EDAAgenda2022November3
ECONOMIC DEVELOPMENT AUTHORITY
| THURSDAY, NOVEMBER 3RD |
| 8:00 AM |
COUNTY ADMINISTRATION BUILDING @ FIRST FLOOR CONFERENCE ROOM
107 KENT STREET WINCHESTER, VA
1. Call to Order
2. Approval of Minutes – October 14th || ACTION
3. Treasurer’s Report || ACTION
4. EDA Strategy || ACTION
Annual review process of EDA Strategy which will continue by reviewing the main
goals’ actions and measurements
5. EDA Budget FY23 || ACTION
Staff presents for review and recommendation, if appropriate, the FY24 budget,
which seeks to implement the adopted EDA Strategy,
6. Update to priority actions for target sub‐sectors competitiveness | Talent ||
INFORMATION
Listing of occupations with low or moderate potential candidates within
exclusively the Target Industry Sectors
7. Closed Session in accordance with Section 2.2‐3711(A)(3) of the Code of Virginia (1950,
as amended) for the discussion and consideration of the acquisition of real property for
a public purpose where discussion in an open meeting would adversely affect the
bargaining position or negotiating strategy of the Authority.
8. Such other business as may come before this Authority
MINUTES
ECONOMIC DEVELOPMENT AUTHORITY
| THURSDAY, OCTOBER 6, 2022 |
A meeting of the Frederick County Economic Development Authority was held on
Thursday, October 6, 2022, at 8:00A.M. in the County Administration Building, First
Floor Conference Room, 107 North Kent Street, Winchester, Virginia.
PRESENT: Judy McCann‐Slaughter, Susan Brooks, Bryan Fairbanks, and Doug
Rinker. Stan Crockett and Rick Till participated by telephone, which was approved
by those present.
STAFF: Patrick Barker, Shayla Rickard, Wendy May and Donna McIlwee, Frederick
County Economic Development Authority, Jay Tibbs, Deputy County Administrator, and
Michael Bryan, Attorney
MEETING CALLED TO ORDER: Chairman Rinker called the meeting to order at 8:00 a.m.
APPROVAL OF MINUTES
The minutes from the September 1, 2022, meeting and September 13, 2022, called meeting
were presented.
On motion duly made by Ms. McCann‐Slaughter and seconded by Ms. Brooks, the minutes
were approved by the following recorded vote:
J. Stanley Crockett Aye
Susan Brooks Aye
Bryan Fairbanks Aye
Doug Rinker Aye
Judy McCann‐Slaughter Aye
Rick Till Aye
TREASURER'S REPORT
Mr. Barker submitted the following report:
Checking Account ‐ Bank of Clarke County as of August 31, 2022 ‐ $22,092.56
Savings Account ‐ Scott & Stringfellow as of August 31, 2022 ‐ $1,417,787.49
On motion of Ms. McCann‐Slaughter, seconded by Mr. Fairbanks, the Treasurer’s
Report was approved by the following recorded vote:
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Frederick County EDA Meeting Minutes | October 6, 2022
J. Stanley Crockett Aye
Susan Brooks Aye
Bryan Fairbanks Aye
Doug Rinker Aye
Judy McCann‐Slaughter Aye
Rick Till Aye
Mr. Fairbanks inquired about the status of investigating different investment options to obtain
higher interest rates. Mr. Tibbs stated he had discussed with Scott & Stringfellow but no
changes made. Ms. McCann‐Slaughter requested further exploration of options to be sure we
are doing the best we can with investment monies.
ELECTION OF VICE CHAIR
Mr. Barker explained that the previous Vice Chair, Heather McKay, did not seek reappointment
to the EDA Board. Article 3 of the Bylaws provides a description of the position, which is
selected from the Board membership. The appointment would be through the end of 2022.
Ms. Judy McCann‐Slaughter nominated Rick Till for the position as Vice Chair. Motion was
seconded and approved by all present.
EDA STRATEGY
Mr. Barker stated that this strategy, as approved by the Board, helps guide staff as they pursue
Frederick County’s economic development activities. Annually, the EDA Board reviews and
adopts the Strategy to reaffirm and/or modify overall goals and objectives. A draft copy of the
proposed strategy, which includes staff revisions and EDA Board feedback, was distributed prior
to the meeting.
Discussion of the redlined copy followed. One area of discussion was whether to change to
option 2 on page 5 or stick with the current version. Consensus was to change to option 2.
Other discussion included replacing page 5 with page 7; agreement to accept the redlined
wording on pages 17 and 20; and page 5, item 2, under EDA focus, suggested wording change
to “retain and cultivate” to be consistent with wording elsewhere in document.
Because of the difficulty in reading the document sent previously, Ms. McCann‐Slaughter asked
if the Board could take another month to review before deciding on the final version.
Mr. Barker stated he will do a clean copy, including the redlined areas, and send to Board
members for final review and approval at the November meeting.
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Frederick County EDA Meeting Minutes | October 6, 2022
UPDATE TO PRIORITY ACTIONS FOR TARGET SUB‐SECTORS COMPETITIVENESS
Mr. Barker stated that, at the EDA’s July meeting, staff introduced short‐term action plans for
improving Frederick County’s competitiveness in attracting the approved target industry
sectors. The plan is focused on the caveats related to talent and sites/buildings. He reviewed
updates to each item as highlighted below:
TALENT
Construct a listing of the “Potential Candidates per Opening for Each Sector”
which are low ratio (red) to moderate ratio (orange) results
o Labor availability analysis for each sector updated.
o Merger and filtering of low to moderate is 25% complete. Estimated
completion in 2 weeks.
Examine recommendations of DCI’s Talent Strategy for short‐term solutions
o Review completed. Such solutions range from implementing candidate
tours, conducting an internship fair and creation of video content.
SITES/BUILDINGS
Identify large acreage areas (100 acres or more) either zoned, comprehensively
planned or otherwise with a focus on areas within proximity of major electric
transmission lines
o Maps and accompanying parcel information received and reviewed.
Several areas discovered.
Discuss those identified areas with infrastructure providers to access service
potential within 12‐18 months with preliminary cost estimates, if applicable.
o Meetings scheduled with most of infrastructure providers. Estimated
completion in 4 weeks.
Access feasibility of future applications to the Virginia Ready Sites Program’s Site
Development Fund
o Application submitted for the Peterson Companies’ property (Valley
Logistics) included a request for $36.7 million for Onsite Pump Station
and Force Main to Dawson Pump Station and new substation – 25 MW
power extension. VEDP received 38 applications with a total ask of $312
million in funding. Virtual site visits to occur later in October with in‐
person tours in late November/December.
Collaborate with Planning Department and other applicable committees/parties
to expand permitted uses with the Office/Industrial zoning district
o Staff reviewed and provided comments to the OM zoning district
revisions. Public input meetings for the updated Northeast Frederick
Land Use Plan (NELUP) are scheduled for October. As was noted during
the analysis, many of the targeted sectors will require a large electric
service, which is typically best served directly from the high transmission
lines. One of these lines is present in the area covered by the NELUP. As
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Frederick County EDA Meeting Minutes | October 6, 2022
such, EDA may wisth to make comment related to land for target
business sectors. Staff can draft a written comment regarding the
NELUP. In addition to a blanket EDA comment, individual EDA board
members can make comment as well.
All present agreed staff should put together a letter from the EDA.
Ms. McCann‐Slaughter stated she is hearing about lighting and suggested Mr. Barker may want
to include that in the EDA’s comments. Mr. Barker stated he will discuss with Wyatt Pearson.
She also commended Mr. Barker for including internships and tours.
PROGRESS REPORT ON ACTIVITIES FROM JOINT MEETING
Mr. Barker gave an update on the planned activities which were presented and discussed at the
joint meeting.
Activity #1 | Partner with appropriate local and regional partners to create solutions for
current and projected workforce needs
o Continue the implementation of the Shenandoah Valley Talent Solutions
Strategy including executing additional social media campaigns and exploring
feasibility of internship fair
UPDATE|Social media campaign continues with very positive results.
Production of video content scope of work is rapidly developing
o Assist the Workforce Initiative Board with project implementation
o Finalize and execute manufacturing workforce model
o Advance forward the information technology and construction workforce
models
o Enhanced community outreach/advocacy to parents, guardians, coaches,
teachers, counselors
UPDATE| Workforce Investment Board recently concurred to some
organizational changes and scheduling of a Business/Education Summit
for later this year or early next. Manufacturing Model will be promoted
in early 2023 within the school districts.
Activity #2| Encourage development of “ready to go” business properties
o Participate, as necessary, with the County’s comprehensive planning/zoning
process to identify future business properties that align with EDA target business
sectors
o Complete additional site characterizations when sites matching the approved
criteria come to market
o Finalize a Business Ready Sites Loan Program Agreement with one or more of the
characterized sites
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Frederick County EDA Meeting Minutes | October 6, 2022
UPDATE| Active involvement with revisions to the OM zoning district and
updates to the Northeast Land Use Plan. Application submitted for the
site development fund of the Virginia Business Ready Sites Program.
Activity #3 | Engage in activities that support agribusiness entities
o Participate in conversations resulting from the “Growing Your Agribusiness”
event
o Elevate FredCo Eats to incorporate County agribusinesses
o Identify, as appropriate and feasible, other potential supporting activities from
business retention visits with County agribusiness entities
UPDATE| Planning for FredCo Eats in 2023 continues
Activity #4 | Continue collaborative marketing with Winchester Regional Airport
o Outreach to companies with large governmental portfolio and direct
government/private users with activity connected to Winchester Regional
Airport
UPDATE| Working with airport to schedule meetings as appropriate
Activity #5 | Complete an improvement plan for each target business sector
o Develop priority actions that can improve competitiveness for target sub‐sectors
(short‐ and mid‐term) for Frederick County, VA
UPDATE| Action plan introduced and work underway.
CLOSED SESSION
Upon Motion duly made by Ms. McCann‐Slaughter, seconded by Ms. Brooks, the Authority
unanimously RESOLVED to go into a closed meeting pursuant to Section 2.2‐3711(A)(3) for the
discussion and consideration of the acquisition of real property for a public purpose, or of the
disposition of publicly held real property, where discussion in an open meeting would adversely
affect the bargaining position or negotiating strategy of the Authority, and pursuant to Section
2.2‐3711(A)(5) for discussion concerning a prospective business or industry where no previous
announcement has been made of the business or industry’s interest in locating or expanding its
facilities in the community.
RETURN TO OPEN MEETING
At the conclusion of the closed meeting concerning the discussion concerning the acquisition of
real property for a public purpose, or of the disposition of publicly held real property, where
discussion in an open meeting would adversely affect the bargaining position or negotiating
strategy of the Authority, and the discussion concerning a prospective business or industry
where no previous announcement has been made of the business or industry’s interest in
locating its facilities in the community, the following Resolution was unanimously adopted upon
roll call vote as set forth below:
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Frederick County EDA Meeting Minutes | October 6, 2022
WHEREAS, the Economic Development Authority of the County of
Frederick, Virginia has concluded its “closed meeting” at a meeting held
on October 6, 2022, and desires return to an “open meeting”; and
WHEREAS, the adoption of this Resolution is intended to serve as the
“Certificate” described in Section 2.2‐3712(D) of the Code of Virginia
(1950, as amended).
NOW THEREFORE, BE IT RESOLVED that the Economic Development
Authority of the County of Frederick, Virginia does hereby reconvene in
an “open meeting” at its meeting held on October 6, 2022; and
BE IT FURTHER RESOLVED that each and every Member of said Authority
who votes in the affirmative for this Resolution does thereby certify to
the best of each Member’s knowledge that only public business matters
lawfully exempted from open meeting requirements of the Virginia
Freedom of Information Act were heard, discussed or considered during
the closed meeting, and that only such public business matters as were
identified in the Motion which convened the closed meeting were heard,
discussed or considered during the course of said closed meeting by the
Authority:
Roll Call Vote
J. Stanley Crockett Aye
Susan Brooks Aye
Bryan Fairbanks Aye
Doug Rinker Aye
Judy McCann‐Slaughter Aye
Rick Till Aye
Ms. McCann‐Slaughter made a motion, seconded by Ms. Brooks, that staff be authorized to
proceed on the matter that was discussed in closed session.
J. Stanley Crockett Aye
Susan Brooks Aye
Bryan Fairbanks Aye
Doug Rinker Aye
Judy McCann‐Slaughter Aye
Rick Till Aye
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Frederick County EDA Meeting Minutes | October 6, 2022
SUCH OTHER BUSINESS AS MAY COME BEFORE THIS AUTHORITY
Mr. Barker encouraged Board members to attend the WoW event being held October 13 and
14 at Shenandoah University.
ADJOURN
There being no further business to come before this Authority, the meeting was adjourned at
8:40 a.m.
________________________________ ____________________________
Doug Rinker Jay Tibbs
Chairman Secretary
DATE: October 31, 2022
TO: Board of Directors,
Frederick County Economic Development Authority
FROM: Patrick Barker, CEcD
Executive Director
CC: Jay Tibbs
Deputy County Administrator
RE: EDA Strategy Update
The EDA Strategy, as approved by the EDA Board, helps guide staff as they pursue Frederick
County’s economic development activities. Annually, the EDA Board reviews and adopts the
Strategy to reaffirm and/or modify the overall goals and objectives.
Last year, the EDA Board performed a comprehensive review and update of the Strategy. This
process included a strategic brainstorming session, a review of the EDA’s mission and main
goals and a restructuring of the objectives and measurements by staff.
The following process was employed for this year’s strategy update.
September | Requested feedback EDA Board members
October | Presented strategy with EDA Board feedback and staff revisions
November | Seeking the Authority’s comments and adoption, if appropriate
FREDERICK COUNTY, VIRGINIA
ECONOMIC DEVELOPMENT STRATEGIC PLAN
2022‐2023
Strategy Frederick County EDA
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DRAFT October 22
Table of Contents
Introduction
Background
‐factors contributing to County success
Role of Economic Development Authority
‐why created, main functions
Situational Analysis
‐strengths, concerns and asset analysis
‐basic relevant info on local economy with comparison to State and US economies
Implementing the Plan
‐discusses how the plan includes the mission, objectives and long‐term guidance for specific
activities and measures
Mission, Strategic Goals & Objectives
1. Talent Engagement
2. Business Retention
Manufacturing & Business Services
Agriculture
Small Businesses
3. Business Attraction
Business Targets
4. Business Climate
Impact Measures
‐capital investment values, new jobs creation, new jobs wages, relationship developed and other
measurements
Strategy Frederick County EDA
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DRAFT October 22
INTRODUCTION
The Frederick County Economic Development Authority (EDA) has developed this strategic plan to clarify
the direction and focus of Frederick County’s economic development activities. The plan highlights the
importance of maintaining and enhancing the diverse economy of Frederick County. The goals and
objectives outlined in the EDA’s strategic plan supports and aligns with the Business Development
section of Frederick County’s comprehensive plan. Moreover, this strategic plan will drive the
formulation of the EDA’s annual operational plan.
BACKGROUND
Frederick County, VA has earned a long‐standing reputation as a top economy in the State of Virginia
and Shenandoah Valley region. Some of the competitive factors that have contributed to Frederick
County’s success are listed below.
Central & Essential
Frederick County, VA serves a range of industries – from manufacturers and financial
institutions, to IT companies and startups – that benefit from our strategic geographic
advantages in the heart of the East Coast. Located just 80 miles from Washington, D.C.,
Frederick County, VA is a central part of the Winchester, VA‐WV metro statistical area
(MSA), which includes Frederick County’s City of Winchester, as well as Hampshire
County, West Virginia. Our county’s advantageous location places businesses and
residents near Washington D.C.’s established business market, both in the public and
private sectors. The region’s efficient transportation network – with easy access to
major highways, including Interstates 81 and 66, railways, including CSX and Winchester
& Western, three international airports and one general aviation airport and the Virginia
Inland Port – allows companies to reach customers anywhere in the world. Two‐thirds
of the U.S. and Canadian population can be reached within a day’s drive.
Dedicated Workforce and Standard of Excellence
Frederick County draws from a skilled workforce that is nurtured at all levels. Labor
supply for Frederick County is drawn from a 45‐mile radius across 10 counties in
Virginia, Maryland and West Virginia. The total labor supply is more than 380,000
professionals, over 90% of which are high school graduates (or higher); 39.7% hold an
associate degree or higher. The Frederick County Economic Development Authority’s
market‐leading Career Pathways program is a four‐tiered workforce development
initiative poised to groom next‐gen talent and ensure our business outfits can tap into a
skilled and motivated talent pool
Business Diversity – From Local to Global
Widely recognized employers are operating here, including HP Hood, Trex, Kraft‐Heinz
Foods, Berry M&H Plastics , Navy Federal Credit Union, Rubbermaid and Thermo Fisher
Scientific. A mix of manufacturing, retail, professional service, logistics, customer
service, technology and entrepreneurial enterprises keep the economy strong. Our
region is among the top 10% best performing metros in Virginia for capital investment
and new job creation. Our business community has steadily grown over the years and
Strategy Frederick County EDA
Page 4 of 16
DRAFT October 22
has been recognized for its range of offerings, proximity to major metros and its long‐
term appeal to some of today’s leading manufacturers, financial operations and more.
Recognized Performance and Efficiency
With an extensive and diverse business portfolio, $326 million in capital expenditures
between 2018‐20, plus ongoing partnerships between the business community and
educational institutions, Frederick County has consistently recruited and retained
leading companies. We have also been recognized as one of the most prosperous
economies in the state. In fact, Frederick County falls within the top 10% of Virginia
localities over the last decade (top 10% in capital investment and top 6% in new job
growth). Frederick County is consistently rated a great place to operate a business –
registering at No. 9 on Forbes’ “Best Small Places for Business and Careers” in 2019.
Time is Money
Frederick County operates a permitting process which allows for land grading within 2‐3
months from the execution of an agreement. This permitting system, combined with our
local construction industry, has a proven track record of providing a large‐scale design‐
built office/industrial building for occupancy within 6‐8 months. A prompt permitting
process can be achieved with properties requiring rezoning. For example, two large
industrial buildings were delivered for occupancy in 12 months on a property requiring
rezoning.
Business Support at Every Step
With a diversity of companies, consistent performance and signature workforce
development programs, Frederick County continues to shine as one of Virginia’s finest
regions, leaning on numerous resources to ensure the success of our community. One
such resource includes call‐team visits to local businesses to communicate training
resources and expansion assistance opportunities. The Frederick County EDA has an
established track record of working with the County and State partners to identify and
secure assistance programs to expanding companies.
ROLE OF EDA
The EDA is committed to leading Frederick County to continued economic prosperity. The Frederick
County Industrial Development Authority (IDA) was created by the Frederick County Board of
Supervisors in 1967. The Industrial Development Authority of the County of Frederick, Virginia was
created to:
1. Permit it to acquire, own, lease, and dispose of properties to the end that said Authority may be
able to promote industry and develop trade by inducing manufacturing, industrial and
governmental enterprises to locate or to remain in this Commonwealth
2. Further the use of its agricultural products and natural resources;
3. Increase of commerce
4. Promotion of safety, health, welfare, convenience and prosperity.
On January 8, 2014, the Board of Supervisors amended the original ordinance creating the Industrial
Development Authority to change the name to the Economic Development Authority of the County
of Frederick, Virginia. On July 1, 2014, the Winchester‐Frederick County Economic Development
Strategy Frederick County EDA
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DRAFT October 22
Commission staff transitioned to the Frederick County Economic Development Authority. Frederick
County’s decision reflects a recommendation by its Business Climate Assessment Citizens’
Committee. The recommendation focused on creating an opportunity to re‐establish the economic
development vision for the County and provide flexibility to pursue a variety of business attraction
and retention options. Also, Frederick County wished to duplicate the success achieved by other
EDAs in Virginia. Issuing tax free bonds for qualified users remains a function with a seven member
EDA Board setting policy and overseeing the operation of a staff of five. Partnering with the
Frederick County Board of Supervisors and Frederick County administration, the EDA is focused on
attracting new capital investment and quality jobs to Frederick County through new business
location and existing business expansions with a heighten focus on the County’s targeted business
sectors. Those sectors are Corporate Services, Information Technology, Finance & Insurance,
BioScience, Advanced Manufacturing and Food & Beverage
The EDA focuses on four areas:
1. Attracting and retaining workforce talent.
2. Retaining existing businesses.
3. Recruiting targeted businesses.
4. Employing policies that keep Frederick County a competitive business location.
SITUATIONAL ANALYSIS
The following is a brief listing of Frederick County’s strengths, concerns and critical target business
assets.
Frederick County has many reasons by a business should choose to locate. Potential businesses should
find the following generalized asset(s) and/or offering(s) by Frederick County will provide a better
solution than competing localities.
Talent
• Largest employment in key employment sectors in the Northern Shenandoah Valley
• Strong occupational employment in some core occupational groups
• Favorable population dynamics and a large pool of millennials
• Area is growing at a faster pace than the rest of Virginia
• Virginia is one of the most highly educated populations in the US
• Virginia has the largest and most highly educated veteran workforces
Workforce Development
• Market‐leading Career Pathways program is a four‐tiered workforce development initiative
poised to groom next‐gen talent.
• Virginia has one of the strongest corporate services talent pipelines in the Mid‐Atlantic &
Southeast
• Relatively strong university and community college system compared with competitor
Infrastructure and connectivity
Strategy Frederick County EDA
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DRAFT October 22
• Areas with robust broadband speeds with planned improvements to underserved areas
• Area served by three major airport hubs and general aviation airport
• Strategically placed on Amtrak’s network
• Within driving distance of many major cities in the Northeast and Southeast and dense,
quality highway system
Sites and buildings
• A pro‐business climate that permits prompt building construction and rezonings for business
Cost of doing business
• Moderately competitive average industry salaries among competitors
• Highly competitive lease costs
• Low Unemployment Insurance Tax per Employee
• Lowest Workers' Compensation Employer Insurance Costs Per $100 of Payroll
• Competitive tax rates compared with competitor states
Market and cluster presence
• High concentration of many employment sectors in the area
• Central position on the East Coast of the United States, with quick and easy access to all
major population centers east of the Mississippi
• Within one hour of 76% of the US population's regular daily schedule
Quality of life
• Moderately competitive or in line with cost of living in major population centers
• Relatively strong primary and secondary school system
• Relatively low level of violent and property crime
• Moderately more healthy and active population
Frederick County clearly possesses many positive attributes for business yet, conversely, it has some
areas for improvement.
Given the current and forecasted labor situation, talent is an area needing improvement. In addition,
labor availability analysis completed using JobsEQ revealed high to moderate results with many
occupational sectors. Sites and buildings need attention as only a few sites match the identified acreage
using Conway Analytics’ database on corporate expansion projects for all targeted business sectors. For
most targeted businesses, Frederick County possesses the necessary infrastructure and connectivity
though projects with large demands of electric and wastewater may strain this point.
Frederick County’s economy has consistently ranked near the top of all localities in Virginia, in part,
because of the community’s ability to address businesses’ concerns about factors such as highway
accessibility, quality of life, occupancy/construction costs, available buildings, and labor costs. Despite
Frederick County’s decades of success and securing additional corporate decisions, areas of opportunity
have been identified. The EDA will execute a planned and strategic initiative to secure capital
investment and quality jobs from existing companies as well as companies new to Frederick County. To
achieve these vital goals, the EDA will require an appropriate level of staff and operational and incentive
funds.
Strategy Frederick County EDA
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DRAFT October 22
The following are a sampling of measures illustrating Frederick County’s economy with some
comparison to the State and Nation.
Employment Trends
As of 2022Q1, total employment for Frederick County, Virginia was 37,656 (based on a four‐quarter
moving average). Over the year ending 2022Q1, employment increased 3.5% in the region.
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the
Bureau of Labor Statistics and imputed where necessary. Data are updated through 2021Q4 with
preliminary estimates updated to 2022Q1.
Unemployment Rate
The unemployment rate for Frederick County, Virginia was 2.4% as of July 2022. The regional
unemployment rate was lower than the national rate of 3.8%. One year earlier, in July 2021, the
unemployment rate in Frederick County, Virginia was 3.0%.
Unemployment rate data are from the Local Area Unemployment Statistics, provided by the Bureau of
Labor Statistics and updated through July 2022.
Strategy Frederick County EDA
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Wage Trends
The average worker in Frederick County, Virginia earned annual wages of $53,774 as of 2022Q1.
Average annual wages per worker increased 7.4% in the region over the preceding four quarters. For
comparison purposes, annual average wages were $66,637 in the nation as of 2022Q1.
Annual average wages per worker data are derived from the Quarterly Census of Employment and
Wages, provided by the Bureau of Labor Statistics and imputed where necessary. Data are updated
through 2021Q4 with preliminary estimates updated to 2022Q1.
Industry Snapshot
The largest sector in Frederick County, Virginia is Manufacturing, employing 6,471 workers. The next‐
largest sectors in the region are Transportation and Warehousing (4,529 workers) and Retail Trade
(3,775). High location quotients (LQs) indicate sectors in which a region has high concentrations of
employment compared to the national average. The sectors with the largest LQs in the region are
Transportation and Warehousing (LQ = 2.40), Manufacturing (2.12), and Finance and Insurance (1.67).
Sectors in Frederick County, Virginia with the highest average wages per worker are Public
Administration ($79,023), Manufacturing ($71,790), and Utilities ($71,099). Regional sectors with the
best job growth (or most moderate job losses) over the last 5 years are Transportation and Warehousing
(+2,205 jobs), Manufacturing (+846), and Finance and Insurance (+728).
Over the next 10 years, employment in Frederick County, Virginia is projected to expand by 7,680 jobs.
The fastest growing sector in the region is expected to be Information with a +4.4% year‐over‐year rate
of growth. The strongest forecast by number of jobs over this period is expected for Transportation and
Warehousing (+1,048 jobs), Manufacturing (+913), and Accommodation and Food Services (+871).
Occupation Snapshot
The largest major occupation group in Frederick County, Virginia is Transportation and Material Moving
Occupations, employing 5,739 workers. The next‐largest occupation groups in the region are Office and
Administrative Support Occupations (4,393 workers) and Production Occupations (3,849). High location
quotients (LQs) indicate occupation groups in which a region has high concentrations of employment
compared to the national average. The major groups with the largest LQs in the region are Production
Occupations (LQ = 1.81), Transportation and Material Moving Occupations (1.75), and Construction and
Extraction Occupations (1.25).
Strategy Frederick County EDA
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DRAFT October 22
Occupation groups in Frederick County, Virginia with the highest average wages per worker are
Management Occupations ($110,400), Computer and Mathematical Occupations ($92,700), and Legal
Occupations ($88,000). The unemployment rate in the region varied among the major groups from 0.8%
among Healthcare Practitioners and Technical Occupations to 4.6% among Food Preparation and Serving
Related Occupations.
Over the next 10 years, the fastest growing occupation group in Frederick County, Virginia is expected to
be Personal Care and Service Occupations with a +3.9% year‐over‐year rate of growth. The strongest
forecast by number of jobs over this period is expected for Transportation and Material Moving
Occupations (+1,283 jobs) and Food Preparation and Serving Related Occupations (+840). Over the same
period, the highest separation demand (occupation demand due to retirements and workers moving
from one occupation to another) is expected in Transportation and Material Moving Occupations (7,927
jobs) and Office and Administrative Support Occupations (4,956).
Industry Clusters
A cluster is a geographic concentration of interrelated industries or occupations. The industry cluster in
Frederick County, Virginia with the highest relative concentration is Chemical with a location quotient of
7.10. This cluster employs 2,480 workers in the region with an average wage of $81,188. Employment in
the Chemical cluster is projected to expand in the region about 1.0% per year over the next ten years.
Location quotient and average wage data are derived from the Quarterly Census of Employment and
Wages, provided by the Bureau of Labor Statistics, imputed where necessary, and updated through
2021Q4 with preliminary estimates updated to 2022Q1. Forecast employment growth uses national
projections from the Bureau of Labor Statistics adapted for regional growth patterns.
IMPLEMENTING THE PLAN
This strategic plan defines the role of the EDA and proposes the EDA’s long‐term economic development
strategic goals and objectives. The plan also includes several strategic measures to monitor the progress
of the EDA’s program goals.
The plan will provide long‐term guidance and direction for the EDA’s work. In addition, it will be a basis
for developing an annual plan comprising specific marketing and operational strategies, tactics and
measures. The EDA will adjust the strategic plan to reflect economic climate shifts. The EDA Board will
Strategy Frederick County EDA
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DRAFT October 22
review the strategic plan annually to ensure that it accurately represents the appropriate overall
direction and goals for Frederick County’s long‐term economic development program.
MISSION, STRATEGIC GOALS & OBJECTIVES
Mission
The EDA’s mission is to facilitate economic development efforts for Frederick County through the
retention, expansion, and attraction of businesses that create high quality jobs and new capital
investment resulting in Frederick County as a premier business location and enhancing the quality of life
for its citizens.
This strategic plan focuses on four goals:
1. Address current and projected workforce needs by engaging the talent in Frederick County
and greater community encouraging their retention and attraction
2. Enhance Frederick County’s business environment to encourage the expansion and
retention of existing business prospers
3. Conduct strategic and measured business attraction efforts to expand the commercial and
industrial base and create quality jobs for all citizens.
4. Foster and maintain a pro‐business climate by enhancing critical assets and employing
business friendly policies and procedures.
Talent Engagement
Goal
Address current and projected workforce needs by engaging the talent in Frederick County
and greater community encouraging their retention and attraction
Objectives/strategies
Maintain awareness of current and projected workforce needs
Action Measurement
Acquire bi‐annual from JobsEQ County workforce 10
years projections
Identify top occupational needs
Disseminate top occupational needs to partners Open rate of emails
Participate in seminars/presentations/meetings on
top occupational needs
Attendance at the Winchester Area
Society for Human Resource
Management meetings
Attendance at the Frederick County
Public School’s CTE Advisory
Committee
Organize an annual meeting with business and
education partners to discuss workforce needs
Number of participants
Number of potential solutions
Partner with appropriate local and regional partners to create and execute short‐term
workforce solutions, those that have strong potential to produce talent in 12 month or less)
Strategy Frederick County EDA
Page 11 of 16
DRAFT October 22
Action Measurement
Facilitate work groups, as necessary and
appropriate, on short term projects resulting from
the Business and Education Summit
Attendance at work groups
Action plan for projects
Perform internet review for best‐in‐class workforce
solutions
Number of discovered solutions with
applicability
Showcase talent from area public school’s career
and technical programs (i.e. Widget Cup)
Number of participants
Competitor survey results
Number of internships/hires
Create and promote marketing tools and programs
that help employers sell location to candidates and
existing employees.
Website analytics of regional talent
website
Social media analytics
Amplify existing efforts to host career fairs/regional
hiring events (i.e. Employer Expo)
Number of participants
Number of hires
Survey of participants
Build perceptions of community as a great place for
careers with local young talent (i.e. Regional
Internship Fair)
Number of participants
Number of internships resulting
Conversion of internships to careers
Create a regional tour resource for employers and
their candidates
Number of participants
Number of tours
Partner with appropriate local and regional partners to create and execute long term
workforce solutions, those that have strong potential to produce talent in 12 month or
more)
Action Measurement
Facilitate work groups, as necessary and
appropriate, on short term projects resulting from
the Business and Education Summit
Attendance at work groups
Action plan for projects
Provide an in‐person career exploration event for
middle school students (i.e. Worlds of Work)
Number of participants
Survey of participants
Enhance awareness of students, educators and
school staff to the many rewarding local careers
available (i.e. student and teacher tours)
Number of participants
Survey of participants
Build pathways from post‐secondary and K‐12
schools, allowing entry into these industries
Number of Workforce Models built
Number of participants
Number of hires
Conduct regular messaging on all career pathways
(post high school to college)
Social media analytics
Website analytic of relevant page
Strategy Frederick County EDA
Page 12 of 16
DRAFT October 22
Business Retention
Goal
Enhance Frederick County’s business environment to encourage the expansion and
retention of existing business prospers
Objectives
1. Understand the overall health of existing industry sectors, recognize changing industry
trends, and ensure consistent, personal contact with businesses.
Action Measurement
Perform business call teams visits
Number of business call teams visits
Number of follow‐ups business call
team visits
Number of business expansion
considerations
Number of business expansions
Value of capital investment from
expansions
Number of retained and new jobs from
expansions
Analyze business call team visit for industry trends Results from aggregate analysis of call
teams visits using E‐Synchronist
Number of action oriented responses
Visit, as appropriate, in conjunction with VEDP to
headquarters of businesses
Number of visits
Number of expansion considerations
Organize topic specific forums, as appropriate Number of business participants
Percentage of business participants to
invited participants
Participate in meetings/workshops with relevant
business/industry groups
Number of actionable intelligence
gained
Strategy Frederick County EDA
Page 13 of 16
DRAFT October 22
2. Showcase the operations, careers, and economic contributions of Frederick County
businesses.
Action Measurement
Highlight business sectors and employers Industry Features
Website Views:
Facebook Reach:
LinkedIn Impressions:
Employer Features
Website Views:
Facebook Reach:
LinkedIn Impressions:
Cultivate and elevate the full scope of Frederick
County’s food economy (i.e., FredCo Eats)
Number of participating businesses
Survey of participants (satisfaction
rates, would participate again)
Social media analytics
3. Offer existing businesses with key operational and loan assistance
Action Measurement
Provide financial management, marketing and
operational analysis for existing businesses through
the Laurel Ridge Small Business Development
Number of Frederick County business
clients consulted
Number of jobs created or retained
Value of capital investment
4. Provide awareness of local conditions, resources and assistance opportunities
Action Measurement
Provide real time job posting information Open rates of emails
Distribute targeted information on assistance
programs and other pertinent business conditions
Open rates of emails
Website analytic of relevant page
Strategy Frederick County EDA
Page 14 of 16
DRAFT October 22
Business Attraction
Goal
Conduct strategic and measured business attraction efforts to expand the commercial and
industrial base and create quality jobs for all citizens.
Objectives
1. Identify targeted business sectors for attraction purposes
Action Measurement
Review regularly project announcements in targeted
geographic areas
Report to EDA Board
Discover business sectors through employment data
for sectors with positive long‐term growth and
wages that match or exceed the County’s average
wage
Identification of target business sectors
EDA Board acceptance of target
business sectors
Develop, as appropriate, an enhancement plan for
targeted business sectors
Report to EDA Board
Execution of plan
2. Collect and leverage market intelligence related to targeted business sectors
Action Measurement
Participate in meetings/workshops with relevant
business/industry groups
Number of actionable intelligence
gained
Acquire and review relevant industry reports Number of actionable intelligence
gained
3. Maintain and grow relationships with new business lead generators.
Action Measurement
Engage with site consultants and corporate real
estate brokers at appropriate meetings, office visits
and client activity
Number of new relationships
Number of refresh relationships
Number of project considerations
Number of best practices examples
acquired
Number of new business locations
Number of new jobs
Value of capital investment
Interact with business attraction managers at VEDP
at appropriate meetings, office visits and client
activity
Number of new relationships
Number of refresh relationships
Number of project considerations
Number of new business locations
Number of new jobs
Value of capital investment
Strategy Frederick County EDA
Page 15 of 16
DRAFT October 22
4. Recruit additional grocery stores to Frederick County
Action Measurement
Conduct an outreach effort to strategic grocery
stores
Interest level of grocery stores
Number of grocery store locations
5. Offer new businesses with key operational and loan assistance
Action Measurement
Provide financial management, marketing and
operational analysis for new businesses through the
Lord Fairfax Small Business Development
Number of new business clients
consulted
Number of jobs created
Value of capital investment
6. Educate the community on the benefit of a proactive business development presence
and the need for its consistency and commitment.
Action Measurement
Speak to appropriate community groups
Number of speaking engagements
Conduct regular messaging on benefit economic
development
Social media analytics
Website analytic of relevant page
Business Climate
Goal
Foster and maintain a pro‐business climate by enhancing critical assets and employing
business friendly policies and procedures.
Objectives
1. Encourage development of “ready to go” business properties.
Action Measurement
Manage online property database and survey
regularly real estate listing services for new/revised
properties
Monthly update on online database
Total SF available and vacancy rates for
office and industrial
Tier sites, as appropriate, according to the Virginia
Business Ready Sites Program
Number of Tiered sites
Acreage of Tiered sites
Collaborate with property owners to secure at least
Tier 4 of the Virginia Business Ready Sites Program
Number of Tier 4 or above sites
Acreage of Tier 4 of above sites
Number of Business Ready Sites Loan
Program Agreements
Strategy Frederick County EDA
Page 16 of 16
DRAFT October 22
2. Encourage processes and policies that are attractive to businesses
Action Measurement
Suggest new/revised local policies, as appropriate,
(i.e., data center tax rate)
Number of of EDA‐introduced policy
suggestions
Respond, as appropriate, to Federal and State
legislative actions impacting County businesses (i.e.,
OMB’s MSA decrease, Ozone Early Action Plan)
Number of responses to proposed
legislative actions
3. Assist the Winchester Regional Airport implementing their strategic plan, as
appropriate.
4. Support the implementation of transportation projects with an economic development
nexus
Action Measurement
Provide letters of support as requested Number of letters submitted
Participate in the MPO’s technical review committee Attendance at meetings
CONCLUSION
This strategic plan serves to provide guidance into Frederick County’s economic development efforts.
To ensure the plan’s implementation, the EDA should conduct regular checks of the impact measures
and perform an annual review of the entire document. This plan should serve as the foundation for the
EDA’s annual budgeting processes.
Frederick County has achieved much success. The challenge now is to build on the momentum of this
past success. This plan serves a platform to accomplish this need.
Action Measurement
Conduct an outreach campaign to companies with
large government portfolio and direct government
users
Number of companies reached out
Number of meetings secured
Number of visits to airport
Number of locations
Support relevant initiatives Varies dependent on activity
DATE: October 31, 2022
TO: Board of Directors,
Frederick County Economic Development Authority
FROM: Patrick Barker, CEcD
Executive Director
CC: Jay Tibbs
Deputy County Administrator
RE: Budget Request FY24
Attached is the draft EDA Budget for FY24. This proposal aims to further elevate the EDA’s
efforts of attracting and retaining workforce talent, retaining and expanding existing
businesses, recruiting targeted businesses, and employing policies that keep Frederick County a
competitive business location. The request is consistent with past budget appropriations with
additional funding to enhance the EDA’s capacity to respond to the top locally influenced
factors (i.e. availability of skilled labor, quality of life, local incentives and available land) used
by corporate decision makers and site consultants, talent.
A summary of the EDA’s request by program area follows.
EDA’s FY24 request of Frederick County is $758,357 an increase of 17.4% or $112,257. The
balance of funds will come from the Frederick County Economic Development Authority and
business sponsorships. The budget provides for balanced funding between the three main
operating programs.
Page 2 of 3
Budget Request FY24
The requested increase comes from three (3) areas. A background and justification for the first
two follows.
1. Bilingual services by Small Business Development Center | $15,000 or 13%
2. Conversion of part time position to full time | $52,000 or 46%
3. Salary survey implementation | $45,500 or 41%
Bilingual services by Small Business Development Center
In September of last year, the EDA Board appropriated $15,000 to the Laurel Ridge Small
Business Development Center (SBDC) to offer bilingual counseling services in Spanish.
Frederick County EDA annually provides funding ($33,000) from its general fund allocation to
the SBDC. In the past two years, LRSBDC assisted nearly 400 businesses which resulted in over
50 new jobs and nearly $8 million in capital investment for Frederick County
Through the bilingual counseling services funding, SBDC has assisted 82 Hispanic/Latino clients.
These clients previously would not have been able to have been served appropriately due to a
language barrier. They held a Financial Recording class in Spanish and their Spanish Facebook
page continues to grow. A full display of the annual results follows.
At its September meeting this year, the EDA Board once again appropriated $15,000 for this
service. Given the on‐going nature of this appropriation, the EDA Board commented about
exploring if the funding for this service could be included in the EDA’s budget request to
Frederick County.
Conversion of part time position to full time
Talent continues to be a top locally influenced factor which determines whether a company
expands or locates within that locality. The recently completed Targeted Industry Study
identified a need for short term solutions to address talent which will enhance Frederick
County’s competitive status for the desired sectors of Corporate Services, BioScience, Advanced
Manufacturing and Information Technology and Food and Beverage manufacturers. The work
to identify the short‐term solutions for talent continues but will undoubtedly require additional
staff responsibilities.
Page 3 of 3
Budget Request FY24
The EDA, in partnership with other Northern Shenandoah Valley localities developed a
Comprehensive Talent Solutions Strategy focused on job seekers, university and community
college graduates, and high school students. The EDA’s part time Project Specialist has been
chiefly responsible for implementation of the Strategy. Examples of this position’s efforts
include the developing and launching of a dedicated website for talent retention and attraction
(liveloveshenandoah.com) and social media campaign. This effort requires consistent staffing
to produce the desired results of more workers for the County’s employers. One of the
strategy’s recommendations was the hiring of a full‐time staff. To kick start the
implementation, the part‐time position was employed but the time has arrived for a change.
Moreover, given the nature of part‐time employment, acquiring the needed consistent
oversight has been challenged by the turnover of two employees.
For the above reasons, staff’s proposed budget includes funding to convert the Project
Specialist to full time position. In summary, staff feels the rationale for this funding is strong.
The importance of talent in the site selection process is ever apparent and will likely only
continue. The Target Industry Study specifically called out the need for short‐term solutions to
make a more compelling case for the targeted businesses. The Talent Strategy states the need
for a full time personnel to produce effective results. Turnover at the part‐time position
creates challenges with consistent project implementation.
Frederick County’s commitment to business remains its competitive message and its brand for
economic development. This commitment has resulted in Frederick County being one of the
best small places for business along the East Coast, not by words, but by results.
o Top 10 all localities last decade Capital investment and new jobs
o TOP 10 | Forbes Best Places for Small Business
o TOP 3 | Best State for Business by CNBC
Approval of the EDA’s FY23 budget request will permit the EDA to continue enhancing its role.
PROGRAMS
FY 22
Request
FY 23
Request
FY 24
Request
Change
FY22v23
Frederick County 628,425 645,830 758,357 112,527
County EDA 16,800 16,800 16,800 ‐
Non‐Local Income 9,250 9,250 9,250 ‐
Total 654,475 671,880 784,407 112,527
PROGRAMS
FY 22
Request
FY 23
Request
FY 24
Request
Change
FY22v23
TALENT ENGAGEMENT 39,700 45,147 44,329 (818)
BUSINESS RETENTION 47,501 52,390 66,390 14,000
BUSINESS ATTRACTION 40,850 49,655 50,555 900
BUSINESS CLIMATE 1,450 2,350 2,350 ‐
ADMINSTRATION 524,974 522,338 620,783 98,445
Total 654,475 671,880 784,407 112,527
LOCAL PUBLIC EXPENDITURES (EDA)
EDA BUDGET
REVENUES
Page 1 of 4
Frederick County EDA Budget FY23
DRAFT
FY 22
Request
FY 23
Request
FY 24
Request
Difference
FY24 v FY23
TALENT ENGAGEMENT 39,700 45,147 44,329 (818)
Career Pathway Programs
Printing 2,500 1,500 1,500 ‐
Transportation Costs 6,000 2,000 2,000 ‐
Events 7,000 2,000 2,000 ‐
Food & Supplies 8,000 5,000 5,000 ‐
Video production 4,000 ‐ ‐ ‐
Photography 2,500 2,500 ‐
Advertisements
Social
Traditional 2,000 1,200 1,200 ‐
Internship Fair (50%) 1,250 1,250 ‐
Internship Portal (Web) (50%) 2,500 ‐ (2,500)
Talent Website Update (50%) 2,500 2,500
Communication
Quality of Life Publication(40%)1,000 600 ‐ (600)
Website (30%)‐
Maintenance & Development 750 3,000 3,000 ‐
Hosting 1,800 2,120 1,902 (218)
Website Marketing 450 360 360
Talent Attraction/Retention
Photography 2,500 2,500 ‐
Internship Fair 1,250 1,250 ‐
Internship Portal (Web) 2,500 ‐ (2,500)
Talent Website Update (50%) 2,500 2,500
Candidate Tours 1,500 1,500 ‐
Advertisements ‐
Social 7,000 7,000 ‐
Traditional 1,000 1,000 ‐
Advertisements 3,000 ‐ ‐ ‐ ‐
Data Intelligence
Job Connector 2,167 2,167 ‐
Workforce (40%)3,200 3,200 3,200 ‐
Frederick County EDA Budget
Page 2 of 4
Frederick County EDA Budget FY23
DRAFT FY 22
Request
FY 23
Request
FY 24
Request
Difference
FY24 v FY23
BUSINESS RETENTION 47,501 52,390 65,940 13,550
Program Marketing
Marketing Pieces 1,200 ‐ ‐ ‐
Printing 2,000 2,000 2,000 ‐
Postage 800 250 250 ‐
Photography (50%)2,500 2,500 ‐
Videography (50%)2,500 2,500 ‐
Corporate Calling 3,000 1,500 1,500 ‐
Business Forums 3,000 1,500 1,500 ‐
Business Call Team Support 2,500 1,000 ‐ (1,000)
Cluster Associations 336 1,765 1,765 ‐
Communication
Website (30%)
Maintenance & Development 750 3,000 3,000 ‐
Hosting 1,800 1,800 1,800 ‐
Website Marketing 750 360 360 ‐
Quality Life Publication (30%)2,000 450 ‐ (450)
Business Contribution Showcase 2,000
Advertisement 2,500 2,500 ‐
Printing 1,500 1,500 ‐
Photo/Video 1,000 1,000 ‐
Small Business Development Center | General
(50%)14,000 14,000 14,000 ‐
Small Business Development Center | Billingual
(100%)15,000 15,000
Apple Blossom Festival 5,000 5,000 5,000 ‐
Data Intelligence 6,365
Workforce (30%)2,400 2,400 2,400 ‐
Virginia Employment 3,000 3,000 3,000 ‐
Call Team 965 965 965 ‐
Corporate Announcement (50%)2,400 2,400 ‐
Ozone Early Action Plan (50%)1,000 ‐ ‐ ‐
Misc. Meetings/Travel 1,000 1,000 1,000 ‐
Page 3 of 4
Frederick County EDA Budget FY23
DRAFT FY 22
Request
FY 23
Request
FY 24
Request
Difference
FY24 v FY23
BUSINESS ATTRACTION 40,850 49,655 51,005 1,350
Memberships 100 525 3,025 2,500
Marketing ‐ VEDP,CREs, Site Consultants
Direct Mail (6x)
Printing ($2.00 each)400 750 750 ‐
Postage ($0.50 each)100 250 250 ‐
Collateral Material Development 500 500 ‐ (500)
Travel 5,000 5,000 5,000 ‐
Travel (VEDP)5,000 5,000 5,000 ‐
Marketing Pieces 500 500 ‐ (500)
Photography (50%)2,500 2,500 ‐
Videography (50%)2,500 2,500 ‐
Other Travel 1,500 1,500 1,950 450
Data Intelligence
Property (75%)4,350 4,350 4,350 ‐
Workforce (30%)2,400 2,400 2,400 ‐
Corporate Announcement (50%)2,400 2,400 ‐
Communication
Website (40%)‐
Maintenance & Development 1,000 4,000 4,000 ‐
Hosting 2,400 2,400 2,400 ‐
Website Marketing 600 480 480 ‐
Quality of Life Publication (30%)2,000 600 ‐ (600)
Small Business Development Center (50%)14,000 14,000 14,000 ‐
Ozone Early Action Plan (50%)1,000 ‐ ‐ ‐
BUSINESS CLIMATE 1,450 2,350 2,350 ‐
Data Intelligence
Property (25%)1,450 1,450 1,450 ‐
Infrastructure Mapping 900 900 ‐
ADMINSTRATION 524,974 522,338 620,783 98,445
Salary and Benefits 442,766 439,307 540,169 100,862
Permanent full time 273,379 265,974 370,048 104,074
Permanent part time 67,629 67,629 26,526 (41,103)
Benefits 101,757 105,703 143,594 37,891
EDA Board Compensation 16,800 16,800 16,800 ‐
Page 4 of 4
Frederick County EDA Budget FY23
DRAFT FY 22
Request
FY 23
Request
FY 24
Request
Difference
FY24 v FY23
Education & Training 5,100 5,100 5,100 ‐
EDA Insurance 2,556 2,556 2,556 ‐
Fire Insurance 105 105 105 ‐
Boiler Insurance 1 1 1 ‐
Crime Insurance 975 975 975 ‐
Public Officials Liability Insurance 550 550 550 ‐
General Liability Insurance 925 925 925 ‐
Professional Associations
Memberships 1,595 1,595 1,595 ‐
Books/Subscriptions 1,190 1,190 1,190 ‐
Misc. Office Support 13,160 12,220 12,220 ‐
Maintenance
Plants 540 ‐ ‐ ‐
Copier 500 600 600 ‐
Janitorial 3,120 3,120 3,120 ‐
Printing, Stationary 1,500 1,000 1,000 ‐
Office Supplies 2,500 2,500 2,500 ‐
Postage (routine & Fed Ex)500 500 500 ‐
Other operating supplies 4,500 4,500 4,500 ‐
Central Stores
Gas 500 500 (500)
Car
Repair 1,000 1,000 ‐ (1,000)
Insurance 917 917 ‐ (917)
Lease 250 250 250 ‐
Rent & Utilities 38,440 40,203 40,203 ‐
Rent 31,021 31,021 31,021 ‐
Utilities 4,000 4,000 4,000 ‐
Telephone
Local & Long 1,656 3,419 3,419 ‐
Mobile 864 864 864 ‐
Internet 899 899 899 ‐
Travel 700 700 700 ‐
Misc. Gas 200 200 200 ‐
Monthly routine 500 500 500 ‐
DATE: October 31, 2022
TO: Board of Directors,
Frederick County Economic Development Authority
FROM: Patrick Barker, CEcD
Executive Director
CC: Jay Tibbs
Deputy County Administrator
RE: Update to priority actions for target sub‐sectors competitiveness | Talent
At the EDA’s July meeting, staff introduced short term action plans for improving Frederick
County competitiveness in attracting the approved Target Industry Sectors. The plan is focused
on talent and sites/buildings.
Staff has constructed the listing of occupations with low or moderate potential candidates
within exclusively the Target Industry Sectors. Full list is enclosed. Highlights of this research is
as follows.
1. 171 occupations were discovered to have low to moderate ratios of “Potential Candidates per
Opening for each sector”
2. 42% require a high school degree or less
a. 73% of these occupations require moderate‐term on‐the‐job training
3. 8% require an associate degree
4. 36% require a bachelor’s degree
5. 14% require a master’s degree or doctorate’s degree
Next step will consist of the following:
Conversations with educational institutions (Public Schools, Laurel Ridge CC and
Shenandoah University) if they are offering necessary curriculum for the occupations.
If any are not offered, review nearby community colleges and universities.
For those occupations without curriculum or degree program, determine the cost and
time needed to create the appropriate curriculum.
SOC Title Typical Entry‐Level EducationPrevious Work Experience Typical On‐the‐Job Training19‐1022 MillwrightsHigh school diploma or equivalent None Apprenticeship51‐9012 Sheet Metal WorkersHigh school diploma or equivalent None Apprenticeship53‐7065 Structural Iron and Steel WorkersHigh school diploma or equivalent None Apprenticeship51‐4041 MachinistsHigh school diploma or equivalent None Long‐term on‐the‐job training51‐9023Molders, Shapers, and Casters, Except Metal and PlasticHigh school diploma or equivalent None Long‐term on‐the‐job training15‐1253 Stationary Engineers and Boiler OperatorsHigh school diploma or equivalent None Long‐term on‐the‐job training51‐9191 Adhesive Bonding Machine Operators and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training43‐4011 Brokerage ClerksHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐7011 Cabinetmakers and Bench CarpentersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9011 Chemical Equipment Operators and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐8091 Chemical Plant and System OperatorsHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9192Cleaning, Washing, and Metal Pickling Equipment Operators and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9124Coating, Painting, and Spraying Machine Setters, Operators, and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐2021 Coil Winders, Tapers, and FinishersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9161 Computer Numerically Controlled Tool OperatorsHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9193Cooling and Freezing Equipment Operators and TendersHigh school diploma or equivalentNone Moderate‐term on‐the‐job training53‐7021 Crane and Tower OperatorsHigh school diploma or equivalent Less than 5 years Moderate‐term on‐the‐job training43‐4041 Credit Authorizers, Checkers, and ClerksHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9021Crushing, Grinding, and Polishing Machine Setters, Operators, and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9032Cutting and Slicing Machine Setters, Operators, and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐4031Cutting, Punching, and Press Machine Setters, Operators, and Tenders, Metal and PlasticHigh school diploma or equivalent None Moderate‐term on‐the‐job trainingLabor Analyis | Target Industry Talent Analysis
SOC Title Typical Entry‐Level EducationPrevious Work Experience Typical On‐the‐Job Training51‐9081 Dental Laboratory TechniciansHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐2028Electrical, Electronic, and Electromechanical Equipment Assemblers, Except Coil Winders, Tapers, and FinishersHigh school diploma or equivalent None Moderate‐term on‐the‐job training49‐2096Electronic Equipment Installers and Repairers, Motor VehiclesHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐2031 Engine and Other Machine AssemblersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐4021Extruding and Drawing Machine Setters, Operators, and Tenders, Metal and PlasticHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9041Extruding, Forming, Pressing, and Compacting Machine Setters, Operators, and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐2051 Fiberglass Laminators and FabricatorsHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐3091 Food BatchmakersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐3092 Food Cooking Machine Operators and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training19‐1012Forging Machine Setters, Operators, and Tenders, Metal and PlasticHigh school diploma or equivalent None Moderate‐term on‐the‐job training19‐1012Furnace, Kiln, Oven, Drier, and Kettle Operators and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐4033Grinding, Lapping, Polishing, and Buffing Machine Tool Setters, Operators, and Tenders, Metal and PlasticHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐4033Heat Treating Equipment Setters, Operators, and Tenders, Metal and PlasticHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9061 Inspectors, Testers, Sorters, Samplers, and WeighersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9061 Inspectors, Testers, Sorters, Samplers, and WeighersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9061 Insurance Claims and Policy Processing ClerksHigh school diploma or equivalentNoneModerate‐term on‐the‐job training53‐7062Lathe and Turning Machine Tool Setters, Operators, and Tenders, Metal and PlasticHigh school diploma or equivalent None Moderate‐term on‐the‐job training43‐4131 Log Graders and ScalersHigh school diploma or equivalent None Moderate‐term on‐the‐job training13‐2072 Logging Equipment OperatorsHigh school diploma or equivalent None Moderate‐term on‐the‐job training
SOC Title Typical Entry‐Level EducationPrevious Work Experience Typical On‐the‐Job Training29‐2011 Medical Appliance TechniciansHigh school diploma or equivalent None Moderate‐term on‐the‐job training13‐1121 Metal Workers and Plastic Workers, All OtherHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐4199Milling and Planing Machine Setters, Operators, and Tenders, Metal and PlasticHigh school diploma or equivalent None Moderate‐term on‐the‐job training19‐1022Mixing and Blending Machine Setters, Operators, and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9023Molding, Coremaking, and Casting Machine Setters, Operators, and Tenders, Metal and PlasticHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐4081Multiple Machine Tool Setters, Operators, and Tenders, Metal and PlasticHigh school diploma or equivalentNone Moderate‐term on‐the‐job training15‐1244 New Accounts ClerksHigh school diploma or equivalent None Moderate‐term on‐the‐job training15‐1244 Occupational Health and Safety TechniciansHigh school diploma or equivalent NoneModerate‐term on‐the‐job training15‐2031 Ophthalmic Laboratory TechniciansHigh school diploma or equivalent None Moderate‐term on‐the‐job training15‐2031 Packaging and Filling Machine Operators and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training53‐7064 Paper Goods Machine Setters, Operators, and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training13‐2052 PhotographersHigh school diploma or equivalent None Moderate‐term on‐the‐job training19‐2099Plating Machine Setters, Operators, and Tenders, Metal and PlasticHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐4193 Printing Press OperatorsHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐9199 Production Workers, All OtherHigh school diploma or equivalent None Moderate‐term on‐the‐job training41‐2031Rolling Machine Setters, Operators, and Tenders, Metal and PlasticHigh school diploma or equivalent None Moderate‐term on‐the‐job training41‐4011Sawing Machine Setters, Operators, and Tenders, WoodHigh school diploma or equivalent None Moderate‐term on‐the‐job training41‐4011Sawing Machine Setters, Operators, and Tenders, WoodHigh school diploma or equivalent None Moderate‐term on‐the‐job training41‐3031Separating, Filtering, Clarifying, Precipitating, and Still Machine Setters, Operators, and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training
SOC Title Typical Entry‐Level EducationPrevious Work Experience Typical On‐the‐Job Training47‐2221 Structural Metal Fabricators and FittersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐2041 Team AssemblersHigh school diploma or equivalent None Moderate‐term on‐the‐job training41‐9041 Tire BuildersHigh school diploma or equivalent None Moderate‐term on‐the‐job training43‐5111 Welders, Cutters, Solderers, and BrazersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐4121Welding, Soldering, and Brazing Machine Setters, Operators, and TendersHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐4122 Woodworkers, All OtherHigh school diploma or equivalent None Moderate‐term on‐the‐job training51‐4122Woodworking Machine Setters, Operators, and Tenders, Except SawingHigh school diploma or equivalent None Moderate‐term on‐the‐job training47‐1011First‐Line Supervisors of Farming, Fishing, and Forestry WorkersHigh school diploma or equivalent Less than 5 years None51‐1011First‐Line Supervisors of Production and Operating WorkersHigh school diploma or equivalent Less than 5 years None51‐4033 Healthcare Support Workers, All OtherHigh school diploma or equivalent None None49‐9091Coin, Vending, and Amusement Machine Servicers and RepairersHigh school diploma or equivalent None Short‐term on‐the‐job training43‐5021 Couriers and MessengersHigh school diploma or equivalent None Short‐term on‐the‐job training43‐9021 Data Entry KeyersHigh school diploma or equivalent None Short‐term on‐the‐job training43‐4071 File ClerksHigh school diploma or equivalent None Short‐term on‐the‐job training13‐2051 Financial Clerks, All OtherHigh school diploma or equivalent None Short‐term on‐the‐job training51‐4022 Furniture FinishersHigh school diploma or equivalent None Short‐term on‐the‐job training51‐9198 Helpers‐‐Production WorkersHigh school diploma or equivalent None Short‐term on‐the‐job training43‐9041 Interviewers, Except Eligibility and LoanHigh school diploma or equivalent None Short‐term on‐the‐job training53‐3033 Loan Interviewers and ClerksHigh school diploma or equivalent None Short‐term on‐the‐job training11‐9199 Manufactured Building and Mobile Home InstallersHigh school diploma or equivalent None Short‐term on‐the‐job training31‐9094 Merchandise Displayers and Window TrimmersHigh school diploma or equivalent None Short‐term on‐the‐job training43‐9061 Office Machine Operators, Except ComputerHigh school diploma or equivalent NoneShort‐term on‐the‐job training27‐3042 TellersHigh school diploma or equivalent None Short‐term on‐the‐job training11‐3071Veterinary Assistants and Laboratory Animal CaretakersHigh school diploma or equivalent None Short‐term on‐the‐job training