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HomeMy WebLinkAboutEDAAgenda2026May7 Economic Development Authority Thursday, May 7, 2026 @ 8:00 a.m. Frederick County Administration Building - First Floor Conference Room 107 N. Kent St. Winchester, VA 22601 1. Call to Order 2. Approval of Minutes || ACTION Review and approval of minutes from previous meetings 3. Treasurer’s Report || ACTION Review and approval of latest Treasurer’s Reports 4. Industrial Sites Identification || ACTION Authorize participation in a Shenandoah Valley Partnership-led study 5. Overview of Economic Development Processes || INFORMATION Examples of the project development process from the new business development and existing business development perspectives 6. EDA Strategy Update || DISCUSSION Discussion of the Board of Supervisors’ proposed direction for the EDA 7. Other Business Any additional matters brought before the Authority MINUTES ECONOMIC DEVELOPMENT AUTHORITY | THURSDAY, FEBRUARY 5, 2026 | A meeting of the Frederick County Economic Development Authority was held on Thursday, February 5, 2026, 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, Tina Murphy, Jason Aikens, Bryan Fairbanks and Christine Kriz. Board member Gary Lofton participated remotely for personal reasons and his 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. and welcomed Jason Aikens as the new BOS representative to the EDA. PARTNER SHOWCASE – SMALL BUSINESS DEVELOPMENT CENTER Mr. Barker introduced Andy Gyurisin, Director, who presented an overview of the Center’s operation, key activities and ways in which they collaborate with the EDA. ANNUAL MEETING The EDA Bylaws call for an annual meeting prior to March 1 of each year to elect officers. Mr. Bryan, EDA Attorney, conducted the election with the following results: Chair – Rick Till Vice Chair – Bryan Fairbanks Secretary/Treasurer – Jay Tibbs APPROVAL OF MINUTES The minutes of the November 7, 2025, and December 4, 2025, meetings were presented. On motion duly made by Mr. Aikens and seconded by Ms. Kearns, the minutes were approved as presented by the following recorded vote: Jason Aikens Aye Bryan Fairbanks Aye - 2 - Diane Kearns Aye Christine Kriz Aye Gary Lofton Abstain (was not present in December) Tina Murphy Aye Rick Till Aye TREASURER’S REPORTS Mr. Barker submitted the following reports: Checking Account – Bank of Clarke as of October 31, 2025 - $3371.22 Intrafi Account – Bank of Clarke as of October 31, 2025 - $3,347,137.15 Checking Account – Bank of Clarke as of November 30, 2025 - $26,784.22 Intrafi Account – Bank of Clarke as of November 30, 2025 - $3,330,073.86 Checking Account – Bank of Clarke as of December 31, 2025 - $16,120.22 Intrafi Account – Bank of Clarke as of December 31, 2025 - $3,337,867.66 On motion of Ms. Kriz, seconded by Mr. Lofton, the Treasurer’s Reports were approved by the following recorded vote: Jason Aikens Aye Bryan Fairbanks Aye Diane Kearns Aye Christine Kriz Aye Gary Lofton Aye Tina Murphy Aye Rick Till Aye REMOTE MEETING POLICY Mr. Barker stated that, as required by State Code, the EDA must adopt its Remote Participation Policy on an annual basis. While no changes are currently suggested to the policy, it is crucial that the EDA formally adopts it to ensure compliance. Key points in the policy are that the EDA cannot allow any Board member to participate remotely in a meeting unless the policy has been adopted for that year and for meetings where remote participation occurs, at least four Board members must be physically present to satisfy the State Code’s quorum requirement. Mr. Aikens made a motion to adopt the Remote Meeting Policy. Motion was seconded by Mr. Fairbanks and approved by the following recorded vote: - 3 - Jason Aikens Aye Bryan Fairbanks Aye Diane Kearns Aye Christine Kriz Aye Gary Lofton Aye Tina Murphy Aye Rick Till Aye LARGE PROJECT READY SITES STRATEGY Mr. Barker reported the previously mentioned partnership for a large land bay with a prospective purchaser remains active. A meeting will be held soon to discuss next steps. The Virginia Business Ready Site Program will open soon and use of the program will be needed if the property owner is interested. Mr. Aikens inquired how many sites were originally identified and what process was used to identify if they were viable. Mr. Till remarked this is an ongoing process. JOINT MEETING WITH BOARD OF SUPERVISORS PREPARATION Mr. Barker reviewed the draft presentation for this meeting, scheduled for February 12, and asked for feedback so it could be revised and finalized in ample time before the meeting. Mr. Fairbanks suggested spending time on the industry target page as we need to know if we should continue efforts working with possible data centers. He also suggested highlighting what employment changes and tax revenue dollars have come into the County because of the EDA’s work since there are several new BOS members. Ms. Kearns stated that since we have not had much success with large grocery stores locating here, should the EDA focus more on local resources. She also stated we should ask the BOS for specific goals. Mr. Aikens stated we should ask pointed questions as to what Board members expect from the EDA to be sure we are aligned with their desires as 100% alignment between the two is needed. He also suggested putting questions together and submitting to the BOS ahead of the meeting. He emphasized that outreach to prospective new businesses is paramount to some members of the BOS versus spending time on businesses already here. Ms. Kriz stated we should ask the BOS what top outcomes they want to see from the EDA. - 4 - Ms. Murphy suggested highlighting the scholarships at Laurel Ridge Community College we financially supported. SUCH OTHER BUSINESS AS MAY COME BEFORE THIS AUTHORITY Mr. Fairbanks asked that the EDA present a Resolution of Appreciation to Ms. McCann- Slaughter for her years of service as a member of the EDA Board. All present agreed. ADJOURN There being no further business to come before this Authority, the meeting was adjourned at 9:10 a.m. ________________________________ ____________________________ Richard Till Jay Tibbs Chairman Secretary MINUTES ECONOMIC DEVELOPMENT AUTHORITY | THURSDAY, APRIL 2, 2026 | A meeting of the Frederick County Economic Development Authority was held on Thursday, April 2, 2026, 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, Jason Aikens, and Bryan Fairbanks. STAFF: Wendy May, 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. PARTNER SHOWCASE – INDUSTRIAL BOND ISSUANCE – ECONOMIC DEVELOPMENT AUTHORITIES Mr. Bryan introduced Mike Craft from McGuire Woods, who discussed the issuance of industrial bonds by economic development authorities. APPROVAL OF MINUTES Due to the lack of a quorum, no action was taken on the minutes of the February 5, 2026, meeting. TREASURER’S REPORTS Due to the lack of a quorum, no action was taken on the January and February Treasurer’s reports. BUSINESS RETENTION UPDATE Ms. Rickard presented an overview of current business retention efforts and opportunities, including face-to-face visits with local companies to identify trends and needs. Current projects include the upcoming Widget Cup competition and the Employer Expo on May 13. Mr. Till asked if recruitment challenges are still an issue for businesses. Ms. Rickard stated they have dealt with that and now are looking for higher level employees. - 2 - FREDCO EATS Ms. May gave an overview of this brand and announced it has received Honorable Mention from the Virginia Economic Developers Association in the “Virginia Community Economic Development Award” category. SUCH OTHER BUSINESS AS MAY COME BEFORE THIS AUTHORITY Mr. Bryan stated the Winchester airport would like to host a lunch meeting with the EDA to hear about economic development projects. Suggested date will be forthcoming. Mr. Till stated strategic plans for the EDA have been discussed with all Board members and more will be forthcoming. He also discussed highlights from the last 10 years. He then submitted his resignation from the EDA Board, effective today (April 2, 2026). Due to Mr. Till’s resignation, Mr. Fairbanks, Vice Chair, will assume the Chair position. Mr. Fairbanks made some remarks about the future of the EDA and making it central to doing business in Frederick County. Mr. Aikens thanked Mr. Till for his service to the EDA and recognized Ms. May for her efforts as the Interim Director. Ms. Kearns inquired about the process to fill the Executive Director’s position permanently. ADJOURN There being no further business to come before this Authority, the meeting was adjourned at 9:10 a.m. ________________________________ ____________________________ Richard Till Jay Tibbs Chairman Secretary TREASURER'S REPORT SYNOPSIS ECONOMIC DEVELOPMENT AUTHORITY January 31, 2026 BANK OF CLARKE COUNTY Beginning Bank Statement Balance - as of December 31, 2025 $16,120.22 Total Deposits $0.00 Total Disbursements -$13,750.00 BANK STATEMENT BALANCE AS OF January 31, 2026 $2,370.22 BANK OF CLARKE - INTRAFI ACCOUNT Beginning Bank Statement Balance - as of December 31, 2025 $3,337,867.66 Total Deposits $21,246.13 Total Disbursements $0.00 BANK STATEMENT BALANCE AS OF January 31, 2026 $3,359,113.79 TREASURER'S REPORT ECONOMIC DEVELOPMENT AUTHORITY January 31, 2026 BANK OF CLARKE COUNTY Beginning Bank Statement Balance - as of December 31, 2025 $16,120.22 Deposits TOTAL DEPOSITS $0.00 Disbursements 1/28/2026 Transfer into IntraFI Account -$13,750.00 TOTAL DISBURSEMENTS -$13,750.00 BANK STATEMENT BALANCE AS OF January 31, 2026 $2,370.22 TREASURER'S REPORT ECONOMIC DEVELOPMENT AUTHORITY January 31, 2026 BANK OF CLARKE - INTRAFI ACCOUNT Beginning Bank Statement Balance - as of December 31, 2025 $3,337,867.66 Deposits 1/28/2026 Deposit - Baank of Clarke to IntraFI $13,750.00 1/31/2026 Interest $7,496.13 TOTAL DEPOSITS $21,246.13 Disbursements TOTAL DISBURSEMENTS $0.00 BANK STATEMENT BALANCE AS OF January 31, 2026 $3,359,113.79 Contact Us Account Date 01/31/2026 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 January 2026 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 2.64%$3,337,867.66 $3,359,113.79 TOTAL $3,337,867.66 $3,359,113.79 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 _w6M+ €mJFj6 rs,rM8PMV €'%E\jO+% V5ay;!e!+ AAAAAAAAAAAAAAAAAAAAAA Bank of Clarke PO Box 391 Berryville, VA 22611 Economic Development Authority of the Co 107 N Kent Street Winchester, VA 22601 00000 RETURN SERVICE REQUESTED DETAILED ACCOUNT OVERVIEW Account ID: Account Title: Account Summary - Demand Statement Period 1/1-1/31/2026 Average Daily Balance $3,339,883.66 Previous Period Ending Balance $3,337,867.66 Interest Rate at End of Statement Period 2.64% Total Program Deposits 13,750.00 Annual Percentage Yield Earned 2.68% Total Program Withdrawals (0.00) YTD Interest Paid 7,496.13 Interest Capitalized 7,496.13 Current Period Ending Balance $3,359,113.79 Account Transaction Detail Date Activity Type Amount Balance 01/28/2026 Deposit $13,750.00 $3,351,617.66 01/30/2026 Interest Capitalization 7,496.13 3,359,113.79 Summary of Balances as of January 31, 2026 FDIC-Insured Institution City/State FDIC Cert No.Balance BOKF, National Association Tulsa, OK $8.64 Banc of California Los Angeles, CA 247,536.51 Cadence Bank Tupelo, MS 140,915.15 Citizens Bank, National Association Providence, RI 247,554.46 Customers Bank Malvern, PA 247,554.45 First United Bank and Trust Company Durant, OK 17.94 First-Citizens Bank & Trust Company Raleigh, NC 247,554.46 Flagstar Bank, N.A.Hicksville, NY 247,554.46 Pinnacle Bank Nashville, TN 247,536.51 Raymond James Bank St. Petersburg, FL 247,554.46 The Huntington National Bank Columbus, OH 247,554.46 Truist Bank Charlotte, NC 247,536.51 UMB Bank, National Association Kansas City, MO 247,554.46 United Bank Fairfax, VA 17.94 Valley National Bank Morristown, NJ 247,554.46 Western Alliance Bank Phoenix, AZ 247,554.46 Zions Bancorporation, N. A.Salt Lake City, UT 247,554.46 Date 01/31/2026 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. TREASURER'S REPORT SYNOPSIS ECONOMIC DEVELOPMENT AUTHORITY February 28, 2026 BANK OF CLARKE COUNTY Beginning Bank Statement Balance - as of January 31, 2026 $2,370.22 Total Deposits $0.00 Total Disbursements -$414.00 BANK STATEMENT BALANCE AS OFFebruary 28, 2026 $1,956.22 BANK OF CLARKE - INTRAFI ACCOUNT Beginning Bank Statement Balance - as of January 31, 2026 $3,359,113.79 Total Deposits $6,809.47 Total Disbursements $0.00 BANK STATEMENT BALANCE AS OFFebruary 28, 2026 $3,365,923.26 TREASURER'S REPORT ECONOMIC DEVELOPMENT AUTHORITY February 28, 2026 BANK OF CLARKE COUNTY Beginning Bank Statement Balance - as of January 31, 2026 $2,370.22 Deposits TOTAL DEPOSITS $0.00 Disbursements 1648 1/28/2026 Michael L. Bryan (Legal Fees) -$414.00 TOTAL DISBURSEMENTS -$414.00 BANK STATEMENT BALANCE AS OFFebruary 28, 2026 $1,956.22 TREASURER'S REPORT ECONOMIC DEVELOPMENT AUTHORITY February 28, 2026 BANK OF CLARKE - INTRAFI ACCOUNT Beginning Bank Statement Balance - as of January 31, 2026 $3,359,113.79 Deposits 2/28/2026 Interest $6,809.47 TOTAL DEPOSITS $6,809.47 Disbursements TOTAL DISBURSEMENTS $0.00 BANK STATEMENT BALANCE AS OFFebruary 28, 2026 $3,365,923.26 ** $1,907,000 represents proceeds from the sale of the Robinson School properties. Contact Us Account Economic Development Authority of the Co Date 02/28/2026 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 February 2026 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 2.64%$3,359,113.79 $3,365,923.26 TOTAL $3,359,113.79 $3,365,923.26 CONTAINS CONFIDENTIAL INFORMATION IntraFi and ICS are registered service marks, and IntraFi Cash Service is a service mark, of IntraFi Network LLC. AA Bank of Clarke PO Box 391 Berryville, VA 22611 Economic Development Authority of the Co 107 N Kent Street Winchester, VA 22601 00000 RETURN SERVICE REQUESTED DETAILED ACCOUNT OVERVIEW Account ID: Account Title: Economic Development Authority of the Co Account Summary - Demand Statement Period 2/1-2/28/2026 Average Daily Balance $3,359,356.99 Previous Period Ending Balance $3,359,113.79 Interest Rate at End of Statement Period 2.64% Total Program Deposits 0.00 Annual Percentage Yield Earned 2.68% Total Program Withdrawals (0.00) YTD Interest Paid 14,305.60 Interest Capitalized 6,809.47 Current Period Ending Balance $3,365,923.26 Account Transaction Detail Date Activity Type Amount Balance 02/27/2026 Interest Capitalization $6,809.47 $3,365,923.26 Summary of Balances as of February 28, 2026 FDIC-Insured Institution City/State FDIC Cert No.Balance Banc of California Los Angeles, CA $247,500.75 Citizens Bank, National Association Providence, RI 247,500.75 City National Bank of Florida Miami, FL 148,582.29 Customers Bank Malvern, PA 247,500.75 First-Citizens Bank & Trust Company Raleigh, NC 247,500.75 Flagstar Bank, N.A.Hicksville, NY 247,500.75 Pinnacle Bank Nashville, TN 247,500.75 Raymond James Bank St. Petersburg, FL 247,500.75 The Huntington National Bank Columbus, OH 247,403.60 Truist Bank Charlotte, NC 247,500.75 UMB Bank, National Association Kansas City, MO 247,429.12 Valley National Bank Morristown, NJ 247,500.75 Western Alliance Bank Phoenix, AZ 247,500.75 Zions Bancorporation, N. A.Salt Lake City, UT 247,500.75 Date 02/28/2026 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. TREASURER'S REPORT SYNOPSIS ECONOMIC DEVELOPMENT AUTHORITY March 31, 2026 BANK OF CLARKE COUNTY Beginning Bank Statement Balance - as of February 28, 2026 $1,956.22 Total Deposits $125,000.00 Total Disbursements $0.00 BANK STATEMENT BALANCE AS OF March 31, 2026 $126,956.22 BANK OF CLARKE - INTRAFI ACCOUNT Beginning Bank Statement Balance - as of February 28, 2026 $3,365,923.26 Total Deposits $7,437.50 Total Disbursements -$125,000.00 BANK STATEMENT BALANCE AS OF March 31, 2026 $3,248,360.76 TREASURER'S REPORT ECONOMIC DEVELOPMENT AUTHORITY March 31, 2026 BANK OF CLARKE COUNTY Beginning Bank Statement Balance - as of February 28, 2026 $1,956.22 Deposits 3/19/2026 Transfer from IntraFi $125,000.00 TOTAL DEPOSITS $125,000.00 Disbursements TOTAL DISBURSEMENTS $0.00 BANK STATEMENT BALANCE AS OF March 31, 2026 $126,956.22 TREASURER'S REPORT ECONOMIC DEVELOPMENT AUTHORITY March 31, 2026 BANK OF CLARKE - INTRAFI ACCOUNT Beginning Bank Statement Balance - as of February 28, 2026 $3,365,923.26 Deposits 3/31/2026 Interest $7,437.50 TOTAL DEPOSITS $7,437.50 Disbursements 3/19/2026 Transfer to Bank of Clarke Checking -$125,000.00 TOTAL DISBURSEMENTS -$125,000.00 BANK STATEMENT BALANCE AS OF March 31, 2026 $3,248,360.76 DATE: April 30, 2026 TO: Board of Directors Frederick County Economic Development Authority FROM: Wendy May, CEcD Interim Director CC: Jay Tibbs Deputy County Administrator RE: Shenandoah Valley Industrial Sites Identification Study The Shenandoah Valley Partnership has invited Frederick County to participate in its Shenandoah Valley Industrial Sites Identification Study. The project’s scope includes identifying potential industrial development sites within participating localities by: • Reviewing zoning information and comprehensive plans to identify individual sites or clusters of sites totaling at least 250 acres. • Meeting with locality leadership to collaboratively confirm potential sites based on access, utility availability, alignment with the comprehensive plan, and rezoning potential. • Evaluating each site’s positive and negative attributes and assessing how these factors may affect development potential. Upon confirmation of participating localities, SVP will seek a GO Virginia grant to cover two-thirds of the cost, with the per locality cost anticipated to be approximately $3,000. DATE: April 30, 2026 TO: Board of Directors Frederick County Economic Development Authority FROM: Wendy May, CEcD Interim Director CC: Jay Tibbs Deputy County Administrator RE: Overview of Economic Development Processes The EDA will provide a brief overview of the standard processes involved in supporting new business development as well as the expansion of existing businesses. Information will include typical engagement points, development partners, and the role of the EDA in facilitating communication. The goal is to provide the Board with a clear understanding of how projects move from initial contact to final decision, including the internal processes, evaluation criteria, and cross‑departmental collaboration that support successful business development outcomes. DATE: April 30, 2026 TO: Board of Directors Frederick County Economic Development Authority FROM: Wendy May, CEcD Interim Director CC: Jay Tibbs Deputy County Administrator RE: EDA Strategy Update The February retreat held by the Frederick County Board of Supervisors produced a set of strategic goals and action items related to economic development. This meeting will provide an opportunity to review those priorities, discuss their implications for the EDA, and gather feedback to help inform the Board of Supervisors as they finalize direction. FINAL REPORT | Frederick County Board of Supervisors Retreat 1 of 9 FINAL REPORT Frederick County Board of Supervisors Retreat February 19, 2026 Northern Shenandoah Valley Regional Commission Front Royal, Virginia Respectfully Submitted by Doug Walker and Caroline Vanterve, AICP, Berkley Group, LLC FINAL REPORT | Frederick County Board of Supervisors Retreat 2 of 9 Board of Supervisors Vision Statement “Ensuring the quality of life of all Frederick County Citizens by preserving the past and planning for the future through sound fiscal management.” During the Retreat, when asked to reflect on the Vision Statement included in the County’s current Comprehensive Plan, Board members provided the following insights: •The phrase “preserving the past” can be misaligned with a vision statement that looks to thefuture. Need to clarify what is meant by “preserving the past” in order to use it as a touchpoint for future planning. •The vision should be forward-looking, though it can include legacy and historical context and cultural connections that have value today and into the future. •A focus should be on the future for our grandchildren. •The vision should reflect the County’s positive aspects, including sound fiscal management. Action: Create a new Vision Statement as part of the current work to update and adopt theComprehensive Plan. Frederick County Core Values •A government that is accountable and dedicated to providing responsible stewardship for county funds and to ensure the citizens receive the best services possible for the fundsexpended. •A government concerned with long range planning that protects our rural heritage and directsits future growth through planned infrastructure. •A government concerned with expanding commercial and industrial tax base in order to insurea viable and thriving economy. •A government that looks to the future and implements plans to ensure that the quality of lifefor future generations is preserved. •A government that emphasizes quality education through a cooperative effort with the schoolboard. •A government that recognizes the importance of maintaining a highly trained public safetyprogram to provide efficient services and protection to county citizens. •A government that promotes the spirit of cooperation with its regional local governmentpartners and, in particular, the City of Winchester. •A government unit based on honesty, trust, integrity, and respect that understands the importance of clear communication and a willingness to listen. FINAL REPORT | Frederick County Board of Supervisors Retreat 3 of 9 During the Retreat, when asked to reflect on the Core Values adopted by the Board in 2009, Board members made some observations and generally agreed that the value should be revisited. Action:  Revise the Core Values as part of the current work to update and adopt the Comprehensive Plan. County Operations In a discussion about County operations, when asked about what is going well, Board members provided the following insights: • People want to live here due to low taxes, less traffic, parks and recreation, open space, and the high quality of life. • The younger generation is moving back to Frederick County. • There is receptivity to change and openness to improvement, particularly as related to Board and staff communications. • Planning Department staff have more freedom to advance good planning principles, evidenced by improved morale and by staff receiving direction, then being left to do their professional staff work unimpeded. • Public Safety agencies – Fire and Rescue specifically – have a plan that is being pursued. • There are not a lot of “red flags” associated with County department functions. • There are not many systemic problems that need to be addressed. • The Board receives good support from County staff. • Public Works represents a good model and the fact that the Landfill Enterprise Fund pays for itself is a good example. • The Board focuses on policy issues that are relevant to the work of local government. • The County has good/positive regional partnerships, and the regional jail is a good example. In the discussion about County operations, when asked about what is not going so well, Board members provided the following insights: • Communications from the County to the public are ineffective, especially with respect to local authority and what the Board of Supervisors can and cannot do under Virginia law. • The County lacks a central communications and public engagement function and an overall communications plan. • The County needs to demystify processes and policy decisions that are before the Board. • There is a need to better communicate positive stories about the work of the County. • There is a l ack of coordinated or consolidated messaging from the County to the public. FINAL REPORT | Frederick County Board of Supervisors Retreat 4 of 9 • There is a lack of social media presence on Facebook, Instagram, X, and other platforms. • There is an urgent need to better understand the current work of the Economic Development Authority (EDA), more closely align the interests of the Board with the work of the EDA and the EDA Director, and establish performance standards for improved accountability. • There is a need to better understand the role of the EDA, including its legal framework and authority under Virginia law. • Sustained agricultural viability is challenging. • The Board is too often surprised and caught off guard. • The Board is over-reliant on email as a means of communication. In the discussion about County operations, when asked about what the County is not doing that it should be doing, or is currently doing what it should or could stop doing, Board members provided the following insights: • Proactively identify major projects that will require extensive discussion, and make ample time available within a standard process for Board deliberations. • Explore regional service opportunities such as social services, transportation, and E911/emergency communications and operations. • Seek regional collaboration with the City of Winchester in the areas of economic development and parks and recreation. • Host sports tournaments such as baseball, softball, soccer, etc. to boost tourism revenue. • Investigate acquiring Winchester Sportsplex and/or investing in a similar regional sports facility. • Start the annual budget process earlier in the year; consider changing the budget process from a one-year budget to a two-year budget. • Consider developing policies for operational decision-making, such as vehicle replacement, that inform the development of the budget early in the process. • Charter a committee to assess the impact of Artificial Intelligence (AI), especially regarding the anticipated displacement within the local labor force. • Develop a five-year financial outlook for operations that would help identify major costs well in advance of the development of the budget. • Explore consolidation of programs and services with other localities in the region, especially the City of Winchester. • Explore a partnership with the SPCA for animal pound and shelter services. FINAL REPORT | Frederick County Board of Supervisors Retreat 5 of 9 Frederick County Board of Supervisors Areas of Focus Through group discussion, the Board reached consensus on the following strategic areas for ongoing (O), immediate (I), near-term (N), and longer-term (L) focus: Revenue Diversification •Diversifying local revenue sources beyond current level of reliance on the real estate tax is urgently needed.(O/I) •Further Board discussion exploring the viability of datacenters as a target industry to generate local tax revenue is needed. (I) •There is a general sense that County programs and services are being delivered at the desiredlevel given available funding. •Diversification of the local business inventory is needed. •Explore a regional authority for implementing a cigarette tax (N). •There is interest in evaluating County fees, particularly those for Planning and Developmentand Public Works. (I) •Consider increasing other non-real estate revenue sources such as meals tax and transientoccupancy tax. (O/I) Actions: Within the next six months, initiate an assessment of the current fee structure in Planning and Development and Public Works. Consider updating fee structures to strike a preferred balance of cost burden shared with users of specific County services. As part of the FY27 budget process, consider adjustments to specific local tax rates pertaining to meals and lodging. Continue to explore the viability of data centers as a priority for attracting new economic development activity to the County. Beginning in FY27, initiate consideration of a regional approach to implementing a Cigarette Tax as recently enabled by Virginia law. •Immediate or ongoing actions (I/O):Priorities to pursue right away or aspart of FY27 •Near-Term (N): Priorities to pursueover the next 18-24 months  •Longer-Term (L) - as much as 3-5years out FINAL REPORT | Frederick County Board of Supervisors Retreat 6 of 9 Financial Resiliency & Infrastructure Investments •Develop a 10-year plan for major capital infrastructure investments including schools. (N) •Develop a five-year financial plan for County operations. (N) •Develop a formal plan for financing capital projects. (N) •Consider formal financial policies to help guide decision-making with respect to capitalinvestments and on-going financial support for operations, including debt service. (I) •Improve confidence in budget submittals from County departments. (I) •Consider a “one-pager” communication from the Board/County to the public that makes clear why the Board is acting as it is. •There is interest in future discussions of Route 37 improvements. (L) •Evaluate the cost/benefit of an employee clinic as a way of reducing health insurance costs forthe county and staff. •There is interest in exploring a regional animal shelter in collaboration with the SPCA. Actions: Beginning in FY27, develop a 10-Year Capital Needs Assessment (CNA) in which the first five years of the CNA mirror a cost-constrained Five-Year Capital Improvement Plan (CIP) and the second five years reflect broader needs that may not be cost-constrained for affordability. Beginning in FY27, develop a Five-Year Finance Plan for County operations that seeks to create a realistic outlook of both assumed on-going and anticipated new operating costs. The development of such a plan should begin in August and be completed in December such that the first year of the Plan can serve as the basis for the ensuing fiscal year budget. The Five-Year Financial Plan should be updated annually in a manner similar to the Five-Year CIP. Beginning in FY27, and with support from the County’s Financial Advisor, initiate a comprehensive review of the Board’s formal financial policies and procedures. Beginning in FY27, and with support from the County’s Financial Advisor, update the debt management plan to reflect current and future costs of capital projects and to reflect the Board’s specific strategy with respect to the ratio of cash vs. debt financing of all capital investments. When staff resources are available, initiate a cost/benefit analysis of providing a County-funded employee health clinic as a means of improving employee health while reducing both the employee and employer shares of health care costs. As part of this analysis, evaluate the performance of such employee health clinics managed by other local governments in Virginia. Identify for future consideration any opportunity to explore a regional partnership for animal shelter and pound services in collaboration with the local SPCA. FINAL REPORT | Frederick County Board of Supervisors Retreat 7 of 9 Growth Management • Increased housing supply and a more diverse array of housing types are both needed. • Address and improve the permitting and plan review processes. (I) • There is general interest in approving new development in the County where it makes sense to do so. Actions:  As part of the current process to update the Comprehensive Plan, articulate clear goals with respect to the desired amount, density, type, and location of new residential development throughout the County.  Upon adoption of the new Comprehensive Plan, initiate amendments to the Zoning Ordinance to reflect the development goals clearly expressed in the Plan such that the Zoning Ordinance enhances opportunities for by-right development as desired by the Board.  Within the next six months and building off of recommendations already provided previously in this area, develop a list of specific changes needed to improve the overall effectiveness, efficiency, and timeliness of the County permitting and development review process.  As resources are available over the next 12 to 24 months, explore model affordable housing programs that have proven successful in other Virginia localities. Economic Development • Pursue the development of a new Economic Development Strategic Plan for the County with leadership from the Board and the EDA. (I) • Seek alignment with the Planning Commission on suitable locations for data centers if, following Board deliberations of the broader question regarding the viability of data centers, it is determined an economic development target. (I) • Identify opportunities for public-private partnerships as one way of generating economic development activity. (N) • Develop “shovel-ready” industrial sites and county-owned industrial property. (N) • Seek to attract private investments that include equipment that can be taxed. (N) • Identify connections between the County programs and services and economic development activity that supports the cost of such programs and services. (N) Actions:  Within the next six months, initiate development of an Economic Development Strategic Plan in collaboration with the Economic Development Authority (EDA). The Economic Development Strategic Plan should, in part, identify and seek to implement specific priorities related to FINAL REPORT | Frederick County Board of Supervisors Retreat 8 of 9 County-owned industrial property, “shovel-ready” industrial sites, updated target markets for new businesses, existing business retention and expansion, and public-private partnerships as a strategy for leveraging County economic development investments.  As part of the current process to update the Comprehensive Plan, identify priority areas in the County for economic development activity. Specific attention should be given to the suitability of data centers, should such use be determined acceptable as a matter of County policy. Public Safety • Evaluate and update policies related to County funding for fire/rescue apparatus and equipment. • Develop plans to guide the current and expected future transition from volunteer to career fire and rescue services, including the disposition of vehicles, equipment and facilities. • Revisit and update the mutual aid agreement and other policies with emergency services agencies located in West Virginia. (N) • Assess and develop a plan to address fire/rescue facilities’ ability to accommodate staffing overnight. (L) Actions:  Beginning in FY27, initiate an evaluation of alternative funding models related to the acquisition and maintenance of apparatus and equipment, and specific to combination fire/rescue systems in Virginia.  Beginning in FY27 and in close collaboration with career and volunteer public safety agencies, assess the County’s current “combination” fire/rescue system with a primary focus on clarifying the prevailing state of the combination system along with any recognized gaps in desired levels of service throughout the County. Once complete, this assessment can help guide further system planning and responsible policy considerations that respect on-going volunteer participation and performance while reflecting needed new investments in career resources.  Beginning in FY27, initiate the review of all current mutual aid agreements with relevant emergency service agencies located in West Virginia to determine the degree to which such arrangements are, in fact, mutual. Information derived from this review should determine any needed updates to such agreements that serve to strike a reasonable balance in any mutual aid provided across state lines.  Beyond FY27, begin an assessment of all fire/rescue facilities in the County to determine any structural modifications needed to accommodate 24-hour staffing. FINAL REPORT | Frederick County Board of Supervisors Retreat 9 of 9 Communication, Collaboration and Engagement • Maintain open lines of communication with members of the Planning Commission and the School Board. (I/O) • Hold periodic forums on urgent, complex, and/or controversial topics. (I) • Consider dedicated staffing for communications and public engagement. (I/O) • Consider the creation of a “communications team” comprised of representatives from different County departments. (I) Actions:  Within the next 12 months, create a new County function dedicated to the regular and consistent production and delivery of high-quality communication and public engagement products, programs, and services.  Beginning in FY27 or as soon as possible, design and implement a process model to use for the development of a specific, formal “communication plan” for each public policy issue of high interest and complexity. Once developed, such communication plans should be adopted by the Board and should identify strategies and process elements related to both public engagement and public communication.  Beginning in FY27 or as soon as possible, conduct more frequent Board of Supervisors “Work Sessions” apart from regular Board of Supervisors business meetings to enable early and more in-depth discussion of complex policy matters in advance of any policy action.