EDAAgenda_2024November7
ECONOMIC DEVELOPMENT AUTHORITY
| THURSDAY, NOVEMBER 7TH 2024 |
| 8:00 AM |
COUNTY ADMINISTRATION BUILDING @ FIRST FLOOR CONFERENCE ROOM
107 KENT STREET WINCHESTER, VA
1. Call to Order
1. Approval of Minutes – October 3, 2024|| ACTION
2. Treasurer’s Report || ACTION
3. Joint Meeting with Board of Supervisors Recap || DISCUSSION
Recap of annual meeting with the Frederick County Board of Supervisors
2. EDA Strategy FY26 || DISCUSSION
Annual review process of EDA Strategy which will continue by reviewing the main
goals’ actions and measurements
4. Live.Love.Shenandoah || INFORMATION
Recap activities of the regional talent strategy implementation
5. Such other business as may come before this Authority
MINUTES
ECONOMIC DEVELOPMENT AUTHORITY
| THURSDAY, OCTOBER 3, 2024 |
A meeting of the Frederick County Economic Development Authority was held on
Thursday, October 3, 2024, at 8:00 a.m. in the County Administration Building, First
Floor Conference Room, 107 North Kent Street, Winchester, Virginia.
PRESENT: Bryan Fairbanks, Judy McCann-Slaughter, Diane Kearns, Rick Till and
Karen Swecker.
STAFF: Patrick Barker, Shayla Rickard, Wendy May, and Donna McIlwee, Frederick
County Economic Development Authority; Jay Tibbs, Deputy County Administrator; and
Michael Bryan, EDA Attorney.
MEETING CALLED TO ORDER: Chairman Till called the meeting to order at 8:00 a.m.
LAUREL RIDGE SMALL BUSINESS DEVELOPMENT CENTER
Mr. Barker introduced Diana Patterson, Bilingual Consultant at the Small Business
Development Center (SBDC), who gave an update on activities and results of the programs
offered at the SBDC. She reported the SBDC has assisted 389 businesses since the start of
the current fiscal year to today’s date, which resulted in 26 new jobs, nearly $4 million in
grants/loans, and $349,000 in reported increased sales for Frederick County. The Center
has also assisted 100 Hispanic/Latino clients through their counseling outreach program,
which has resulted in 6 business start-ups, 31 new jobs, and an increase of $1.7 million in
new sales. Ms. Patterson introduced the owner of Lucy’s Custom Arrangements who gave
a testimonial for the help she received from the SBDC.
APPROVAL OF MINUTES
The minutes from the August 1, 2024, meeting were presented. On motion duly made by
Ms. Kearns and seconded by Ms. McCann-Slaughter, the minutes were approved by the
following recorded vote:
J. Stanley Crockett Absent
Bryan Fairbanks Aye
Diane Kearns Aye
Gary Lofton Absent
Judy McCann-Slaughter Aye
Karen Swecker Aye
Rick Till Aye
Page 2 of 3
Frederick County EDA Meeting Minutes | October 3, 2024
TREASURER'S REPORTS
Mr. Barker submitted the following reports:
Checking Account - Bank of Clarke as of July 31, 2024 - $21,280.72
Intrafi Account – Bank of Clarke as of July 31, 2024 - $2,954,569.55
Checking Account - Bank of Clarke as of August 31, 2024 - $20,013.22
Intrafi Account – Bank of Clarke as of August 31, 2024 - $2,965,454.33
On motion of Mr. Fairbanks, seconded by Ms. Kearns, the Treasurer’s Reports were
approved collectively by the following recorded vote:
J. Stanley Crockett Absent
Bryan Fairbanks Aye
Diane Kearns Aye
Gary Lofton Absent
Judy McCann-Slaughter Aye
Karen Swecker Aye
Rick Till Aye
REMOTE MEETING POLICY
Mr. Barker reported that staff is requesting approval of updates to the EDA’s Remote Meeting
Policy in light of recent changes to the State Code regarding remote meetings. In addition, the
Code says the EDA should be adopting this policy annually. He further stated that the EDA must
adopt a policy prior to having any Board member participate remotely in a meeting and, that
for any meeting where a member or members participate remotely, a minimum of four Board
meetings is required to be physically present to meet the quorum requirement.
On motion of Ms. McCann-Slaughter and seconded by Mr. Fairbanks, the Board approved the
adoption of the proposed revisions as presented by the following recorded vote:
J. Stanley Crockett Absent
Bryan Fairbanks Aye
Diane Kearns Aye
Gary Lofton Absent
Judy McCann-Slaughter Aye
Karen Swecker Aye
Rick Till Aye
Page 3 of 3
Frederick County EDA Meeting Minutes | October 3, 2024
JOINT MEETING WITH SUPERVISORS PREPARATION
Mr. Barker reviewed a current draft of key topics to be presented at the joint meeting with the
BOS on October 23, 2024, at 5:30 p.m. He stated the goal of the joint meeting is to provide an
update and discussion on the direction of the EDA and its strategic initiatives and to gain a
clearer understanding of the BOS’s expectations and priorities regarding economic
development.
Mr. Fairbanks stated a lack of private schools in the area is an attraction problem for his
company, especially with the overcrowding of local public schools. He also suggested showing
ROI would be valuable when giving an overview of the local economy.
Ms. McCann-Slaughter remarked that a “goal” should be to increase site readiness.
FALL EMPLOYER EXPO RECAP
Ms. Rickard, Business Retention Manager, gave a report on this Expo held on September 12,
2024, at Laurel Ridge Community College. Fifty-one employers participated and 204 attendees
registered.
She also reported that October 4, 2024, is National Manufacturing Day and a celebration will be
held on that day at The Hive at Shenandoah University. The program will be an incentives and
training resources update.
SUCH OTHER BUSINESS AS MAY COME BEFORE THIS AUTHORITY
Ms. Kearns inquired if any local grant proposal had been submitted to GO Virginia and if a
presentation on it would be given. Mr. Barker stated he is working on this.
ADJOURN
There being no further business to come before this Authority, the meeting was adjourned at
9:02 a.m.
________________________________ ____________________________
Richard Till Jay Tibbs
Chairman Secretary
DATE: November 1, 2024
TO: Board of Directors,
Frederick County Economic Development Authority
FROM: Patrick Barker, CEcD
Executive Director
CC: Jay Tibbs
Deputy County Administrator
RE: Joint Meeting with Board of Supervisors Recap
On Wednesday, October 23rd, the Frederick County Economic Development Authority (EDA)
and Board of Supervisors gathered for their annual review of the Board’s priorities and
expectations for economic development in the coming year. This discussion highlighted
strategic goals to support growth and enhance the county's economic landscape. Key objectives
for the next 12 months include:
**Grocery Store Outreach**
Continue efforts to attract new grocery stores to Frederick County to meet community needs.
**Industry Sector Readiness**
Strengthen initiatives to support the location and expansion of companies in Frederick County’s
targeted industry sectors, ensuring the county is well-positioned for business growth.
**Talent Development**
Advance activities aimed at improving Frederick County’s workforce readiness, making the
region attractive for companies seeking skilled talent.
**Project Ready Sites**
Identify and implement a strategy to increase the availability of large project-ready sites in the
county to facilitate new developments and support larger-scale projects.
The EDA Chair desires feedback and insights from the Authority members regarding the
meeting and the direction discussed.
11/1/2024
1
OCTOBER 2024
Your Move. Our Commitment.
1. Call to Order
2. Chair’s Comments
3. Overview of Local Economy
4. EDA’s Mission & Goals
5. Priorities 2024 - 2025
6. BOS Feedback on Priorities
7. Adjourn
AGENDA
JOINT MEETING EDA & BOS
2
Your Move. Our Commitment.
Chair Comments
Josh Ludwig, BOS Chair
Rick Till, EDA Chair
3 Your Move. Our Commitment.
EDA Board of Directors
Rick Till, Chairman of the Board
Stan Crockett, Vice Chair
Bryan Fairbanks, Trex Company
Diane Kearns, DTS LLC
Gary Lofton
Judith McCann-Slaughter, FC BOS
Karen Sutphin Swecker, Horizon Farm Credit
4
Your Move. Our Commitment.
Overview of Local Economy
EDA’s Mission & Goals
Priorities 2024 - 2025
BOS Feedback on Priorities
AGENDA
JOINT MEETING EDA & BOS
5 Your Move. Our Commitment.
Patrick Barker, CEcD | Executive Director
6
•Strategic planning
•Client management, new & existing
•Advanced data analysis
EDA STAFF
Wendy May | Marketing Manager
•Communications and marketing activities
•Websites, social media, content, data
•FredCo Eats brand
Shayla Rickard |Business Retention Manager
•Business call visit program
•Career Pathways program
•Regional workforce partnerships
Donna McIlwee | Administrative Assistant
•Finance and administrative activities
•Special projects & staff support
Vacant | Project Specialist
•Talent engagement
•Business retention & attraction support
Allison Dongoski | Contractor
•Special projects
12
34
56
11/1/2024
2
Your Move. Our Commitment.
Overview of Local
Economy
Largest Industry Sectors
Competition Comparison
Workforce
Business Growth
7 Your Move. Our Commitment.
the Now Economy
Frederick County
8
Top Employment Segments (4,000+)
o Manufacturing
o Retail Trade
o Healthcare
Fastest Growing Segments (Last 5 years)
o Transportation & Warehousing
o Retail Trade
o Finance & Insurance
Your Move. Our Commitment.
the FUTURE ECONOMY
5 years forward
9
Fastest Growing Segments (400+)
o Transportation & Warehousing
o Manufacturing
o Health Care and Social Assistance
o Retail Trade
o Construction
o Finance & Insurance
o Accommodation and Food Services
Your Move. Our Commitment.
Chmura Economics contracted to compare the Frederick
County MSA (Winchester, Frederick County, Hampshire,
WV) to 27 competing MSAs
•Various demographic economic indicators as well as
industry and occupation variables
10
Competition Comparison
Your Move. Our Commitment.
Frederick MSA is top 3rd benchmarked locations
•Net domestic migration rate
•All Industries - 10 Year Change
•All Industries - 10 Year Forecast Growth Rate 2022Q1-2032Q1
•Forecast population growth ages 25-44
•Forecast population growth 2022-2032
•Labor force participation rate
11
Competition Comparison
Your Move. Our Commitment.
Frederick MSA is bottom 3rd benchmarked locations
•Educational Attainment, Age 25-64 - Associate's Degree
•Educational Attainment, Age 25-64 - Bachelor's Degree
•Information Technology Industry LQ
•Average Wage Machine Setting Operators & Tenders
•Average Wage Team Assemblers
•Average Wage Computer User Support Specialists
12
Competition Comparison
78
910
11 12
11/1/2024
3
Your Move. Our Commitment.
the Workforce
45-minute drive time
13
More 360,000 professionals
o 91% | High School Graduates
o 41% | Associate Degree +
o 12,710 | Unemployed
Your Move. Our Commitment.
the Workforce
45-minute drive time
14
Occupations (25K +)
o Office & Administrative
o Transportation & Material Moving
o Sales & Related
o Food Preparation & Serving
o Management
Your Move. Our Commitment.
the Commuting
60% LIVE & WORK
15
Net Positive Pattern
o Live & Work = 43,568
o Out = 24,793
o In = 28,890
Your Move. Our Commitment.
the In-Migration
North, South & East
16
Loudoun Co. | 2,695
Berkeley Co. WV | 1,505
Fairfax Co. | 1,417
Warren Co. | 1,301
Prince William Co. | 1,028
Source: 2019-2021 IRS SOI Tax Stats - Migration Data
Your Move. Our Commitment.
84 Lumber | Amazon | American Woodmark | Barrett
Machine | Blue Ridge Industries | Evolve Stone |
Greenbay Packaging | HP Hood | M&H Plastics |
Kingspan | Berry Global | Melnor | Navy Federal Credit
Union | Shawnee Canning | Southeastern Container |
ThermoFisher | Winchester Metals
17
Top 20% Capex & New Jobs
Your Move. Our Commitment.
DESI FOODS
18
HP HOOD FRAMEBRIDGE
WCS MONOFLO
13 14
15 16
17 18
11/1/2024
4
Your Move. Our Commitment.
Mission and Goals
Business Retention
Business Attraction
Talent Engagement
Business Climate
19 Your Move. Our Commitment.
Frederick County EDA
20
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.
Mission Statement
Your Move. Our Commitment.21
Strategic Goals
1. Enhance Frederick County’s business environment to encourage the expansion
and retention of existing business (Business Retention)
2. Conduct strategic and measured business attraction efforts to expand the
commercial and industrial base and create quality jobs for all
citizens (Business Attraction)
3. Address current and projected workforce needs by engaging the talent in
Frederick County and greater community encouraging their retention and
attraction (Talent Engagement)
4. Foster and maintain a pro-business climate by enhancing critical assets and
employing business friendly policies and procedures (Business Climate)
Your Move. Our Commitment.
Priorities for
2024 -2025
Grocery Store Attraction
Industry Targets
Workforce Readiness
Site Readiness
22
Your Move. Our Commitment.
Conduct outreach effort to recruit additional
grocery stores to Frederick County
23
Plan to locate | 1/12
Moderate Interest | 2
Considering locations in the area (FC)
Long Term Interest | 3
No current plans to enter market, but FC is part
of long-term market consideration
No Interest | 2
Grocery Stores
Your Move. Our Commitment.
Process of selection
24
Industry Targets
$58,419
“attraction of
businesses
that create high
quality jobs”
19 20
21 22
23 24
11/1/2024
5
Your Move. Our Commitment.
FINANCE & INSURANCE
25
depository credit intermediation | non-
depository credit intermediation
INDUSTRY TARGETS
ADVANCED MANUFACTURING
boiler, tank, and shipping containers |
cement/concrete | control instruments |
electric vehicle and components |
lime/gypsum | metals | petroleum/coal |
plastics | printing | wood
BIOSCIENCE
medical and diagnostic laboratories |
pharmaceutical and medicine
manufacturing | scientific research and
development service
FOOD & BEVERAGE
animal | dairy | fruit and vegetable | grain |
specialty
CORPORATE SERVICES
administrative services | management of
companies and enterprises | professional,
scientific, and technical services
INFORMATION TECHNOLOGY
computer systems design and related services
| data processing | hosting, and related
services
Your Move. Our Commitment.26
Talent Readiness
K-12 | Widget Cup, WOW!
Post Graduation | Employer Expos,
Live.Love.Shenandoah
Partnerships | Public Schools, SU, LRCC
Your Move. Our Commitment.
K-12 | The Widget Cup & Worlds of Work
27
The Widget Cup
•Showcase talent from area public
schools’ career and technical
programs
Worlds of Work!
•Immersive career exploration
experience for region’s public school
students
Talent Readiness
Your Move. Our Commitment.28
Post Graduation | Workforce Initiative,
Live.Love.Shenandoah
Workforce Initiative
•Employer Expo x2 (Regional Hiring Event)
Live.Love.Shenandoah
•Regional talent attraction and
retention vehicle
Talent Readiness
Your Move. Our Commitment.
Partnerships | Public Schools, SU, LRCC
29
Public Schools
•Dowell J Howard, Innovation Center
Shenandoah University
•The HIVE, Target Industry Alignment
Laurel Ridge Community College
•Mechatronics Lab, Target Industry
Alignment
Talent Readiness
Your Move. Our Commitment.
Offering increase, Different approach
30
Site Readiness
MartinsburgRoanokeHarrisonburgRichmondFrederickCountyAcreage
11430200-999
13171622650-199
57543444<50
2741Certified
25 26
27 28
29 30
11/1/2024
6
Your Move. Our Commitment.
BOS feedback on
planned activities
Welcome your thoughts
31 Your Move. Our Commitment.32
THANK YOU
31 32
DATE: November 1, 2024
TO: Board of Directors,
Frederick County Economic Development Authority
FROM: Patrick Barker, CEcD
Executive Director
CC: Jay Tibbs
Deputy County Administrator
RE: Joint Meeting with Board of Supervisors Recap
The EDA Strategy, approved annually by the EDA Board, serves as a guiding framework for
Frederick County’s economic development efforts. Each year, the Board reviews and approves
the Strategy to confirm or adjust the overarching goals and objectives in response to evolving
needs.
Last year, the EDA Chair and Director conducted informal discussions with board members,
gathering valuable input on the Strategy's structure and content. These discussions confirmed
that the Strategy's current format and organization effectively align with the Board’s objectives.
For this year’s update, staff made routine revisions, including updates to economic data,
incorporation of current best practices, and clarification of key sections.
Board members are invited to review the enclosed draft Strategy for 2025-26. Any
recommended revisions should be submitted to staff by Friday, November 15th. Staff will
compile Board feedback along with their own recommendations for further review in the next
Board meeting.
FREDERICK COUNTY, VIRGINIA
ECONOMIC DEVELOPMENT STRATEGIC PLAN
2025 - 2026
Strategy Frederick County EDA
Page 2 of 20
Draft November 2024
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 20
Draft November 2024
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 360,000
working age individuals, over 9091% of which are high school graduates (or higher);
39.741% hold an associate degree or higher. The Frederick County Economic
Development Authority’s market-leading Career Pathways program is a multi-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 Global, 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 20
Draft November 2024
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, $156.128.25 million in capital
expenditures between 20202021-2223, 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 1020%
of Virginia localities over the last decade (top 9%21 out of 125 in capital investment and
top 8%11 of of 125 in new job growth). Frederick County is consistently rated a great
place to operate a business – registering at among the top 20% of small metros
nationwide in Area Development's 2023 listing of Hotspots for Economic Growth.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 commerce;
4. Promotion of safety, health, welfare, convenience and prosperity.
Strategy Frederick County EDA
Page 5 of 20
Draft November 2024
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
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
Strategy Frederick County EDA
Page 6 of 20
Draft November 2024
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
• 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
Page 7 of 20
Draft November 2024
The following are a sampling of measures illustrating Frederick County’s economy with some
comparison to the State and Nation.
Employment Trends
As of 2024Q12023Q1, total employment for Frederick County, Virginia was 41,62739,889 (based on a
four-quarter moving average). Over the year ending 2024Q12023Q1, employment increased 2.3%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 2022Q4 with
preliminary estimates updated to 2023Q12024Q1.
Unemployment Rate
The unemployment rate for Frederick County, Virginia was 2.52.6% as of June 20232024. The regional
unemployment rate was lower than the national rate of 3.84.3%. One year earlier, in June 20222023,
the unemployment rate in Frederick County, Virginia was 2.5%.
Strategy Frederick County EDA
Page 8 of 20
Draft November 2024
Unemployment rate data are from the Local Area Unemployment Statistics, provided by the Bureau of
Labor Statistics and updated through June 20232024.
Wage Trends
The average worker in Frederick County, Virginia earned annual wages of $56,451 as of 2023Q12024Q1.
Average annual wages per worker increased 7.3% in the region over the preceding four quarters. For
comparison purposes, annual average wages were $68,501 in the nation as of 2023Q12024Q1.
Strategy Frederick County EDA
Page 9 of 20
Draft November 2024
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
2022Q4 2023Q4 with preliminary estimates updated to 2023Q12024Q1.
Industry Snapshot
The largest sector in Frederick County, Virginia is Manufacturing, employing 6,3936,292 workers. The
largest sectors in the region are Transportation and Warehousing (5,2015,835 workers) and Retail Trade
(4,1894,430). 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 = 2.632.83), Manufacturing (1.981.89), and Finance and Insurance
(1.671.78).
Strategy Frederick County EDA
Page 10 of 20
Draft November 2024
Sectors in Frederick County, Virginia with the highest average wages per worker are Management of
Companies and Enterprises ($93,629$102,678), Public Administration ($88,499$83,234), and Utilities
($82,064$79,661). Regional sectors with the best job growth (or most moderate job losses) over the last
5 years are Transportation and Warehousing (+2,769+2,729 jobs), Finance and Insurance (+862+699),
and Retail Trade (+762+515).
Over the next 10 years, employment in Frederick County, Virginia is projected to expand by 7,200 7,472
jobs. The fastest growing sector in the region is expected to be Information with a +3.62.5% year-over-
year rate of growth. The strongest forecast by number of jobs over this period is expected for
Transportation and Warehousing (+1,530+1,152 jobs), Manufacturing (+963+1,065), and Health Care
and Social Assistance (+591)Accommodation and Food Services (+702).
Occupation Snapshot
The largest major occupation group in Frederick County, Virginia is Transportation and Material Moving
Occupations, employing 7,0336,456 workers. The next-largest occupation groups in the region are Office
and Administrative Support Occupations (4,8574,725 workers) and Sales and Related Occupations
(3,934)Production Occupations (3,809). 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 =
1.85), Production Occupations (1.69), and Installation, Maintenance, and Repair Occupations (1.23).
Occupation groups in Frederick County, Virginia with the highest average wages per worker are
Management Occupations ($129,100$121,900), Legal Occupations ($110,900$107,100), Computer and
Mathematical Occupations ($103,500$99,300). The unemployment rate in the region varied among the
major groups from 0.9% among Healthcare Practitioners and Technical Occupations to 3.93.7% 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 +3.12.8% year-over-year rate of growth. The strongest
forecast by number of jobs over this period is expected for Transportation and Material Moving
Occupations (+1,586+1,405 jobs) and Food Preparation and Business and Financial Operations
Occupations (+601)Serving Related Occupations (+661). 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 (9,7909,755 jobs) and Office and
Administrative Support Occupations (5,6125,900).
Industry Clusters
Strategy Frederick County EDA
Page 11 of 20
Draft November 2024
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
6.626.15. This cluster employs 2,4272,279 workers in the region with an average wage of
$82,54976,036. Employment in the Chemical cluster is projected to expand in the region about 1.71.4%
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
2022Q4 with preliminary estimates updated to 2023Q12024Q1. Forecast employment growth uses
national projections from the Bureau of Labor Statistics adapted for regional growth patterns.
Strategy Frederick County EDA
Page 12 of 20
Draft November 2024
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 year projections
Identify top occupational needs
Disseminate top occupational needs to partners Distribute bi-annually
Strategy Frederick County EDA
Page 13 of 20
Draft November 2024
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 feedback with business and
education partners on workforce needs and
solutions
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 months or
less)
Action Measurement
Facilitate/participate work groups, as necessary and
appropriate, on short-term projects resulting from
annual feedback on workforce needs and solutions
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
Implement a burst transitional program for
advanced manufacturing
Number of participants
Conversion of participants to hire
Strategy Frederick County EDA
Page 14 of 20
Draft November 2024
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 months or
more)
Action Measurement
Facilitate work groups, as necessary and
appropriate, on long-term projects resulting from
the annual feedback on workforce needs and
solutions
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 public school 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
TBD
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 20
Draft November 2024
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 team 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 business retention
CRM system Bludot
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 20
Draft November 2024
2. Showcase the operations, careers, and economic contributions of Frederick County
businesses
Action Measurement
Highlight employers and industry sectors Industry Features (quarterly)
Website Views:
Facebook Reach:
LinkedIn Impressions:
Employer Features (bi-monthly)
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 restaurants
Survey of participants (satisfaction
rates, would participate again)
Social media analytics
Website views
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 investments/loans
4. Provide awareness of local conditions, resources and assistance opportunities
Action Measurement
Provide real time job posting information Report created and posted to website
Distribute targeted information on assistance
programs and other pertinent business conditions
Existing Business Update distributed
Strategy Frederick County EDA
Page 17 of 20
Draft November 2024
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 20
Draft November 2024
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 investments/loans
6. Educate the community on the benefit of a proactive business development presence
and the need for its consistency and commitmentthe economic development strategy
Action Measurement
Speak to appropriate community groups
Number of speaking engagements
Conduct regular messaging on benefit of economic
development
Incorporate post in social media
content calendar focusing on EDA
strategy areas
Strategy Frederick County EDA
Page 19 of 20
Draft November 2024
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 regularly
survey real estate listing services for new/revised
properties and regularly engage owners of
undeveloped and unlisted zoned C & I property
Monthly update on online database
Total SF available and vacancy rates for
office and industrial
Number of sites and total acreage
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
Applications to the Virginia Site
Development Grant Program
2. Encourage processes and policies that are attractive to businesses
Action Measurement
Suggest new/revised local policies, as appropriate
Number of EDA-introduced policy
suggestions
Respond, as appropriate, to Federal and State
legislative actions impacting County businesses
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
Assist with improving the site readiness of Airport’s
northern acreage
Partner with efforts to enhance business
opportunities with advanced air mobility
Tier status improvement
Number of activities
Support relevant initiatives Varies dependent on activity
Strategy Frederick County EDA
Page 20 of 20
Draft November 2024
Action Measurement
Provide letters of support as requested Number of letters submitted
Participate in the MPO’s technical review committee Attendance at meetings
5. Nurture more engagement of the Inland Port with existing businesses and EDA Target
Businesses.
Action Measurement
Secure existing business participation in the Virginia
Leaders in Export Trade program
Number of companies selected
Partner with the Virginia Port Authority, as
appropriate, on marketing/recruitment of EDA
Targeted Businesses
Quarterly conversations
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 as a platform to accomplish this need.
DATE: November 1, 2024
TO: Board of Directors,
Frederick County Economic Development Authority
FROM: Patrick Barker, CEcD
Executive Director
CC: Jay Tibbs
Deputy County Administrator
RE: Talent Attraction Marketing Strategy Implementation Update
As you might recall in 2000, the Frederick County EDA, in partnership with other Northern
Shenandoah Valley localities (i.e. the counties of Clarke, Shenandoah, Warren and Page, and
the City of Winchester), engaged Development Counsellors International (DCI)—the leader in
marketing places -to develop a Comprehensive Talent Solutions Strategy focused on job
seekers, university and community college graduates, and high school students. This
Strategy identified obstacles to and opportunities for retention and attraction of young adult
talent.
The Strategy included several key messages as our elevator speeches—they serve as the “top
reasons” why the Northern Shenandoah Valley region is a great place to live, work, and thrive.
Welcome to The Northern Shenandoah Valley.
Gain Back Your Time and Peace of Mind.
Live Where Others Love to Visit. Create a Life You Don’t Need a Break From.
When you live in an outdoor oasis, other people’s great adventures become your weekly
routine…
Employers in the Northern Shenandoah Valley Want to Invest in You.
Enjoy Major Benefits and Career Upgrades.
One Region, Multiple Cities and Towns—Each with Their Own Unique Character.
Proximity—Perfected. Next to Nature But Not too Far from Major Metros.
Based on the research, as well as best practices, DCI recommended a strategy including 8+
major marketing tactics for the region to start promoting its career and lifestyle opportunities
to internal and external talent.
1. Talent Website
2. Develop Digital “Things To Do” Resources
3. Create a Career Training Network + Digital Hub
4. Use Digital to Drive Traffic
Page 2 of 3
Talent Attraction Marketing Strategy Implementation Update
5. Connect Young Talent to Internships
6. Candidate Tours
7. Start Storytelling
8. Get Talent on the Ground
The following is a recap on the implementation to date for each of these tactics.
1. Talent Website
https://www.liveloveshenandoah.com/ provides comprehensive information on
living, learning, working, and learning in the communities within the partnership.
Several interactive features provide users with important information for their
decision-making process, including a job board, cost of commute calculator and
cost of living calculator. The contract for the new website has been awarded
with anticipated launch of 1st/2nd quarter of 2025.
2. Develop Digital “Things To Do” Resources
https://www.liveloveshenandoah.com/ provides a depth of activities,
entertainment, amenities and other things to do in the Northern Shenandoah
Valley region. The new website will greatly enhance these aspects in a much
more interactive format. A series of video resources were created to highlight
the most significant drivers for an individual’s staying or relocating to an area.
https://www.youtube.com/@live-love-shenandoah
3. Create a Career Training Network + Digital Hub
While done indirectly from this initiative, the Employer Profiles
(https://www.yesfrederickva.com/why-frederick-co/business-portfolio/business-
profiles) created by the EDA have been incorporated into social media and other
marketing aspects.
The new website will better provide talent with a plan for career training and
find companies that support it.
The Employer Expo, the regional hiring event, typically provides dedicated time
slot for seniors within the area’s high schools. Planning is on-going to elevate
the interaction between high school seniors and employers.
4. Use Digital to Drive Traffic
A contractor manages the digital advertising program focusing on Meta
(Facebook and Instagram), Google Ads, YouTube, and LinkedIn with the primary
goals of building brand awareness and email lead generation. This includes paid
and organic posting. Results have met or exceeded industry standards. For a 3-
month period (May to July), activities with Meta generated 992 leads and
reached 179,552. With Google, the effort generated 254,475 impressions and a
click through rate of 4.37%. The contract has been extended.
Page 3 of 3
Talent Attraction Marketing Strategy Implementation Update
5. Connect Young Talent to Internships
Plans for an Internship Fair were paused based on conversations with several
employers and their current related activities. Engagement with Virginia Talent
+ Opportunity Partnership (Virginia TOP) has been on-going since its inception.
VTOP connects Virginia businesses that have work-based learning opportunities
to Virginia students looking for them, with Virginia’s higher ed institutions
serving as the main catalyst. To restate from above, planning is on-going to
elevate the interaction between high school seniors and employers.
6. Candidate Tours
The new website will offer a regional tour resource for employers to tap into
when bringing candidates to visit before accepting the position.
7. Start Storytelling
The new website will provide local testimonials from individuals in the targeted
age sectors.
8. Get Talent on the Ground
The partners attended several top regional events, that draw non-residents, with
a branded booth with promotional materials. Our booth was stocked with
locally produced giveaways and encourage them to sign up for our newsletter to
hear about upcoming events, regional jobs and more reasons to live and work
here. This activity secured several hundred sign-ups for communication.
Though after several of these types of events, the group paused additional
participation to discover other events that may produce better results.
In the early stages of planning, a College Career Services Familiarization Tour is
under development to build stronger relationships between local companies and
regional college career services departments. The goal is to increase the number
of local college graduates hired by companies in the Northern Shenandoah
Valley and surrounding areas by improving awareness of regional job
opportunities and aligning career services efforts with employer needs.
1
Talent Attraction Marketing Strategy forTHE NORTHERN
SHENANDOAH VALLEY
TABLE OF CONTENTS
2
Executive Summary………………………………….….…....Page 4
Research Takeaways…….…………………….…..………….Page 6
Key Messages…………………………………………...……….Page 8
Marketing Strategy…………………………………………….Page 14
Measurement..……….……………………………..............Page 31
Timeline ………….…………………………..……………………Page 34
Table of Contents
4
EXECUTIVE SUMMARY
From August 2019-December 2019, Development Counsellors International (DCI) partnered with the
Shenandoah Valley Talent Solution Coalition (the "Coalition") on a research and marketing strategy
project to identify the region’s talent challenges and create powerful marketing solutions. The project
consisted of:
Deep Research
•An immersion tour in the region with 10 focus groups arranged by the Coalition representing dozens
of local leaders, employers and talent
•8 in-depth phone interviews with local leaders (Mercury Paper, Monoflo International, The Shockey
Companies, Holtzman Corp., Navy Federal Credit Union, Lord Fairfax Community College,
Winchester Convention and Visitors Bureau, Alamo Drafthouse Cinema)
•An internal perception survey distributed by the Coalition, capturing 1,620 respondents ranging from
Gen Z to HR executives
•Identification of four target talent markets for the region and an external perception survey capturing
1,200 respondents in those markets
Key Messages
•Top talking points to describe the reasons why the region is a strategic location to live and work
Marketing Strategy
•Based on research and best practices, DCI presented 8+ major marketing tactics for the region to
start promoting its career and lifestyle opportunities to internal and external talent. The suggested
marketing tactics were created with the following in mind:
➢The mission to arm employers, increase awareness and inspire career change.
➢Marketing builds awareness, but also needs to be combined with on -the-ground programs
and resources to drive talent down the decision funnel from consideration to actual attraction.
➢Tactics can range from practical solutions to ambitious operations, but all have the goal of
solving employer and talent challenges.
•The Marketing Strategy also includes direction on measurement and a timeline to track the
execution of tactics. A detailed budget was provided to the Coalition in a separate excel sheet.
On behalf of the entire DCI team, we would like to thank the entire Northern Shenandoah Valley region
and its stakeholders for collaborating with us on this important project. The project results would not
have been possible without the direction and support from the Coalition, representing the economic
development entities of Clarke County, Frederick County, Page County, Shenandoah County, Warren
County and the City of Winchester. Thank you!
Executive Summary
6
DCI’S RESEARCH TAKEAWAYS
DCI believes great marketing is rooted in research. Before developing the Marketing Strategy, DCI
worked with the Coalition to gather talent insights from both external and internal audiences.
In order for the Northern Shenandoah Valley region to win talent, DCI sought to understand who
the region’s competition is. DCI identified four target markets that will be the region’s “best bet”
locations to draw talent from, taking into account multiple factors, such a in and out migration
patterns, target industry data, employment concentrations, quality of life factors, cost of living,
commute times, and alumni concentrations.
Based on the above, DCI conducted an external perception survey with 1,200 responses from the
four identified target markets:
•Washington-Arlington-Alexandria DC-VA -MD-WV
•Baltimore-Columbia-Towson MD
•Charlotte-Concord-Gastonia NC-SC
•Hagerstown-Martinsburg MD-WV
DCI also conducted an internal perception survey with 1,620 responses (ranging from Gen Z to HR
executives -distributed by the Coalition).
The full research respondent profile and findings were captured in a separate PDF and recorded
presentation provided to the Coalition. Here are some of the top takeaways that informed the
Marketing Strategy:
•The less time respondents have lived in the region, the less favorably they rank the region as a
place to visit, live and work.
•46% of respondents currently enrolled in a secondary or post-secondary institution would like to
stay in the region. However, 38% are not confident they will find a job in the region that meets
their skill and/or salary requirements.
•When target markets were asked what three words/phrases come to mind when you think of the
region, the top response was “Unknown.”
While the research pointed to the region’s challenges—such as the need to build local pride with
newcomers, connect existing young talent to careers, as well as build awareness with external
talent—the findings also indicated huge opportunities:
•89% of employers would hire or would consider hiring employees that require additional training.
Of those, 90% would be willing to pay for the additional training required by job candidates.
•64% of external talent said “yes” they would relocate to the region if offered a job that provided
free/reduced cost training which allowed them to change their career path/and or upgrade their
skills.
•For external talent, there was a strong correlation between visitation and willingness to relocate.
Of those who said “Yes, I would be willing to relocate to the region,” a majority either frequently
visited/lived in the area or at least visited the area once or twice. Add to that, 77% said the best
relocation tool is the chance to visit.
Research Takeaways
7
8
KEY MESSAGES
The Northern Shenandoah
Valley Talent Key Messages
Purpose of Key Messages
Key messages are your elevator speeches—they serve as the
“top reasons” why the Northern Shenandoah Valley region is a
great place to live, work, and thrive. Instead of communicating
all points, it is important that your region communicates its most
important points well.
The key messages are meant to quickly capture the attention of
talent audiences in situations where time or space is limited, such
as interviews, presentations, emails, and marketing materials from
brochures to websites.
In each set of key messages, the text in bold is meant to be
the overarching message that can be said verbally in a
meeting or presentation. All text in the key messages
can be used verbally or in written materials.
Each of the information-packed bullets are
designed to further support why the Northern
Shenandoah Valley is a unique location
and strategic choice for talent.
9
Welcome to The Northern Shenandoah Valley.
Located at the northwest peak of Virginia and an hour and a half
west of Washington, D.C., the five-county Northern Shenandoah
Valley region is the northern gateway to the world-famous
Shenandoah National Park and home to one of the fastest-growing
communities in the D.C. area—the City of Winchester.
Gain Back Your Time and Peace of Mind.
Ready to ditch the concrete jungle? Instead of being stuck in a costly
commute with time-consuming traffic, you could be working where
you live. Instead of renting in one of the nation’s most expensive
markets, you could be buying a home with a real backyard (housing
costs are nearly 60% lower than D.C. and one-bedroom apartments
range from $600-$1,500/month). With all the region’s major towns
ranking well below the national average crime rate, you can rest
assured you’ll live in a safe neighborhood. Plus, the Northern
Shenandoah Valley offers top-ranked public and private school
options. Whether it’s more space, more time, or more peace of mind,
you can “trade-in” for a better life in the Northern Shenandoah Valley.
Here’s what people have to say after moving
to the Northern Shenandoah Valley:
The Northern Shenandoah Valley
Talent Key Messages
“My mortgage is less than what
I was paying for a two-bedroom
apartment in D.C.”
“The truth is I do more here
than when I lived in a larger
city –there is more to do and
you can access it without
fighting traffic.”
10
Live Where Others Love to Visit. Create a Life You Don’t Need a Break From.
More than 1.5 million people from around the world visit the Northern Shenandoah Valley region each year to enjoy
Shenandoah National Park,outdoor festivals and concerts,historic towns and more.Moving to the Northern
Shenandoah Valley region means the breathtaking Blue Ridge Mountains and its rivers are in your backyard. The same
qualities that make the region a great escape for city dwellers make it an even greater place to call home. With five
counties, there’s always more to explore—whether it’s foodie and music festivals or sporting events—from triathlons to
cycling tours.
When you live in an outdoor oasis, other people’s
great adventures become your weekly routine…
…hiking the Appalachian Trail, kayaking the Shenandoah River, or soaking in the
views at one of the region’s 17 vineyards or hopping around the 13 breweries
(some even have play areas for the kiddos). More of an indoors person?
Experience the region’s 27 museums or watch a great film with local beer and
food at one of the nation’s first Alamo Drafthouses. Hungry? Because of the
region’s roots in agriculture, locals can grocery shop for fresh food at farmer’s
markets and dine at farm-to-table restaurants. The Northern Shenandoah Valley
is also a hub for arts and cultural events —from operas to plays. In fact, through
Shenandoah University alone, 300+ events are made possible —and that
doesn’t even count the hundreds more in surrounding communities.
And because
you won’t be
fighting traffic,
you’ll actually
have time to
experience it all.
11
Employers in the Northern Shenandoah Valley Want to Invest in You.
Enjoy Major Benefits and Career Upgrades.
The Northern Shenandoah Valley is home to one of Forbes’ Top 10 Best Small Places for Business and Careers in
the nation—the City of Winchester, which is also No. 1 in Virginia. The region’s economy is growing fast in diverse
industries,including professional services,technology, manufacturing, logistics and distribution, food
processing/agribusiness, tourism/hospitality and more.
Have that big idea you’ve been wanting to make a reality?
The Northern Shenandoah Valley region is ideal for entrepreneurs.
With a low cost of doing business,you can focus on your concept,not on costs.
•Berryville Graphics (BVG): One of the
nation’s largest book manufacturers
•C2 Management (C2):The Mid-Atlantic’s
largest provider of surplus asset recovery
services and electronics recycling
•Cives Steel Company: Employee-owned and
one of the nation’s largest and most successful
structural steel and plate fabricators
•Greenway Engineering: One of the largest multi-
disciplined consulting engineering firms in Northern
Virginia
•Holtzman Oil Corp: The region’s largest oil company
•Monoflo International: The nation’s premier
manufacturer of superior quality injection molded
plastic products
•Shockey: One of the Mid-Atlantic’s most-respected
construction firms
Feeling worn out by your work? Make work, work for you. The
region’s employers are passionate about giving your life and career a
much-needed makeover.
Thanks to local companies that put people first and great training
institutions, like Lord Fairfax Community College, you can upgrade or
completely change your career here. In fact, 88% of the Northern
Shenandoah Valley region’s employers will pay for training.
Northern Shenandoah Valley companies offer life-changing benefits, like
tuition reimbursement to take your skills and education to the next level,
on-site medical and fitness centers, adoption assistance, and even
discounts on everything from childcare to concerts.
Come work for one of the Fortune 500 companies in the region like
Navy Federal Credit Union, Continental, Kraft Heinz Company,
Amazon, Rubbermaid, HP Hood, or work for locally-based companies
making a national impact.
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One Region, Multiple Cities and
Towns—Each with Their Own
Unique Character.
The Northern Shenandoah Valley region is made
up of six localities —each with unique economies,
geographies, and personalities: Clarke,Frederick,
Page, Shenandoah, Warren and the City of
Winchester.The region has earned awards and
accolades as a top city for business and careers, as
well as a top location for outdoor play, foodies and
more. While each county has its own character,
you’ll find we have the following in common:
welcoming residents known for hospitality, scenic
views, and historic downtowns with walkable main
streets. No, you won’t find urban landscapes here,
but you won’t find sprawling suburbia either. Our
housing options are as diverse as our
communities—spanning loft apartments,
townhomes, historic homes, lake and riverfront
living, new construction in private communities with
amenities and properties with acreage to spare and
mountain views.
Proximity—Perfected.Next to Nature
But Not too Far from Major Metros.
The Northern Shenandoah Valley is a rare gem of a
place that offers so much natural beauty, so close to
major metros. The Northern Shenandoah Valley is just
an hour and a half from Washington D.C.and two hours
from Baltimore. Plus, Virginia Beach, Ocean City,
Maryland and even Philadelphia and New York City
are all easy day trips located within a four to five-hour
drive. The region is also close to three major airports
—Dulles International Airport (IAD), Ronald Reagan
Washington National Airport(DCA), Baltimore/Washington
International Thurgood Marshall Airport (BWI) –all within
a two-hour drive or less. You can also get to flying in a
matter of minutes through the convenient Shenandoah
Valley Regional Airport (SHD), which has free parking
close to the gate, short TSA lines, and direct flights
to Chicago O’Hare and Washington-Dulles, where
one of United’s 70+ nonstop flights is just a layover away.
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14
THE MARKETING STRATEGY
THE MARKETING STRATEGY
The purpose of this marketing strategy is to
provide the Northern Shenandoah Valley
with a blueprint on how to start marketing
the jobs and lifestyle opportunities in the
region. Based on DCI’s research and what
we heard from regional partners,we
recommend the Northern Shenandoah
Valley focus on the following priorities with
its marketing efforts:
THE MISSION
1.Arm employers—DCI heard that when
employers are recruiting candidates to
relocate (professional service positions),
candidates are hesitant about the
location. To “sell” the location to the
candidate, employers are investing in
individual efforts for each candidate.
Additionally, employers have a challenge
retaining talent because of the location—
mainly, the perception that there is a lack
of activities. The Northern Shenandoah
Valley can fill this gap by creating
marketing tools and programs that
help employers sell location to
candidates and existing employees.
2.Increase awareness—DCI’s research
showed that 34% of target market talent
reported they were “somewhat familiar”
or “very familiar” with the region. One of
the top responses when asked what
three words and/or phrases come to
mind when you think of the Northern
Shenandoah Valley? “Unknown.” Many
local employers have their own methods
of proactively finding and recruiting
talent, which can be difficult and time
intensive. In order for employers to have
a steady stream of talent to choose from,
the region needs to be known by talent
as an ideal place to search for job
opportunities and a better lifestyle.
3.Inspire career change—DCI heard from
employers that there is a large need for
talent in positions that do not typically
relocate—i.e. manufacturing or logistics.
These positions also require training. There
are already great employers and institutions
with existing programs that connect talent to
training programs. The Northern
Shenandoah Valley should use
marketing to drive interest locally
towards these programs.
The Northern Shenandoah
Valley region needs to be
on the radar of talent in
target markets. Ultimately,
marketing should interrupt
talent’s job and location
searches, and turn their
attention to the Northern
Shenandoah Valley region.
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Create one regional website for information
on living and working in the Northern
Shenandoah Valley region. The website will
be a resource for employers to share with
candidates, as well as for those looking to
relocate and newcomers.
The region has the great benefit of local
tourism websites with an abundance of
assets that showcase the location—make
sure to fully capitalize on tourism’s
existing content and functions when
developing the new talent site.
The talent website reduces the need to rely
solely on relocation brochures—which can
be costly to print and need constant
updating.
2. DEVELOP DIGITAL “THINGS
TO DO” RESOURCES
From focus groups with young
professionals, DCI found there was a
perception that there was a lack of activities,
entertainment, amenities and generally
“nothing to do” in the Northern Shenandoah
Valley region, especially when compared to
nearby regions. From employers, DCI heard
that employees, especially young
professionals, are hard to retain because of
the same perceptions.
While the Northern Shenandoah Valley
cannot solve this issue overnight, what the
region can do is create a digital regional
resource that showcases “things to do.”
This resource will be housed on the new
talent website and include the following
regional information:
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It would be wonderful to
have some materials or
a site that actually spoke
to a person coming from
the outside who does
not know the area –
understand the features
and the advantages of
living and working in
this area” “
Help them to
navigate it”“
1. TALENT WEBSITE
You can’t easily find the
resources –you can’t just
Google online and find
anything” “
Feedback from employers on most
helpful tools for attracting talent:
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CASE STUDIES
Maps
Upstate South Carolina’s talent website includes a map that showcases the proximity to major
metros, Charlotte and Atlanta. The website also has an interactive map that allows talent to explore
the unique attributes of each community in the 10 -county region.
www.moveupstatesc.com/
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3. CREATE A CAREER TRAINING NETWORK + DIGITAL HUB
According to DCI’s research, 88% of the region's employers will pay for training. The region also has
great resources to connect talent to training that should be championed —including Lord Fairfax
Community College, Triplett Tech, “Worlds of Work,” and other initiatives that expose K -12 to local
careers. We heard it is a challenge to let those out of the school system (graduated) know about
these training paths.
The Northern Shenandoah Valley can focus on making sure those 19+ (out of the school system)
are aware of the great training and career opportunities by creating a career training network and
digital hub.
Career Training Network
Enlist all local employers that are committed to career change/offer free or reimbursed training to join
a regional network. By working regionally, these companies can create a stronger and louder
message to talent. Employers in the network can create a candidate referral system that encourages
local employees to share training/career opportunities with friends and family, and even their social
media networks. If employers find a candidate that is interested in training, but not a current fit for
the company, they can pass along their resume/credentials through the network.
Career Training Digital Hub
To supplement the network, make it as easy as possible for talent to plan for career training and find
companies that support it, as well as help employers find candidates that are open to career change:
create a digital hub within the new talent website dedicated to career training.
Program idea: Host a career fair for those who have not graduated high school to show them
training opportunities and local employers.
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WHAT IT COULD LOOK LIKE IN ACTION
Sample page of the Career Training Digital Hub on the new talent website.
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CAREER TRAINING DIGITAL PROMOTION
Sample Facebook ad
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CAREER TRAINING DIGITAL PROMOTION
Sample “career training ambassador” Facebook post. Local employers in the “Career
Training Network” should encourage employees to share their training story, post job
openings, and drive traiffic to the new Career Training Digital Hub.
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CASE STUDY
The talent website for Charlotte’s Backyard (Cleveland County, NC) spotlights the real stories of
millennials in manufacturing and how they made the career change.
www.charlottesbackyardnc.com
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Keywords with search volume to consider
targeting with search ads:
•Best places to live in Virginia
•Shenandoah Valley Things to Do
•Living in Winchester VA
•Affordable places to live in Virginia
•Affordable places to live near DC
URL suggestions:
www.liveshenandoah.com
www.workshenandoah.com
www.liveshenandoahnorth.com
www.workshenandoahnorth.com
www.northernshenandoah.com
CASE STUDY:
Upstate South Carolina launched a paid
search and paid social campaign on
Facebook and Instagram to direct people to
the jobs page of their talent website. The
targeting is specific to mid-metros within
five hours and feeder cities based on in-
migration data. From May 20-September
2019, the paid campaigns have driven:
•1,388 Job Views (50% of the total jobs
views outside of the region)
•19,836 Sessions (83% of all sessions
from outside the Upstate region)
•2,362 Total Conversion Events (including
job views, contact clicks, outbound link
clicks to company websites, video views
and social button clicks)
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4. USE DIGITAL TO DRIVE TRAFFIC
Once the new website is created, the Northern
Shenandoah Valley region should ensure local
partners are aware of the new resource and share
it heavily with talent. In order to drive even more
mass exposure, invest in paid digital + social
advertising to reach target audiences in the target
markets DCI identified. You want to interrupt those
who may be already looking for a new career
and/or location.
The advertising copy should promote lower costs,
career training and benefits.
With social media targeting capabilities, such as
Facebook’s you can target advertising to those
looking for a new job (i.e. people who have “liked”
Indeed.com), and people currently living in your
target markets.
5. CONNECT YOUNG TALENT
TO INTERNSHIPS
Internships are an important path to careers
and an opportunity to build perceptions of your
community as a great place for careers with
local young talent. According to DCI’s national
research 65% of the next generation have
never had an internship. The Northern
Shenandoah Valley region can break the
campus bubble by connecting young talent to
internships through a major regional
“internship fair” event over winter break to
prepare for summer internships.
Identify the top regional colleges/universities
as well as top out-of-market schools that local
students leave to attend. Collaborate with
these higher partners to invite students either
living in the Shenandoah Valley region, or
coming home to the region for the holidays, to
attend the regional internship fair event over
winter break.
At the event, students will have the opportunity
to hear from young professionals living in the
region and working in top industries, as well as
local employers, in addition to other valuable
content, such as professional development
tips for students to land internships and then
make the most of them.
CASE STUDY
Greater MSP hosts a “Make It. MSP.” event for
1,200 students interning for 21 different
companies in the region. The event includes
networking and relationship-building activities
for both employers and interns and showcases
why region is great for young professionals to
live and work.
In addition to connecting young talent to local
internships, the region should also make sure
local employers are using internships to
capitalize on talent. InternBR is a program
designed to connect local employers to
millennial talent. The program tackles the
talent equation from both the student and
employer side. For students interning for local
companies, InternBR
offers an additional component –a curriculum to
give interns the professional communication and
leadership skills needed to excel in their current
internship and ultimately, launch their career in
Baton Rouge. For employers, InternBR provides
workshops and consultation to take the
guesswork out of the daunting task of starting
an internship. After the first two workshops, 31
Baton Rouge companies committed to starting
or expanding their internship program.
“According to DCI’s research of Gen Z and millennials, 65%
of respondents never had an internship.”
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6. CANDIDATE TOURS
DCI learned that employers are doing the process of regional
tours for candidates on their own, either in-house and/or
partnering with realtors. This approach is not only time-
consuming to recreate for candidates, it leaves room for error—
some guides may be better than others and the messages they
share may be limited to the employer and its town, instead of
regional.
Instead, the Northern Shenandoah Valley should offer a
regional tour resource for employers to tap into when bringing
candidates to visit before accepting the position.
The Northern Shenandoah Valley can train a tour guide, or a
team of freelance tour guides that may also be realtors. The
tours can also be promoted at events that draw visitors to the
region as a paid experience—we heard that regional visitors
sometimes explore housing when visiting, the tours take it one
step further.
7. START STORYTELLING
First-hand experience and word of mouth remain the dominant
factors for talent to form location impressions. In order to raise
awareness of the Northern Shenandoah Valley region as a
great place to live, you will need the third-party validation and
larger platform that the media can provide.
Share the region’s top stories that uncover why people are
relocating to and visiting the Northern Shenandoah Valley:
•Pitch the Northern Shenandoah Valley as an ideal getaway
to target markets (DC, Baltimore, Charlotte)—this is strategic
given the strong ties between tourism and talent
•Work with media outlets that have large online audiences
and social media followings
•Place stories that showcase Northern Shenandoah Valley
transplants, entrepreneurs, etc.
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CASE STUDY
Greater San Marcos Partnership invited Thrillist travel writer Matt Meltzer to visit the region. During
the visit, Matt had opportunities to not just experience travel assets, but actually meet with people
who relocated and could speak to why the region was attracting people from nearby Austin, Texas.
The Northern Shenandoah Valley should work with tourism partners on existing media efforts to see
if there are any opportunities where the talent key messages and relocation stories could be infused
on storytelling.
But let’s be honest, it’s not
just the refreshing river and
rolling Hill Country setting
that entice people to San
Marcos; Austin has all that
stuff, and the Greenbelt to
boot. The secret might lie in
the relative affordability.”
-Thrillist
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8. GET TALENT ON THE GROUND
According to DCI’s research, 73% of talent in target markets that said “Yes, I would be willing to
relocate to the region” were very familiar with the region and have visited several times and know it
well. This means that marketing to existing visitors and reaching new visitors is an important part of
Northern Shenandoah Valley’s talent strategy.
The Northern Shenandoah Valley region should also make sure its talent message is being shared
at existing events that draw visitors—such as Apple Blossom Festival and GenreBlast Film Festival
at the Alamo Drafthouse. The region should work with local tourism partners to identify top events
that draw outsiders. Getting the talent message at these events can be as simple as setting -up a
branded booth with promotional materials and someone on-hand to answer questions about living
and working in the region. Make sure to offer an incentive for visitors to stop by, like a chance to win
a free return trip, free food/drink, or free photo opportunities in exchange for visitors’ phone or email.
Tourism partners should also consider luring major events were the talent message can be shared
as well. For example, Reel Rock Film Tour, which draws 150,000+ climbing fans to the cities where
the event is held.
Promote The Northern Shenandoah Valley During the Fall Getaway Frenzy
During the fall D.C. media outlets and millennials alike are itching to escape the city to find the best
foliage and Instagram-friendly getaway spots, like pumpkin patches or apple orchards. Capitalize on
this frenzy by solidifying the Northern Shenandoah Valley as the ideal fall getaway and creating an
event and messaging that promotes the region as a great place to visit, as well as to live and work.
Create the ideal weekend for young professionals and young families to visit the Northern
Shenandoah Valley.
Here are a few additional ideas for launching a brand-new event to bring DC-based talent to visit the
Northern Shenandoah Valley region:
•“The Northern Shenandoah Valley launches first-ever Run for Wine 5K” or “The World’s First
Wine Walkathon”
•“This is the Best Place to Celebrate Friendsgiving”
•“First-Ever National Park Social Media Scavenger Hunt”
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ADDITIONAL MARKETING IDEAS
While the top eight talent marketing tactics
should be the region’s priority, DCI would
like to put forward a few additional ideas that
address the local needs and challenges of
attracting and retaining talent in the
Northern Shenandoah Valley. These ideas
would likely be best executed in partnership
with other local organizations.
•Newcomer events: While some
newcomer events may exist, it seemed
like they could be improved and
publicized through employers. Make sure
newcomer events are accessible to
everyone and should not require any
membership or fees and provide value.
For example, we heard one newcomer
event in Winchester offers free food
sponsored by a local restaurant.
•Grow and connect young professional programs: Young professional groups
can be a key factor in growing and
retaining young talent. However, it is
very difficult to find young professional
program information online for each
county, plus many of them require
membership. Local employers should
offer to comp membership for young
employees. Young professional groups
can also have quarterly meet-ups across
the different counties in the Northern
Shenandoah Valley region. This will
address the sentiment we heard from
young professionals that there are not
enough new places/people to interact
with.
•Pop-up entrepreneurship program:
The region’s low cost of doing business
and tourism assets make it an ideal
canvas for entrepreneurs that want to service visitors—i.e. outdoor adventure,
food and beverage, shopping. Similarly,
we also heard the need for more “things
to do” from young professionals. Consider
launching a pop-up entrepreneurship
•program for the region’s downtown/main
street areas that offers low cost or no cost
real estate for entrepreneurs looking to
relocate to the region.
•Incentives for housing and/or training:
Address the region’s two biggest
challenges—housing for young
professionals, and training for in-demand
occupations—with targeted incentives.
Incentives drive action as well as
generate awareness for the region. For
example, launch a first-time home buyers
incentive, or a training incentive that
covers or loans the initial training costs for
those looking to make a location and
career change.
CASE STUDY:
The entrepreneurial center for rural
Decatur-Morgan County, Alabama did
private fundraising to launch the country’s
first comprehensive incentive package for
STEM graduates –called “The Best and
Brightest Initiative.” Since the launch four
years ago, 34 young professionals have
moved to Decatur.
www.bestandbrightestdecatur.org
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TALENT TOOLS FOR HR
In addition to training HR executives on the region’s key
messages for talents, there are a few easy tools and tactics
they can start using right away:
Commute Cost Calculator: Use this to quantify how much a
candidate may be spending currently on their commute. Talent
may be turned off by lower salaries in the region—this tool can
help them understand the hidden costs of commuting. HR
executives should note to talent that while the commute
distance varies depending on where talent chooses to live, the
commute consists of open roads, not stressful stop and go
traffic. www.commutesolutions.com/commute-cost-calculator
Sperling’s Best Places: Use the “city compare” function to
showcase the differences in cost of living and other factors,
such as crime rate. We recommend only HR executives use
this tool, and do not share the tool with talent (sometimes
negative user comments are found on community profiles).
www.bestplaces.net/compare-cities
Audit Career Pages: All employers should self-audit the
career pages of their company websites.Make sure all links
are working and accurate, and that information on the location
of the job is included.Ideally, employers should also list if
certain positions are open to candidates without formal training,
or if they are willing to train the right candidate.
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MARKETING STRATEGY EXECUTION
There is no one size fits all approach to executing talent attraction marketing programs. However,
there’s a few things the most successful programs have in common:
A regional approach—Marketing regionally not only means you have more resources to put into a
program, it also means you have more to offer to talent in terms of job and lifestyle options.
Dedicated resources—The most effective programs have a staff member, or a team, that oversees
and executes talent attraction marketing efforts. DCI strongly recommends the Northern
Shenandoah Valley hire a regional Talent Director to oversee execution –a sample job description is
included to the right.
Collaborate with partners—DCI believes that local tourism partners could be a great resource for
many of the marketing assets and programs needed for talent attraction marketing. Make sure to
capitalize on existing resources as much as possible.
Employers are highly-involved and invest—Talent attraction marketing should serve the needs of
local employers. When employers invest, they not only have a stronger stake in the program, but
they are streamlining talent attraction efforts they would have otherwise done on their own.
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DCI recommends hosting a talent training for local HR executives and recruiters, it could be titled
“Attracting Talent to the Northern Shenandoah Valley.” Inspired by Winchester CVB’s Tourism
Ambassador training program, this training aims to help local employers tout the region’s location
advantages to talent. The agenda could include presenting the internal and target market research
findings, showcasing the talent key messages, and an update from each of the county CVB
representatives and realtors to address any tough questions employers may get from talent on
“things to do” and real estate. As new talent marketing assets/programs are launched, new talent
trainings can be hosted to brief local employers—i.e. when the new website is launched.
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MEASUREMENT
MEASUREMENT
At the end of the day, attracting talent is in the hands of employers—they ultimately make the
decisions on job offers, training and relocation. What the economic developers within the
Northern Shenandoah Valley region can do is help market the job and location opportunities in
the region. The below metrics will help benchmark and track the success of the recommended
marketing tactics in this suggested document.
Employer Engagement & Satisfaction: Track the number of employers engaged with the
region on talent attraction efforts. After a number of talent marketing initiatives are launched,
survey local employers to discover if they are finding these tools helpful and their overall ease
of attracting/retaining talent (this can be anecdotal and/or hard numbers). Have employers ask
new hires how they found information about the region before relocating.
Conversations/Inquiries:Track engagement with talent demonstrating preliminary interest in
the region.
Perceptions:After two years of fully executing the marketing strategy, we recommend
distributing the same perception surveys that we conducted at the onset of this project to the
same target markets, to compare perceptions and see how you have moved the needle.
Perception survey copies were provided to the Coalition separate from this document.
Talent Website: Track the following metrics with Google Analytics:
To Track Awareness:
•Users & New Users
•Acquisition
•Sessions
•Location
To Track Behavior:
•Session Duration
•Pages/Session
•Bounce Rate
•Top Pages
•To Track Engagement:
•Key events and conversions
Additionally, we recommend setting up custom goals to track key performance indicators
(KPIs) for the website for following metrics, in addition to any other KPIs your team identifies:
•Employer key message access and downloads
•Candidate tour submissions
•Call-to-action clicks
•Outbound clicks to key pages
•Contact us submissions/email clicks
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Digital Advertising:
Paid Search & Display Campaigns:
Impressions, Clicks and CTR (Click-Through Rate): Keeping an eye on impressions on search
campaigns, especially on the keyword level, is a good way to understand how often your ads
show up when targeted keywords are searched. The CTR metric illustrates how many users
clicked on the ad compared to how many impressions the ad received overall. For paid search
ads, the benchmark CTR is around 2.41 percent. For display campaigns, the benchmark CTR
is 0.46 percent.
On-site Conversions and Engagement: Tracking important conversion events, such as contact
link clicks, form submits and PDF downloads is a good way to measure the success of a
campaign, as it helps understand which platform or ad is producing the most valuable users.
Tracking on-page engagement data such as Bounce Rate, Time on Page and Pages per
Session can also be a good indicator of how deeply users interacted with the site.
Keyword Quality Score: Keep an eye on the quality score for targeted keywords in the search
campaigns. Quality scores are ranked out of 10 and provide insight into how relevant the ads
and landing pages are to each keyword, with 1 being the lowest and 10 being the highest.
Higher quality scores result in lower cost-per-clicks and higher placements, which typically
results in more clicks. To improve a low-quality score, evaluate the relevancy of the landing
pages and ads associated with each keyword.
Paid Social:
For Facebook and Instagram paid campaigns, track performance through:
•Link clicks
•All post clicks
•Reach
•Click-through-rate (CTR)
•Conversion rate
•Amount spent
•Top metros
•On-page engagement
Public Relations (Storytelling): Track number of editorial placements, audience reach, key
messages communicated and advertising equivalency.
Internship Connection Events: Number of participating employers and attending students.
Over time, track number of interns that decide to live/work in the region after graduation.
Candidate Tours: Number of participating employers and candidates that decide to relocate
to the region after experiencing a tour.
Talent Event: Number of participating employers, number of Facebook event RSVPs, and
depending on the exact execution, number of attendee emails/numbers collected.
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TIMELINE
SUGGESTED TIMELINE
Below is the ideal timeline for executing year one of the marketing strategy. The timing is
based on DCI’s experience of what other client communities have been able to execute.
Q1 (January -March)
•Host "talent training" with local HR executives and recruiters to reveal research findings, key
messages and marketing strategy
•Identify existing partners, assets and funds to execute marketing strategy
•Fundraise with local partners and employers to execute marketing strategy
•Begin search/hire new regional Director of Talent Attraction to oversee execution and if
possible, Talent Marketing Manager
Q2 (April -June)
•Begin search/select local or national firm or freelancer to build new talent website, content
and manage digital advertising
•Begin search/select local or national firm or freelancer to begin public relations campaign
•New Director of Talent Attraction launches regional candidate tours and begins planning for
“Fall Getaway” talent event + winter “Internship Connection” event
•Convene employers for “Career Training Network”
Q3 (July -September)
•By end of Q3, website complete –including “Things to Do” resources and “Career Training
Digital Hub” and digital advertising begins
•Continue pitching lifestyle stories to target market and national media, identify and invite
media contacts for hosted press visits
•Final planning for “Fall Getaway” talent event in October or November
•Begin outreach to employer and higher-ed partners for “Internship Connection” event
Q4 (October -December)
•Optimize website and digital advertising as-needed
•Continue pitching lifestyle stories to target market and national media, identify and invite
media contacts for hosted press visits
•Final planning/hosting for “Fall Getaway” talent event in October or November
•Final planning/hosting for “Internship Connection” event during student’s winter break
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