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HomeMy WebLinkAbout2014-1-30Tentative BOARD OF SUPERVISORS T E N T A T I V E JANUARY 30, 2014 8:30 A.M. - ROOM 241 COUNTY OFFICE BUILDING 1. Call to Order. 2. Joint Meeting with Economic Development Authority a. Establishment of Economic Development Program. b. Matters not Listed on Agenda. Recess. 3. 10:45 a.m. – Closed Meeting. 4. Certify Closed Meeting. 5. Boards and Commissions Appointments. 6. Matters not Listed on Agenda. 7. Adjourn. Return to Top of Agenda Return to Board of Supervisors Home Page Return to County Home Page file:////coba-webapp01/BOSForms/Agenda/2014Files/0130/0.0_Agenda.htm [10/6/2020 8:17:05 AM] COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Establishment of Economic Development Program SUBJECT/PROPOSAL/REQUEST: Work session with the Economic Development Authority regarding the future of the County’s Economic Development Program STAFF CONTACT(S): Mr. Foley, Ms. Catlin, Ms. Stimart PRESENTER (S): Mr. Foley and Ms. Catlin LEGAL REVIEW: Yes AGENDA DATE: January 30, 2014 ACTION: INFORMATION: X CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: On December 4, 2013, the Board of Supervisors (BOS) directed staff to initiate an information gathering and education process as part of the Board’s consideration of establishing an independent Office of Economic Development, with the following major milestones: January, 2014 - hold a joint work session with the Economic Development Authority (EDA) to review research results and hear from outside expert(s) on current /future state of economic development best practices, including reasonable expectations/ measures, real estate development and site selection.  outcome: attendees will gain a working knowledge of what efforts are necessary to achieve robust economic health in a competitive environment and will develop a shared understanding of economic development among key partners, such as the EDA, to establish the philosophical framework that sets direction for the Economic Development Program, including desired measurements/outcomes. February, 2014 – hold a work session with public comment to review and revise the proposed Economic Development Program framework, including a mission, guiding principles, components and high level goals.  outcome: Board endorsement of preferred direction/framework for the Program with opportunity for public feedback. Late February/early March, 2014 – review detailed cost information for establishing an independent Economic Development Office as part of the budget process and approve Board - supported direction as part of adopting final budget.  outcome: approved budget for future direction of economic development effort. April/May, 2014 – begin the hiring process if Board directs staff to create an Economic Development Office and set initial priorities and outcomes for the future Program.  outcome: adopted priorities to guide initial work plan. STRATEGIC PLAN: Goal 3 - Encourage a diverse and vibrant local economy. DISCUSSION: The January 30 joint work session will focus on the following outcomes:  BOS and EDA members are familiar with the Economic Vitality Action Plan, including the Target Industry Study, and with Goal 3 of the Strategic Plan;  BOS and EDA members understand the current competitive environment of economic development, including emerging areas of growth and opportunity for capital investment and job creation;  BOS and EDA members understand what components comprise a “best practice” municipal economic development program, including the responsibilities of an economic development director and accepted measures of program success; AGENDA TITLE: Establishment of Economic Development Program January 30, 2014 Page 2  BOS and EDA members understand the importance of being prospect ready to attract desired target industries, including appropriate site and building availability, and what it takes to achieve that level of readiness; and  BOS members have an opportunity to discuss and provide initial overall reaction. The work session will include the following presentations:  Recap of County’s Economic Vitality Action Plan (Attachment A) and Strategic Plan Goal – Lee Catlin  Overview of Current/Future State of Economic Development Practice – Brian Shull, Economic Development Director, City of Harrisonburg  Focus on Prospect Readiness/Site Selection – Chris Lloyd, Senior Vice President and Director Infrastructure and Economic Development, McGuire Woods Consulting The establishment of an Economic Development Program was discussed in detail with the Board on November 6, 2013. The executive summary from that meeting is included as Attachment B below, and provides a link to the following documents which may also be helpful background in advance of the January 30 work session:  “2013 – 14 Guidebook for Elected Officials” created by the Virginia Economic Development Partnership  Proposed Economic Development Program concept framework Additional information on the County’s target industries is summarized in Attachment C. BUDGET IMPACT: Staff estimates the cost to establish an Economic Development Office to be staffed by a new Director and a new half-time administrative position would be approximately $160,000 annually in addition to the existing Economic Development Facilitator position. Exact costs for the new office would be determined during the FY 15 budget process, and funding, if approved, would become available on July 1, 2014. RECOMMENDATIONS: No specific action is recommended at this joint work session. As outlined in the schedule above, a work session with public input is scheduled for February 12 to continue discussion and consideration of this item. ATTACHMENTS: A – Final Report on Economic Vitality Action Plan B – November 6, 2013 Executive Summary C – Target Industry Summary Return to agenda 1 Economic Vitality Action Plan /Work Plan - August, 2010 – August, 2013 Goal/Objective/Strategy Status/Outcomes Notes /Next Steps Goal 1 - IMPROVE THE COUNTY’S BUSINESS CLIMATE AND IMAGE 1. Expand Communications and Outreach to the Business Community  Develop and implement a plan to raise awareness and promote County efforts with the Virginia Economic Development Partnership (VEDP)  Maintain active participation in Chamber of Commerce and Thomas Jefferson Partnership for Economic Development (TJPED)  Continue outreach program using TJPED prospect proposal system  Virginia Economic Development Partnership (VEDP) – - Updates to the Albemarle County Community Profile on the VEDP website. - Several familiarization tours for VEDP staff including available sites in Peter Jefferson Place, University of Virginia Research Park and the Defense Intelligence Agency facility. - Participate in ongoing conversations about new business prospects. - Provided a briefing to 15 VEDP senior managers on the target industry study, along with regional partners from the Central Virginia Partnership for Economic Development (CVPED).  Virginia Economic Development Association (VEDA) – - Worked with City economic development staff to co-host the spring 2013 VEDA conference. - Regular attendance at biennial meetings of this group - Serving on existing business retention and expansion task force  Virginia Department of Agriculture & Consumer Services (VDACS) - Participated in a state-wide agri-business forum to showcase partnership in the Brew Ridge Trail and Monticello Artisan Trail. - Maintain membership with the VA Agricultural Development Officers (VADO).  Virginia Department of Business Assistance (DBA) – - Met with the Director of the DBA, Peter Su, and his staff to discuss the County’s action plan and possible partnerships.  Virginia Bio – - Partnering with the County school division, community stakeholders and Virginia Bio on student mentoring and career exploration in the biotech fields, including Life Sciences Education Summit this spring  Chamber of Commerce – - Met with the Chamber of Commerce Board of Directors on several occasions to discuss the County’s action plan. - Active members of the Chamber agribusiness and economy and local Positive, productive partnerships have been established, regular communication and outreach to state, regional and local partners is envisioned as an essential continuing component of an ongoing economic development program. 2 government roundtables - Assisted with/sponsor of Chamber’s Minority Business Enterprises Conference  Central Virginia Partnership for Economic Development - Active members of CVPED economic partners group, including involvement in recently completed rebranding program - Provided increased funding to CVPED  Free Enterprise Forum – - Met with the Free Enterprise Forum members on several occasions to discuss the County’s action plan.  Charlottesville Business Innovation Council (CBIC) - expanding its support of the Tech Tour, - serving on the Board of Directors and actively supporting CBIC programs. - assisted with organizing the CBIC Annual Awards Ceremony to recognize entrepreneurial excellence; - sponsored the People’s Choice Navigator Award for significant leadership in the local or regional entrepreneurial or high-tech community. 2. Increase the Visibility of the County’s Business Development Staff  Make business development facilitator part of the County Executive staff  Enhance presence of economic development info on the web  County Executive’s Office of Community Partnerships expanded (renamed Office of Community and Business Partnerships) to encompass Economic Vitality Action Plan  Business Development Facilitator transitioned to Economic Development Facilitator and relocated to Office of Community and Business Partnerships  Launched updated Economic Development website– significantly expanded economic development website presence and functionality including new logo/visual identity for our efforts  Phase Two website improvements launched May 1 with specific focus on target industries Identified actions accomplished, need to continue focus on updates to the website as part of ongoing economic development program. 3 3. Improve Interaction Between Community Development Staff and the Business Community  Begin regular presentations to staff and the public  Provide business community a quarterly update of emerging and current development issues  As part of pre-aps, assign staff member to serve as single point of contact  Continue routine survey of applicants  Establish more standard notification process for proposed ordinance changes  Launched the Plan with a listening tour that included face to face meetings with 17 local, regional and state partners.  Quarterly roundtable sessions with staff and the business community focusing on small business issues, UVA partnerships, school/business partnerships and industrial sites and buildings among other topics  Established Single Point of Contact program  Business Appreciation Week Recognition – highlight local business and other economic development partners for the Board of Supervisors  Better Business Challenge – co-sponsor of year-long competition among 106 area businesses to increase efficiency and sustainability in six key areas: energy, water, transportation, waste, purchasing and leadership.  Participating in development of the Piedmont Council of the Arts (PCA) Cultural Plan .  Worked with the Board of Supervisors and the Economic Development Authority to establish new fee arrangement and funding priorities for the EDA. Identified actions accomplished, need to continue focus on regular interactions with the business community as part of ongoing economic development program. Ongoing involvement with the EDA regarding budget development and oversight is a new responsibility for the economic development staff. Goal 2 - SIMPLIFY/CREATE CERTAINTY IN THE DEVELOPMENT REVIEW PROCESS 1. Consider amendments to the development ordinances to reduce complexity of plan approval  Hold a work session with BOS on changes to process for ARB review  Present recommended changes to the BOS for ministerial applications  Present recommended changes to the BOS for legislative applications  Improved and simplified application procedures for entrance corridor development, with new Architectural Review Board (ARB) process improvements  Adopted the legislative review process improvements ZTA, which will go into effect on April 1, 2013.  Implemented the ministerial review process improvements ZTA  Simplified and improved the sign review and approval process  Adopted a process for handling special exceptions  Approved a Priority Review Process for qualified target industries, successfully implemented the new process for target industry project that met applicant time constraints.  Approved County Code amendments to Tourism Lodging Regulations to permit additional lodging possibilities  Adopted an ordinance amendment to reduce the fees and approval time for home-based business applications  Approved an amendment to the farm winery zoning regulations to use a decibel noise standard; this allows vineyards to self-regulate event activity and reduces staff enforcement. All actions in this objective have been accomplished, continued focus on opportunities to improve development review is recommended. 4 2. Assist small enterprises in reaching compliance with County development standards  Provide staff assistance for small businesses that have no experience with development review  Produced a small business toolkit to assist small business owners who are interested in starting, relocating, or expanding their businesses in Albemarle County.  Established relationship with the Central Virginia Business Owners group.  Established regular drop-in opportunities for entrepreneurs to meet with economic development staff to address their business growth questions.  Providing regular training in partnership with Chamber of Commerce on doing business with Albemarle County Initial steps in providing assistance are underway, continued focus on opportunities to increase assistance is recommended as part of ongoing economic development program. Goal 3 - STRATEGICALLY WORK WITH PARTNERS ON CAREER LADDER EMPLOYMENT OPPORTUNITIES 1. Promote and support small business growth and development  Work with partners to identify and address existing business needs and implement regularly scheduled local business panels  Expanded “Albemarle Business First” business retention program to help the County identify issues, increase communication and improve its overall business climate for existing companies - Developed strategic outreach list of 500 companies focusing on target industries and other strategic enterprises - Established goal of 50 companies in 2010, 75 in 2011, 100 in 2012, met all annual goals  Hosted SCORE workshops  Hosted SBDC workshops, County staff serves on the SBDC Advisory Board  C-Ville Central – Hosted program roll-out  Community Investment Collaborative (CIC) – hosted classes, regularly teach class module on local permit requirements  Alternative Site Foreign-Trade Zone – worked with Culpeper County to join their Foreign Trade Zone which will provide significant advantages to Albemarle County companies that import goods from out of the country that are subject to tariff.  Co-sponsored 2 recent Cville Start-upWeekend programs, a compressed entrepreneur business program connecting entrepreneurs to venture capitalists (per a recommendation from the Target Markets rpt). Initial steps in supporting small business growth and development are underway, continued focus on opportunities to increase assistance is recommended as part of ongoing economic development program. 2. Promote targeted business and investment  Work with broad-based task force to determine the region’s target enterprise sectors  Create a plan for developing workforce training programs tied to target enterprises or key sectors  Target Industry Study - Worked with Central Virginia Partnership for Economic Development (CVPED) to identify and secure funding and manage the regional Target Industry Study - Target industries were identified and adopted by the Board for Albemarle County Initial actions are completed, recommend focus on workplace training tied to target markets, talent development and recruitment, and targeted marketing outreach to desired 5  Review peer jurisdiction’s policies and practices in attracting targeted business and investment  Continue to support local job fairs, showcase our local workforce talent and corporate partners  Using existing tools, provide an online feedback loop for policy makers - Working with regional partners and CVPED staff on implementation strategies. - Developing approaches to support identified target industry clusters, including holding the second meeting of the newly established Biotech Council.  CVPED branding program/increased funding  Board of Supervisors/School Board Business Leaders Roundtable to focus on local workplaces and workforce issues and needs in the community and identify opportunities to strengthen community/business partnerships.  MicroAire purchased the former USPS building to expand its operations with assistance from the Governors Opportunity Fund and the County’s Economic Opportunity Fund.  Supporting job fairs on behalf of the Workforce Center, new employers and the City’s Annual Job Fair industries including start ups, expansions and relocations where appropriate as part of ongoing economic development program. 3. Connect opportunities with residents  Work with partners to determine demand occupations for training/retraining dislocated workers, low income adults and youth populations  Market local opportunities to qualified resident workforce  Align targeted enterprises and demand occupations with student education and participation  Working with community partners to plan a Virginia Biotech educational symposium to focus on developing workforce and career opportunities in the local life sciences industry.  Supporting entrepreneurial opportunities through involvement in Community Investment Collaborative and Start Up Weekend Edu (Education).  Serving on Community Advisory Board for the Monticello High School Health and Sciences Academy.  Increased funding to Small Business Development Center (SBDC).  Helped organize and run the 2012 Tech Tour which involved 400 students (including 120 middle schoolers) from 21 area schools which was the largest group ever involved in this activity – 63 local high tech companies provided 81 separate tours. Initial actions are completed, recommend focus on workplace training tied to target markets, talent development and recruitment, and targeted marketing outreach to desired industries including start ups, expansions and relocations where appropriate as part of ongoing economic development program. Goal 4 - CONSISTENT WITH GOALS OF COMP PLAN, REMOVE OBSTACLES AND EXPAND OPTIONS FOR INDUSTRIAL LAND USERS 1. Consider amendments to the County zoning ordinance  Bring proposed change to the BOS for consideration  Approved Industrial districts’ performance standards.  Approved Zoning Text Amendment to modernize uses and provide flexibility in the County’s industrial and commercial districts All identified actions are completed, recommend that staff monitor progress and focus on marketing new location opportunities to appropriate industrial clients, including 6 target industries, as part of ongoing economic development program. 2. Consider options for increasing industrial inventory within areas designated as development areas in the Comp Plan  Initiate a county wide rezoning to LI for RA and R-1 zoned properties in the Dev areas that are designated as industrial use  Continue pursuing strategies to step the conversion of properties zoned LI to non-core industrial uses  As part of future master plans and Land Use Plan updates, consider designating more land within existing dev areas for industrial uses  As part of current effort to update Comp Plan, consider a proposed modification of interstate interchange policy  Tentatively scheduled a Planning Commission public hearing on complete Comprehensive Plan update, including additional LI land designations, on March 5, 2013.  Considering comprehensive voluntary rezoning for LI land uses following the adoption of the zoning text amendments and Comprehensive Plan update  Industrial district ZTA modifications included additional protection from by right office use conversion in defined instances Identified actions completed, with Comp Plan update at the Board level for consideration. Continued focus on the adequacy of LI inventory, particularly for accommodating target industries, is recommended as part of ongoing economic development program. Goal 5 - WORK WITH STAKEHOLDERS TO PROMOTE LOCAL AGRICULTURAL INDUSTRY AND TOURISM AS PART OF COMPREHENSIVE PROGRAM FOR RURAL ECONOMY 1. Assess current programs and investments in agriculture, local agricultural industry and tourism  Conduct a series of roundtables with stakeholders and present findings to the BOS  Held roundtables to review agritourism activities and emerging trends in the state and to solicit feedback for the Comp Plan update process with specific focus on agribusiness possibilities, insights are being addressed as a part of the Comprehensive Plan update. Initial roundtables completed, regular communication should be a component of the ongoing economic development program. 2. Evaluate and refine goals and objectives for agriculture, local agricultural industry and tourism  Include consideration of gathered info in updates of Comp Plan, Strategic Plan and agreement with the CACVB  Feedback from the roundtables has been factored in recommendations included in the Comprehensive Plan update  Feedback from the roundtables has informed the development of the Charlottesville Albemarle Convention and Visitors Bureau (CACVB) Identified actions are completed, continued focus on appropriate rural area economic opportunities is recommended 7 Strategic Marketing Plan which focuses more effort and resources on promoting the community’s tourism assets, including agritourism and other attractions in the County. as part of ongoing economic development program 3. Identify target areas to more aggressively promote in support of agriculture, local agricultural industry and tourism  Establish specific strategies and action items for promoting and supporting agriculture, local agricultural industry and tourism  Monticello Artisans Trail – Launching second year of the program which after successful first year resulted in approximately 100 active sites.  Presidents Passport Cooperative Marketing Program – assisted CACVB, Monticello and Montpelier with a cooperative marketing program designed to encourage tourism to the greater Charlottesville area, program is beginning its second year this spring.  Winebloggers Conference – Albemarle County teamed with the CACVB, Monticello and the Omni to host a press conference and to pursue other publicity initiatives to promote the annual Winebloggers Conference in July, 2011 in the community.  Monticello Wine Trail – led a strategic planning retreat with members of the Monticello Wine Trail, worked with Monticello Wine Trail businesses to plan the 2013 Wine Festival and Monticello Cup wine competition.  State Winery Signage Program – unveiling of a new Virginia wine region sign program aimed at attracting more visitors to Virginia wineries; first signs in the state designate our local Monticello American Vitacultural Area.  Agritourism: It’s More Than a Farm Tour- The County, the Small Business Development Center, VA Tourism Corporation, and the Va Tech Agricultural Extension co-hosted an information and training session for local residents who are interested in exploring the possibilities of developing a farming-tourism experience.  The Local Food Hub - The County co-sponsored the 2011 and 2012 Community Food Awards to support Local Food Hub operations.  USDA Specialty Crop Competitive Grant – Awarded a USDA Specialty Crop Competitive Grant in the amount of $30,000 to support further study into the production and expansion of hard cider in this region and across the commonwealth, supported Virginia Cider Week with cideries in Albemarle County leading efforts for marketing and event planning.  Locavore Expo at Tom Tom Festival – sponsored the Locavore Expo to celebrate and educate the community about local food production and put spotlight on area’s local farmers and food innovators.  Co-sponsored first local Agribusiness Marketing Conference with the Chamber of Commerce, which “sold out” at 60 attendees. Identified actions are completed, continued focus on appropriate rural area economic opportunities is recommended as part of ongoing economic program 8 COUNTY OF ALBEMARLE EXECUTIVE SUMMARY AGENDA TITLE: Economic Development Program SUBJECT/PROPOSAL/REQUEST: Recommendation for Establishment of an Ongoing Economic Development Program STAFF CONTACT(S): Foley, Davis, Kamptner, Catlin, Stimart LEGAL REVIEW: Yes AGENDA DATE: November 6, 2013 ACTION: X INFORMATION: CONSENT AGENDA: ACTION: INFORMATION: ATTACHMENTS: Yes REVIEWED BY: BACKGROUND: On February 6, 2013, the Board received an update on the progress of Strategic Plan Goal 3 - Encourage a diverse and vibrant local economy. Recognizing that the Economic Vitality Action Plan is a three year plan that will conclude in September, 2013, the Board included an objective for that goal as follows: Objective 2 – Establish a fully functioning economic development program for the County. Staff shared a preliminary program concept with the Board on February 6, 2013 to solicit initial feedback and guidance regarding the parameters for establishing a fully functioning economic development program. The Board supported the general direction of the program concept that was presented and directed staff to convene a roundtable of community stakeholders to provide additional feedback on the preliminary program outline. Based on that February 6th discussion, funding to provide increased resources for economic development was incorporated into the FY13/14 Adopted Budget with the understanding that a specific recommendation would come back to the Board for final approval. STRATEGIC PLAN: Goal 3 – Encourage a diverse and vibrant local economy DISCUSSION: Program Concept: The economic vitality strategic goal team researched a variety of localities in Virginia to assess how their programs operate and what services they offer. In addition, staff researched basic best practices as determined by the Virginia Economic Development Partnership (VEDP) to understand what those practices recommend regarding the mission, objectives and operations of an effective local government economic development program. A document entitled “2013 – 14 Guidebook for Elected Officials” created by VEDP was consulted as part of this research and can be found at the following link: http://www.vaallies.org/assets/files/publications/ed_handbook.pdf Based on the team’s research, as well as existing County policies and the major elements of the County’s existing Economic Vitality Action Plan, the team developed a draft program concept to establish an economic development program that was shared with the Board in February and with community stakeholders at a roundtable attended by 15 participants in March, 2013. Attachment A is a revised version of the proposed economic development program concept which incorporates feedback received during the March, 2013 roundtable. Highlights from the roundtable are included below: Suggested edits to the mission statement:  to enhance rather than maintain competitive position  to insert quality in front of “job creation”  to insert all in front of “citizens” Suggested edits to the guiding principles – add language to stress:  Value of existing companies that anchor the County’s economy  Importance of developing talented workers  Focus on educational achievement/attainment; not just partnerships  Focus on being proactive – solution finders/relationship builders AGENDA TITLE: Economic Development Program November 6, 2013 Page 2  Importance of physical infrastructure sufficient to support economic vitality  Support for Department of Defense partnerships  Continue to remove barriers to development Comments regarding Major Program Components – Business Attraction:  Several attendees expressed a preference for language that is stronger than just responding to inquiries of interest in this section – identifying the need to initiate and cultivate business attraction for target industries Staffing Implications: Program comparison information from selected benchmark counties is provided in Attachment B to give insight into the level of resources and types of incentives being dedicated to e conomic development in localities across the state. While Albemarle does not aspire to replicate any specific economic development effort, adequate staffing resources are required in order to maintain a competitive position with other Virginia localities. An economic development program that addresses the attached guiding principles , provides the identified components and allows Albemarle to achieve its vision of being a thriving county as related to economic vitality requires an effective team approach that includes continuing community development department efforts, a refocus on strategic partnerships, and establishing an office to focus on dedicated core functions of economic development. Suggested roles and responsibilities for these three elements are outlined below: Community Development Department – Continue focus on strategic land use planning, development review processes, and regulatory reform across various functions of the Community Development Department. Community Engagement and Strategic Partnerships - Refocusing the existing Office of Community and Business Partnerships to increase efforts related to communications/marketing, tourism/agritourism, and public outreach and engagement efforts which have grown considerably over the past several years with the expansion of Citizen Advisory Committees throughout the County. In addition to these more traditional functions, the office will provide leadership in leveraging new and existing partnerships that create opportunities to enhance community vitality and address the County’s strategic priorities and challenges, to include:  Enhanced partnerships with UVA, the City, PVCC, neighborhood organizations, etc .;  Promoting citizen ownership of community challenges (Strategic Plan goal #6);  Promoting and facilitating community volunteer efforts Economic Development - Establish an Economic Development Office to focus on core functions of economic development not currently being adequately addressed. This office would consist of a Director, an Economic Development Facilitator (relocated from the County Executive’s Office), and a half-time administrative staff. This office would be responsible for existing business retention and expansion, business attraction, workforce development and other core functions, with particular emphasis on:  Overseeing product development (sites and buildings) for target industries and prospect readiness to encourage start-ups, existing business expansions and business relocations ;  Establishing and managing internal and external prospect response teams;  Identifying appropriate target industry prospects, initiating and following up on contacts;  Developing partnerships with local business and real estate interests to leverage resources to attract target industries;  Serving as the County’s liaison to the Albemarle County Economic Development Authority (EDA), including responsibility for the EDA’s budget development and the oversight of EDA-related financing arrangements; and  Implementing an expanded Albemarle Business First outreach program and other business retention and expansion initiatives. Next Steps: In order to establish an economic development program as described above, the following next steps are recommended:  Beginning in early 2014 for a period of three to four months, staff will work with the Board on a variety of efforts to prepare for the transition to an independent Office of Economic Development , including developing a broader understanding of current and emerging realities of economic development and the needs of the AGENDA TITLE: Economic Development Program November 6, 2013 Page 3 County’s target industries; gaining working knowledge of what efforts are necessary to achieve robust economic health in a competitive environment; and developing the shared responsibility of economic development among key partners such as the EDA and the Planning Commission to establish the philosophical framework that sets direction for the economic development program , including desired measurements/outcomes. These efforts would include:  Holding a series of joint work sessions to provide insights and experiences from experts in various areas of economic development.  Planning site visits or other learning opportunities to observe how economic development initiatives are succeeding in other communities.  Establish a new Economic Development Office by July 1, 2014, which would involve:  Hiring an Economic Development Director and administrative staff  Transitioning the Economic Development Facilitator from the County Executive’s Office to the new office  Refocus and transition the efforts of the existing Office of Community and Business Partnerships  Efforts begun during the Economic Vitality Action Plan to advance the five identified goals will continue during this period with existing staff in their current roles, with particular focus on continued positive business image and climate initiatives, workforce readiness, marketing, existing business retention, target market analysis, and agribusiness support. The $50,000 in funding for establishing an economic development program provided in the adopted FY 14 budget could be used beginning in January, 2014 to support targeted economic development functions during the transition period with the Board of Supervisors prior to the establishment of the new Economic Development Office in July, 2014. BUDGET IMPACT: Staff estimates the cost to establish an Economic Development Office to be staffed by a new Director and a new half- time administrative position would be approximately $160,000 annually in addition to the existing Economic Development Facilitator position. Exact costs for the new office would be determined during the FY 15 annual budget process, and funding would become available on July 1, 2014. RECOMMENDATIONS: Staff recommends that the Board endorse the economic development program as proposed and direct staff to proceed with the next steps as described above. ATTACHMENTS: Attachment A – Economic Development Program Outline Attachment B – Comparison Information from Benchmark Communities 1 | P a g e Attachment A County of Albemarle Establishing An Economic Development Function for Albemarle County Background: Albemarle County’s economic development efforts have been guided by a three year Economic Vitality Action Plan adopted by the Board of Supervisors in August, 2010, which outlines five goals and related strategies and actions. The Board’s recently adopted Strategic Plan recognizes the need to transition from this Plan which will end in September, 2013, to an established economic development function that operates as a regular and ongoing operation of County government. The Strategic Plan incorporates the following goal and objectives: Encourage a diverse and vibrant local economy a. Complete all objectives of last two years of the Economic Vitality Action Plan. b. Establish fully functioning economic development program for the County. c. Assess and implement appropriate incentive options to support economic development in the County. Contributing Policies/Documents: Existing county policies and documents provide an overarching structure and parameters to help define how an economic development function should operate: County’s Vision Statement: A thriving County, anchored by a strong economy and excellent education system, that honors its rural heritage, scenic beauty and natural and historic resources while fostering attractive and vibrant communities. Comprehensive Plan Economic Development Policy: “The purpose of this economic development policy is, first and foremost, to provide the local citizenry an improved standard of living and enhanced quality of life. Economic growth and vitality are required to sustain and enhance the human economic, cultural, and natural characteristics of our community. By creating and sustaining a high quality, diversified economic environment, citizens will enjoy improved job opportunities, competitive wages, work force development opportunities, and the community will enjoy a growing and diversified tax base.” Economic Vitality Action Plan Preamble: “The Economic Development Policy of the County’s Comprehensive Plan has a stated purpose to “provide the local citizenry an improved standard of living and enhanced quality of life.” This Action Plan is intended to translate the purpose and goals of the Economic Development Policy into concrete and measureable actions, being very mindful of the need to adhere to already established growth management objectives and natural resource protections. While this Plan is focused on accomplishing specific action items within the next three years, the County recognizes the need for a long term commitment to economic vitality. This Plan is intended to establish a sustainable pathway for the long term health of our local economy.” 2 | P a g e Attachment A County of Albemarle Target Industry Study: The Central Virginia Partnership for Economic Development directed consultant work on a Target Industry Study for its member jurisdictions, including Albemarle County, which was completed in April, 2012. This study identifies types of industries that have the strongest potential to succeed and offer the best prospects for "good jobs," meaning jobs that offer a higher quality of life (security, higher wages, opportunities for advancement, training, flexibility), both in our larger region and specifically in Albemarle County. The Board of Supervisors endorsed the targets recommended for Albemarle County in May, 2012. Program Definition: Several defining elements are important in establishing the broad outlines of the County’s economic development function: Draft Albemarle County Economic Development Mission: To foster and encourage responsible economic development activities that enhance the county’s competitive position and result in quality job creation and career employment opportunities, increased tax base and an improved quality of life for all citizens while respecting Albemarle County’s natural resources and unique character. Albemarle County Economic Development Guiding Principles:  Economic Diversity: Provide a diverse and vibrant economy that offers a broad range of job opportunities across the full spectrum of skill levels while supporting the delivery of high quality government services to our residents.  Respect for Heritage and Environment: Promote a quality of life that embraces our heritage, preserves the environment and effectively manages and protects resources based on guidance provided by the Comprehensive Plan.  Organizational Collaboration: Collaborate on all levels (local, region, and state) to maximize the economic opportunities for the area in a cost-effective manner including close partnership with the City of Charlottesville and the University of Virginia.  Entrepreneurship: Create an environment that encourages, values and supports entrepreneurship and fosters collaboration and a vibrant, creative community.  Organic Growth: Build value from within by supporting those businesses or assets who have been a contributor to our community, with special focus on valuing existing businesses that anchor our economy including the defense industry.  Build Awareness of Local Opportunities: Build a strong level of awareness amongst students and young adults of the availability of local career and economic opportunities that keep young people here in our community and support efforts that build a skilled and talented workforce.  Educational Achievement and Partnership: Recognize and support the strength of our local educational institutions and promote lifelong learning opportunities.  Leverage Intellectual Capital: Strengthen and diversify Albemarle’s economy by leveraging our intellectual capital to promote expansion of business interests to attract investment and enhance the livability of our community (and not detract from it). 3 | P a g e Attachment A County of Albemarle  Support Critical Infrastructure: Support social infrastructure through business offerings that recognize family, educational and cultural needs and that help people be successful and productive employees and encourage physical infrastructure that supports the County’s desired economic development activity.  Results Orientation: - Focus on being proactive and results oriented, with special emphasis on seeking productive solutions and building positive relationships with state, local and community stakeholders. Target Industries: The list of target sectors is a list of optimal targets and should not be considered to exclude related sectors. It is critical to emphasize that the Target Industry Study supports the cultivation and nurturing of existing businesses and considers employment of current residents as its most important outcome. The targets were selected based on available workforce, alignment with community preferences, and growth potential as well as strong multiplier effects that create jobs across a broad spectrum of skill sets. The recommended target industries are:  Bioscience and Medical Devices  Business & Financial Services  Information Technology and Defense & Security  Agribusiness and Food Processing Complementary targets are:  Health Services  Arts, Design and Sports & media Major Program Components: In order to achieve the stated mission and guiding principles, the following program components would comprise an established, ongoing economic development function for Albemarle County. Many of these components are underway to some extent based on the goals and objectives of the Economic Vitality Action Plan, so the current status of the efforts is described as are potential future directions that would establish a program that is more comparable to the majority of our benchmark communities. Priority should be given to ensuring that these components support the County’s strategic focus on target industries: Existing Business Retention/Expansion Description/Rationale: The purpose of an existing business retention, expansion and assistance program, the heart of successful economic development, is to promote, retain and expedite the profitable growth of targeted existing businesses. A healthy and vibrant local economy depends on the well-being of a community's existing firms, and a comprehensive business retention, expansion and assistance program gathers information and develops plans to help the county better support job retention, job creation, and increased investment in the community. A proactive and aggressive contact and visitation program is integral, along with focused activities to encourage engagement and information sharing. Current Status: 4 | P a g e Attachment A County of Albemarle  Albemarle’s Business First program targets 100 visitations annually  Coordination with Department of Business Assistance and other local partners  Target industry sector roundtables – initial focus on biotechnology companies for the first year Potential Future Direction:  More aggressive visitation schedule to reach out in a timely manner to our 1500 identified business targets  Analysis and reporting of existing business trends and issues with specific follow up action plans developed  A specific focus on critical and/or challenged industries – i.e. defense industry/federal contractors  Additional engagement activities with existing businesses , particularly target industries, to support their expansion and keep them anchored in our community New Business Start ups Description/Rationale: The economic development program should help create an environment conducive to the start up and growth of new business ventures, working with community partners to develop a strong and vibrant entrepreneurial ecosystem. Efforts should focus on helping prospective entrepreneurs and investors access resources for available business support resources and on helping new ventures grow into long- term, viable, competitive businesses in the Albemarle County community, including leveraging technology transfer/commercialization possibilities associated with UVA. Support services should help potential new business ventures consider appropriate sites, navigate the county’s approval and permitting processes and access appropriate incentive programs. Current Status:  Single point of contact program to assist small businesses unfamiliar with our processes  Training opportunities and regular drop in hours to consult with economic development staff  Relationships with the Charlottesville Business Innovation Council, the UVA Office of Innovation and VA Bio among others that help connect the County with the entrepreneurial community Potential Future Direction:  More focused partnership with UVA, including entities like the School of Engineering, to leverage technology transfer/commercialization possibilities and build the entrepreneurial ecosystem  More proactive approach in helping businesses take advantage of grant programs and state and federal financing opportunities available to startups Business Attraction Description/Rationale: Primary leadership for business attraction/ lead generation activities lies with our regional partner, the Thomas Jefferson Partnership for Economic Development, and at the state level with the Virginia Economic Development Partnership. The County should be well prepared to respond to inquiries of interest referred by state and regional partners as well as to inquiries that come directly to Albemarle staff, and initiate recruitment possibilities that align with our target industries. The County should be an effective single point of contact for business development information, providing data relevant to business location decisions including economic indicators, workforce information, industrial and 5 | P a g e Attachment A County of Albemarle commercial real estate information, development review processes and customized business development data. This requires a close alliance with the City of Charlottesville and University of Virginia to highlight our shared attributes for targeted industries. Current Status:  Respond to inquiries that come to us directly or that are forwarded to the County by TJPED and VEDP  Continued updating of our website Potential Future Direction:  Oversee product development (sites and buildings) and prospect readiness to encourage start ups, existing business expansions and business relocations.  Establish and manage internal and external prospect response teams.  Identify appropriate prospects, initiate and follow up on contacts, and market our area to target industries.  Identification of potential new markets to keep pace with the transitioning Virginia economy, i.e. international trade opportunities Workforce Development Description/Rationale: Workforce development and the cultivation of a skilled and motivated labor force is a critical component of economic development for the County. A robust knowledge-based economy is emerging in Albemarle, building on our target industry sectors and driven by ideas, services and innovation. In addition, the County is anxious to support employment in our many basic industries and businesses. In order to compete in this fast paced workplace, and ensure continued profitability for our employers, Albemarle County must continually build a skilled workforce through lifelong learning and worker training. County economic development must work closely with education and other community partners to ensure that the continuously evolving Albemarle County workforce is competitive on a global scale. Quality education at all levels and specialized training and retraining prepares individuals for better careers and personal enrichment, provides employers with on-demand availability of skilled workers, and supplies industry with a steady pipeline of talent development. Current Status:  Active involvement in the Piedmont Workforce Network  Engagement with education partners at the secondary and post-secondary levels Potential Future Direction:  Support workforce training programs (in partnership with PVCC, Workforce Training Center, UVA and the County school system) tied to target enterprises or key sectors that build employment pipelines for a full spectrum of skill levels Agribusiness Description/Rationale: Because of Albemarle’s heritage and emergence as a major local producer within the regional food network, economic development efforts to enhance the agricultural sector by assisting both new and 6 | P a g e Attachment A County of Albemarle existing agri-businesses are critical. Agribusiness has been identified as a target industry for Albemarle, and the success of this industry depends on presenting the County as an attractive, viable region for agriculture and value-added product opportunities and for the tourism value these types of businesses create. The protection of the County’s rural areas requires that these economic development opportunities do not harm the essential nature and important natural resources of rural Albemarle. Current Status:  Work with partners like Food Hub, Piedmont Environmental Council, Monticello Wine Trail and others to expand visibility of local products and agritourism venues  Cosponsor programs like the Agribusiness Marketing Conference and Monticello Artisans Trail to help build customer base and business profitability Potential Future Direction:  Leverage state and federal grant opportunities to support agricultural and forestal industry  Actively market local products and promote/assist start up business ventures that support agricultural industry  Build on our community’s visibility and reputation for quality local products to develop successful agricultural business ventures Economic Development Authority (EDA) Liaison Description/Rationale: Recent changes to the EDA’s Rules and Regulations established a fee arrangement that will generate some level of ongoing funding for economic development . The need to develop, implement and monitor EDA funding initiatives will create a new economic development responsibility for County staff. Current Status:  Meeting with EDA when required for project consultation Potential Future Direction:  Working actively with the EDA to identify appropriate funding initiatives, develop and monitor the annual EDA budget, and assist with program development and implementation Attachment C Optimal Targets Target industry groups have adopted for the county, and these targets include sectors that have the strongest local rationale and best global industry outlook. New and emerging industry, technology assets, workforce and locational strengths were considered in screening for the selected target sectors. The list of target sectors is a list of optimal targets and should not be considered to exclude related sectors. Optimal targets provide solid business rationale for firm s looking to relocate or expand in Albemarle County and provide Albemarle County residents with a strong reason to support their presence in the county. It is critical to emphasize that the Target Industry Study supports the cultivation and nurturing of existing businesses and considers employment of current residents as its most important outcome. Screening criteria for optimal targets included: • High relative wages • Support or strengthen existing industry groups/clusters • Make use of the location’s unique attributes, including technology assets • Leverage local/national/global trends • High relative jobs multiplier • Utilize incumbent occupational skill-sets • Match area’s educational infrastructure and postsecondary completions • Match the area’s capacity and desire for growth and development • Potential to employ underemployed and unemployed For each target area matching the screening criteria, the final selected targeted industries had to meet two additional conditions: positive projected employment growth over the next five years and industry- specific earnings greater than the overall local or state average. Based on the screening criteria, optimal targets for Albemarle County fall into four major categories. A set of complementary targets that build upon local competitive advantages has been identified as well. The adopted target industries are:  Bioscience and Medical Devices  Business & Financial Services  Information Technology and Defense & Security  Agribusiness and Food Processing Complementary targets are:  Health Services  Arts, Design and Sports & media Memorandum ______________________________________________________________________________ TO: Members, Board of Supervisors FROM: Travis O. Morris, Senior Deputy Clerk DATE: January 24, 2014 SUBJECT: Boards and Commissions Vacancy and Reappointment List ______________________________________________________________________________ Attached, please find an updated listing of vacancies for boards and commissions through January 22, 2014. Appointments that need to be made at this time are to the Economic Development Authority, Natural Heritage Committee, Planning Commission and Rivanna Solid Waste Authority Citizens Advisory Committee. Listed below are the names and term expiration dates of individuals who wish to be appointed to the respective committees: Economic Development Authority: One vacancy – Rivanna District W. Rod Gentry – Rivanna District Natural Heritage Committee Rochelle Garwood, term expired September 30, 2013 Planning Commission: One vacancy – At-Large John Echols – At-Large RD “Peppy” Winchel – At-Large J. Timothy Keller – At-Large William (Petie) Craddock – At-Large Boyce “Phillip” Seay – At-Large Rivanna Solid Waste Authority Citizens Advisory Committee Richard Randolph