Virginia�s New River Valley Strategic Plan

Comprehensive Economic Development Strategy

Annual Report

 New River Valley Planning District Commission

June 2001

INTRODUCTION

The purpose of the New River Valley Comprehensive Economic Development Strategy (CEDS) is to continue federal and local partnerships to address the economic development of the Region. The CEDS process includes analysis, vision, action plan, and evaluation. This process will help create jobs, foster more stable and diversified economies, and improve living conditions. As a regional development strategy, Virginia�s New River Valley Strategic Plan (New River Valley CEDS) addresses the planning needs of the CEDS for the Economic Development Administration, the Area-wide Action Plan for the Appalachian Regional Commission, the Regional Competitiveness Action Plan, the Regional Cooperation Act Strategic Plan, and the American Heritage Rivers: New River Valley, Virginia Action Plan.

CEDS emerges from a continuous planning process. This Annual Report of the New River Valley CEDS seeks to document and evaluate that process, effectively updating the CEDS, while responding to the reporting requirements and previous review and critique of the Economic Development Administration. Rather than a single stand-alone section, evaluation is integrated as continuous feedback loops in each part of the process and report.  

ORGANIZATION AND MANAGEMENT

The New River Valley Planning District Commission (PDC) was created in September 1969 by the City of Radford, the Counties of Floyd, Giles, Montgomery, and Pulaski, and the Towns of Blacksburg, Christiansburg, and Pulaski. As key players in the regional economy, Virginia Tech and Radford University joined the Commission in July 2000 along with the Towns of Floyd, Narrows, Pearisburg, and Rich Creek.

The PDC continues to serve as the lead committee for planning and economic development efforts in the New River Valley region. However, it works closely with several regional groups that take leading roles in pursuing economic development projects and funding to advance the quality of life in the New River Valley (see Figure 1, page 4). These include the New River Valley Economic Development Alliance, the American Heritage River, the New River Valley Regional Competitiveness Partnership, the Workforce Investment Board, the Rural Prosperity Commission, the New River Tourism Alliance, and Managing Information in Rural America (MIRA).

This spring, memoranda were sent to all the localities that participate in the New River Valley Planning District Commission (PDC), and to collaborative partners. Each was asked to submit a list of projects that they were working on or considering. Then each group met to review the status of current projects, and plan for the future. Staff at the PDC compiled the information for this report. The approved minutes of the PDC meetings that were related to the CEDS are attached in Appendix I.

In addition to considering projects, the PDC also reviewed and updated the Goals and Strategies, and the project evaluation criteria. This process included the collaborative partners listed above. The updated Goals and Strategies are on the following pages, and the revised evaluation criteria are included in the Annual Project Package Report Section.

The staff for the CEDS Committee includes David Rundgren, Executive Director of the Planning District Commission, as well as Jan Reynolds and Lydeana Martin.

A list and description of the current CEDS Committee membership, and current letters/resolutions from each of the localities that has participated in and supported the planning process are also attached in Appendices II and III, respectively.

Figure 1 

CEDS Strategy Participants 2002    

GOALS AND STRATEGIES

Virginia's New River Valley 

"A Globally Competitive Community"

VISION 2020

Updated May 2001

The New River Valley Planning District Commission (PDC) leads the continuous planning process for economic development in Virginia�s New River Valley region (known as �Vision 2020�). However, it works closely with localities and several regional groups that take key roles in pursuing economic development projects and funding to advance the quality of life in the New River Valley. Input from these groups, this year including the Workforce Investment Board, the Rural Prosperity Committee, and the New River Tourism Board, has been used by the PDC to evaluate and update the Goals and Strategies. The revised Goals and Strategies are presented here in five interrelated categories:  Economic Development, Education and Training, Health and Human Development, Natural and Cultural Environment, and Physical Infrastructure.

 ECONOMIC DEVELOPMENT

The New River Valley uses local ideas and technologies, leverages private investment, and fulfills unmet and future market demands.

Goal:    To increase the number of jobs created through entrepreneurial start-ups in the New River Valley.

Strategy:    Organize creative financing programs and improve entrepreneurs' access to risk capital.

Strategy:    Strengthen the New River Valley SBDC's capacity to assist in the creation of new businesses that are competitive locally, nationally, and globally.

Strategy:     Support the development of business incubators, and the facilities/services they offer to new businesses.

Goal:    To provide an instructional framework and enhanced services to entrepreneurs to increase the success of entrepreneurial ventures.

Strategy:    Provide professional, technical, and educational assistance to businesses.

Strategy:    Organize creative financing programs and improve entrepreneurs' access to risk capital.

Strategy:    Locate, develop, and market appropriate facilities for entrepreneurial ventures.

 Goal:    To encourage "would be" entrepreneurs through education and enhanced opportunities.

Strategy:    Provide alternate educational opportunities and support to encourage self-employment.

Strategy:    Encourage and acknowledge entrepreneurial efforts in established local industries and businesses.

Strategy:     Encourage home-based, community-based business zoning easements.

Goal:    To develop and coordinate entrepreneurial tourism which can provide activities and attractions that would better utilize the tourism potential of the New River Valley.

Strategy:    Identify unique natural and cultural locations and events in the region.

Strategy:    Cooperatively market and coordinate scheduling of local attractions to best utilize resources and identify the New River Valley as a tourism destination.

Strategy:    Develop a rural heritage-based business incubator to support the development of arts, crafts and related businesses.

Goal:    Expand the use of technology as a basis for entrepreneurial ventures.

Strategy:    Encourage the use of locally developed technology in manufacturing and other industry.

Strategy:    Support the development of E-commerce and business-to-business ventures.

Goal:    To expand the region's economic base without compromising the high quality of life.

Strategy:    Recruit environmentally responsible companies.

Strategy:     Use land use controls and utility availability to direct business to appropriate locations.

Strategy:     Develop and promote microbusiness opportunities for recycled materials to enhance local utilization of recycled materials.

Goal:    To improve the region's ability to market itself and respond to the needs of new industrial, research, and technological prospects.

Strategy:    Market the region's existing industrial, technology, and research space.

Strategy:    Seek regional certification through the Virginia Community Certification Program and market the region's assets to prospective industries.

Strategy:    Pursue a multi-regional marketing campaign involving the New River Valley Economic Development Alliance, New River Valley Visitors Alliance, and Chamber of Commerce Coalition.

Goal:    To strengthen the economic position of downtown commercial districts.

Strategy:    Enhance the diversity of the region's shopping opportunities.

Strategy:    Improve the competitiveness of downtown business districts.

Goal:    To improve the customer service quality of local hospitality businesses.

Strategy:    Provide instructional opportunities for hospitality employees.

Strategy:    Improve the region's ability to provide basic travel information to visitors.

Goal:   To improve the region's tourism development potential and ability to market itself as a tourism destination.

Strategy:    Encourage the development of appropriate hospitality businesses in strategic areas with high tourist traffic.

Strategy:    Increase the region's tourism readiness and marketing capacity.

Strategy:    Seek inter-regional partnerships with other Virginia communities, West Virginia, and North Carolina to enhance the region's chances of becoming a tourism destination.

Strategy:     Support passenger rail service in the New River Valley.

Strategy:     Organize eco-tourism activities.

Strategy:    Organize and promote interconnected walking, hiking and biking trails.

 Goal:    To increase the economic impacts of tourism in the New River Valley.

Strategy:     Lengthen visitors= stays to the New River Valley.

Strategy:     Increase the display, performance, and sale of all crafts, food and drink, art, and other goods made by local residents.

Strategy:    Organize events that display the special qualities and lifestyles of Virginia's Southwest.

Strategy:    Create a system of theme trails directing exploration of the region�s drama theatres, golfing, birding, heritage and photo trails.

Strategy:    Develop a regional heritage festival (week long).

Goal:    To attract new industries that will complement the region's economy, strengthen inter-industry linkages, and utilize the region's labor force.

Strategy:    Pursue a targeted industry approach to industry recruitment.

Strategy:    Recruit outside firms seeking a trained and skilled labor force, low utility costs, high quality industrial space, and convenient highway access.

Strategy:    Recruit outside firms that currently have significant vendor relationships with New River Valley companies.

Goal:    To improve the ability of local governments to compete with neighboring states in the recruitment of high quality firms.

Strategy:    Designate a regional delegation to lobby the Virginia General Assembly for support.

Strategy:    Encourage local governments to take a more pro-active approach to economic development.

Strategy:    Provide creative public incentives to encourage private investment.

Strategy:    Foster partnerships among localities with common needs (including non-adjacent counties.)

 Goal:    To enhance the financial resources of local governments through tax restructuring.

Strategy:     Encourage the State to share income taxes and revenue growth with localities.

Strategy:    Encourage the state to allow more flexible local revenue strategies.

Goal:    To bring a voice to the policy table on behalf of the region.

Strategy:    Seek representation on State Commissions and Committees

Strategy:    Provide input to State from regional economic development organizations and planning districts.

Goal:    To improve the ability of local firms to strengthen industry relationships, access product and/or consumer markets, and become globally competitive.

Strategy:    Promote and coordinate existing quality initiatives (e.g., ISO 9000 industry certification programs).

Strategy:    Develop a "Corporate Team" program to encourage local businesses to work together to pursue joint markets and/or federal contracts.

Strategy:     Privatize appropriate university-owned and operated businesses that could be run more efficiently by private industry.

Strategy:    Market New River Valley products to other state, national, and international markets.

Goal:    To develop and strengthen the role of international trade and commerce in the economy of the New River Valley.

Strategy:    Coordinate with existing international trade promotion, training and networking efforts/initiatives.

Strategy:    Market the advantages and promote the use of the Foreign Trade Zone and Customs Office at the New River Valley Airport.

Strategy:    Use Foreign Trade Zone status as a tool in recruiting new industries and diversifying the New River Valley=s economy.   

Goal:    To improve the region's ability to support and respond to the needs of local industries.

Strategy:    Create a more supportive and open relationship between industry, government, and educational institutions.  

Strategy:    Develop a Aone stop@ center where businesses can seek employees, and training can be arranged if employees don=t have the needed skills for the job.  

Strategy:    Provide intermediary between industry and social services.

Goal:    To improve the corporate profitability of existing firms in order to encourage capital investment and job creation.

Strategy:     Create new financing opportunities for business/industry expansion.  

Strategy:    Assist the commercialization of innovative technology and non-technology-based enterprises that show promise.

Strategy:    Develop more value-added processes with local resource companies.

Strategy:    To encourage recruitment of local college graduates.

Goal:     To develop joint venture opportunities with international firms.

Strategy:     Identify potential international partners for local firms.

Goal:    To capitalize on the region�s unique human resources.

Strategy:    To utilize specialty training (e.g. engineers, telecommunication, and technology).

Strategy:    To utilize specialty skills (e.g. artists and artisans).

Strategy:    To utilize basic skills in newer industries (e.g. hand dexterity).

 EDUCATION AND TRAINING

The New River Valley builds a well-educated, well-trained workforce by providing a cooperative educational system with quality personal, professional, and technical education for all citizens of the region

Goal:    To create an educational system for the New River Valley that transcends district lines to maximize available resources and eliminate inequity.

Strategy:   Use multi-media technologies in the classroom to share instructional delivery and access to information throughout the region.

Strategy:   Allocate resources equitably to ensure that students from all economic and basic skill groups in school are prepared, encouraged, and ready to learn.

Strategy:    Encourage State recognition of the need for a funding formula fostering regional cooperation among public schools in high tech training and education.

Goal:   To have a positive, supportive, and successful climate where students are ready and able to learn.

Strategy:   Encourage students, parents, teachers, and administrators to develop shared solutions for problems.

Strategy:     Support efforts to respond to issues related to racial or cultural differences or perceived differences. (e.g., the Diversity Forum)

Strategy:   Realign local resources into early childhood development programs (i.e., Head Start and Even Start).

Strategy:    Identify and address potential barriers and opportunities for learning through need and ability screening (e.g., learning disabilities, medical problems, nutritional deficiencies, high aptitude areas, student defined learning aids, etc.).

Strategy:   Achieve a crime-free and drug-free environment in our schools.

Strategy:    Encourage all students to achieve and excel according to their abilities.

Strategy:    Provide nurturing environment to all children including values development and �employability skills� (e.g. improved work ethic.)

Goal:   To maintain open communication between the schools and the public regarding the importance of education and the needs and accomplishments of local school systems.

Strategy:   Educate voters and elected officials regarding the roles and duties of school boards in the New River Valley.

Strategy:   Use local public access TV, print media, and other approaches to promote school needs and accomplishments and the importance of education.

 Goal:     To improve the Industry / Education interface at all levels.

Strategy:    Provide students with more "real world" learning opportunities in order to prepare them to compete in a global economy.

Strategy:   Expand mentoring and "shadow" programs.

Strategy:   Establish partnerships between industry/business and schools to promote the importance of skill development and inform educators of the skills needed (e.g., Work Keys)

Strategy:     Seek a closer partnership between industry leaders and educators to design traditional and vocational programs.

Goal:   To increase literacy rates among the region's children and adults (90% with High School Diploma or equivalent).

Strategy:    Expand programs to teach basic literacy skills.

Strategy:   Offer more on-site training opportunities to local businesses and industries.

Goal:   To create life-long learning opportunities for New River Valley residents.          

Strategy:   Expand educational curriculum, operating hours and location of programming to offer non-traditional students educational opportunities to meet the needs of all of the region's residents.

Strategy:   Provide affordable, diverse, and accessible continuing education opportunities.  

Strategy:    Support the education and development of grassroots leaders.

Goal:    To train a new technology workforce and re-skill economically displaced workers for higher skills and productivity in the 21st Century economy.

Strategy:     Train managers and workers to meet the current and future challenges of a competitive marketplace.

Strategy:     Expand existing corporate training and professional development programs.  

Strategy:     Develop a "one stop career shop" based on the economic opportunities of the region and geared to providing skills and assistance necessary to compete in the global marketplace.  

Strategy:    Foster interagency cooperation in the delivery of services to assist residents with training and employment opportunities.

Strategy:    Implement a program to prepare secondary school students for technical careers that will support the recruitment of high technology industries to the New River Valley.  

Strategy:    Encourage additional funding for educational programs, especially technology.

Goal:    To enhance and link the region's labor skills and technology advantages to improve wage levels.

Strategy:     Link local industries with technology and research capabilities of Virginia Tech, Radford University, and New River Community College.

Strategy:    Expand (internally and externally) the Virginia Tech Corporate Research Center.

Strategy:    Encourage vocational programs and marketable skills.

Strategy:    Market the region's specialty skill base (e.g., tool and die operators and engineers) to prospective industries.  

NATURAL AND CULTURAL ENVIRONMENT

The New River Valley is an attractive and desirable place to live, work, and visit. 

Goal:    To develop eco-tourism opportunities in the New River Valley.

Strategy:    Design and market a series of travel packages for different recreational consumers.

Strategy:    Institute measures to protect critical areas from inappropriate development.

Strategy:    Inventory cultural sites and artisan shops, and establish loop trails off the Blue Ridge Parkway.

 Goal:    To expand recreational opportunities for residents and visitors.

Strategy:    Develop nature-based recreational opportunities, including a system of trails for hiking and biking.

Strategy:    Identify and publicize appropriate recreational opportunities around the region.

Goal:    To manage the impacts of future development in order to preserve the character and quality of the regional environment.

Strategy:    Adopt and practice sound land use planning and utility development to preserve the region's rural character.  

Strategy:    Encourage the development of recreational amenities in conjunction with all development throughout the region.  

Strategy:     Adopt open space planning techniques in each jurisdiction to ensure that critical or high risk areas are protected from inappropriate development.  

Strategy:    Collaborate with regional and state land trusts to educate landowners regarding voluntary easements.

Goal:    To encourage regional recycling as a way to reduce demand for new or expanded solid waste facilities.

Strategy:    Continue public awareness of benefits and needs for recycling.

Strategy:    Develop convenient means to recycle throughout the New River Valley.

Goal:    To increase the awareness of educational and cultural programs in the region.

Strategy:     Promote the enhancement of educational and cultural amenities.

Strategy:    Cooperatively market regional events.

Goal:    To develop activities and attractions that would better utilize the tourism potential of the New River Valley.

Strategy:    Identify, develop, and package the region's inventory of historical, cultural, natural features, and events and market to outside markets.

Strategy:    Examine opportunities to attract travelers from the Blue Ridge Parkway.  

Strategy:      Create and support a regional tourism agency/organization to promote the New River Valley as a whole in partnership with each locality and other regional promotion organizations.  

HEALTH AND HUMAN DEVELOPMENT

The New River Valley provides opportunities for families and individuals to achieve their potential.

Goal:    To foster inter-agency cooperation in the delivery of human services.

Strategy:    Devise an easily available system for the delivery of human services.

Strategy:    Strengthen client awareness of available services through better use of media, technology, and volunteer care networks, and the grouping of social service agency representatives and informational material within the one stop center.

Goal:    To provide affordable and accessible human services to all New River Valley citizens.

Strategy:    Make high quality services available in the New River Valley.

Strategy:    Target the needs of "high risk" persons of the region in order to allow greater participation of these persons in the workforce and community.

Strategy:     Prepare to maximize the benefits of national health care reform.

Strategy:     Encourage and improve volunteer involvement in the delivery of human services.

Strategy:    Target the needs of Ahard-to-serve,@ and low-income individuals in the New River Valley when devising Welfare Reform initiatives.

Goal:    To create an affordable, accessible public transportation system for all citizens.

Strategy:    Coordinate and maximize the use of existing public and private transportation resources.

Strategy:    Target and coordinate the expansion of currently available Aon demand@ transportation services to fill the needs of elderly, disabled, and disadvantaged citizens.

Strategy:    Plan and coordinate the expansion of the existing public transportation network to incorporate the entire New River Valley.

Strategy:    Support volunteer-based transportation alternatives (e.g., Access to Rides).

 Goal:    To expand the region's child and adult day care network.

Strategy:    Develop an integrated network of private and public child and adult day care providers to assist families.

Strategy:    Enable parents who need or desire to work outside the home, or seek education/training, access to quality child care twenty-four hours a day.

Goal:    To ensure the safety of the region's citizens.

Strategy:    Improve the region's preparedness and ability  to respond to natural crisis and man-made emergencies.

Strategy:     Reduce police, fire, and Emergency Medical Service response times throughout the New River Valley.

 NATURAL AND CULTURAL ENVIRONMENT

 The New River Valley is an attractive and desirable place to live, work, and visit. 

 Goal:    To develop eco-tourism opportunities in the New River Valley.

Strategy:    Design and market a series of travel packages for different recreational consumers.

Strategy:    Institute measures to protect critical areas from inappropriate development.

Strategy:    Inventory cultural sites and artisan shops, and establish loop trails off the Blue Ridge Parkway.

 Goal:     To expand recreational opportunities for residents and visitors.

Strategy:     Develop nature-based recreational opportunities, including a system of trails for hiking and biking.

Strategy:    Identify and publicize appropriate recreational opportunities around the region.

Goal:    To manage the impacts of future development in order to preserve the character and quality of the regional environment.

Strategy:          Adopt and practice sound land use planning and utility development to preserve the region's rural character.

Strategy:          Encourage the development of recreational amenities in conjunction with all development throughout the region.

Strategy:          Adopt open space planning techniques in each jurisdiction to ensure that critical or high risk areas are protected from inappropriate development.

Strategy:          Collaborate with regional and state land trusts to educate landowners regarding voluntary easements.

Goal:    To encourage regional recycling as a way to reduce demand for new or expanded solid waste facilities.

Strategy:    Continue public awareness of benefits and needs for recycling.

Strategy:     Develop convenient means to recycle throughout the New River Valley.

Goal:    To increase the awareness of educational and cultural programs in the region.

Strategy:    Promote the enhancement of educational and cultural amenities.

Strategy:    Cooperatively market regional events.

Goal:    To develop activities and attractions that would better utilize the tourism potential of the New River Valley.

Strategy:    Identify, develop, and package the region's inventory of historical, cultural, natural features, and events and market to outside markets.

Strategy:    Examine opportunities to attract travelers from the Blue Ridge Parkway.

Strategy:    Create and support a regional tourism agency/organization to promote the New River Valley as a whole in partnership with each locality and other regional promotion organizations.

PHYSICAL INFRASTRUCTURE

The New River Valley has complete and quality infrastructure to support the goals, needs, and aspirations of the regional community.

Goal:    To improve the capacity, condition, and efficiency of inter- and intra-regional transportation systems.

Strategy:    Seek the commitment of government and private interests to improve the capacity, efficiency, and condition of the regional transportation network.

Strategy:    Increase the capacity and utilization of existing air service facilities in the New River Valley.

Strategy:    Support passenger rail service for the New River Valley.

Strategy:    Improve major corridors in �isolated� areas.

Strategy:    Increase interstate connections.

Goal:    To ensure adequate, reliable, and safe delivery of all utilities in the New River Valley.

Strategy:    Interconnect water and sewer systems regionally where possible to improve reliability and safety.

Strategy:    Examine the potential of the New River as an alternative source of water for communities using springs and wells.

Strategy:    Encourage AEP to build redundancy in electrical service to eliminate blackout/brownouts.

Goal:    To plan for the systematic construction, replacement, and repair of public infrastructure to meet future needs and ensure fiscal responsibility.

Strategy:          Encourage the development and updating of Capital Improvement Plans (CIP).

Strategy:          Seek creative and alternative funding sources for eligible capital improvement projects.

Strategy:          Seek creative and cooperative regional financing strategies for major infrastructure needs.

Goal:    To improve the region's telecommunication network to attract new firms, assist existing firms, and educate citizens.

Strategy:    Pursue plans to expand the "Electronic Village" concept.

Strategy:    Promote the expansion and use of the "Electronic Classroom" at Virginia Tech, Radford University, and New River Community College.

Strategy:    Pursue direct electronic links to marketing information and market sources for advancing the region.

Strategy:    Establish a regional communications program for marketing and other outreach programs.

Goal:    To achieve regional solutions to solid waste disposal and recycling.

Strategy:    Reduce the amount of waste added to the waste stream.

Strategy:    Seek inter-and intra-regional cooperation regarding the disposal of regional solid waste.

Strategy:    Pursue markets for recycled and reused products.

Goal:    To assure that the region has an ample supply of affordable housing to meet the needs of people in all income ranges.

Strategy:    Adopt creative development approaches to encourage the creation of affordable housing.

Strategy:    Determine appropriate and cost-effective means for providing shelter for all residents.

Goal:    To increase the region's supply of ready and available industrial properties for occupancy.

Strategy:     Identify, evaluate, and negotiate the acquisition and/or reserved use of industrial and business property within the region.

Strategy:    Develop regional properties tailored to the needs of targeted industries.

EVALUATION OF PREVIOUS YEAR=S ACTIVITIES

 The 2001 Project Package represented the priorities of the region as of May 2000. It is, therefore, imperative to look again critically at that list. First, it is ascertained whether or not the project is still desired by the named agency. If not, it will be dropped from the new list. If the project is still desired (indicated by an �X� in the table), it is evaluated in terms of status (see New River Valley 2001 Annual Project Package Evaluation listed below). The status categories of �planning, funding, and completed� are explained below.  If a project has been completed or is fully funded, it will not be included in the 2002 Project Package.

Planning

Planning, in this instance, is a general term used to indicate ongoing development of a project. This may include any of the following activities:

q        holding project meetings

q        studies including feasibility studies, engineering or architectural reports

q        completion of required forms, permits, processes

q        or any other activity indicating active pursuit of the project.

Funding

Funding is the critical yet often elusive component for bringing a project to fruition. The formal request for funding from Federal agencies is often a two-step process which begins with a pre-application. If the project is viewed favorably, the sponsoring agency is invited to submit an application. A project is considered �Funded� following award notification when grant agreements are completed.

Completed

A construction project is considered �completed� when the construction is entirely finished. A program (non-construction) is considered �completed� when it is implemented.