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HomeMy WebLinkAboutEDAAgenda2025November6 ECONOMIC DEVELOPMENT AUTHORITY | THURSDAY, NOVEMBER 7TH | | 8:00 AM | COUNTY ADMINISTRATION BUILDING @ FIRST FLOOR CONFERENCE ROOM 107 KENT STREET WINCHESTER, VA 1. Call to Order 2. Minutes – October 9th 2025|| ACTION  Review and approval of minutes from last meeting, if appropriate 3. Treasurer’s Report || ACTION  Review and approval of latest Treasurer’s Report, if appropriate 4. EDA Strategy FY27 || ACTION  Annual review process of EDA Strategy which will continue by reviewing the main goals’ actions and measurements 5. EDA Budget FY27 || ACTION  Staff presents for review and recommendation, if appropriate, the FY27 budget, which seeks to implement the adopted EDA Strategy. 6. Resolution of Appreciation to Stan Crockett || ACTION  Action to show appreciation to Stan Crockett for his service on the Frederick County Economic Development Authority. 7. Large Project Ready Sites Concept - Next Steps || INFORMATION  Update to the strategy to increase the availability of large project ready sites to facilitate new development and support larger scale projects. 8. Salary Sonar Demonstration || INFORMATION  Salary intelligence tool, part of the JobsEQ labor analytic tool 9. Such other business as may come before this Authority MINUTES ECONOMIC DEVELOPMENT AUTHORITY | THURSDAY, OCTOBER 9, 2025 | A meeting of the Frederick County Economic Development Authority was held on Thursday, October 9, 2025, at 8:00 a.m. in the County Administration Building, 1st Floor Conference Room, 107 N. Kent Street, Winchester, Virginia. PRESENT: Diane Kearns, Rick Till, Gary Lofton, Judy McCann-Slaughter, Bryan Fairbanks and Christine Kriz. Board member Tina Murphy participated remotely for a medical reason and her participation was approved by those present. STAFF: Patrick Barker, Shayla Rickard, and Donna McIlwee, Frederick County Economic Development Authority; Jay Tibbs, Assistant County Administrator; and Michael Bryan, EDA Attorney. MEETING CALLED TO ORDER: Chairman Till called the meeting to order at 8:00 a.m. INTRODUCTION OF NEW BOARD MEMBER Chairman Till introduced and welcomed Christine Kriz, Director Corporate Training, Laurel Ridge Community College Workforce Solutions, as a new EDA Board member. PARTNER SHOWCASE – WINCHESTER-FREDERICK COUNTY TOURISM Justin Kerns, Executive Director, Winchester-Frederick County Convention and Visitors Bureau, presented an overview of operations and strategic initiatives as they relate to the EDA’s strategic plan. VICE CHAIR ELECTION Due to the resignation of Mr. Crockett, Vice Chair, it was necessary to elect a new Vice Chair to serve until the next EDA annual meeting, typically held in March. Mr. Lofton nominated Ms. Kearns. Ms. Kearns nominated Mr. Lofton. Mr. Fairbanks nominated Ms. McCann-Slaughter. Mr. Lofton then declined his nomination and Ms. Kearns withdrew her name from consideration. - 2 - On motion of Mr. Fairbanks and seconded by Ms. Kriz, Ms. McCann-Slaughter was elected to serve as Vice Chair by the following recorded vote: Bryan Fairbanks Aye Diane Kearns Aye Christine Kriz Aye Gary Lofton Aye Judy McCann-Slaughter Aye Tina Murphy Aye Rick Till Aye APPROVAL OF MINUTES The minutes of the September 4, 2025, meeting were presented. On motion duly made by Ms. Kearns and seconded by Mr. Lofton, the minutes were approved as presented by the following recorded vote: Bryan Fairbanks Abstain (was absent) Diane Kearns Aye Christine Kriz Aye Gary Lofton Aye Judy McCann-Slaughter Abstain (was absent) Tina Murphy Aye Rick Till Aye TREASURER'S REPORT Mr. Barker submitted the following report: Checking Account - Bank of Clarke as of August 31, 2025 - $30,205.72 Intrafi Account – Bank of Clarke as of August 31, 2025 - $3,214,323.30 On motion of Ms. McCann-Slaughter, seconded by Ms. Kearns, the Treasurer’s Report was approved by the following recorded vote: Bryan Fairbanks Aye Diane Kearns Aye Christine Kriz Aye Gary Lofton Aye Judy McCann-Slaughter Aye Tina Murphy Aye Rick Till Aye - 3 - EDA STRATEGY FY 27 Mr. Barker presented a draft Strategy for 2026-27 and stated it was a standard update due to recent changes in the BOS. A more robust, in-depth update will be done after the EDA’s annual joint meeting with the BOS. He stated this document serves as the guiding framework for Frederick County’s economic development efforts and is reviewed and approved each year to confirm or adjust overarching goals and objectives in response to evolving needs and opportunities. Board members were asked to review the draft Strategy and provide any recommendations to staff by Friday, October 24. Staff will compile Board feedback, along with any staff recommendations, for further review at the next Board meeting. Ms. McCann-Slaughter asked if graphs for 2025Q2 would reflect any changes. Mr. Barker will check. Mr. Lofton stated it appears the unemployment rate is ticking upward and asked if we know why and if there is any way the EDA can help businesses. Mr. Barker stated the rate reflects the national rate. BENCHMARK ANALYSIS Mr. Barker stated that, for several years, a benchmark analysis has been conducted comparing Frederick County and the Winchester-Frederick County MSA to competing localities and MSAs. The results help craft Frederick County’s value proposition to each target industry sector, demonstrating why businesses should choose to locate here. It also identifies strengths and weaknesses enabling the EDA to consider programs that build on the County’s competitive advantages. In short, a benchmark analysis provides a factual, comparative framework that informs strategy, supports decision-making, and strengthens Frederick County’s position in the competitive economic development landscape. Board members were provided this analysis for information purposes. FALL EMPLOYER EXPO Shayla Rickard, Business Retention Manager, reviewed the Fall Employer Expo held on September 11 at Laurel Ridge Community College. There were 36 exhibitors registered and 156 attendees. Feedback from job seekers and exhibitors was positive. WORLDS OF WORK Shayla Rickard, Business Retention Manager, reviewed the Worlds of Work held on October 2 at the James R. Wilkins Jr. Athletics & Events Center at Shenandoah University. There were 10 different industry sectors, or “Work Worlds,” with 60+ businesses providing students with a look into each sector. - 4 - LARGE PROJECT READY SITES CONCEPT – NEXT STEPS Mr. Barker reported staff has completed its assessment of properties less than 100 acres and these sites were determined to be non-feasible upon further review. One site was encumbered with multiple water features, which would greatly restrict the size of any potential building, and the other site faced significant access challenges. He also reported that top priority sites from staff’s initial review have yet to express interest in a revised document that would focus on rezoning exclusively. Staff will continue to communicate with the owners. On a positive front, there is a growing potential for a partnership for another large land bay by a prospective purchaser. This area was identified and evaluated in the first round of the process but the current property owners were not inclined to pursue. Mr. Lofton asked if there was a map or listing available of all presently empty commercial/industrial property already zoned. Mr. Barker will provide. LIVELOVESHENANDOAH.COM DEMONSTRATION Mr. Barker asked Board members to look at this newly relaunched website for regional talent retention/attraction efforts. SALARY SONAR DEMONSTRATION Due to time constraints, this topic will be discussed more in-depth at the November meeting. SUCH OTHER BUSINESS AS MAY COME BEFORE THIS AUTHORITY Ms. McCann-Slaughter requested that a letter or resolution be sent to Mr. Crockett for his service to the EDA. ADJOURN There being no further business to come before this Authority, the meeting was adjourned at 9:05 a.m. ________________________________ ____________________________ Richard Till Jay Tibbs Chairman Secretary TREASURER'S REPORT SYNOPSIS ECONOMIC DEVELOPMENT AUTHORITY September 30, 2025 BANK OF CLARKE COUNTY Beginning Bank Statement Balance - as of August 31, 2025 $30,205.72 Total Deposits $0.00 Total Disbursements -$25,983.00 BANK STATEMENT BALANCE AS OF September 30, 2025 $4,222.72 BANK OF CLARKE - INTRAFI ACCOUNT Beginning Bank Statement Balance - as of August 31, 2025 $3,214,323.30 Total Deposits $34,175.69 Total Disbursements $0.00 BANK STATEMENT BALANCE AS OF September 30, 2025 $3,248,498.99 TREASURER'S REPORT ECONOMIC DEVELOPMENT AUTHORITY September 30, 2025 BANK OF CLARKE COUNTY Beginning Bank Statement Balance - as of August 31, 2025 $30,205.72 Deposits TOTAL DEPOSITS $0.00 Disbursements 9/5/2025 Transfer from Bank of Clarke into IntraFi Account -$25,500.00 1643 9/16/2023 Michael L. Bryan (Legal Fees) -$483.00 TOTAL DISBURSEMENTS -$25,983.00 BANK STATEMENT BALANCE AS OF September 30, 2025 $4,222.72 TREASURER'S REPORT ECONOMIC DEVELOPMENT AUTHORITY September 30, 2025 BANK OF CLARKE - INTRAFI ACCOUNT Beginning Bank Statement Balance - as of August 31, 2025 $3,214,323.30 Deposits 9/5/2025 Deposit from Bank of Clarke (EDA City of Winchester - Westminster-Canterbury Bond Admin Fee) $25,500.00 9/30/2025 Interest $8,675.69 TOTAL DEPOSITS $34,175.69 Disbursements TOTAL DISBURSEMENTS $0.00 BANK STATEMENT BALANCE AS OF September 30, 2025 $3,248,498.99 ** $1,907,000 represents proceeds from the sale of the Robinson School properties. Contact Us Account Economic Development Authority of the Co Date 09/30/2025 Page 1 of 2 IntraFi Cash ServiceSM, or ICS®, Monthly Statement The following information is a summary of activity in your account(s) for the month of September 2025 and the list of FDIC-insured institution(s) that hold your deposits as of the date indicated. These deposits have been placed by us, as your agent and custodian, in deposit accounts through IntraFi Cash Service. Funds in your deposit accounts at the FDIC-insured institutions at which your funds have been placed will be "deposits," as defined by federal law. Certain conditions must be satisfied for "pass-through" FDIC deposit insurance coverage to apply. To meet the conditions for pass-through FDIC deposit insurance, deposit accounts at FDIC-insured banks in IntraFi's network that hold deposits placed using an IntraFi service are titled, and deposit account records are maintained, in accordance with FDIC regulations for pass-through coverage. Summary of Accounts Account ID Deposit Option Interest Rate Opening Balance Ending Balance Demand 3.09%$3,214,323.30 $3,248,498.99 TOTAL $3,214,323.30 $3,248,498.99 CONTAINS CONFIDENTIAL INFORMATION IntraFi and ICS are registered service marks, and IntraFi Cash Service is a service mark, of IntraFi Network LLC. €!MrHT"O|i]J$M+ €qFFj6sy-&c! MV €'%E`jQ#H TDAk%+ AAAAAAAAAAAAAAAAAAAAAA Bank of Clarke PO Box 391 Berryville, VA 22611 Economic Development Authority of the Co 00000 RETURN SERVICE REQUESTED DETAILED ACCOUNT OVERVIEW Account ID: Account Title: Economic Development Authority of the Co Account Summary - Demand Statement Period 9/1-9/30/2025 Average Daily Balance $3,236,712.49 Previous Period Ending Balance $3,214,323.30 Interest Rate at End of Statement Period 3.09% Total Program Deposits 25,500.00 Annual Percentage Yield Earned 3.31% Total Program Withdrawals (0.00) YTD Interest Paid 79,012.17 Interest Capitalized 8,675.69 Current Period Ending Balance $3,248,498.99 Account Transaction Detail Date Activity Type Amount Balance 09/05/2025 Deposit $25,500.00 $3,239,823.30 09/30/2025 Interest Capitalization 8,675.69 3,248,498.99 Summary of Balances as of September 30, 2025 FDIC-Insured Institution City/State FDIC Cert No.Balance BOKF, National Association Tulsa, OK $247,662.20 Cadence Bank Tupelo, MS 247,662.20 Citizens Bank, National Association Providence, RI 247,662.20 First National Bank Damariscotta, ME 247,662.19 First-Citizens Bank & Trust Company Raleigh, NC 247,662.20 Flagstar Bank, N.A.Hicksville, NY 247,662.20 Parkway Bank and Trust Company Harwood Heights, IL 28,913.06 Raymond James Bank St. Petersburg, FL 247,662.20 The Huntington National Bank Columbus, OH 247,662.20 Truist Bank Charlotte, NC 247,662.20 United Bank Fairfax, VA 247,639.54 Valley National Bank Morristown, NJ 247,662.20 Western Alliance Bank Phoenix, AZ 247,662.20 Zions Bancorporation, N. A.Salt Lake City, UT 247,662.20 Date 09/30/2025 Page 2 of 2 CONTAINS CONFIDENTIAL INFORMATION IntraFi and ICS are registered service marks, and IntraFi Cash Service is a service mark, of IntraFi Network LLC. DATE: October 31, 2025 TO: Board of Directors, Frederick County Economic Development Authority FROM: Patrick Barker, CEcD Executive Director CC: Jay Tibbs Deputy County Administrator RE: EDA Strategy FY27 The EDA Strategy, approved annually by the EDA Board, serves as the guiding framework for Frederick County’s economic development efforts. Each year, the Board reviews and approves the Strategy to confirm or adjust overarching goals and objectives in response to evolving needs and opportunities. This process ensures that Frederick County remains focused on long- term priorities while staying agile enough to address changing economic conditions. For this year’s update, as with last year, staff made routine revisions, including updated economic data, incorporation of current best practices, and clarification of key sections. A more comprehensive review and update is planned following the next joint meeting with the Board of Supervisors in early 2026, which will provide additional direction for longer-term adjustments. The approved Strategy does more than guide daily activities. The priorities outlined in the Strategy directly inform where resources are needed, helping align funding with the programs, initiatives, and investments that best advance Frederick County’s competitiveness. Staff has compiled Board feedback, along with any staff recommendations. Staff seeks the Authority's review, feedback, and, if appropriate, adoption of the document. FREDERICK COUNTY, VIRGINIA ECONOMIC DEVELOPMENT STRATEGIC PLAN 2026 - 2027 Strategy Frederick County EDA Page 2 of 17 DRAFT October 31, 2025 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 17 DRAFT October 31, 2025 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 316,000 working age individuals, over 89% of which are high school graduates (or higher); 39% 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, Amcor, 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 has been Strategy Frederick County EDA Page 4 of 17 DRAFT October 31, 2025 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, $183 million in capital expenditures between 2022-24, 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 15% of Virginia localities over the last decade (18 out of 125 in capital investment and 12 of 125 in new job growth). Frederick County is consistently rated a great place to operate a business – registering among the top 20% of small metros nationwide in Area Development's 2023 listing of Hotspots for Economic Growth.  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. 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 Strategy Frederick County EDA Page 5 of 17 DRAFT October 31, 2025 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 advantages 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 17 DRAFT October 31, 2025 Infrastructure and connectivity • Areas with robust broadband speeds with planned and funded 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 wages 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 some 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 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 17 DRAFT October 31, 2025 The following are a sampling of measures illustrating Frederick County’s economy with some comparison to the State and Nation. Employment Trends As of 2025Q1, total employment for Frederick County, Virginia was 42,330 (based on a four-quarter moving average). Over the year ending 2025Q1, employment increased 0.9% 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 2024Q4 with preliminary estimates updated to 2025Q1. Unemployment Rate The unemployment rate for Frederick County, Virginia was 3.3% as of July 2025. The regional unemployment rate was lower than the national rate of 4.6%. One year earlier, in July 2024, the unemployment rate in Frederick County, Virginia was 2.9%. Unemployment rate data are from the Local Area Unemployment Statistics, provided by the Bureau of Labor Statistics and updated through July 2025. Strategy Frederick County EDA Page 8 of 17 DRAFT October 31, 2025 Wage Trends The average worker in Frederick County, Virginia earned annual wages of $61,077 as of 2025Q1. Average annual wages per worker increased 5.0% in the region over the preceding four quarters. For comparison purposes, annual average wages were $74,181 in the nation as of 2025Q1. 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 2024Q4 with preliminary estimates updated to 2025Q1. Industry Snapshot The largest sector in Frederick County, Virginia is Manufacturing, employing 6,632 workers. The next- largest sectors in the region are Transportation and Warehousing (5,985 workers) and Retail Trade (4,532). 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 = 2.81), Manufacturing (2.00), and Finance and Insurance (1.79). Sectors in Frederick County, Virginia with the highest average wages per worker are Management of Companies and Enterprises ($110,654), Public Administration ($95,704), and Utilities ($85,169). Regional sectors with the best job growth (or most moderate job losses) over the last 5 years are Transportation and Warehousing (+2,164 jobs), Retail Trade (+919), and Finance and Insurance (+782). Over the next 10 years, employment in Frederick County, Virginia is projected to expand by 7,368 jobs. The fastest growing sector in the region is expected to be Health Care and Social Assistance with a +2.4% year-over-year rate of growth. The strongest forecast by number of jobs over this period is expected for Strategy Frederick County EDA Page 9 of 17 DRAFT October 31, 2025 Transportation and Warehousing (+1,264 jobs), Manufacturing (+1,239), and Health Care and Social Assistance (+640). Occupation Snapshot The largest major occupation group in Frederick County, Virginia is Transportation and Material Moving Occupations, employing 7,152 workers. The next-largest occupation groups in the region are Office and Administrative Support Occupations (4,573 workers) and Sales and Related Occupations (3,966). High location quotients (LQs) indicate occupation groups in which a region has high concentrations of employment compared to the national average. Occupation groups in Frederick County, Virginia with the highest average wages per worker are Management Occupations ($131,600), Computer and Mathematical Occupations ($107,500), and Legal Occupations ($106,100). The unemployment rate in the region varied among the major groups from 0.9% among Healthcare Practitioners and Technical Occupations to 5.0% among Farming, Fishing, and Forestry Occupations. Over the next 10 years, the fastest growing occupation group in Frederick County, Virginia is expected to be Healthcare Support Occupations with a +2.7% year-over-year rate of growth. The strongest forecast by number of jobs over this period is expected for Transportation and Material Moving Occupations (+1,383 jobs) and Production 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 (9,642 jobs) and Sales and Related Occupations (5,412). Industry Clusters A cluster is a geographic concentration of interrelated industries or occupations. The industry cluster in Frederick County, Virginia with the highest relative concentration is Chemical with a location quotient of 6.83. This cluster employs 2,527 workers in the region with an average wage of $96,133. Employment in the Chemical cluster is projected to expand in the region about 1.8% 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 2025Q1. Forecast employment growth uses national projections from the Bureau of Labor Statistics adapted for regional growth patterns. Strategy Frederick County EDA Page 10 of 17 DRAFT October 31, 2025 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 Strategy Frederick County EDA Page 11 of 17 DRAFT October 31, 2025 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 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 Acquire regular 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 regular 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 Create a regional tour resource for employers and their candidates Number of participants Number of tours Strategy Frederick County EDA Page 12 of 17 DRAFT October 31, 2025  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 regular 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 staff to the many rewarding local careers available (i.e. student and teacher tours) Number of participants Survey of participants Conduct regular messaging on all career pathways (post high school to college) Social media analytics Website analytic of relevant page 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 Strategy Frederick County EDA Page 13 of 17 DRAFT October 31, 2025 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 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: 3. Support and strengthen the food economy by increasing awareness of operational assistance available to businesses and fostering greater public engagement with local businesses Action Measurement Develop FredCoEats.com into an online hub that promotes Frederick County’s food economy and connects local food businesses with available resources and support. Social media analytics Website views Collaborate with the Laurel Ridge Small Business Development Center to offer an annual agribusiness conference that connects established and aspiring agricultural businesses with resources focused on starting and growing an agribusiness in the Northern Shenandoah Valley. Individual workshop evaluations Overall conference surveys Strategy Frederick County EDA Page 14 of 17 DRAFT October 31, 2025 Organize and promote an annual Restaurant Week in Frederick County to increase awareness of local eateries. Number of participating restaurants Survey of participants Social media analytics Website views 4. 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 5. 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 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 Strategy Frederick County EDA Page 15 of 17 DRAFT October 31, 2025 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 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 Strategy Frederick County EDA Page 16 of 17 DRAFT October 31, 2025 6. Educate the community on the 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 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 Strategy Frederick County EDA Page 17 of 17 DRAFT October 31, 2025 3. Assist the Winchester Regional Airport implementing their strategic plan, as appropriate 4. Support the implementation of transportation projects with an economic development nexus Action Measurement Provide letters of support as requested Number of letters submitted Participate in the MPO’s technical review committee Attendance at meetings 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. 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 DATE: October 31, 2025 TO: Board of Directors, Frederick County Economic Development Authority FROM: Patrick Barker, CEcD Executive Director CC: Jay Tibbs Deputy County Administrator RE: Budget Request FY27 Enclosed is the draft FY27 budget for the Economic Development Authority. This proposed plan is strategically aligned to advance the EDA’s core priorities: attracting and retaining top workforce talent, supporting the growth and resilience of existing businesses, and recruiting high-value, targeted industries. The budget is designed to sharpen Frederick County’s competitive edge by addressing critical factors that influence corporate location decisions—most notably, workforce development. In keeping with previous budgets, this proposal strengthens the EDA’s ability to drive sustainable economic growth and reinforces Frederick County’s position as a premier destination for business investment. A summary of the EDA’s request by program area follows. The Economic Development Authority’s FY27 funding request to Frederick County totals $778,542, which is $2,122 higher than last fiscal year, reflecting a 0.3% increase over the prior year. This proposal includes less than a 1.5% increase in operating funds—defined as non- personnel, non-capital expenses—ensuring continued support for core programmatic activities. The remaining funding will be supplemented through contributions from the Frederick County Economic Development Authority, along with support from business sponsors and strategic partners. The proposed budget maintains balanced investment across the EDA’s three primary operating programs, reinforcing its commitment to effective, mission-driven resource allocation. Frederick County’s commitment to business remains its competitive message and its brand for economic development. This commitment has resulted in Frederick County being one of the best small places for business along the East Coast, not by words but by results o Top 20% all localities last decade Capital investment and new jobs o Return $26 to Frederick County for every $1 invested Approval of the EDA’s FY27 budget request will permit the EDA to continue enhancing its role. Staff is seeking the Authority’s comments and recommendation of forwarding the FY27 Budget request, if appropriate. PROGRAMS FY 25 Final FY 26 Final FY 27 Request Change FY26v27 Frederick County 748,389 749,040 751,252 2,212 County EDA 16,800 16,800 16,800 - Non-Local Income 10,490 10,490 10,490 - Total 775,679 776,330 778,542 2,212 PROGRAMS FY 25 Final FY 26 Final FY 27 Request Change FY26v27 TALENT ENGAGEMENT 65,031 68,622 67,590 (1,032) BUSINESS RETENTION 62,409 63,852 63,750 (102) BUSINESS ATTRACTION 52,323 53,679 55,350 1,672 BUSINESS CLIMATE 2,350 2,350 2,350 - ADMINSTRATION 593,567 587,828 589,502 1,674 Total 775,679 776,330 778,542 2,212 LOCAL PUBLIC EXPENDITURES (EDA) EDA BUDGET REVENUES Page 1 of 4 Frederick County EDA Budget FY27 DRAFT FY 25 Final FY 26 Final FY 27 Request Difference FY26 v FY27 TALENT ENGAGEMENT 65,031 68,622 67,590 (1,032) Career Pathway Programs Printing 1,500 1,500 1,500 - Transportation Costs 2,000 2,000 2,000 - Events 2,000 2,000 2,000 - Food & Supplies 5,000 5,000 5,000 - Video production - - - - Photography 2,500 2,500 2,500 - Advertisements 1,200 1,200 1,200 - Talent Website Update (50%)2,500 2,500 1,250 (1,250) Social Media Management (50%)10,000 10,000 10,000 - Communication Website (30%)- Hosting 3,000 3,600 3,900 300 Maintenance & Development 1,902 1,902 1,500 (402) Website Marketing 360 360 360 - Talent Attraction/Retention Photography 2,500 2,500 2,500 - Talent Website Update (50%)2,500 2,500 1,250 (1,250) Candidate Tours 1,500 1,500 1,500 - Advertisements 8,000 8,000 8,000 - Social Media Management (50%)10,000 10,000 10,000 - - Data Intelligence Job Connector 4,860 4,860 6,430 1,570 Workforce (40%)3,709 6,700 6,700 - Frederick County EDA Budget Page 2 of 4 Frederick County EDA Budget FY27 DRAFT FY 25 Final FY 26 Final FY 27 Request Difference FY26 v FY27 BUSINESS RETENTION 62,409 63,852 63,750 600 Program Marketing Printing 2,000 2,000 2,000 - Postage 250 250 250 - Photography (50%)2,500 2,500 2,500 - Videography (50%)2,500 2,500 2,500 - Corporate Calling 1,500 1,500 1,500 - Business Forums 1,500 1,500 1,500 - Cluster Associations 1,765 1,765 1,765 - Communication Website (30%) Hosting 3,000 3,600 3,900 300 Maintenance & Development 1,902 1,902 1,500 (402) Website Marketing 360 360 360 - Business Contribution Showcase Advertisement 2,500 2,500 2,500 - Printing 1,500 1,500 1,500 - Photo/Video 1,000 1,000 1,000 - Small Business Development Center | General (50%)14,000 14,000 14,000 - Small Business Development Center | Billingual (100%)10,000 10,000 10,000 - Apple Blossom Festival 5,000 5,000 5,000 - Data Intelligence Workforce (30%)2,782 5,025 5,025 - Virginia Employment Commision 3,000 1,600 1,600 - Business Call Visit CRM (Bluedot)1,950 1,950 1,950 - Corporate Announcement (50%)2,400 2,400 2,400 - Misc. Meetings/Travel 1,000 1,000 1,000 - Page 3 of 4 Frederick County EDA Budget FY27 DRAFT FY 25 Final FY 26 Final FY 27 Request Difference FY26 v FY27 BUSINESS ATTRACTION 52,323 53,679 55,350 1,672 Memberships 3,025 3,025 3,025 - Marketing - VEDP,CREs, Site Consultants Direct Mail (6x) Printing ($2.00 each)750 750 750 - Postage ($0.50 each)250 250 250 - Collateral Material Development - - - - Travel 4,000 4,000 4,000 - Travel (VEDP)4,000 4,000 4,000 - Marketing Pieces - - - - Photography (50%)2,500 2,500 2,500 - Videography (50%)2,500 2,500 2,500 - Other Travel 1,000 1,000 1,000 - Data Intelligence Property (75%)4,350 4,350 4,350 - Workforce (30%)2,782 3,338 5,025 1,688 Benchmark Analysis 3,750 3,750 3,870 120 Corporate Announcement (50%)2,400 2,400 2,400 - Communication Website (40%)- Hosting 4,000 4,800 5,200 400 Maintenance & Development 2,536 2,536 2,000 (536) Website Marketing 480 480 480 - Small Business Development Center (50%)14,000 14,000 14,000 - BUSINESS CLIMATE 2,350 2,350 2,350 - Data Intelligence Property (25%)1,450 1,450 1,450 - Infrastructure Mapping 900 900 900 - Page 4 of 4 Frederick County EDA Budget FY27 DRAFT FY 25 Final FY 26 Final FY 27 Request Difference FY26 v FY27 ADMINSTRATION 593,567 587,828 589,502 1,674 533,572 547,353 547,627 274 Permanent full time 332,578 345,881 346,436 555 Permanent part time 52,000 52,000 52,000 - Benefits 132,194 132,672 132,391 (281) EDA Board Compensation 16,800 16,800 16,800 - Education & Training 5,100 5,100 6,500 1,400 Director 2,000 2,000 2,000 - Marketing Manager 1,600 1,600 2,000 400 Existing Business Manager 1,000 1,000 2,000 1,000 Part-time 500 500 500 - EDA Insurance 2,556 2,556 2,556 - Professional Associations Memberships 2,494 2,494 2,494 - Books/Subscriptions 1,190 1,190 1,190 - Misc. Office Support 8,662 7,102 7,102 - Maintenance Janitorial 1,560 - Printing, Stationary 1,000 1,000 1,000 - Office Supplies 1,500 1,500 1,500 - Postage (routine & Fed Ex)500 500 500 - Other operating supplies 1,810 1,810 1,810 - Software Licences 2,292 2,292 2,292 - Central Stores Gas - Car Lease 250 250 250 - Rent & Utilities 22,243 4,283 4,283 ` Rent 15,511 - - - Utilities 2,000 - - - Telephone | Local & Long 3,419 3,419 3,419 - Mobile Phone 864 864 864 - Internet 450 Travel 700 700 700 - Misc. Gas 200 200 200 - Monthly routine 500 500 500 - DATE: October 31, 2025 TO: Board of Directors, Frederick County Economic Development Authority FROM: Patrick Barker, CEcD Executive Director CC: Jay Tibbs Deputy County Administrator RE: Resolution for Mr. Stanley Crockett Attached for your review and consideration is a Resolution of Appreciation honoring Stan Crockett for his long and dedicated service to the Frederick County Economic Development Authority. Mr. Crockett’s thoughtful leadership, professionalism, and commitment to advancing Frederick County’s economic growth have made a lasting impact on the organization and the community. The attached resolution formally recognizes his contributions and expresses the Board’s gratitude for his many years of service. It is recommended that the Board adopt the attached Resolution of Appreciation at the upcoming meeting. DATE: October 31, 2025 TO: Board of Directors, Frederick County Economic Development Authority FROM: Patrick Barker, CEcD Executive Director CC: Jay Tibbs Deputy County Administrator RE: Large Project Ready Site Program | Current Status At its last meeting, the EDA Board directed staff to modify its strategy to expand the number of Large Project-Ready Sites. Refining the definition of “Large” to properties less than 100 acres was one modification. The definition of “Project-Ready” remains the same, meaning the property is industrially zoned —or can feasibly obtain within 12 to 18 months— and has key infrastructure, including roads, water, wastewater, electric, and natural gas. Staff has completed its assessment of properties less than 100 acres. These sites were determined to be non-feasible upon further review. One site was encumbered with multiple water features, which would greatly restrict the size of any potential building. The other site faced significant challenges with access. The top priority sites from staff’s initial review have yet to express interest in a revised agreement that focus on rezoning exclusively. Staff will continue to communicate with the owners. The previously mentioned partnership for another large land bay by a prospective purchaser remains active. While contract discussions are occurring, staff has discussed the site with VEDP representatives to gauge potential of a Virginia Business Ready Site Grant application. DATE: October 31, 2025 TO: Board of Directors, Frederick County Economic Development Authority FROM: Patrick Barker, CEcD Executive Director CC: Jay Tibbs Deputy County Administrator RE: Salary Sonar Demonstration Salary Sonar is real-time compensation benchmarking tool integrated within Chmura’s JobsEQ platform, of which the EDA has been a long-standing user. It draws on millions of active job postings daily to provide up-to-date wage insights. Using AI, it connects job descriptions, required skills, and locations with accurate pay benchmarks. Users, like the EDA are able to explore pay ranges, trends over time, and comparisons across geographies. This system will significantly benefit the EDA. We are now able to move beyond outdated salary surveys by providing real-time, defensible data. Such benefits to the EDA include: 1. Showcase Regional Competitiveness  Benchmark local wages against peer regions.  Demonstrate to site selectors and employers that our region offers competitive talent costs. 2. Strengthen Business Attraction & Retention  Provide clear, current salary data in RFPs and proposals.  Address employer concerns about workforce costs and availability. 3. Align Workforce Development Efforts  Identify which skills and certifications carry wage premiums.  Share insights with training providers to close talent gaps. 4. Monitor Trends & Market Shifts  Track month-to-month changes in compensation.  Anticipate wage pressures or emerging opportunities in key industries. 5. Support Grants & Strategic Planning  Supply evidence-based wage data in funding applications.  Strengthen strategic plans with actionable labor market intelligence. In summary, Salary Sonar will equip EDA staff with accurate, real-time, and actionable salary intelligence.