RETURN ON TAX INVESTMENT 12. LEV COMMU FACIL 0.029 - LEVERAGE COMMU FACILITIES• HAVE SCHOOLS 8: FACILITIES FOCUS ON COMMUNITY ACTIVITIES 80%-> 13. DETERM CURR OFFERGS 0.025 DETERMINE CURRENT OFFERINGS IN THE ARTS COMMU & DOCUMENT GAPS IN VALLEY, NEEDS & EST WORK PLAN TO FILL GAPS 14. COMMU SHOWCASE 0.029 ~ INCR SPECIAL EVENTS THAT SHOWCASE OR CELEBRATE COMMUNITY ASSETS (CULTURE, EDUC) EXPAND ROANOKE COUNTY INVOLVEMENT IN COMMUNITY ACTIVITIES 15. PROVIDE INCENTIVES 0.021 li . RAISE BAR OF EXPECTATIONS FOR ENVIRONMENTAL ISSUES & PROVIDE INCENTIVES TO BUSINESSES 8 • 16. CREATE UNIFIED IMAGE 0.020 CREATE UNIFIED IMAGE CAMPAIGN TO BE USED THROUGHOUT ROANOKE COUNTY GOV, & SCHOOLS 17. CONNECTING COUNTERPARTS 0.016 ~ EACH ELECTED OFFICIAL WILL CONTACT A COUNTERPART IN A NEIGHBORING LOCALITY TO PRODUCE A SPECIFIC RESULT 18. PUBLICIZE BOS & SB 0.014 ~ PUBLICIZE BOS 8 SB -SEEK WAYS TO PUBLICIZE COOPERATION AS WELL AS COOPERATION AMONG 5 DISTRICTS 19. PROMOTE ROANOKE 0.013 ~ PROMOTE ROANOKE COUNTY AS A PLACE FOR YOUNG PEOPLE TO SETTLE VIA CORPORATIONS, JOB FAIRS, COLLEGE PUBLICATIONS, ETC. 20. CREATE REGNL IT COMMITTEE 0.012 ~ CREATE REGIONAL R COMMITTEE (INCL BUST) TO MONITOR WWW TECHNOLOGY AND FIND WAYS TO APPLY THAT TECHN IN THE VALLEY 21. MKTVALLEY EXTERNAL 0.011 ~ MARKET THE VALLEY ON GLOBAL SCALE AS A PLACE TO DO BUSINESS & TO VISIT 22. WORK W/REGNL PARTNERSHP 0.011 ~ WORK W/ECON DEV PARTNERSHIP IN STATE & FED GOV TO SUPP LOCAL BUST IN PROVIDING PROD ON GLOBAL SCALE 23. IDENTIFY DUPLICATED SERV 0.010 ~ IDENTIFY AREAS WHERE COMBINING DUPLICATED SERVICES COULD PROVIDE MORE EFFICIENT, IMPRVED DELIVERY OF SERVICES 24. MONITOR DEMOGRAPHICS 0.010 ~ MONITOR CHANGING DEMOGRAPHICS TO CREATE PROACTIVE SOLUTIONS TO FOSTER POSITIVE OUTCOMES TO COMPLEX CULTURAL 8 SOCIAL ISSUES 26. POLITICAL LEVERAGE 0.008 ~ BRING STATE LEGISLATORS 8 BOS & SCHOOL BOARD TOGETHER ON A MORE REGULAR BASIS THAN 1 /YRIRE FULL TIME LOBBYIST "f0 REPRESENT THE COUNTY 8 SCHOOLS IN RICHMOND 8 WASHINGTON 26. PROMO MTRL ECON & EDU 0.007 ~ INCORPORATE MORE EDUCATION INFO INTO ECON DEV PROMO MATERIALS 27. REQUEST REVIEW 0.007 ~ REQUEST REVIEW W/ RATING AGENCIES TO DETERMINE WHAT IT TAKES TO ACCOMPLISH AAA RATING 28. INTER/INTRA COMMU 0.003 ~ ENCOURAGE/SPONSOR JT MTG INTER/INTRA COMMUNICATION AMONG C0.000NCIL PTA 8 CIVIC LEAGUES • 29. INVOLVE SENIORS IN GOVERN 0.003 ~ INVOLVE THE OLDER POPULATION IN SCHOOLS, PARKS 8 RECR, 8 LIBRARIES THRU FOSTER GRANDPARENT PROGR, LIFE LONG LEARNING S VOLUNTEER OPPS 30. BLD DIVERSE COMMUNITY 0.001 DEV PROGRAM ENCOURAGING DEVELOPERS TO BUILD OR RE-BUILD DIVERSE COMMUN (INCLUDES HOUSING FOR DIVERSE 8 SPECIAL NEEDS POPULATIONS) • O~ POANp,~~ ~ ,A A z c~ a C~~~xxY~ ~~ ~~xx~~.~..~ 1838 • ECONOMIC DEVELOPMENT PARTICIPANTS: David Porter, Team Leader Penny Hodge, County Schools Victor Iannello, Synchrony Corporation Joe McNamara, County Board Brent Robertson, County Budget Director Phil Sparks, RVEDP Mike Stovall, School Board Linda Weber, School Superintendent Beth Doughty, Regional Chamber Will Davis, AEP BROAD ACTIONS TO BE CONSIDERED: • ^ Evaluate economic development process and procedures to optimize non-residential base ' Recruit business ' Public/private partnership ' Market the Valley on a global basis DELIVERABLE: 1. Utilize Aliah or a similar process to re-evaluate and validate economic development strategy. 2. Identify the characteristics of a desired target industry or service. 3. Re-establish Public/Private Partnership to reflect value of strategic industries and services. • ~ AOANp~.~ Z ov ;ate • 1838 DATE: TO: FROM RE: DEPARTMENT OF ECONOMIC DEVELOPMENT Apri124, 2000 Economic Development Team Members David Porter -Team Leader ~\~, Team Meeting Report & Notice This is to notify you of our last regularly scheduled team meeting: WHEN: Friday, April 28, 2000 - 12:00 noon to 1:30 PM WHERE: County Administration Building, Room 425 Although we are not scheduled to meet again as a Team, you will be getting an invitation to attend anall-day retreat in late May., At this retreat each team will present its work and the group will develop a comprehensive action plan for the County. I will notify you as • soon as the date has been fixed. . At our Team meeting on April 14~' we used the ALIAH process to evaluate economic development priorities. I have enclosed a copy of the synthesis that emerged. It ranks the forces most likely to impact the success of future economic development programs and services. We realigned the "Goals" and will further refine the business plan at the next meeting. I have also enclosed a draft of provisions that may be incorporated into the County's economic development incentive policy. We will discuss these on Friday as well. I trust all will be able to attend this important final meeting. ADDRESSEES: Bob Burton Will Davis Beth Doughty Penny Hodge Victor Iannello Joe McNamara Brent Robertson Phil Sparks • Mike Stovall Linda Webber P.O. BOX 29800 • R Crestar Bank American Electric Power Regional Chamber County Schools -Budget Synchrony Corporation Board of Supervisors Roanoke County -Budget Economic Development Partnership School Board Superintendent of Schools OANOKE, VIRGINIA 24018-0798 • (540) 772-2069 • FAX NO. (540) 772-2030 ® Printed on RecyGed Paper • ' #C~: .llltsi3lt~t~nt ii~E>~st~Yjf 0.114 ' lp~e;'~tion jripf3;~?'3 Gw:0.067 ' }~i?~ionalism Ly~;:0.071 Gw:0.028 Synthesis relative to: Part 1-Predict the Future ~YfF~"<:> z::~~32 ' ~c~homy #~Gif©.091 Gw:0.008 "c?litics ~1f1E:0.062 Gw:0.005 Workforce Availability 0.210 Quat'dy inventory of skilled labor • The Goal RVEDP Alien EDO's County ED Growing Company EXTERNALITIES Lw:0.144 Gw:0.144 Lw:0.033 Gw:0.033 Lw:0.389 Gw:0.389 Lw:0.349 Gw:0.349 Lw:0.086 Gw:0.086 2. Product Development 0.180 Enhance availability of quality sites (land and buildings) in the County 3. Attract Investment 0.114 Expand tax base and build assts 4. Prospect Generation 0.085 ` Developing quality prospects through marketing efforts 5. Job Creation 0.067 Create and/or upgrade jobs within the region 6. Capital Access 0.066 Private/Public capital availability at reasonable cost 7. Market Access 0.054 To better attract and retain customers and/or suppliers 80% -> 8. Labor Markets 0.041 Availability of labor to meet market demand 9. Technology 0.032 - Influencing process and direction of ED programming; world wide web 10. Deal making 0.030 ~ Assist partners in closing deals with prospects 11. Regionalism 0.028 ~ Cooperative efforts to leverage regional assets 12. Relationships 0.022 ~ Building quality relationships with partner agencies 13. Community Expectations 0.018 ^ Nature and scope of econ. dev. sentiment 14. Incentives/Site Costs 0.018 ^ Cash, land, buildings, tax relief, etc.; site costs to accept bldg. and equipment 15. Capital Investment 0.008 ^ Investment in Mach., Tools, RE-Tax Revenue 16. Economy 0.008 ^ Current state of general economic conditions, interest rates-globally 17. Fundraising 0.007 ^ Attracting and retaining contributors ~~ Survive and Thrive In 2005! --__ ,, Questions • 15 Survive and Thrive In 2005! Economic Develo~nment Team • David Porter, Leader Robert P. Burton E. Wilson Davis, Jr. Brent Robertson Phil Sparks Mike Stovall Beth Doughty Dr. Linda Weber Penny Hodge Victor Iannello Toe McNamara ]6 g • Survive and Thrive In 2005! -- Methodology of Economic Development Team Actions -Held four 90-minute team meetings -Explored economic development issues, trends, and priorities -Engaged ALIAH THIlVK •Reviewed economic development business plan •Reviewed PPP and incentives • ~~ Survive and Thrive In 2005! Review of Economic Development .Team Actions -Explore building/site inventory and product development issues -Consider alternatives for marketing and business recruitment -Examine relationships and regionalism Review PPP and incentives policy • 18 9 Survive and Thrive fn 2005! r---~ Economic Development Deliverables -Evaluate economic development goals and strategies -Identify target markets -Align PPP with economic development business plan 19 • Survive and Thrive In 2005! -----, Economic Development Recommendations for Implementation -Continue work of Economic Development Task Force -Revise Economic Development Business Plan -Focus on four goals -Embellish strategies -Limit activities and time frame -Revise PPP Policy -Reward industrial and Class Z commercial -Establish ROZ/ROA criteria -Strengthen performance measures and sanctions zo • 10 OF ROANp~~ ti A Z Z °v a • 1838 WORKFORCE DEVELOPMENT C~n~~k~ ~~ ~o~xt~C~ PARTICIPANTS: Rick Calhoun, Team Leader Dr. Martha Cobble Beth Doughty Dr. Mark Emick Pete Haislip Dr. Michael Hensley Diane Hyatt Roger Johnson Dr. Lorraine Lange Tom Leggette Dr. Betty McCrary Joe Sgroi Jerry Weddle BOARD ACTIONS TO BE CONSIDERED: ^ More educational opportunities via Internet, Channel 3, Other (In conjunction with Technology Committee) Determine current offerings in the Arts community and document gaps in the Valley DELIVERABLE: Prepare specific recommended actions to support the broad actions above. NOTE: The Workforce Development Committee will also be charged with the broad actions of: a. Develop a specific process with feedback which provides training for target industries. b. Incorporate more education information into economic development promotional materials. These actions will be considered after the Economic Development Committee completes their initial work. Workforce Development Committee Goals Goal Establish baselines or benchmarks needed for databased decision making re: workforce development. Document existing programs or initiatives that support proposed workforce development or career education initiatives. Establish performance indicators or benchmarks for proposed workforce development and career education initiatives. Continuously assess the degree to which graduates from the school system meet the workforce skill requirements stated in ~~Virginia's Workplace Readiness Skills". Goal Increase career education opportunities for all students in Roanoke County Schools Gain public support by school system board and administration regarding the inclusion of career education at all grade levels. Require each teacher in Grades K-5 to include not less than one career education activity per month in their classroom management plan. Assess, using standard career interest inventory instruments, individual students' career interests by Grade 6. Redesign middle school career interest block process to provide consistent career education opportunity for all middle school students. Increase career exploration and development opportunities available for middle school students to include job shadowing activities. Develop career clusters that effectively organize high school courses by their career orientation. Require that all students select a career cluster and develop their individual education plan based on that selection by Grade 10. Require participation by all students in not less than one extended duration, work based learning experience, e.g. mentorships, internships, apprenticeships, cooperative education, or community service learning, prior to graduation from high school. r~ u Develop processes that ensure all school system graduates are prepared for further employment and/or further education beyond the secondary system. Develop processes that ensure a seamless flow of high school students into relevant, work-oriented higher education opportunities. Goal Inform students, parents, teachers, counselors, administrators, and business leaders regarding this new career education emphasis and solicit their participation and/or support in this new endeavor. Appoint blue ribbon task force to recommend, implement, and oversee career education activities within the school system. Market value of enhanced academic, technical, and workplace readiness skills to students, parents, teachers, and local businesses. Create partnerships with businesses to support mentorships, internships, apprenticeships, and cooperative education opportunities. Create partnerships with governments and non-profit organizations to support community service learning opportunities. Goal Provide career education curriculum resources and professional development support for teachers, counselors, and administrators Conduct professional development seminars on practical means for integrating academic and technical curricula Conduct professional development seminars on career education principles, assessing career interests, setting career goals, and developing career paths Provide curricular or other resources needed by teachers and counselors to achieve the stated career education goals. Develop private sector internships or summer employment opportunities for teachers and counselors. Require teachers to include in their course outlines, statements regarding how the learning activities in their courses address "Virginia's Workplace Readiness Skills". l_-./ • Western Virginia Workforce Development Board Strategic Planning Committee September 15, 2000 The Strategic Planning Committee met with regional stakeholders to determine the area's workforce development strengths, weaknesses, opportunities and threats (SWOT analysis). [See attachment for definitions]. This meeting was held in the library of National Business College involving participants representing private sector business, economic development entities, education, civic and social service organizations. After an overview of the Workforce Investment Act, participants were divided into two smaller groups to conduct the SWOT analysis and identify the top two priorities (major issues that can and should be addressed by the community in conjunction with WIA) in each category. The results are outlined below, with asterisks by the respective priorities: Group A Strengths • growing • stable (continued strong economy) • under utilized/more opportunity • increased volunteerism ** • numerous job opportunities • strong community support (i.e., Higher Education Center) • good regional cooperation • availability of workers in more rural areas (Franklin, Alleghany) • ability to upgrade employment • employers encourage ans financially support training for workforce Weaknesses • high illiteracy rate -lack of skills due to this factor • high teen pregnancy rate lack of daycare%hild care resources (shifts) • lack of transportation resources, especially in outlying areas ** • prospective employees coming into the area lack appropriate educational training '~ • many jobs are part-time and lack benefits • potential employees lack job readiness skills Strategic Planning Committee September 15, 2000 Meeting Page 2 Group A, continued Opportunities/Threats • WIA is a "work first" program (Threat) • case management (Opportunity)] • Put emphasis on existing, long term job opportunities outside of the high tech industry (Opportunity) '~'~ • lack of high tech jobs to keep trained workers in the area (Threat) • need to develop more on-the job training and apprenticeship programs _ (Opportunity) • opportunity for "soft skills" to be developed at an earlier age • opportunity for earlier identification of problem areas for youth and development of strategies for addressing them so that they obtain marketable employment skills • • • lack of "work ethic" (Threat) opportunity to use technology to provide more information to low income individuals • Welfare-to-Work program eligibility criteria so narrow that it often excludes, rather than includes, those most in need Group B Strengths '~ • good training providers (variety who provide quality programs), K-12 and post-secondary • Virginia Tech .close by (access to and benefits from technological breakthroughs) ** • cooperative efforts among region's agencies (WIA partners and others) • cost of living within the region • scenic beauty is also an economic development draw • easy interstate access • current economy strong • LJ Strategic Planning Committee September 15, 2000 Meeting Page 2 Group B, continued Weaknesses • large number of high school dropouts • diminishing resources (annual decrease in federal, state & local funding for workforce development initiatives) • duplication of services • low wages paid • lack of skilled workers • lack of a master plan that ties together regional economic and workforce development • lack of adequate transportation system Opportunities • one-stop centers • potential to improve communications between training providers and business for the development of relevant curricula (K-12 and post- secondary) ** • job placement assistance upon completion of training programs • bio-medical institute • broader communication among all relevant "players" (Public and private sector Threats • •' lack of adequate funding (for workforce development programs/initiatives) • lack of affordable and timely child care • lack of transportation • level of political support ** • need to successfully implement & operate WIA to ensure continued funding • unpredictable economic trends • businesses leaving the area ** • inability to attract new businesses without skilled workers The committee will use these results, coupled with data from recently conducted workforce and economic development studies to begin development of regional .] • • .] Survive and Thrive In 2005! Questions • 37 Survive and Thrive In 2005! Workforce Development Team -Rick Calhoun -Lorraine Lange -Martha Cobble -Beth Doughty -Mark Emick -Betty McCrary -Joe Sgroi -Jerry Weddle -Pete Haislip -Michael Hensley -Diane Hyatt -Roger Johnson / 1 1 38 19 Survive and Thrive In 2005! r~ Methodology of Workforce Development Team Actions • Re-evaluated team membership • Reviewed and evaluated original broad actions • Revised broad actions to address scope defined during the AliahMission Process at Hotel Roanoke • Reviewed various resources/documents/research • Defined broad actions • Developed specific recommendations "doables" • 39 Survive and Thrive In 2005! Review of Actions •More educational opportunities via Internet, Channel 3, other (in conjunction with Technology Committee) •Determine current offerings in the Arts conununity and document gaps in the Valley Revised Actions •Establish baselines or benchmarks needed for database decision making re: workforce development •Increase career education opportunities for all students in Roanoke County Schools ~o 20 C. Survive and Thrive In 2005! ~~ -- Review of Workforce Development Actions • Inform students, parents, teachers, counselors, administrators, and business leaders regarding this new career education emphasis and solicit their participation and/or support in this new endeavor • Provide cazeer education curriculum resources and professional development support for teachers, counselors, and administrators ai • Survive and Thrive In 2005! r-----, ,- Workforce Development Deliverables • Document existing programs or initiatives that support proposed workforce development or career education initiatives • Establish performance indicators or benchmarks for proposed workforce development and career education initiatives • Continuously assess the degree to which graduates from the school system meet the workforce skill requirements stated in Virginia's Workplace_Readiness.Slolls • Gain public support by school system board and administration regarding the inclusion of career education at all grade levels • 42 21 ~~ Survive and Thrive In 2005! • Require each teacher in Grades K-5 to include not less than one career education activity per month in their classroom management plan • Assess, using standard career interest inventory instruments, individual students' career interests by Grade 6 • Redesign middle school career interest block process to provide consistent career education opportunity for all middle school students • Increase career exploration and development opportunities available for middle school students to include job shadowing activities • Develop career clusters that effectively organize high school courses by their career orientation 43 Survive and Thrive In 2005! • Require that all students select a career cluster and develop their individual education plan based on that selection by Grade 10 • Require participation by all students in not less than one extended duration, work based learning experience, e.g. mentorships, internships, apprenticeships, cooperative education, or community service learning, prior to graduation from high school • Develop processes that ensure all school system graduates are prepared for further employment and/or further education beyond the secondary system • as 22 • Survive and Thrive In 2005! -, • Develop processes that ensure a seamless flow of high school students into relevant, work-oriented higher education opportunities • Market the value of enhanced academic, technical, and workplace readiness skills to students, parents, teachers, and local businesses • Create partnerships with businesses to support mentorships, internships, apprenticeships, and cooperative education opportunities • Create partnerships with governments and non-profit organizations to support community service learning opportunities • Conduct professional development seminars on practical means for integrating academic and technical curricula ~ • 45 Survive and Thrive In 2005! • Conduct professional development seminars on career education principles, assessing career interests, setting career goals, and developing career paths • Provide curricular or other resources needed by teachers and counselors to achieve the stated career education goals • Develop private sector internships or summer employment opportunities for teachers and counselors • Require teachers to include in their course outlines, statements regarding how the learning activities in their courses address V'irginia's Workplace Readiness Skills • 46 23 .7 Survive and Thrive In ZOOS! Recommendations for Implementation • Appoint blue ribbon task force to recommend, implement, and oversee career education activities within the school system • 47 Survive and Thrive In 2005! The Workforce Development committee is also charged with the broad actions of: • Developing a specific process with feedback which provides training for target industries • Incorporating more education information into economic development promotional materials These actions will be considered the Economic Development Committee completes its initial work. • as 24 • • • ~oouNry 20~ ~~~ Department of Career, Technical & Adult Education o ; ~ 0 5937 Cove Road m ~ Roanoke, Virginia 24019 Phone: (540) 562-3711 Fax: (540) 562-3985 cehr S December 11, 2000 Melinda Cox County of Roanoke PO Box 29800 Roanoke, VA 24018 Dear Forum Participant: On behalf of the Roanoke County Career and Technical Education General Advisory Committee, I wish to express our thanks for your support of the Educational Forum held on October 10, 2000. A committee can plan and develop a top- notch program idea, but the success of the program is dependent upon the participants. We genuinely appreciate your acknowledgment and validation of the need for an on-going dialogue between the business, education, and government communities. Enclosed is an executive summary of the forum's four key issues: life-long learning; career connections; curriculum integration; and talent exportation. If you wish to see the compilation of all comments provided by the small group work ssion,. please access the Forum results web page at http://www.res.kl2.va.us/voced/breakfast forum_results.htm. If ~u are unable to access this web page, please contact Janice Agee at 562-3710 or e-mail ja ee ,res.kl2.va.us I wish to also recognize the outstanding leadership of WDBJ Channel 7's Robin Reed as master of ceremonies. Robin kept our discussion entertaining and lively while pinpointing critical orthought-provoking issues being introduced by the small group members. The committee would also like to recognize the endorsement and support of the Roanoke County School Board and the Roanoke County Board of Supervisors by their presence and involvement in the forum. As we peruse the written results of the forum, we must be prepared to ask the question "Where do we go from here?" Again, please accept our thanks for your recommendations on the evaluation and our committee will devote our energies to defining the next step based on your feedback and enthusiasm for the process. We look forward to reconvening the talent and experience that each of you brought to the table this past October as we attempt to create better channels of communication regarding the future of the Roanoke Valley's workforce preparation. In closing, we request that you send any new ideas or comments to the website or email address above to insure that the dialogue continues. Sincerely, w ~~~~~ Craig Balzer, Chairman Career and Technical Education General Advisory Committee enclosure "mac: Dr. Linda Weber, Su erintendent P Mr. Elmer C. Hodge, County Administrator • "Leaning fog Work: Whatever It Takes" Breakfast Forum Executive Summary • ~GOUN?Y ~°~ scy p ~'~ O ~ ~ 9 ~, Roanoke County Schools Career and Technical Education General Advisory Committee C Lifelong Learning Lifelon learnin was defined b a ic' n g g y p rt ipa is at the forum as: learning over a lifetime or from conception to death. • The process entails belief in possibilities that each of us can achieve many things in a lifetime. • Not everyone must go to college to do well. • High tech for all ages is here to stay. • Be flexible and adaptable to any change (i.e., computers), young and old alike. • Fosters self-confidence to use all opportunities-formal, informal, professional or personal. • Outcomes are a continuum of learning throughout life to achieve maximum success. Participants stated some of the reasons lifelong learning is being discussed now. • Demographics-aging population/fewer new workers entering the~workplace. • Real world application outside of school arena -adaptive process to expand skill sets relating to personal interaction, mechanical aptitude and technical development. • Steer youth to quality life issues and time priorities-not only economics • Due to.information=technology boom-now a global society, average of seven career changes for each individual. Participants discussed some of the opportunities that exist for lifelong learning in education and business • Educate students through teamwork/job shadowing-opportunities to work in school activities (i.e., band, sports, FBLA, COE, SCA). Adults may be employed by companies that pay tuition, hold in-house classes, and distance learning/teleconferencing for training and education. • Higher education centers allow for integrated learning with many different curriculum offerings. Participants stated that combining academic preparation and technical skills training would benefit: • Business and industry because workers will be more highly motivated, better prepared to learn on-the job,. and will require'iess training.. • Education because students will see the meaning and importance of academics, making these subjects more relevant to the students' goals in life. • Society because the practice will develop a better understanding between white collar and blue collar workers, a more well-rounded and balanced citizenry, and improved attitudes about technical workers and technical fields of work. Current practices listed as successful examples of integration included: • The school within a school concept, the linkage of SOL concepts and technical competencies, the CATCE Center in Franklin County, and the use of career clusters in schools as a means of guiding students. • Mentorships, job shadowing, and internships. • National education initiatives, such as High Schools that Work andthe Tech-Prep program. Strategies suggested for expanding and furthering the concept of curriculum integration focused on: • Communicating the process, particularly to parents and students, through public relations efforts that highlight successful programs. • Expansion of current programs that have proven successful. Career Connecfiions Career Connections integrates classroom theory with real world applications. Integration is needed for successful future careers and a qualified skilled work force that will attract best practice companies, which enrich the lives of employees. • -3- • Include business perspective in teaching (e.g., technical writing in addition to literature, thinking, logical problem solving, team building and project based assignments, professional image such as body piercing, work ethic, attitude training, attendance). • On a long-term basis consider new criteria for qualifying business persons to teach (e.g., UVA has training program for business persons). • Use business concepts, such as return on investment, to make decisions. Modify education to meet needs of changing society. Talent Exportation Understanding the cause(s) of talent exportation is a critical component when evaluating the growth or lack of growth and the demands of an area. As population moves out and younger people look for other opportunities our community must react through several means to reduce this "exportation?" • Improvement to the available social life and cultural activities for youth and young adults. . • Increase the availability of professional and high tech jobs with higher pay scales. • Closer ties or connections to a major university or actually having a major university in the immediate area. Forum participants addressed the issue of exportation through increased skills development and reported needed improvement to a number of areas or skills in the Valley to maintain and. attract businesses. • Important to Forum participants were better "people" skills with well-rounded labor pool. • Increased technical (technology) skills and more classroom availability for basic math and reading. • .Better communication between the schools and businesses. Additional concern for slow or "no" growth in the Valley. generated numerous other issues/answers to questions connected with actual population growth or decline. -5- A-072500-3 Item No. `~ AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, ROANOKE COUNTY ADMINISTRATION CENTER, 5204 BERNARD DRIVE, SW., ROANOKE COUNTY, VIRGINIA ON TUESDAY, JULY 25, 2000 MEETING DATE: AGENDA ITEM: July 25, 2000 Request to approve the five-year "Business Plan" for Economic Development in Roanoke County. COUNTY ADMINISTRATOR'S COMMENTS: D ~~ QL~.cv» ~r. EXECUTIVE SUMMARY: The "Business Plan" identifies various areas of focus, objectives, and strategies that will guide Roanoke County's economic development efforts for the next five fiscal years (FY 2001-2006). A work session on the Business Plan was held at the July 11, 2000 Board of Supervisors meeting and the Board requested that the plan be brought back to the Board for approval as presented at the work session. FISCAL IMPACT ALTERNATIVES 1. Approve the "Business Plan" 2. Decline to approve the "Business Plan" • 3. Recommend further refinements in the "Business Plan" 1 ~°- "` Item No. (con't) STAFF RECOMMENDATION Staff recommends that the Board of Supervisors approve the "Business Plan". Respectfully submitted: David R. Porter Director of Economic Development Approved: Elmer C. Hodge County Administrator ------------------------------------------------------------------------------------------------------------------ ACTION VOTE No Yes Absent Approved (x) Motion by: Joseph P. McNamara to Church _ x i Denied () approve economic development business Johnson _ x Received O plan _ _ McNamara x Referred ( ) To ( ) cc: File David R. Porter, Director, Economic Development • Minnix _ x Nickens x 2 • Roanoke County Business Plan FY 2001-06 Department Name: ECONOMIC DEVELOPMENT [07/00] "PREAMBLE" • Definition.: economic development is the process by which society'smajor public and private institutions use the market place and government policy to snake new economic investments that create additional per capita wealth for citizens of all economic levels. Wealth creation occurs most efficiently and equitably when public and private individuals and enterprises are. actively encouraged and enabled to seek new economic opportunity and to productively use their resources in ways that add economic value to the community. Vlission• ['o design and implement innovative economic development programs and services that everage community assets, create wealth and prosperity, and embrace the region's future. Area of Focus: 1. MARKETING & BUSINESS RECRUITMENT • 2. PRODUCT DEVELOPMENT BUSINESS RETENTION & EXPANSION 4. WORKFORCE DEVELOPMENT 1 • • Roanoke County Business Plan FY 2001-06 Department Name: ECONOMIC DEVELOPMENT [07/00] 1VIission ~'o design and implement itznovative economic development programs and services that leverage community assets, create wealth and prosperity, and embrace the region's future. Area of Focus: MARKETING & BUSINESS RECRUITMENT To attract to the region quality jobs and investments that diversify the economy, broaden the tax base, and provide lonb term employment opportunities. 'Objectives: ~, r To attract to the region 4000 new jobs of which at least (SO%) are primary* or family-wage...[Trn°gel Date -June 200~J - To attract to Roanoke County and/or to the jurisdiction of its development partners 2000 new jobs of tivlzich 50% are pi°imary or' family-wage... [Target Date - Jute 2005] To attract to Roanoke County X300, 000, 000 worth of new investment of which 60% will come from industrial or Class-I commercial development, and 40% from Class- II commercial or retail development...[Target Date -June 2005] i To increase to 20% that portion of Roanoke County 's assessed valuation attributable to industrial and commercial real estate...[T'arget Date -June 2005) A To restructure incentives'~in ways that favor the development of industries in target sectors and the creation of primary and/or family wage jobs ... [Target Date - September2000J *NOTE: "Primary" jobs are defined as those the output of which (product or service) is exported or consumed outside the region. "Family Wage" jobs are • those that pay at least $10 per hour with a 20+% benefits package. 2 • MARKETING & BUSINESS RECRUITMENT [07/00] Strategies: - To focus marketing efforts on 4-5 target indush•ies. • • - To energize the relationship with RVEDP including the establishment of an incentive-based contj•ibution schedule. To upgrade Department's marketing materials and presentation. - To undertake independent marketing initiatives. To focus on established industry sectors in the Roanoke Valley. ~~ To increase the percentage ofPublic-Private Partnership (PPP) dollars flo~~ing to qualified industrial development. To enroll local business leaders n target marketing efforts. - To establish local Foreign Trade Zone(FTZ) TARGETED INDUSTRIES: Transportation Systems & Equipment Biotechnology & Biomedical Metal Fabrication and Machine Tools ElectronicslElectrical Components & Assembly Information & Telecommunications Technology CLASS-I COMMERCIAL: Developments in this category feature corporate/regional headquarters, major administrative service centers, or large "back-office" operations. The majority of employment opportunities are in primary or family-wage jobs. Examples: Atlantic Mutual, Allstate Insurance, and Advance Auto. CLASS-II COMMERCIAL: Developments in this category feature locally-based administrative or customer service activities or retail operations. The majority of employment opportunities are not in primary or family-wage jobs. Examples: Walmart, Lowes, hospitality industry, medical & professional service companies. 3 • Roanoke County Business Plan FY 2001-06 Department Name: ECONOMIC DEVELOPMENT [07/00 Mission; To design and implement innovative economic development programs and services that leverage community assets,.. create wealth and prosperity, and embrace. the region's future. __ • Area of Focus: 'PRODUCT' DEVELOPMENT - To create and maintain an inventory of quality industriaUcommercial real property in the region sufficient to meet market-demand. Objectives. - To-develop in the region an inventory of at least 3000 acres of "quality"* industrial.land and a .total of 25Q 000.: square feet of industrial .building space, and maintain that level for the next five. (S) years. regardless of take down rate ... [Target Date -June 2002) - To develop in Roanoke-County and/or with its ,IV partners an inventory of at .least 1000-acres of quality industrial land and a'total of 100, OOO square feet of industrial building space, and maintain: that level for the next five (S) years regardless of take down rate:..[Target Date -June 200:1 J *NOTE: "Quality" industrial property is characterized by the following criteria: • Ability to break ground in 120 days or less... • Appropriate zoning in place... • Compatible uses on or adjacent to the property... • CC&R's consistent with market demand... • Size of industrial sites twenty (20+) acres... • Size of commercial sites five (5+) acres... 4 • PRODUCT DEVELOPMENT • • [07/00 Strategies: - To .identify in Roanoke County or the jurisdiction of its partners 8-:10 sites with the greatest market... potential/appeal and focus resources on upgrading them to "deliverable "status. - To 'establish viable -real estate development partnerships with other.. jurisdiction and private developers. '- To .establish. a consortium of key stakeholders to identify, develop, and ma>'kef quality sites. - To .educate members of the commercial/industrial real estate and development communities about. the Department''s marketing. and client ` management strategies. - To minimize unnecessary clearing and grading of .industrial/commercial sites to preserve their natural character and 'beauty. - To encourage the development of greenways, bike trails, pedestrian paths, and other amenities atall sites in the inventory. - To encourage. the reuse, .redevelopment, and occupancy of the current inventory of commercial/industrial buildings and sites. To encourage speculative building. on selected sites. 5 Roanoke County Business Plan FY 2001-06 • Department Name: ECONOMIC DEVELOPMENT [07/00 Mission: To designand implement innovative economic development programs and services that leverage community assets, create wealth and prosperity, and embrace the region's future. Area of Focus: BUSINESS RETENTION & EXPANSION - To create and maintain: a regional business climate -that encourages the retention :and growth of local enterprise. . - --- Objectves: - To create/retain in Roanoke County IOOO new jobs, at least 60% of which .are primary* or family wage...[Target Date -June 2DOSJ. - To identify at least 30 businesses at crossroad events and take appropriate action to ensure that. they remain viable County enterprises... '[Target Date ..June 2003) *NOTE: "Primary" jobs are defined as those the product or service output of which is exported or consumed outside the region. "Family Wage" jobs are those that pay at least $10 per hour with a 20+% benefits package. 6 BUSINESS RETENTION & EXPANSION [07/00] • Strate~ies• - To;implerrrent early warning system'-that identifies businesses at the crossroads. - To mobilize community resources in support of local business development. To' establ ish a BRE task farce. - To encourage local 'business'to participate in regional economic development initiatives. To reduce barriers to entrepreneurial development. - To develop and publish an inventory of local business development resources. - To improve access to capital.. - To promote the. development of export markets. for local products/services. - To increase the availability of quality business education programs and services. - To promote BRE programs with local chambers,. industry groups, and business associations.. - To encourage entrepreneurial development programs. - To provide financial incentives/rewards for innovative/successful BRE programs. To showcase local business development-efforts on a quarterly basis. '- To' interview and profile 150 local businesses over the next three (3) years. 5~ Roanoke County Business Plan FY 2001-06 Department Name: ECONOMIC DEVELOPMENT [07/00] 1Vlission: To design and implement innovative economic development programs and.services that leverage community assets, create wealth and prosperity, and embrace the region's future. Area of Focus: WORKFORCE DEVELOPMENT • - To attract and maintain a quality inventory of skilled labor in the region' sufficient to meet market demand in target industries. Objectives: - To develop and disseminate a profile of the anticipated labor market demand in target industries over the- next three (3) yearn... [Target Date -December Zoooj To upgrade the skills. of under-employed persons. in the, region to prepare them for jobs in target industries... (15O per year over the next five year] - To attract to the region new workers with target industry skills... ~1 SO per ..year over the next five years) - To create viable target industry employment opportunity in the region for at least 80% of those who'successfully complete a qualified workforce development program. • 8 • WORKFORCE DEVELOPMENT [07/00 -- Strate~es: ~~- To mobilize and focus the region's educational resources. - To establish aregion-wide workforce development task force. ~- To provide financial incentivesh-ewa~-ds fof- innovative/successful.. workforce development programs in the region. - To survey local businesses to assess labor market demand. A To survey target industries to assess labor market demand To showcase the region's tivorkfo~°ce development efforts no less often than quarterly. U 9 Ta~~ ~~~ ~~ '~A~I'~ f1.~<r,nz'lerrt;~+, i.u,'~~.t1!e;~,urra,~, r~1'IF»t; .!!r +.!'tfi:al ~n;ir. rr: tJrr °5er.~ C';~r;txaT' y'G-w•::la STUDIES ON THE REGIONAL ECONOMY AND PUBLIC ATTITUDES TOWARD GROWTH IN WESTERN VIRGINIA I. A preface. II. An overview of the New Century region economy by Christine Ohmura of Ohmura Economics & Analytics of Richmond. III. Public views and officials' views of economic development°~ and growth in the New Century region by Harry L. Wilson of - Roanoke College. Embargoed for release on Sunday, November 79, 2000 P. O. Box 14173, Roanoke, VA 24038-4173 voice: 540.982.3954 email: feedback.innovativeleadership.org web: www.innovativeleadership.org A PREFACE • Change -- global, national, and local -- is ubiquitous and increasingly frightening. It scares us if we have it, and it scares us if we don't. We are bombarded with messages of change -- no newspaper or public forum or political debate is without them -- and yet the forces shaping those messages-are so complex and subtle that they often baffle and sometimes paralyze us. For instance: ¶ The population of the United States has doubled during the lifetimes of many of us, bringing huge new opportunity together with sweeping and often unpleasant social and environmental change. ¶ Our insulation from the global economy and competition grows thinner every day, disrupting not only the workplace but also cultural and social service institutions, universities, and basic infrastructure , providers such as public utilities and communications networks. ¶ Science and technology, once seen as, almost universally benevolent (the Bomb being an obvious exception), is now a decidedly mixed bag, presenting both great promise and all too obvious risk with developments such as genetic engineering, cloning, biotech, and much, much more: In even a perfectly informed world, all this prospective change would pack an enormous emotional wallop. But too often we must address change with thin or unreliable or nonexistent data, and this is particularly true in Western Virginia. Ours, is a region that differs dramatically from the rest of the state (and, for that matter, the nation), especially in demographic and economic terms. So, for us, grappling with change can be a particularly visceral, divisive, and generally dissatisfying experience. The Center for Innovative Leadership was organized in an effort to help inform and elevate the debate. It has a bias toward the well-being of the region's citizens, especially its ordinary working people, and toward the best regional planning possible. Other than that, it has no special agenda. It hopes to encourage and to facilitate the exchange of information and ideas among the many public and private institutions in the region, but it holds no special charter -- no one has elected it to do anything -- and it has no interest whatsoever in interfering with any of the agencies that do hold such charters. In fact, the success of those agencies is one of its principal, if indirect, aims. The Center sees its mission as partly academic, and senior leaders of the region's five four-year colleges and universities were instrumental in its formation and ongoing operations. Initial financial support has been provided by Virginia Tech and The Roanoke Times. The Center hopes to attract the broadest possible range of civic participation. We have commissioned two initial studies: One is an examination of the rem oval economy by Christine Chmura, president and founder of Chmura Economics & Analytics of Richmond. Chris was chief economist at Crestar Bank far six years, and prior to that she was an economist with the Federal Reserve Bank of Richmond. She holds two degrees from Clemson and a doctorate from Virginia Commonwealth, and she is a specialist in regional economic analysis. The second study is a public opinion survey of attitudes in the region toward growth, conducted by Harry L. Wilson, professor and director since 1991 of the Center for Community Research at Roanoke College. Harry is well known for his polling work, including the Roanoke Valley Poll, which he conducted annually for a number of years. He also serves as chair of the department of public affairs at Roanoke College. We hope these studies will be vigorously discussed by the most diverse possible audience in all parts of the region. The importance of the data can hardly be exaggerated. One of our board members is Dennis Fisher, president of the Carilion Biomedical Institute. He remarked recently that the rest of us might be wondering why he was spending time on these regional issues rather than engaging with movers and shakers in the world of biomedicine. It's simple, Dr. Fisher explained: The research and commercialization aspects of the Institute are moving along just fine. But to succeed, "we must have a major initiative by regional governments and others to retain our embryonic nucleus of technology companies, to foster start-up ventures, and to attract new high-tech companies to our region. ~ Unless such a commitment is made," he concluded, the Carilion Biomedical Institute will be "all dressed up with nowhere to go." We do not see the data in our reports as an end in itself, but rather as the beginning of a regional journey, led by many people aside from ourselves. Indeed, it is the fresh, new voices that we are looking to for the "innovative leadership" that our Center's name envisions: 2 With this goal in mind, the following seven areas were chosen among 318 based on similarity of population in 1998, industry mix in 1998, and growth in employment from 1994 to 1998: *Akron, OH "Saginaw-Bay City-Midland, MI *Allentown, PA *Chattanooga, TN 'Gary, IN *Youngstown-Warren, OH *Toledo, OH With a strong representation of steelbelt and heavy manufacturing, this peer, group may seem very different from the New Century Region. However, the common tie is the legacy of a manufacturing base in which the region has lost its comparative advantage, and thus, is caught in a cycle of stagnant growth. A one-year comparison with these areas reveals that NCR had the lowest percentage of employment in the services sector, as well as the lowest growth in employment in 1999, at just 0.2%. Studying this peer group to find out why this happened would be a good first step in tackling NCR's economic woes. Please insert this page under "Trends/Forecasts" "Studies on the Regional Economy" Executive Summary -page 3 • • Chmura Economics & Analytics 3 Executive Summary (*' At a time when the rest of the nation is booming with unprecedented prosperity built on the backbone of high-tech industries and a bustling workforce, the New Century Region belies its progressive nick- name with near-zero job growth. Rather, its economy is one of old, waning industries which call to mind the 1970s, instead of the "new economy". With Roanoke as its hub, the New Century Region (NCR) is the fourth largest concentration of popu- lation in Virginia. But economic crawl,, not urban sprawl, best illustrates its current condition. Employment in NCR has grown at a slower pace than that of the state and the nation over the past 40 years. Between 1970 and 1997, employment in NCR expanded by 120,187 to 320,622. If the region grew at the national pace during that period, employment would have increased by ah additional 22,123 jobs to a total of 342,744. If growth in the region .equaled the pace of the state, employment would have expanded by an additional 62,209 jobs to a total of 382,831. (For more information, see page 10, "Annual Total Employment Growth.") In 1999, employment in NCR grew by a scant 0.2%, or 551 jobs, compared with the 2.7% gain in Virginia over the same period. Even the smaller regions of Charlottesville and Lynchburg grew two percentage points faster in job growth than the Roanoke metropolitan area during the twelve months ending with August 2000. The December 1999 issue of Inc. magazine, in identifying "the best cities in America for starting and growing a business," did not list Roanoke among its "50 best small metro areas" while Lynchburg grabbed 27th place. The research contained in this report- and summarized in this overview-was written between May and October 2000 and is intended to provide: ~ • 1. A clear, concise view of the economic condition of the New Century Region. 2. The issues that have hindered or encouraged growth in the region over the past few decades. 3. The characteristics that lead to fast-growing regions, and the creation of a peer group with which to compare the New Century Region. Southwest Virginia: The Technology Corridor? The U.S. economy is experiencing an acceleration in productivity that can be likened to the industrial revolution. Computers and telecommunications have changed the way we work and live, and high- technology industries are among the nation's fastest growing and most lucrative for workers. (See page 28, "Secular Changes.") But NCR continues to cling to decades-old manufacturing industries that are in decline because they have not kept up with the changes in national and global demand. This fact is best illustrated by a formula known as the "location quotient," which measures the importance of an industry in a region compared to that of the nation. Under the location quotient, NCR specializes in 15 industries, includ- ingforestry, paper, textiles/apparel, rubberlplastics and transportation equipment. Almost all of these are labor intensive and expected to show tittle growth or to decline through 2008. (See page 48, "Location Quotient.") The New Century Region consists of the following 19 counties and cities: Alleghany Coumy, Bland County, BotetouR County, Clifton Forge City, Covington City, Craig County, Floyd County, Franklin County, Giles County, Montgomery County, Pulaski County, Radford City, Roanoke City, Roanke County, Salem City, Smyth County, and Wythe County. Chmura Economics & Analyties A lackluster manufacturing. sector has seriously affected the services sector, which expanded in NCR only 136% from 1970 to 1997, compared with 183% in the nation and 241 % in Virginia. In 1999, employment in business services -one of the fastest-growing sectors in the nation -actually fell in NCR by 667 or 4.9%. (See page 13, "Shifts in Industry Mix.") Meanwhile in the region, employment at high-tech related industries grew at a meager 1.0% annual average rate from 1995 to 1999 -apace below the 1".3% rise in overall employment in NCR and much lower than the state's high-tech growth rate of 6.3%. During the same period, high-tech inten- siveemployment grew at a 4.4% pace in NCR - still less than half the 10.2% pace set by the rest of the state. As this study makes clear, NCR's slow growth is occurring because the region has failed to transition out of contracting industries and toward those that are expanding at a faster pace. Cuts in defense spending (page 36), increased global competition (page 41) and the Voss of local corporate headquar- ters such as Norfolk Southern and Dominion Bankshares (page 39, "Deregulation") have not had a major impact on the area's employment. Rather, this plight is likely due to a number of factors includ- ing aloes education level relative to the state and the Vack of new companies to diversify the market- place. Is Growth Necessary? Yet, talk of economic development and growth often conjures up images of pollution, traffic congestion and a general decline in the quality of life. Resistance to change, however, coupled with a declining economy as in Southwest Virginia, can result in dislocation and further deterioration. A region whose primary industries are dwindling or becoming obsolete will likely see increased unemployment, out- migration, and a shrinking tax base unable to pay for public services. Perhaps more worrisome, such stagnation can create an under-utilized and frustrated populace, who must settle for jobs beneath their education and skill level because the work for which they are best qualified no longer exists. And in today's computer age, a static economy fails to take advantage of high-paying salaries fetched in high-tech and other newer industries. In 1999, the average high-tech salary was 56% higher than the average salary in NCR. High-tech wages in Virginia averaged $64,195 and high-tech intensive wages averaged $67,801 -double the $33,069 taken home by the average Virginian, 2 1/2 times the average $25,409 a textile worker received, and more than three times the $18,729 pay in apparel. Perhaps this is why the region's population grew only an annual average 0.3% in the 1990s compared with 1.5% in Virginia. Few people migrate to this region to start business and inject innovative ideas and capital into the marketplace. More troubling, individuals ages 25 to 44 make up a smaller propor- tion of people in NCR relative to the state. Presumably, those in this group have left the unsatisfactory jab market in NCR for better opportunities elsewhere- hardly a benefit of maintaining the status quo. (See page 7, "Demographics.") " What to do? The situation is not totally devoid of hope. The region enjoys a good quality of life, with a bounty of outdoor opportunities and low crime and tax rates -all bonuses for business. And the Bioinfomatics Center at Virginia Tech and The Carillon Biomedical Institute are two examples of potential high-tech growth that may become a catalyst for faster growth in the future. But much more is needed. This study creates a "peer group" of similar metropolitan areas which NCR leaders could use as a yardstick to track the- region's progress. (See page 56, "Peer Group:") Chmura Economics & Analytics 2 • r~ U • (~ What is the New Economy? Is the New Century Region Ready? Chris Chmura www.chmuraecon.com May 22, 2000 (~ Overview ^ What does the new economy mean for the nation? - What about the pace of growth? - What about interest rates? - Are recessions a thing of the past? ^ How is the New Century Region faring in the new economy? Page 1 1 (~ ~; E,~ Virg~'nia Employment Has Hovered Around ~ the National Average Percent Change Year Ago 5.0% 4.0% Virginia 3.0% 2.0% 1.0% 0.0% ~ , -1.0% United States -2.0% -3.0% -4.0% Jan-91 Jan-92 Jan-93 Jan-94 Jan-95 Jan-96 Jan-97 Jan-98 Jan-99 Jan-00 Data through March 20D0. Employment in Virginia's Largest Metroppolitan Areas, Percent Change From • _Year Ado, March 2000 Roanoke Lynchburg Richmond-Petersburg Hampton Roads U.S. Virginia Northam Va. Charlottesville D.0% 4.4% Page 6 6 0.5% 1.D% 1.5% 2.0% 2.5% 3.0% 3.5% 4.D% 4.5°/a t~ 'r r _.. The New Century Region Employment Distribution, 3rd Quarter 1999 Clifton Forge City 0.4 % ICovmgton City Botetourt , 1.9 % Crai 2.i% !r 0.2°h Allegheny I I I i ~ Flo d 1.5% Bland I y I ~ ~1.O~Franklin Smyth Wytf•id~ 0'7% I i i 5.2 Salem City 5.9°~ 4.2% \ ` i, ~ /~ ~ Giles 10.0% ~' `2.2% • Montgomery 13.2°h Roanoke 122 % _ Pulaski 6.6 % Roanoke City ~ Radford City 28.6% 3.3% Page 7 7 (i~ (~ New Century Region Employment Growth 3rd Quarter 1999, Percentage Change Yr Ago Total ~~ i ~ 0.4% I I I I WytM ~ 1.0%~ I I I SmNh ! ! -0.1% 0 I I Salem Cny 07% I ~; ~ i ~ I 1 I Rwnoka ~ 47% s I Roanoke Clty •3.4%! , ~ i I ~ Radford Cny -/.9% J ! i ~ Puleaki ~ ~ 12S% Montgomery '" J 3.7% Gike -2.0% I I FnnkOn ! .0.9% ~ 1.0% i i Floyd I Cnl 9 7% p .4.7% ~ I ~ . Covington Ck .5.7% ~ ! J i I i Clifton Forge Cn I - I I ~ ! I Batatourt I 1.4% ! Bland •3.7%I ~ ~ 3.4% ~ Allegheny -6.0% -4.0% -2.0% 0.0% 2.0% 4.0% 8.0% 8.0% 10. 0% 12. 0% 14. 0% Employment Mix Comparison 3rd Quarter 1999 _.. Agriculture, Flaherfes, Forestry 1.2 Mlning r 0.3 New Cantu Re Ion ry g Govemm t °` ° ~-Construction ~ , e.a°~ 6.a h Manufacturing 121 °/. TCPU 6.3 % Agriculture, Fisheries, Forestry Government I 0.9% ~ Mining D.3% Wholesale 3.3%_ ~ Trade \ ~ Construction " S i 4.5 6.0% Manufacturing . Services ~ erv ces FIRE 58 7 % Retafl Trade 21.2 % 33.6° . 6.6 % 18.5 % Virginia TCPU _ 5.4% ~ FIRE Wholesale Trade Retail Trade 5.1 /0 4.7 /o 19.3% Page 8 8 f ~, • What About High-Technology Employment ! ~ ' Growth? 3rd Quarter 1999 : i Percent Change From Yr Ago /,-~------ -- -- 6.5 6.4 Totai 7.0 ~ _ ® High-Tech 6.0 5.0 4.0 % 2.5 3.0 ~~ ~ ta.,. / ~ '"`'~' 2.0 ' ~~~ Yc, 1.0 0.0 Virginia New Century Region Pege 9 (~ C • Population Growth, 1950-2000 ~ ' Annual Average Percentage Change United States ~ 1.2 Virginia I ~ 1.5 New Century Regio p,gl 1 Salem City' ~ 0.2 Roanoke City _®p,1 Redford City - 1 3 Covington City' -0.9 `. i Clifton Forge Clt -0.5 a wythe 0.3 Smyth ip,2 Roanoke 1.4 Pulaski p,5 Montgomery 1 .0 Giles -0.2 ~ Frenklin i 1.3 Floyd I ~ 0.3 Grai9 O. L y Botetourt ~ 1,3 Bland p,y t Allegheny -12 - 2.0 -1 .0 0.0 1 .0 2 .0 3 .0 "Represents annual average change for 1970-200D due to redistricting. Pege 10 ~1 (~• s (~ Population Distribution by Age, 2000 zo% 16% 16% 14% 12% 10% 6°k 6% 4% 2% 0% 2aza zs-~a ss-aa as-s4 ss~sa ss+ Age Groups Conclusions ^ Absent sufficient stock market decline, Fed tightening likely to continue ^ Our model is forecasting 4.8% real GDP growth in 2000 and 3.8% in 2001 17'2% yet ('eMiw Region Virginia 15.3% 14.2% 14.2 14.0° 14.2% 1 ° r ~. 9.9 /o ~. 9.6% ~ , ~ ° ~. ~ se ~ ~~ ~ ~~~ ~~ ab'~-a( - includes further fed tightening - Stock market decline could change the outlook - Home building shows greatest slowing - Forecast risk: rates higher than expected; GDP lower ^ Regional growth continues below national average - Composition of the economy is changing in the New Century Region - There is reason for optimism Page 11 1 r1 LJ • U Views of Economic Development and Growth in the New Century Region Executive Summary Prepared for The Center for Innovative Leadership by The Center for Community Research, Roanoke College October, 2000 • Contact: Dr. Harry L. Wilson, Director (540) 375-2415 Wilson@roanoke.edu Introduction This survey is part of The G.O.A.L.S. Project (Generating Opportunities Around Leadership Synergies) of The Center for Innovative Leadership. There has been much discussion throughout the New Century Region (Counties of Alleghany, Bland, Botetourt, Craig, Floyd, Franklin, Giles, Montgomery, Pulaski, Roanoke, Smyth, Wythe and the Cities of Clifton Forge, Covington, Radford, Roanoke, and Salem) over the past decade, or longer, regarding economic development, economic growth and population growth in Southwest Virginia. Much has been said regarding the opinion of the region's citizens and leaders and the possible tension between growth and preserving the region's quality of life. The purpose of this study is to begin to ascertain and document the opinion of citizens and leaders regarding the status quo and the future; that is, where the region is and where it wants to and/or should go. Future Directions for the Region Both governmental leaders acid citizens stated a clear preference for "attract[ing] new businesses and residents even if it means that the region might become more congested and might lose some natural areas" (88% of the leaders, 70% of the citizens) over "try[ing] to lceep things the way they are even if it means that some young people might have to move away to fmd jobs and the region might fall behind the rest of the state economically" (10% of the leaders; 23% of the citizens). "Regional" Thii~l~ing Neither officials nor citizens expressed a consensus regarding the definition of "the region." Most citizens included a few neighboring jurisdictions as well as their own. Officials' thinking appears to be no more inclusive. The average number of jurisdictions included in the region by officials was just under 6, compared to the average of just over 7 jurisdictions in the citizen survey. In other words, the average respondent included less than half the jurisdictions in the NCR in the definition of the region. There was, however, strong support from both groups for cooperation in the area of economic development. More than 90% of the officials supported both the idea of working with other jurisdictions and the sharing of funds in economic development endeavors. Citizens were slightly less willing to share funds with other areas (73%), but were equally supportive of having their county/city cooperate with others. Views of Population and Economic Growth Both groups expressed strong support for economic growth and some skepticism regarding population growth. A large majority (84% of the leaders; 88% of the citizens) said that • economic growth is necessary for the health and prosperity of the region. Almost half the leaders (48%) alzd citizens (43%) characterized regional economic growth in the past decade as too slow. A large majority (84%) of leaders and 59% of the citizens felt that there are not enough jobs in the region for young people who wish to remain in the area. Both groups said that providing those jobs is important citizens 90%; leaders 78%). Less than one-third of the leaders (30%) and 40% of the citizens felt that new businesses in the region might grow too rapidly and threaten the quality of life. Similar to the citizens, the officials expressed mixed feelings with regard to population growth. A majority (72% of leaders; 59% of citizens) said that it is necessary for the health and prosperity of the region, and the leaders were more likely than residents to state that population growth in both the region (30%-11%) and their local area (40%-11%) was too slow rather than too fast in the past decade. A majority (51% of leaders; 62% of citizens) said it was at least somewhat likely that population growth might threaten the region's quality of life, but a strong majority (75% of leaders; 76% of citizens) also said it was at least somewhat important to attract new residents to live and work in the region. When asked to select the one type of business most needed in their jurisdiction, both officials and citizens overwhelmingly chose high tech (77% and 55%, respectively). Other Findings Infiastntcture improvements were perceived by both residents and officials as very important in attracting new businesses to the region. More than 75% of respondents said that expanding passenger and shipping rail service, widening I-81, creating new links with Virginia Tech, and expanding service at the Roanoke Regional Airport were important. About 60% of both groups also felt that construction of the controversial I-73 was important. Officials were somewhat less supportive of governmental incentives to attract new businesses, and somewhat more supportive of governmental initiatives to control growth when compared to the region's residents. Nevertheless, a majority of both groups supported a variety of goverrunental incentives to attract new businesses and initiatives to control or regulate growth. Summary In short, the study found strong support for economic growth among both governmental officials and the residents of the New Century Region. There is some evidence of concern with population growth impacting the quality of life, but majorities of both groups appear to willing to accept some tradeoffs in order to increase economic growth, particularly in attracting high tech companies to the region. Finally, while citizens and leaders expressed a willingness to cooperate with other jurisdictions in the area of economic development, there does not appear to be a consensus among either group with regard to a definition of which counties and cities are included in the region. C7 • • iti UnenEployment Rate 1994 1995 1996 1997 Educational. Attainment (1990 Census] Percentage of population 25 years and older who are high school graduates ....................................... 79.4% Percentage of population 25 years and older who have earned a Bachelor's Degree or higher ......., 22.6 March 1998 = 2.0% Employment by Sector C1st Quarter 1997) 199 Agriculture 1 95 Mining 0 • 1,899 Construction 6 4,099 Manufacturing 14% 790 Transportation 3 6,452 Trade 22% 4,158 F.LR.E. 14% 7,403 Services 25 4,528 Government 15 29,623 Total Employees 100°~ *By Business Establishment. Employment by Occupation ~-t990 Census) 30% Managerial and professional 38% Technical, sales, and administrative support 9 % Service 1 % Farming, forestry, and fishing occupations 10% Precision production 12% Operators ROANOKE COUNTY Major Employers Advance Auto 300 - 599 (Automobile parts) Allstate Insurance Co., Inc. 600 - 999 (Insurance services) Atlantic Mutual Insurance 600 - 999 (Insurance services) Bell Atlantic-Virginia, Inc. 600 -999 (Telecommunications) Kroger 300 - 599 (Food products) RR Donnelley & Sons Co. 100 - 299 (Printing) Double Envelope Corporation 100 - 299 (Envelopes) First Union National Bank of Virginia 1,500 - 2,499 (Banking) Ingersoll Rand Company, Inc. 300 - 599 (Industrial machinery) ITT Night Vision ~ ~ V114+G//1~~# 2.8% 2.2% 2.2% 2.4°~ ROANOKE COUNTY Electric: American Electric Power Natural Gas: Roanoke Gas Company Telecommunications: Local Service: Bell Atlantic-Virginia Long Distance Service: AT&T MCI SouthernNet, Inc. Sprint Water: Roanoke County Town of Vinton • Waste Water Treatment: Roanoke Regional Wastewater Treatment Plant Solid Waste Disposal: Smith Gap Landfill (FINANCIAL INSTITUTIONS Banks 1997 Assets Crestar Bank First Virginia Bank-Southwest Branch Banking and Trust Company of Virginia First American Federal Savings Bank First-Citizens Bank, A Virginia Corporation • The Bank of Floyd $ 24.1 billion 820.5 million 785.8 million 352.3 million 155.6 million 143.2 million Bank of Botetourt 99.4 million Southwest Virginia Savings Bank78.7 million First Citizens Bank & Trust Company First Union National Bank * NationsBank, N.A. * NBC Bank, FSB Wachovia Bank, N.A. * *Headguartered outside Virginia. (GOVERNMENT Roanoke County has a County Administrator and afive-member Board of Supervisors. The county has a comprehensive plan and zoning and subdivision ordinances. Vinton is the only incorporated town. TAXES (1997-98) Localities in Virginia collect a 1 % sales tax. They do not tax other items taxed at the State level. Counties and cities in Virginia are separate taxing entities. Therefore, a company pays taxes to either a county or to a city. If a company is located in a town, it pays town and county taxes except for utility taxes which are paid only to the town and the license tax which is paid only to the town unless town law permits the additional collection of a county tax. a ~~ ROANOKE COUNTY n U • • Extensive medical facilities are located in the Roanoke metropolitan area. Carillon Roanoke Memorial Hospital is a 601-bed acute care facility that offers 24-hour emergency care; a Level I Trauma Center; an air . ambulance service; surgery; respiratory and neonatal intensive care; and a cancer treatment center. Carillon Roanoke Community Hospital with 400 beds is also an acute care general hospital that provides a full range of diagnostic and treatment services that include an industrial medicine program, a family birth center and a trauma center. The 421-bed Columbia Lewis-Gale Medical Center located in Salem, is another acute care general hospital offering an array of services that includes a cardiac treatment center and a sports medicine center. More than 20 facilities providing long-term and intermediate care to the elderly can be found in the Roanoke area. Approximately 450 physicians representing 43 specialties and 125 dentists serve area residents. The Roanoke County Public Library with a 224,362-volume collection has a main library and five branches. Area colleges and universities also open their library systems to the public. These facilities include the library systems at Virginia Tech with a 5,779,119 item collection; Roanoke College with a 231,687 item collection; Hollins University with 239,763 volumes; and Virginia Western Community College with an 82,811 item collection. Over 400 places of worship representing the Protestant, Roman Catholic, Greek Orthodox and Jewish faiths are located throughout the metropolitan area. Area residents enjoy a variety of convenient and unique shopping opportunities. The metropolitan area has two regional malls with a total of over 275 stores. Numerous other community, neighborhood and discount shopping centers are located throughout the area. The downtown area of the City of Roanoke also offers an array of restaurants and specialty stores. A variety of recreational and cultural activities are available to Roanoke County residents. The Jefferson National Forest and the Appalachian Trail extend over the northern edge of the county and offer excellent hiking and hunting opportunities. Fishing can be found at Carvins Cove, where boats are available for hire and the waters have been stocked with large mouth bass, crappie, bream and pickerel. Fishing and canoeing are also popular on the Roanoke River that has been stocked with rainbow trout and several varieties of bass. Smith Mountain Lake is within an hour's drive of the county. This man-made impoundment, with over 500 miles of shoreline, is a popular fishing, boating and water skiing area. Other nearby attractions include the Blue Ridge Parkway, Dixie Limestone Caverns, and Natural Bridge. Roanoke County has 51 tennis courts; 51 local parks that offer picnic, hiking and equestrian facilities; and 72 athletic fields. Swimming can be found at six private facilities in the area. Golf is available at four semi-private country clubs and three private CJ • • r1 L_J • • • • • r1 ~J • • r ~ L~ • • r1 L J •