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EDAAgenda2023September7 ECONOMIC DEVELOPMENT AUTHORITY | THURSDAY, SEPTEMBER 7TH | | 8:00 AM | COUNTY ADMINISTRATION BUILDING @ FIRST FLOOR CONFERENCE ROOM 107 KENT STREET WINCHESTER, VA 1. Call to Order 2. Approval of Minutes – July 6, 2023|| ACTION 3. Treasurer’s Report || ACTION 4. Laurel Ridge Small Business Development Center || INFORMATION  Update from Lord Fairfax Small Business Development Center 5. Existing Business Manager Project Update|| INFORMATION  Staff presentation on activity of their position 6. Joint Meeting with Board of Supervisors || DISCUSSION  Recap of annual meeting with the Frederick County Board of Supervisors 7. Proposed EDA Comment at Public Hearing for Northeast Land Use Plan Update|| DISCUSSION  Review of comment for public hearing 8. Strategy Measurements Update || INFORMATION  Quarterly update on implementation of EDA Strategy 9. EDA Strategy || DISCUSSION  Start of annual review/update of EDA Strategy 10. Project Announcements of Target Industries || INFORMATION  Insight into the disparity in announcements by State 11. Such other business as may come before this Authority DATE: March 31, 2023 TO: Board of Directors, Frederick County Economic Development Authority FROM: Patrick Barker, CEcD Executive Director CC: Jay Tibbs Deputy County Administrator RE: Area Development Corporate and Consultant Survey Many of the EDA’s recent activities center around short-term workforce needs and site readiness. These elements are constantly ranked as some of the top locally influenced factors used by corporate decision makers and site consultants per Area Development Magazine’s Annual Survey. County EDA staff routinely shapes its strategy based on this annual survey. This year’s survey results are attached. Notable findings from the report show some continuing trends and some new entries to the top locally influenced factors. Availability of skilled labor remains a top factor (#3 for corporate and #1 for consultants) and reinforces the EDA’s focus on short-term workforce strategies. Same can be said for available land (#10 for corporate and #7 for consultants). Quality of life rose sharply (for corporate #2), up 9 spots from 2021. This highlights a need to continue to push the implementation of the Talent Strategy. MINUTES ECONOMIC DEVELOPMENT AUTHORITY | THURSDAY, JULY 6, 2023 | A meeting of the Frederick County Economic Development Authority was held on Thursday, July 6, 2023, at 8:00 a.m. in the County Administration Building, First Floor Conference Room, 107 North Kent Street, Winchester, Virginia. PRESENT: Rick Till, Diane Kearns, Judy McCann-Slaughter, Bryan Fairbanks, Stan Crockett, and Gary Lofton. Due to business reasons, Karen Swecker participated by phone, which was approved by Board members present. STAFF: Patrick Barker, Shayla Rickard, Wendy May and Donna McIlwee, Frederick County Economic Development Authority; Michael Bryan, Attorney; and Jay Tibbs, Deputy County Administrator MEETING CALLED TO ORDER: Chairman Till called the meeting to order at 8:00 a.m. APPROVAL OF MINUTES The minutes from the May 8, 2023, meeting were presented. On motion duly made by Ms. Kearns and seconded by Mr. Fairbanks, the minutes were approved by the following recorded vote: J. Stanley Crockett Aye Bryan Fairbanks Aye Diane Kearns Aye Gary Lofton Aye Judy McCann-Slaughter Aye Karen Swecker Aye Rick Till Aye TREASURER'S REPORTS Mr. Barker submitted the following reports: Checking Account - Bank of Clarke County as of April 30, 2023 - $30,864.19 Savings Account - Scott & Stringfellow as of April 30, 2023 - $1,491,944.87 Checking Account - Bank of Clarke County as of May 31, 2023 - $48,994.19 Savings Account - Scott & Stringfellow as of May 31, 2023 - $1,496,268.60 Page 2 of 3 Frederick County EDA Meeting Minutes | July 6, 2023 On motion of Mr. Fairbanks, seconded by Mr. Crockett, the Treasurer’s Reports were approved by the following recorded vote: J. Stanley Crockett Aye Bryan Fairbanks Aye Diane Kearns Aye Gary Lofton Aye Judy McCann-Slaughter Aye Karen Swecker Aye Rick Till Aye Mr. Tibbs reported that, effective June 15, 2023, funds in the Scott & Stringfellow account had been moved to an Intrafi Insured Cash Sweep account with the Bank of Clarke County as approved by the Board at the May 8, 2023, meeting. CONVERSION OF THE M1 AND M2 ZONING DISTRICTS FROM SIC TO NAICS Mr. Barker explained that Frederick County’s Planning and Development Department is proposing to amend the County’s industrial zoning districts M1 (Light Industrial), M2 (Industrial General) and TM (Technology-Manufacturing Park) to update and covert to the North American Industry Classification System (NAICS), an alternative system that is maintained and updated on a regular basis. As amended, the “Allowed Uses” list for each district was updated to reflect NAICS terminology and a statement added to the “Intent” section specifying how the Zoning Administrator may interpret use definitions using those provided through NAICS resources. Given the broad impact this change will have on the Zoning Ordinance, the information contained therein is limited only to the use tables impacted. Other sections of the ordinance that reference SIC will also be amended to ensure consistency. Staff is seeking EDA Board direction regarding the need or desire to provide a formal comment of support regarding the proposed ordinance amendments. Mr. Wyatt, Planning Director, then gave an overview of the proposed additions and deletions. Ms. Kearns asked if a more comprehensive rewrite of the Zoning Ordinance had been considered. Mr. Wyatt replied that it is a future project. Following discussion, the Board agreed to submit a letter of support for the proposed changes from the EDA. JOINT MEETING WITH BOARD OF SUPERVISORS PREPARATION Mr. Barker stated the joint meeting is scheduled for Wednesday, July 12, at 6 p.m. and will focus on the current direction and activities of the EDA, as well as provide an opportunity for both Boards to discuss expectations for economic development. The proposed agenda is Page 3 of 3 Frederick County EDA Meeting Minutes | July 6, 2023 structured around the recently revised EDA Strategy. Each one of the four major goals will be defined and a few activities highlighted along with measurements. It will conclude by highlighting a few planned activities under each goal. He then showed the Board the proposed slideshow and stated staff is seeking Board feedback. Ms. McCann-Slaughter stated she feels the BOS is interested in local successes (ROI), as well as a comparison between Frederick County and similar communities—i.e., what achievements our efforts have produced, highlight successes of the past year, etc. Other suggestions were to include something about the Employer Expo and internships. PROJECT ANNOUNCEMENTS OF TARGET INDUSTRIES Mr. Barker presented a review of recent announcements from the targeted industries for the past 12 months. Ms. McCann-Slaughter asked if there was any way to identify why certain states were more successful. EDA BUDGET FY24 FINAL Mr. Barker provided a copy of the EDA’s FY24 budget as approved by the BOS. Any questions/comments should be directed to him. OTHER BUSINESS Mr. Fairbanks inquired about the status of the Hope Drive property. Mr. Bryan stated it may close in August. ADJOURN There being no further business to come before this Authority, the meeting was adjourned at 9 a.m. ________________________________ ____________________________ Richard Till Jay Tibbs Chairman Secretary  More Sites, More Opportunities (Business Climate) o Site gap addressed by leveraging Virginia Business Ready Site Program and Virginia’s Site Acquisition Program, if funded.  Continued engagement w/ NE Land Use Update (Business Climate) o Area is positioned well to provide options for EDA Business Targets with robust electric needs given direct proximity to high transmission lines o Land use designations supporting this need with a particular focus on the Mixed Use Industrial/Office need to be encouraged. The EDA Chair is seeking general discussion and feedback from the Authority to the annual meeting. DATE: August 31, 2023 TO: Board of Directors, Frederick County Economic Development Authority FROM: Patrick Barker, CEcD Executive Director CC: Jay Tibbs Deputy County Administrator RE: Laurel Ridge Small Business Development Center For background, Laurel Ridge Small Business Development Center (SBDC) provides strategic planning to help people start, grow, and sell small businesses. They do this via seminars, individual business counseling, operational audits, mystery shopper program, mentoring, and focus groups. SBDC provides counseling in the areas of accounting, finance, retail, marketing and social media, distribution, website creation/evaluation, state and federal government contracting, human resources, and operational efficiency. They also work with people seeking grants, bank loans, lines of credit, SBA guarantee loans, and state loans through Virginia Small Business Finance Authority. Frederick County EDA annually provides funding ($33,000) from its general fund allocation from Frederick County to SBDC. In the past two years, SBDC assisted 895 businesses which resulted in over 163 new jobs and nearly $4.86 million in grants/loans and $3.14 in increased sales for Frederick County. This funding for the last two years has been supplemented by $15,000. Through this additional funding from September 2021 to August 2023, SBDC has assisted 214 Hispanic/Latino clients. This work reports an increase of $3.2 million in new sales and 15 business start-ups with 67 new jobs. These clients previously would not have been able to have been served appropriately due to a language barrier. Additional information on results from the SBDC is enclosed. Christine Kriz and Diana Patterson will present the SBDC activities and results at the September meeting. Frederick County StaƟsƟcs July 1, 2020 through June 30, 2023 Completed by ChrisƟne Kriz. Laurel Ridge SBDC Director On August 29, 2023 Number of Consulting Training Jobs Jobs Loans/Grants Sales Client Consultations Hours Participants Startups Created Retained Obtained Increase 7/1/2022 to 6/30/2023 467 789 187 16 94 61 1,643,935.00$ 2,380,689.00$ 7/1/21 to 6/30/2022 428 956 130 20 69 54 3,208,108.00$ 763,481.00$ 7/1/2020 to 6/30/2021 418 1888 104 2 82 197 8,161,565.00$ 96,374.00$ DATE: August 31, 2023 TO: Board of Directors, Frederick County Economic Development Authority FROM: Patrick Barker, CEcD Executive Director CC: Jay Tibbs Deputy County Administrator RE: Business Retention Manager Project Update The EDA is currently staffed by four economic development professionals with approximately 50 years of combined experience and has one vacant position. A full listing of staff and their chief activities is provided. Wendy May | Marketing Manager Patrick Barker, CEcD | Director • Communications and marketing activities • Websites, social media, content, data • FredCo Eats program • Strategic planning • Client management, new & existing • Advanced data analysis Shayla Rickard |Business Retention Manager Donna McIlwee | Administrative Assistant • Business call visit program • Career Pathways program • Regional workforce partnerships • Finance and administrative activities • Special projects & staff support Vacant | Project Specialist • Talent engagement • Business retention & attraction support To keep the Board aware of individual staff activities, most staff make regular presentations on their current projects. This month Shayla Rickard, the EDA’s Business Retention Manager, will provide an update on her activities. DATE: August 31, 2023 TO: Board of Directors, Frederick County Economic Development Authority FROM: Patrick Barker, CEcD Executive Director CC: Jay Tibbs Deputy County Administrator RE: Comment to Public Hearing for Northeast Land Use Plan Continued engagement with the Northeast Land Use Plan (NELUP) was highlighted as an activity for the next 12 months during the Joint Meeting with the Board of Supervisors. Lands within the NELUP are positioned well to provide options for EDA Business Targets with robust electric needs given direct the proximity to high transmission lines. As such, land use designations supporting this need with a particular focus on the Mixed Use Industrial/Office needs to be encouraged. The NELUP is scheduled to go to the Board of Supervisors for consideration with a public hearing on September 13th. Following a path similar to what the EDA did during the zoning ordinance amendments to the O-M, now T-M District, staff suggests the EDA Board provide a comment during the public hearing. The following comment was previously given in public hearings on the NELUP. The Frederick County 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 being a premier business location and enhancing the quality of life for its citizens. To succeed in its mission, the Frederick County EDA completed an updated study on Target Industries for Frederick County. Three of these targets typically have robust (5MW plus) and redundant electric demands. These industry sectors are Bioscience, Information Technology and Advanced Manufacturing. Per conversations with electric providers, service directly from or in close proximity to high transmission lines provides the best timing method to service. The area under study with the Northeast Land Use Plan possesses one of these high transmission lines. To maximize its competitiveness for these industry targets, Frederick County needs large acreage in direct or close proximity to high transmission lines. The Frederick County EDA highly encourages land use designations that support this need with a particular focus on the Mixed Use Industrial/Office. Staff is seeking any feedback to the above comment for delivery during the September 13th meeting. DATE: August 31, 2023 TO: Board of Directors, Frederick County Economic Development Authority FROM: Patrick Barker, CEcD Executive Director CC: Jay Tibbs Deputy County Administrator RE: Joint Meeting Update On Wednesday, July 12th, the EDA and Board of Supervisors held their annual discussion and review of the Board of Supervisors’ expectations for economic development. The following planned activities for the next 12 months were presented and discussed.  Manufacturing Day Business Roundtable (Business Retention) o Biannual programming on topics identified by research in the economic development field and through BRE visits.  FredCo Eats Expansion (Business Retention) o Free consulting and webinar series with LRSBDC to maximize restaurant success during Restaurant Week. o A Regional agriculture conference in 2024 with LRSBDC to address 2023 survey challenges/needs.  Target Industry Study Refresh/ Identify Steps to Address Labor and Sites for Targets (Business Attraction) o Study needs to be refreshed to add/confirm targets. o Short-term actions for labor identified with plan. o Site gap addressed by leveraging Virginia Business Ready Site Program and Virginia’s Site Acquisition Program, if funded.  Regional Talent Strategy (Talent Engagement) o Continued implementation of Regional Talent Strategy through social media campaign with videos, website update (liveloveshenandoah.com), presence at regional tourism events and researching the feasibility of a regional internship fair.  Beyond the WOW Experience (Talent Engagement) o More parental engagement through adding interactive elements to digital WoW! Book. o Teacher-led activities before and after the event. 8/31/2023 1 Your Move. Our Commitment. Planned Strategic Activities NEXT 12 MONTHS 25 Your Move. Our Commitment. Organize topic specific forums 26 Manufacturing Day Business Roundtable •Create biannual programming on topics identified by research in the economic development field and through BRE visits •Perhaps in conjunction with other EDOs, community groups, educational institutions, or organizations that serve businesses in the County Business Retention 25 26 8/31/2023 2 Your Move. Our Commitment. Cultivate and elevate the full scope of Frederick County’s food economy 27 FredCo Eats •Restaurant Week •Add free consulting and webinar series with LRSBDC to maximize restaurant success •Agriculture •New 2024 regional agriculture conference with LRSBDC to address 2023 survey challenges/needs Business Retention Your Move. Our Commitment. Identify targeted business sectors for attraction purposes 28 Refresh study to add/confirm targets Identify short-term actions for labor •Regional Talent Strategy •Workforce Initiative Address the site gap •Partner with landowners/developers for VBRSP site development grants •Maintain awareness of Virginia’s Site Acquisition Program Business Attraction 27 28 8/31/2023 3 Your Move. Our Commitment. Build perception of community as a great place for careers with local young talent 29 Continued implementation of Regional Talent Strategy •Social media campaign with videos •Website update (liveloveshenandoah.com) •Presence at regional tourism events •Regional internship fair feasibility Talent Engagement Your Move. Our Commitment. Enhance the in-person career exploration event for middle school students 30 Beyond the WoW! Experience •Enhance engagement with parents and students before and after event •Interactive elements added to digital WoW! book for parents •Teacher-led activities before and after the event Talent Engagement 29 30 8/31/2023 4 Your Move. Our Commitment. Collaborate with property owners to secure Tier 4 of the VA Business Ready Sites Program 31 Business Climate RoanokeHarrisonburgRichmondFrederick County Acreage 1440200-999 16022650-199 7345394<50 4161Certified Sites = Enhanced Opportunities Your Move. Our Commitment. Encourage processes and policies that are attractive to businesses 32 Business Climate Continue to engage in NE Land Use Update •Robust needs (5MW plus) •Need large acreage in direct proximity to high transmission lines •Encourage land use designations supporting this need with a particular focus on the Mixed Use Industrial/Office 31 32 DATE: August 31, 2023 TO: Board of Directors, Frederick County Economic Development Authority FROM: Patrick Barker, CEcD Executive Director CC: Jay Tibbs Deputy County Administrator RE: Strategy Measurements 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. To ensure proper implementation, the staff will provide regular updates on the plan’s performance measures. Please review the enclosure. Strategy Tracking Frederick County EDA Page 1 of 15 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 Person Assigned Completion Date (Est) Results Acquire bi-annually from JobsEQ County workforce 10 years projections Identify top occupational needs bi-annually Wendy June & December Data Pulled – June 2023 ☒ Data Pulled – Dec. 2023 ☐ Disseminate top occupational needs to partners Distribute bi-annually Wendy June & December Distributed – June 2023 ☒ Distributed – Dec. 2023 ☐ 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 Shayla & Patrick Ongoing 2-SHRM meetings 1-CTE Advisory Meetings 1-FCPS 101 meeting Organize an annual meeting with business and education partners to discuss workforce needs Number of participants Number of potential solutions Shayla & Patrick Sept/Oct (tentative) Discussion at WI committee was to collect necessary feedback existing events like WOW!. Strategy Tracking Frederick County EDA Page 2 of 15  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) Action Measurement Person Assigned Completion Date (Est) Results 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 Shayla & Patrick Nov (tentative) __# Workgroup Mtgs. __Findings Perform internet review for best-in-class workforce solutions Number of discovered solutions with applicability Shayla & Patrick ongoing 3 Findings  Childcare Des Moines  Family Forward NC  Re-Entry San Diego Showcase talent from area public school’s career and technical programs (through The Widget Cup) Number of participants Competitor survey results Number of internships/hires Shayla April 38 of Students 40 Volunteers /representing 17 Businesses 20 Educators 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 Video created NSV April Amplify existing efforts to host career fairs/regional hiring events (i.e. Employer Expo) Number of participants Number of hires Survey of participants Shayla May 79-Employers 595-Attendees (including students) 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 NSV Talent Nov/Dec Likely to be pushed until 2024. feasibility conversations understand https://virginiatop.org/ Create a regional tour resource for employers and their candidates Number of participants Number of tours Tour downloads NSV Talent June Strategy Tracking Frederick County EDA Page 3 of 15  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 Person Assigned Completion Date (Est) Results 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 Shayla & Patrick August September __# of meetings __# of projects Provide an in-person career exploration event for middle school students (i.e. Worlds of Work) Number of participants Survey of participants Shayla & Patrick Sept 2023 2500 Students (expected) 81-Exhibitors (registered) 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 Shayla On request 80 - students 20 - tours 8 - educators 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 Workforce Investment Board __# of CTE courses __# of students enrolled Conduct regular messaging on all career pathways (post high school to college) Social media analytics Website analytic of relevant page Workforce Investment Board TBD Strategy Tracking Frederick County EDA Page 4 of 15 Business Retention Goal  Enhance Frederick County’s business environment to encourage the expansion and retention of existing business  Objectives 1. Understand the overall health of existing industry sectors, recognize changing industry trends, and ensure consistent, personal contact with businesses. Action Measurement Person Assigned Completion Date (Est) Results Perform business call visits Number of business call visits Number of follow-up business call visits Number of business expansion considerations Number of business expansions Value of capital investment from expansions Number of retained and new jobs from expansions Shayla ongoing 9-of visits 2- number of follow up visits __# number of business expansions __# of new jobs retained Analyze business call team visit for industry trends Results from aggregate analysis of call team visits using Bludot Number of action-oriented responses Shayla June, Dec 5 - of action responses Visit, as appropriate, in conjunction with VEDP to headquarters of businesses Number of visits Number of expansion considerations Shayla On request __# of visits __# of expansions considered Organize topic specific forums, as appropriate Number of business participants Percentage of business participants to invited participants Shayla June/Dec __# of Business Partnerships __% of businesses invited to participate Participate in meetings/workshops with relevant business/industry groups Number of actionable intelligence gained Shayla June 2023 3 of actionable intelligence gained - Strategy Tracking Frederick County EDA Page 5 of 15 2. Showcase the operations, careers, and economic contributions of Frederick County businesses. Action Measurement Person Assigned Completion Date (Est) Results Highlight employers and industry sectors Employer Features – goal: six annually (bi-monthly) Wendy bi-monthly  Website Views: 918 662 page views January 1 – March 28, 2023 (Google Analytics transition 2Q2023) July 1 – August 22: 256 views  Facebook Reach: 43,422 accounts (January 1 – August 22)  LinkedIn Impressions: 25,944 (January 1 – August 22) Industry Features – goal: four annually (quarterly) Wendy quarterly launching 3Q2023 (tentative)  Website Views:  Facebook Reach:  LinkedIn Impressions: FredCo Eats - Cultivate and elevate the full scope of Frederick County’s food economy FredCo Eats Restaurant Week 2023 January 30 – February 5 Wendy April Number of restaurants: 18  Satisfaction rate: 100%  Website Views: 8,674 page views January 1 – March 28, 2023  Facebook Reach: 50,585 accounts Strategy Tracking Frederick County EDA Page 6 of 15 3. Offer existing businesses key operational and loan assistance Action Measurement Person Assigned Completion Date (Est) Results Provide financial management, marketing and operational analysis for existing businesses through the Laurel Ridge Small Business Development Center Number of Frederick County business clients consulted Number of jobs created or retained Value of investments/loans obtained SBDC March June September December 253 | Clients 41| New Jobs $534,200 Investments/Loans obtained 4. Provide awareness of local conditions, resources and assistance opportunities Action Measurement Person Assigned Completion Date (Est) Results Provide real time job posting information Report created and posted to website Wendy Bi-monthly Report Posted– 1/23 ☒ Report Posted – 3/23 ☒ Report Posted– 5/23 ☒ Report Posted– 7/23 ☒ Report Posted– 9/23 ☐ Report Posted– 11/23 ☐ Distribute targeted information on assistance programs and other pertinent business conditions Existing Business Update distributed Wendy Bi-monthly Distributed – 2/23 ☒ Distributed – 4/23 ☒ Distributed – 6/23 ☒ Distributed – 8/23 ☒ Distributed – 10/23 ☐ Distributed – 12/23 ☐ Strategy Tracking Frederick County EDA Page 7 of 15 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 Person Assigned Completion Date (Est) Results Review regularly project announcements in targeted geographic areas Report to EDA Board Patrick June December Distributed – 7/23 ☒ Distributed – 12/23 ☐ 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 Patrick August (revised to October) Develop, as appropriate, an enhancement plan for targeted business sectors Report to EDA Board Execution of plan Patrick October (revised to December) Strategy Tracking Frederick County EDA Page 8 of 15 2. Collect and leverage market intelligence related to targeted business sectors Action Measurement Person Assigned Completion Date (Est) Results Participate in meetings/workshops with relevant business/industry groups Number of actionable intelligence gained Patrick Ongoing Acquire and review relevant industry reports Number of actionable intelligence gained Patrick Ongoing 3. Maintain and grow relationships with new business lead generators. Action Measurement Person Assigned Completion Date (Est) Results 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 Patrick On-going 7 | New relationships 25 | refresh relationships 2 | project considerations 5 | best practices 0 | new business locations 0 | new jobs 0 | 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 Patrick On-going 2 | new relationships 10 | refresh relationships 2 | project considerations 0 | new business locations 0 | new jobs $0 | capital investment Strategy Tracking Frederick County EDA Page 9 of 15 4. Recruit additional grocery stores to Frederick County Action Measurement Person Assigned Completion Date (Est) Results Conduct an outreach effort to strategic grocery stores Interest level of grocery stores Number of grocery store locations Patrick On-going 3 | Moderate interest 3 | Long term interest 0 | grocery store locations 5. Offer new businesses with key operational and loan assistance Action Measurement Person Assigned Completion Date (Est) Results Provide financial management, marketing and operational analysis for new businesses through the Laurel Ridge Small Business Development Center Number of new business clients consulted Number of jobs created Value of capital investment SBDC March, June September, December 148 | Clients 19 | New Jobs $0 | 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 Person Assigned Completion Date (Est) Results Speak with appropriate community groups Number of speaking engagements Wendy Quarterly 8 Create awareness about the EDA and its programs Incorporate post in social media content calendar focusing on EDA strategy areas Wendy Quarterly Posted 5/23 ☒ Posted – 8/23 ☒ Posted – 11/23 ☐ Strategy Tracking Frederick County EDA Page 10 of 15 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 Person Assigned Completion Date (Est) Results 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 Patrick Bi-Monthly 21.7 M | Industrial SF Total 1.4% | Industrial Vacancy 3.5 M | Office SF Total 4.7% | Office Vacancy Tier sites, as appropriate, according to the Virginia Business Ready Sites Program Number of Tiered sites Acreage of Tiered sites Patrick Bi-Monthly 2 172.27 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 or above sites Number of Business Ready Sites Loan Program Agreements Patrick Bi-Monthly 2 172.27 0 Strategy Tracking Frederick County EDA Page 11 of 15 2. Encourage processes and policies that are attractive to businesses Action Measurement Person Assigned Completion Date (Est) Results Suggest new/revised local policies, as appropriate, (i.e., data center tax rate) Number of EDA-introduced policy suggestions Patrick As necessary 3, OM Zoning, Zoning Ordinance Rework, NELUP Plan 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 Patrick As necessary 3. Assist the Winchester Regional Airport implementing their strategic plan, as appropriate. Action Measurement Person Assigned Completion Date (Est) Results Conduct an outreach campaign to companies with large government portfolio and direct government users Number of companies reached Number of meetings secured Number of visits to airport Number of locations Patrick As necessary Support relevant initiatives Varies dependent on activity Patrick As necessary 2, Unmanned conference, Ground breaking Strategy Tracking Frederick County EDA Page 12 of 15 4. Support the implementation of transportation projects with an economic development nexus Action Measurement Person Assigned Completion Date (Est) Results Provide letters of support as requested Number of letters submitted Patrick As necessary Participate in the MPO’s technical review committee Attendance at meetings Patrick Quarterly 1 Perform internet review for best-in-class workforce on solutions short-term workforce solutions, those that have strong potential to produce talent in 12 month or less) Encouraging family-friendly policies case study: Family Forward NC Family Forward NC is a business-led initiative to promote research-based, family-friendly, industry-appropriate employer practices. Housed within the North Carolina Early Childhood Foundation, its aim is to improve workplace productivity, recruitment, and retention while supporting the healthy development of children. Family Forward NC does this by helping companies develop policies that are good for both business and for workers with family responsibilities, because studies show that working parents increasingly consider family-friendly offerings when determining their employment. Through partnerships with workforce and economic development organizations, the initiative works to generate awareness among businesses of the opportunities, benefits and methods around providing family-friendly benefits. It divides policies that can encourage workforce participation into five categories: wages and paid leave, scheduling, accommodations and support, childcare, and health and wellness. Examples of these policies include parental leave, job-sharing models, and childcare referrals. The pandemic highlighted and heightened the need for workplaces to reevaluate policies around family care. In response, Family Forward NC launched a Rapid Response Program, which provided HR experts to help employers identify family-friendly workplace benefits that would help retain workers. Businesses can receive a Family-Friendly NC Certification to use as a tool in employee recruitment. To be certified, employers with more than five employees must offer best-practice policies in one or more of the five categories listed above. Through the initiative, the organization has engaged with more than 7,000 employers across the state. It also has produced a playbook of materials customizable to other states, and has consulted for Minnesota, Montana, Florida, and Pennsylvania. Strategy Tracking Frederick County EDA Page 13 of 15 Re-entry case study: San Diego Workforce Partnership In 2015, the San Diego Workforce Partnership received $1 million from the Department of Labor's Reentry Employment Opportunity funding to establish a program called Reentry Works. By preparing formerly incarcerated people for reentry into the workforce, the program aimed to decrease recidivism rates, grow the labor force and support labor market equity. Reentry Works and its partners provide the justice-involved population with pre-release support in employment and training services, links to jobs, and post-release support via wrap-around services such as transportation, housing and technology, employment services, and connections. An important aspect of the program's model is to develop long-term relationships with individuals that help will them build a career past the first job placement. Reentry Works works closely with San Diego sheriff's department to establish program cohorts in regional jails. Thousands of former and current inmates have been served through mentorship or workshop services through the program. While the state of California has a recidivism rate of around 60 percent, the recidivism rate following one year of Reentry Works services was measured at just 10 percent. Childcare case study: Workforce Solutions Borderplex, El Paso, Texas In many ways, Workforce Solutions Borderplex (WSB), a workforce development board in El Paso, Texas, is like a typical workforce board – focused on connecting job seekers with employment opportunities and training, and employers with qualified candidates. WSB, like Texas’s 27 other regional workforce development boards, also is tasked with providing state-funded childcare subsidies to qualified families in its six-county region near the Texas-Mexico border. But unlike many workforce boards, WSB has doubled down on building childcare capacity, seeing it as one of the most significant barriers to growing the region’s workforce and as a substantial driver for economic development. Since the beginning of the pandemic, WSB expanded eligibility guidelines to allow more families to access subsidies, but has taken many additional steps over the past several years to grow childcare capacity. It began by analyzing data on the regional childcare landscape – who was using the subsidies, the occupations and industries of the parents, their employers and annual incomes. With the goal of helping employers understand the barriers that childcare presents to their current and potential workforce, WSB had conversations with businesses that highlighted the steep cost of childcare in relation to employee wages, as well as the lack of regional childcare providers. WSB also focuses on the business side of running a childcare facility, trying to improve quality and technological capability. Childcare is a tough business model, with many rules and regulations to meet on top of a thin margin between the cost of care and what families can afford. Pay for childcare workers is extremely low – often at or just above minimum wage. “[Childcare providers] see themselves as providing personal services,” said Leila Melendez, the organization’s CEO. “We approach them as businesses and educators. You have payroll, P&L, etcetera, and you need to teach children.” Strategy Tracking Frederick County EDA Page 14 of 15 WSB provides mentoring, coaching and resources to providers to help them raise the quality of care and accelerate credentialing among staff. They also help providers apply for state grants (from American Rescue Plan funds) specifically designed to boost the capacity of childcare businesses via staff training and equipment purchases, for example. Actionable intelligence gained from meetings/workshops from relevant business/industry groups related to existing business  Augmented/Virtual reality Engineering and plant design stand to benefit from the advances in AR/VR as well, with the technology capable of replicating a processing line and helping engineers determine the types of equipment and how it all will fit together in the best possible way. In addition, Egan says, today’s programs can suggest solutions to users while they’re designing the plant or line within the 3-D world. Actionable intelligence gained from meetings/workshops from relevant business/industry groups related to targeted business  Battery Materials Projects The Bilateral Infrastructure Law is expected to invest $7B+ in the battery supply chain over the next 5 years. Office Market Transition Be aware of large employer return to office messaging and trends by industry sector. This does not include 50% private match required as part of the grant process or spinoff/supplier activity.  Office Market Transition Know which buildings and owners are most exposed to the office rightsizing and flight to quality trend Actionable intelligence gained from relevant industry reports from relevant business/industry groups related to targeted business  Energy Costs Come to the Forefront The shift away from carbon-emitting fuels and the unexpected spikes in natural gas pricing in 2022 have made industrial customers increasingly sensitive to energy costs in their location decisions.  Labor Challenges in the Industrial and Manufacturing Sectors Persist Despite an improving economy, businesses are continuing to face obstacles in finding, training, and retaining enough qualified workers Best practices from engagement with site consultants and corporate real estate brokers  Predications for future of site selection, 1) As industrial real estate tightens even further –will communities regret the way they grow?, 2) Projects continue to increase in capex and utility consumption –the grid is drained. 3) Utility capacity and utility costs change the way the site selection process flows. 4) AI and technology advances –changes site selection and manufacturing processes. 5) Slowing wage inflation to stabilize labor costs and rise in unemployment may soften labor conditions. 6) Pressure from increased eyes on economic development will increase need for transparency  Recruit the Recruits . With quality of life being at the top of the 2023 list of things people are looking for in a new city. Make sure your community has a visual (think reel or very short trendy clip) that entices a look at your city! Strategy Tracking Frederick County EDA Page 15 of 15  Make Connections Create direct pipelines to connect graduates of both 2-year and 4-year colleges directly with internship opportunities and open positions at employers. Understand what roles a person entering the workforce for the first time may be a good candidate for.  Up skill your Community Connect candidates seeking jobs in your community to resources to help build stronger resumes and encourage mentor opportunities with leaders. DATE: August 31, 2023 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 to 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 update consisted of alignment with EDA Board feedback and minor staff suggestions. The previous year, the EDA Board performed a deep review 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. This year, the EDA Chair and EDA Director have held informal discussions with most board members, at the time of this memo. The balance of these conversations will be completed prior to the September Board meeting. To date, these conversations have confirmed the strategy’s organization, format and content. Complete feedback with recommendations will be discussed at the October Board meeting. In the interim, with a review of the most recent survey of top site selection factors, updated economic statistics and past strategic measurements, staff has revised the Strategy, which is enclosed. FREDERICK COUNTY, VIRGINIA ECONOMIC DEVELOPMENT STRATEGIC PLAN 2022-20232023 - 2024 Strategy Frederick County EDA Page 2 of 19 DRAFT September 2023 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 Page 3 of 19 DRAFT September 2023 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 support and align 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 services, 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 19 DRAFT September 2023 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 Page 5 of 19 DRAFT September 2023 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 heightened 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 and cultivating 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 why a business should choose to locate here. Potential businesses should find the following generalized asset(s) and/or offering(s) by Frederick County that 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 workforce 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 competing areas Infrastructure and connectivity • Areas with robust broadband speeds with planned improvements to underserved areas • Area served by three major airport hubs and general aviation airport Strategy Frederick County EDA Page 6 of 19 DRAFT September 2023 • 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 for 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. The following are a sampling of measures illustrating Frederick County’s economy with some comparison to the State and Nation. Strategy Frederick County EDA Page 7 of 19 DRAFT September 2023 Employment Trends As of 2023Q12022Q2, total employment for Frederick County, Virginia was 39,889 38,421 (based on a four-quarter moving average). Over the year ending 2023Q12022Q2, employment increased 4.3%2.7% 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 2022Q1 2022Q4 with preliminary estimates updated to 2023Q12022Q2. Unemployment Rate The unemployment rate for Frederick County, Virginia was 2.12.5% as of September 2022June 2023. The regional unemployment rate was lower than the national rate of 3.33.8%. One year earlier, in September 2021June 2022, the unemployment rate in Frederick County, Virginia was 2.5%. Strategy Frederick County EDA Page 8 of 19 DRAFT September 2023 Unemployment rate data are from the Local Area Unemployment Statistics, provided by the Bureau of Labor Statistics and updated through September 2022June 2023. Wage Trends The average worker in Frederick County, Virginia earned annual wages of $54,52956,451 as of 2022Q22023Q1. Average annual wages per worker increased 7.3% in the region over the preceding four quarters. For comparison purposes, annual average wages were $67,77768,501 in the nation as of 2022Q22023Q1. Strategy Frederick County EDA Page 9 of 19 DRAFT September 2023 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 2022Q1 2022Q4 with preliminary estimates updated to 2022Q22023Q1. Industry Snapshot The largest sector in Frederick County, Virginia is Manufacturing, employing 6,5036,393 workers. The next-largest sectors in the region are Transportation and Warehousing (4,8405,201 workers) and Retail Trade (3,8904.189). 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 = 2.552.63), Manufacturing (2.091.98), and Finance and Insurance (1.631.67). Sectors in Frederick County, Virginia with the highest average wages per worker are Management of Companies and Enterprises ($102,678), Public Administration ($83,234), and Utilities ($79,661). Regional sectors with the best job growth (or most moderate job losses) over the last 5 years are Transportation and Warehousing (+2,729 jobs), Finance and Insurance (+699), and Retail Trade (+515)Public Administration ($78,977), Finance and Insurance ($75,900), and Utilities ($75,049). Regional sectors with Strategy Frederick County EDA Page 10 of 19 DRAFT September 2023 the best job growth (or most moderate job losses) over the last 5 years are Transportation and Warehousing (+2,474 jobs), Manufacturing (+717), and Finance and Insurance (+714). Over the next 10 years, employment in Frederick County, Virginia is projected to expand by 7,9747.472 jobs. The fastest growing sector in the region is expected to be Information with a +4.63.6% year-over- year rate of growth. The strongest forecast by number of jobs over this period is expected for Transportation and Warehousing (+1,1411,152 jobs), Manufacturing (+9361,065), and Accommodation and Food Services (+886702). Occupation Snapshot The largest major occupation group in Frederick County, Virginia is Transportation and Material Moving Occupations, employing 6,0576,456 workers. The next-largest occupation groups in the region are Office and Administrative Support Occupations (4,5144,725 workers) and Production Occupations (3,8863,809). 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 Transportation and Material Moving Occupations (LQ = 1.801.85), Production Occupations (1.791.69), and Installation, Maintenance, and Repair Occupations (1.251.23). Occupation groups in Frederick County, Virginia with the highest average wages per worker are Management Occupations ($110,500121,900), Legal Occupations ($107,100), Computer and Mathematical Occupations ($92,60099,300), and Legal Occupations ($88,300). The unemployment rate in the region varied among the major groups from 0.70.9% among Healthcare Practitioners and Technical Occupations to 4.33.9% 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 +4.03.1% year-over-year rate of growth. The strongest forecast by number of jobs over this period is expected for Transportation and Material Moving Occupations (+1,3791,405 jobs) and Food Preparation and Serving Related Occupations (+853661). 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 (8,4139,755 jobs) and Office and Administrative Support Occupations (5,1015,900). 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 7.206.62. This cluster employs 2,5602,427 workers in the region with an average wage of $80,64676,036. Employment in the Chemical cluster is projected to expand in the region about 1.01.7% per year over the next ten years. Strategy Frederick County EDA Page 11 of 19 DRAFT September 2023 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 2022Q1 2022Q4 with preliminary estimates updated to 2022Q22023Q1. Forecast employment growth uses national projections from the Bureau of Labor Statistics adapted for regional growth patterns. Strategy Frederick County EDA Page 12 of 19 DRAFT September 2023 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 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 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-annually from JobsEQ County workforce 10 years projections Identify top occupational needs Disseminate top occupational needs to partners Open rate of emails Strategy Frederick County EDA Page 13 of 19 DRAFT September 2023 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) 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 Strategy Frederick County EDA Page 14 of 19 DRAFT September 2023  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 15 of 19 DRAFT September 2023 Business Retention Goal  Enhance Frederick County’s business environment to encourage the expansion and retention of existing business  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 team visits Number of follow-up 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 team 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 16 of 19 DRAFT September 2023 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 key operational and loan assistance Action Measurement Provide financial management, marketing and operational analysis for existing businesses through the Laurel Ridge Small Business Development Center 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 rate of emails Distribute targeted information on assistance programs and other pertinent business conditions Open rate of emails Website analytic of relevant page Strategy Frederick County EDA Page 17 of 19 DRAFT September 2023 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 18 of 19 DRAFT September 2023 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 Laurel Ridge Small Business Development Center 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 of 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 or above sites Number of Business Ready Sites Loan Program Agreements Strategy Frederick County EDA Page 19 of 19 DRAFT September 2023 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 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 to 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 process. 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 Number of meetings secured Number of visits to airport Number of locations Support relevant initiatives Varies dependent on activity AREA DEVELOPMENT MAGAZINE’S ANNUAL SURVEY OF CORPORATE DECISION MAKERS AND SITE CONSULTANTS 2022 RESULTS DATE: August 25, 2023 TO: Board of Directors, Frederick County Economic Development Authority FROM: Patrick Barker, CEcD Executive Director CC: Jay Tibbs Deputy County Administrator RE: Project Announcements of Targeted Industries A summary of recent announcements from the EDA Targeted Industries for the past 12 months was presented at the July meeting. This review aligns with one of the action steps within the Business Attraction goal of the EDA Strategy. Staff was directed to research the high proportion of announcements in Texas. VEDP commented that different factors were impacting Texas’s growth. They referred to a recent Economist article (enclosed) to garner some great background to their collective economic success. Other possible reasons provided for Texas’s success include:  Sizeable and rapidly growing workforce  Connectivity to industrial corridors in central US and northern Mexico – good port infrastructure as well  Lots of cheap available land  Inexpensive and plentiful energy (both electricity and natural gas)  Business friendly policies and dynamism Target Number Average Capital Investment Average New Jobs Average Acreage Top State Advanced Manuf. 753 $58M 566 15 AL, TX BioScience 480 $99.6M 140 9.8 MA, CA Corporate Services 245 $11M 171 4.8 TX, NY Finance/Insurance 3 $16M 268 4 TX,WI, OH Food & Bev 57 $38M 128 13 GA, PA Info Tech 689 $219M 248 24 TX, VA Source: Conway Analytics, New project announcements since 2022, USA only ³n³n ³n ³n ³n City of Winchester StephensonRural CommunityCenter Clear Brook & BrucetownRural CommunityCenter§¨¦81 §¨¦81 §¨¦81 £¤11 £¤50 £¤522 £¤11 £¤11 ¬«7 ¬«7 ¬«7 ¬«37 Copyright:© 2013 National Geographic Society, i-cubed 0 0.5 1 1.50.25 Miles µ ³n Existing Elementary ³n Existing High School Eastern Road Plan - Draft New Major Arterial Improved Major Arterial New Minor Arterial Improved Minor Arterial New Major Collector Improved Major Collector New Minor Collector Improved Minor Collector Ramp Roundabout Trails Northeast FrederickLand Use PlanPlanning CommissionRecommendation Area Plan The Comprehensive PlanDraft Urban Development Area Future Rt 37 BypassSewer and Water Service Area Land Use Legend Residential Planned Unit Development Business Mixed Use Industrial \ Office Extractive Mining Industrial Recreation Institutional Rural Community Center Business 1,128.29Extractive Mining 1,514.92Industrial3,626.29Institutional30.40MUIO801.02PUD731.24Recreation87.89Residential209.30Rural Community Center 3,125.97 Draft NELUP Acreages Scenario B ³n³n ³n ³n ³n City of Winchester StephensonRural CommunityCenter Clear Brook & BrucetownRural CommunityCenter§¨¦81 §¨¦81 §¨¦81 §¨¦81 £¤11 £¤50 £¤11 £¤522 £¤11 £¤11 ¬«7 ¬«7 ¬«7 ¬«7 ¬«37 MORRISONSRDKINGSPANWAY BAKERLNCOLELN SENSENYRD BR I C K KI L N R D BROOKE RDGREENWOODRDN F R E D ERI CKP I KEAPPLEPIERIDGERDMCGHEERDSTE P H E N S O N RD JOHNDEERECTYARDMASTERCT WHITEHALLRD JOR D A N SP R I N G S R DMICHAEL DRBRANSONSPRINGRD MORGANMILLRDHOPEWELL RD S I R J O HNS RD FORTCOLLI ERRDGREEN SPRIN G R D APPLEPIERIDGERDSNOWDEN BRIDGEBLVD BURNTFACTORYRDMILBURNRDLENOIR DRBERRYVILLE PI K EGLENDOBBIN RDWELLTOWNRDBRUCETOWN R D OLDCHARLESTOWNRD WOODBINE RD MARTINSBURG PIKEWARM SPRINGS RDPARKCENTER DRS PLEASANT VALLEY RDTYSON DRFROG HOLLOW RDPAYNE RDWELLTOWNRDWBROOKERDSHA D Y C R E E K R D PINE RD VALLEY MILL RDWAVERLY RDGUN CLUB RDMARTINSBURGPIKEROCKYFORD RDWOODSMILLRDEDDYS LNFAIR LNCEDARHILLRDREST CHURCH RDWRIGHT RDHIATT RD GRACECHURCHRD REDBUDRD Copyright:© 2013 National Geographic Society, i-cubed 0 0.5 1 1.50.25 Miles µ ³n Existing Elementary ³n Existing High School Eastern Road Plan - Draft New Major Arterial Improved Major Arterial New Minor Arterial Improved Minor Arterial New Major Collector Improved Major Collector New Minor Collector Improved Minor Collector Ramp Roundabout Trails Northeast FrederickLand Use PlanStaff Recommendations Area Plan The Comprehensive PlanDraft Land Use Legend Residential Planned Unit Development Business Mixed Use Industrial \ Office Extractive Mining Industrial Recreation Institutional Rural Community Center Urban Development Area Future Rt 37 BypassSewer and Water Service Area Business 1,128.29Extractive Mining 1,055.68Industrial3,516.82Institutional30.40MUIO1,337.19PUD731.24Recreation87.89Residential209.30Rural Community Center 3,125.97 Draft NELUP Acreages Scenario A Frederick County Northeast Land Use Plan (NELUP) Update Fact Sheet •The NELUP is a small area plan for roughly 21,000 acres (about 3.5 times as big as the City of Winchester). •The study area contains two rural community centers, a residential planned community (Snowden Bridge), and areas of historic/natural resources. •The NELUP was last updated in 2010. The current update began in 2021 with a citizen work group, Comprehensive Plans and Programs Committee (CPPC) meetings, and a Planning Commission work session. •The NELUP is being updated as part of a broader effort to revisit and update all existing small area plans. •Northeastern Frederick County is predicted to continue to grow, and the land use plan is vital to address the County’s economic development goals. •The current NELUP draft shows mostly business, industrial, and extractive mining land-uses in the non-rural areas. •Development is concentrated within the Sewer and Water Service Area (SWSA). •Public meetings: Tuesday, October 18 @ 6:30 PM at Jordan Springs Elementary School and Tuesday, October 25 @ 6:30 PM at Stonewall Elementary School. •For more information, the draft plan, maps, and to take the online survey, visit www.fcva.us/nelup or scan the QR code: Department of Planning & Development (540) 665-5651 107 N. Kent Street Suite 202 Winchester, VA 22601 nelup@fcva.us Frederick County Northeast Land Use Plan (NELUP) Study Area Areas bound by black boxes have been revised from the previous plan 8/31/23, 9:45 AM Northeast Frederick Land Use Plan Update | Frederick County https://www.fcva.us/departments/planning-development/northeast-frederick-land-use-plan-update 1/3 Northeast Frederick Land Use Plan Update About the NELUP Update Frederick County Planning & Development has begun the process of updating our small area plans in Appendix I of the Comprehensive Plan (adopted November 10, 2021). The current Northeast Land Use Plan (or NELUP) was adopted in July of 2011 and amendments were passed in 2014 and 2015 adding text for specific properties (McCann-Slaughter & Blaine Properties). This is the first small area plan being conducted as part of a broader attempt to update all the small area plans. Within this plan, the Martinsburg Pike (Route 11)/Interstate-81 corridor continues to be predominantly planned for commercial and industrial (C/I) land uses and expanded extractive mining uses. Two (2) Rural Communities Centers are located in the study area, Brucetown and Stephenson, both are located east of Martinsburg Pike. The eastern and western portions of the study area which are outside the limit of the Sewer and Water Service Area (SWSA) continue to form the boundary between the County’s rural and more intensely developed areas. The NELUP also contains significant historical and natural resources which have been identified in this plan, including the Third Winchester Battlefield. The completion of the Route 37 Eastern Bypass, part of which extends through the southern portion of the study area, continues to be a top transportation priority in this area of the County. NELUP Study Area The Northeast Land Use Plan (NELUP) study area consists of 21,000 acres (equivalent to 3.5 times the area of the City of Winchester) which are generally located north of Berryville Pike (Route 7) and the limits of the City of Winchester, west of the Opequon Creek at the County boundary with Clarke County, south of the West Virginia State line and east of Apple Pie Ridge Road and Stonewall Industrial Park. Interstate 81 and Martinsburg Pike (Route 11 North) extend from the southwestern limits of the study area to the northern area that borders West Virginia. Planning Process & Project Milestones In November 2021, a citizen work group comprised of residents from the study area was formed to review the existing plan and make recommendations on how they envision this area to develop over the next twenty years. Stakeholders consisting of landowners, prospective developers, utility providers, and the representative of the County’s Economic Development Authority (EDA) also provided their input to the work group throughout the process. The group met weekly from December 2021 through March 2022 and the attached maps depict the changes recommended by the work group at their last meeting in March. The update consists of new proposed guiding text as well as four updated land use maps. As of July 21, 2022, the Comprehensive Plans and Programs Committee (CPPC), a committee appointed by the Frederick County Planning Commission, has reviewed the draft plan and text proposed by the citizen work group. At their July 11th meeting, the CPPC adopted a requested amendment to the future land use map proposed by representatives of Carmuese (Quarry) and adjacent property owners to designate additional land for Extractive Mining. The CPPC forwarded a draft plan and text to the Planning Commission and staff to solicit further 8/31/23, 9:45 AM Northeast Frederick Land Use Plan Update | Frederick County https://www.fcva.us/departments/planning-development/northeast-frederick-land-use-plan-update 2/3 community input to the proposal. The attached Land Use map depicts the areas recommended to be modified by the citizen's work group and CPPC in black boxes. The Frederick County Planning Commission held a work session on August 3, 2022 and received a presentation of the planning process and draft changes. At the work session, the Planning Commission supported moving forward with public input on the draft text and maps. Opportunities for public engagement were held in September and October 2022, including a web-based survey, web comments on draft materials, and two (2) public information meetings (10/18 and 10/25). A summary of all public comments and surveys collected is linked below. Opportunities for Public Engagement The Board of Supervisors received a presentation on the draft NELUP on May 24, 2023. Following discussion by the Board, the draft plan was directed to be circulated to concurring review agencies for comment (including the Virginia Department of Transportation & City of Winchester) and then to be advertised for public hearing (July 19, 2023). Two scenarios (draft documents below), with differing proposed land uses, are being advertised for public hearing. Public hearing dates: Planning Commission - July 19, 2023 Board of Supervisors - September 13, 2023 Any additional comments on the revised documents may be emailed to nelup@fcva.us. NELUP Fact Sheet Scenario A Draft Text & Maps Scenario B Draft Text & Maps Public Engagement Data Summary