--- type: document title: Cumberland-Plateau-PDC-Roadmap-to-Economic-Resiliency file: ../Cumberland-Plateau-PDC-Roadmap-to-Economic-Resiliency.pdf tags: - Cumberland_Plateau_Planning_District_Commission docDate: null contentType: application/pdf contentLength: 34019712 sha256sum: d84695a3fed2b3e32c87ccadf0c84c2ed7ba7db3c44c99c2007a84672f378b32 sha1sum: 21cc5bfdc65a7e12f1d06076963b48bcee81554c --- Roadmap to Economic Resiliency September 2021 Cumberland Plateau Planning District Commission Cumberland Plateau Planning District Commission Roadmap to Economic Resiliency Ea eR ee HICKEYGLOBAR 2 Table of Contents Yes 53% 003 - Executive Summary 007 - Stakeholder Engagement Responses 054 - Cluster Verification 083 - Asset Mapping 122 - Business Resiliency Strategy 160 - Tourism Resiliency Strategy Table of Contents 003 - Executive Summary 007 - Stakeholder Engagement Responses 054 - Cluster Verification 083 - Asset Mapping 122 - Business Resiliency Strategy 160 - Tourism Resiliency Strategy 3 Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC Yes 53% The Cumberland Plateau Planning District Commission engaged the help of Hickey Global in researching and analyzing economic opportunities and concerns for business resiliency and recovery from economic shocks including the COVID-19 pandemic. In order to make these recommendations, Hickey Global conducted stakeholder surveying, asset mapping, and cluster analysis within the region and combined these results with prevailing industry research and thought. This analysis revealed an image of a region with reliable legacy industries, cutting edge technological positioning, and rich natural beauty on which to continue to capitalize. Also uncovered were opportunities in developing education, transportation infrastructure, and workforce engagement which could lead to resiliency difficulties in the future if not adequately addressed. Overall, the Cumberland Plateau region is better situated than many similar regions to maintain economic vibrancy in the face of economic shocks and possibly utilize current market conditions to grow into the future with remote worker recruitment and strategic engagement with the current workforce. Stakeholder surveying was conducted in person and online over the course of two weeks and included representatives of small and large business owners, local and regional officials, park staff, food and beverage industry, information technology sector, manufacturing and industrial sector, accommodations and lodging, and economic development groups. 52% of those surveyed where in the private industry and tourism sector with 48% in the government and non-profit sector. Stakeholders were evenly distributed across the region with 24% from Buchanan County, 29% from Dickenson County, 35% from Tazewell County, and 18% from Russel County. Surveying revealed that many groups had taken at least some amount of pandemic assistance funding with the most popular being PPP loans followed by County and Town IDA Grants and Town Cares Act Grants at an even split for the second most popular. While the funding made available was listed as a highlight of pandemic response in both the private industry and tourism sectors, stakeholders also noted the need for better community engagement and flow of information in helping these industries learn about available programs and application and eligibility requirements. Notably, government and non-profit entities also agreed that clarity of information flow would have made regional pandemic response more affective. Overall, government and non-profit entities felt better informed about pandemic information and were gaining that information through official and more reliable sources. This lead Hickey Global to suggest the structure of a pandemic response board for the region which could assess and appropriately disseminate information from better informed local authorities to private and tourism industry stakeholders within the region. Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC The Cumberland Plateau Planning District Commission engaged the help of Hickey Global in researching and analyzing economic opportunities and concerns for business resiliency and recovery from economic shocks including the COVID-19 pandemic. In order to make these recommendations, Hickey Global conducted stakeholder surveying, asset mapping, and cluster analysis within the region and combined these results with prevailing industry research and thought. This analysis revealed an image of a region with reliable legacy industries, cutting edge technological positioning, and rich natural beauty on which to continue to capitalize. Also uncovered were opportunities in developing education, transportation infrastructure, and workforce engagement which could lead to resiliency difficulties in the future if not adequately addressed. Overall, the Cumberland Plateau region is better situated than many similar regions to maintain economic vibrancy in the face of economic shocks and possibly utilize current market conditions to grow into the future with remote worker recruitment and strategic engagement with the current workforce. Stakeholder surveying was conducted in person and online over the course of two weeks and included representatives of small and large business owners, local and regional officials, park staff, food and beverage industry, information technology sector, manufacturing and industrial sector, accommodations and lodging, and economic development groups. 52% of those surveyed where in the private industry and tourism sector with 48% in the government and non-profit sector. Stakeholders were evenly distributed across the region with 24% from Buchanan County, 29% from Dickenson County, 35% from Tazewell County, and 18% from Russel County. Surveying revealed that many groups had taken at least some amount of pandemic assistance funding with the most popular being PPP loans followed by County and Town IDA Grants and Town Cares Act Grants at an even split for the second most popular. While the funding made available was listed as a highlight of pandemic response in both the private industry and tourism sectors, stakeholders also noted the need for better community engagement and flow of information in helping these industries learn about available programs and application and eligibility requirements. Notably, government and non-profit entities also agreed that clarity of information flow would have made regional pandemic response more affective. Overall, government and non-profit entities felt better informed about pandemic information and were gaining that information through official and more reliable sources. This lead Hickey Global to suggest the structure of a pandemic response board for the region which could assess and appropriately disseminate information from better informed local authorities to private and tourism industry stakeholders within the region. 4 Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC Yes 53% There was also agreement across stakeholder groups about workforce concerns and remote worker recruitment potential. All stakeholder groups identified job opportunities and wages as primary reasons why workers may leave the region. There were also varying levels of causal weight given to recreation opportunities in the area across stakeholder groups. While a very small percentage of jobs currently in the region were able to be transitioned to remote work during the pandemic and an even smaller percentage are anticipated to remain remote, there is nearly universal support and belief across stakeholder groups for a remote worker recruitment campaign to bring workers made permanently remote into the region. Hickey Global recommends that this campaign be crafted to not only recruit workers but also to leverage best-in-class broadband capabilities to create IT pipelines for remote work between the Cumberland Plateau region and companies in areas like Northern Virginia and Washington DC which could be attracted to the regions lower labor costs. Asset mapping revealed three primary assets which distinguish the region for workers and business recruitment—exceptional broadband capacity, low cost of living and labor, and availability of outdoor recreation and natural beauty. These three key assets have also proven critical in the pandemic recovery environment and can be immediately leveraged for growth as workers and companies are placing a higher value than ever on these assets. The tourism industry can be particularly leveraged in regional recovery and resiliency efforts by making the region more attractive to a migrating workforce and in helping to improve community services by becoming a catalyst for eliminating blight and advertising the community for potential relocation. This would assist in mitigating two of the key regional deficiencies revealed by asset mapping—lower technology usage among households and lack of human capitol. Two additional key deficiencies were identified through asset mapping which should become a key focus of the region when planning for future resiliency—transportation infrastructure and education including elementary school performance and low graduation rates from high-demand post- secondary programs. Transportation infrastructure was identified as an essential resiliency area in both private industry and tourism sector assessment. Current transportation infrastructure limits shipping access for materials and manufactured goods and limits tourist access to standout natural assets. Investment in education would serve to propel the region’s investment in technology-based jobs. Additionally, high quality entrepreneurial education was seen as a key need by private and tourism industry in ensuring the successful establishment and staying power of business in the region. Investment in education within the region could serve to limit ‘brain-drain’ while also attracting new jobs to the region. Asset mapping done on industrial parks in the region has shown good development and growth of industrial parks while noting some considerations for future resiliency. Current industrial parks have good utility infrastructure planning and implementation with good strategy around reuse of existing “shell” buildings. Key deficiencies are the size of available sites limiting larger scale projects and distance of existing parks from a major highway for efficient transportation and general difficulty of road access. Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC There was also agreement across stakeholder groups about workforce concerns and remote worker recruitment potential. All stakeholder groups identified job opportunities and wages as primary reasons why workers may leave the region. There were also varying levels of causal weight given to recreation opportunities in the area across stakeholder groups. While a very small percentage of jobs currently in the region were able to be transitioned to remote work during the pandemic and an even smaller percentage are anticipated to remain remote, there is nearly universal support and belief across stakeholder groups for a remote worker recruitment campaign to bring workers made permanently remote into the region. Hickey Global recommends that this campaign be crafted to not only recruit workers but also to leverage best-in-class broadband capabilities to create IT pipelines for remote work between the Cumberland Plateau region and companies in areas like Northern Virginia and Washington DC which could be attracted to the regions lower labor costs. Asset mapping revealed three primary assets which distinguish the region for workers and business recruitment—exceptional broadband capacity, low cost of living and labor, and availability of outdoor recreation and natural beauty. These three key assets have also proven critical in the pandemic recovery environment and can be immediately leveraged for growth as workers and companies are placing a higher value than ever on these assets. The tourism industry can be particularly leveraged in regional recovery and resiliency efforts by making the region more attractive to a migrating workforce and in helping to improve community services by becoming a catalyst for eliminating blight and advertising the community for potential relocation. This would assist in mitigating two of the key regional deficiencies revealed by asset mapping—lower technology usage among households and lack of human capitol. Two additional key deficiencies were identified through asset mapping which should become a key focus of the region when planning for future resiliency—transportation infrastructure and education including elementary school performance and low graduation rates from high-demand post- secondary programs. Transportation infrastructure was identified as an essential resiliency area in both private industry and tourism sector assessment. Current transportation infrastructure limits shipping access for materials and manufactured goods and limits tourist access to standout natural assets. Investment in education would serve to propel the region’s investment in technology-based jobs. Additionally, high quality entrepreneurial education was seen as a key need by private and tourism industry in ensuring the successful establishment and staying power of business in the region. Investment in education within the region could serve to limit ‘brain-drain’ while also attracting new jobs to the region. Asset mapping done on industrial parks in the region has shown good development and growth of industrial parks while noting some considerations for future resiliency. Current industrial parks have good utility infrastructure planning and implementation with good strategy around reuse of existing “shell” buildings. Key deficiencies are the size of available sites limiting larger scale projects and distance of existing parks from a major highway for efficient transportation and general difficulty of road access. 5 Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC Yes 53% Cluster studies identified six key clusters for regional growth. These clusters were also assessed against industry data from prior economic shocks and shown to be acceptably diversified to work in combination to propel growth in the region without placing it in a precarious position for future resiliency. The six key development clusters are mining, fabricated metal manufacturing, machinery and equipment manufacturing, shared services and IT, tourism, and healthcare. Mining strategy should focus on growing demand for metal commodities, addressing pressing challenges within the industry growing the area as a thought leader, and promoting current capabilities via an online database to advertising these capacities outside the region. Fabricated mental manufacturing strategies should focus on expanding and marketing specialized knowledge within the region, investigate prototyping and product customization, and piloting new technology in Industry 4.0 components. Machinery and equipment manufacturing strategy should center diversification of mining manufacturers into new markets, developing this cluster portfolio by promoting key skills and inputs, and taking advantage of existing inputs to reinforce the value chain. Shared services and IT should pursue growth by capitalizing on best-in-class broadband capabilities to recruit remote workers, developing a shared services program supporting Northern Virginia and DC, and training and supporting residents working from or wishing to work from home. Tourism strategy should be centered around expanding infrastructure to increase access to natural and outdoor recreation assets, developing a mixed accommodations industry with equal representation of RV parks, campgrounds, and traditional accommodations to improve resiliency, and tying tourism offerings to more resilient regional enterprises such as agriculture and mining. Healthcare strategy should follow its current trajectory to cater to an aging populace while leveraging the Appalachian College of Pharmacy to recruit on-line pharmacy operations such as shared services and distribution. A healthcare leakage study is also recommended to determine needed or improved services within the region to ensure income created within the region remains local. Tourism strategy for the region was requested as a breakout industry with planning and suggestions made in support of this industry. Analysis revealed that tourism in the region may be best thought of at present as aligned with resident needs. Larger tourism events can be leveraged to bring areas up to a standard of readiness by mitigating blight and developing needed visitor services for the region. Resident support and patronage of new and existing tourism ventures is critical within the region currently and is made more pressing during economic downturns. Tourism development should therefore seek to benefit both groups equally. Outdoor recreation tourism should remain the focus of regional tourism development efforts as it has been shown to be more resilient in a pandemic environment than other types of tourism and has been shown to increase area appeal for remote worker relocation. Tourism development should be considered based on which key activity the area is question is best suited for. Visitor services can then be built out around the central activity to ensure a tourism ecosystem which reduces leakage. Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC Cluster studies identified six key clusters for regional growth. These clusters were also assessed against industry data from prior economic shocks and shown to be acceptably diversified to work in combination to propel growth in the region without placing it in a precarious position for future resiliency. The six key development clusters are mining, fabricated metal manufacturing, machinery and equipment manufacturing, shared services and IT, tourism, and healthcare. Mining strategy should focus on growing demand for metal commodities, addressing pressing challenges within the industry growing the area as a thought leader, and promoting current capabilities via an online database to advertising these capacities outside the region. Fabricated mental manufacturing strategies should focus on expanding and marketing specialized knowledge within the region, investigate prototyping and product customization, and piloting new technology in Industry 4.0 components. Machinery and equipment manufacturing strategy should center diversification of mining manufacturers into new markets, developing this cluster portfolio by promoting key skills and inputs, and taking advantage of existing inputs to reinforce the value chain. Shared services and IT should pursue growth by capitalizing on best-in-class broadband capabilities to recruit remote workers, developing a shared services program supporting Northern Virginia and DC, and training and supporting residents working from or wishing to work from home. Tourism strategy should be centered around expanding infrastructure to increase access to natural and outdoor recreation assets, developing a mixed accommodations industry with equal representation of RV parks, campgrounds, and traditional accommodations to improve resiliency, and tying tourism offerings to more resilient regional enterprises such as agriculture and mining. Healthcare strategy should follow its current trajectory to cater to an aging populace while leveraging the Appalachian College of Pharmacy to recruit on-line pharmacy operations such as shared services and distribution. A healthcare leakage study is also recommended to determine needed or improved services within the region to ensure income created within the region remains local. Tourism strategy for the region was requested as a breakout industry with planning and suggestions made in support of this industry. Analysis revealed that tourism in the region may be best thought of at present as aligned with resident needs. Larger tourism events can be leveraged to bring areas up to a standard of readiness by mitigating blight and developing needed visitor services for the region. Resident support and patronage of new and existing tourism ventures is critical within the region currently and is made more pressing during economic downturns. Tourism development should therefore seek to benefit both groups equally. Outdoor recreation tourism should remain the focus of regional tourism development efforts as it has been shown to be more resilient in a pandemic environment than other types of tourism and has been shown to increase area appeal for remote worker relocation. Tourism development should be considered based on which key activity the area is question is best suited for. Visitor services can then be built out around the central activity to ensure a tourism ecosystem which reduces leakage. 6 Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC Yes 53% Additionally, it was requested that Hickey Global propose a large-scale tourism asset for the region. To this end Hickey Global has laid out the foundations and required support mechanisms to suggest the region capitalize on its preexisting assets by hosting a cycling rally. This rally would incorporate heritage and agritourism stops with nights spent in each county to ensure full regional activation in planning and in economic benefit. Additional, proposed event details and necessary support infrastructure aligns tourism needs with identified opportunities in other areas of the report as well as addressing identified improvement areas. Tourism is most resilient when thoroughly supported by the host community and tied to key regional industries which are also proven to be resilient. These three key analysis exercises led to the creation of a private industry and tourism resiliency strategy which addresses historic and current market disruptions and seeks to envision the Cumberland Plateau’s fiscally sustainable future. Information was used from the International Economic Development Council’s work on disaster recovery, the US Travel Association’s work on mitigating pandemic impacts in tourism, and current research in recovery and value shifts as a result of the COVID-19 pandemic. The visions of the future of the region revealed in stakeholder surveying were highly aligned between business and community leaders. Business leaders envisioned increased livability, a strong industrial base, more people and jobs, and a strong tourism economy. Community leaders envisioned new industry, more jobs, more people, and an expanded tourism industry. The furtherance of these visions is found in recommendations presented in each section of this report based on stakeholder engagement, cluster analysis, asset mapping, and tourism planning. These findings should be incorporated into regional and more localized preparedness plans which should be created to support businesses during an economic crises and during the recovery process. Greater detail on all of the assessment and recommendations made within this summery can be found in the sections of the report below which have been divided out to show results and associated recommendations from each analytical assessment and recommended planning initiatives from business and tourism resiliency. Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC Additionally, it was requested that Hickey Global propose a large-scale tourism asset for the region. To this end Hickey Global has laid out the foundations and required support mechanisms to suggest the region capitalize on its preexisting assets by hosting a cycling rally. This rally would incorporate heritage and agritourism stops with nights spent in each county to ensure full regional activation in planning and in economic benefit. Additional, proposed event details and necessary support infrastructure aligns tourism needs with identified opportunities in other areas of the report as well as addressing identified improvement areas. Tourism is most resilient when thoroughly supported by the host community and tied to key regional industries which are also proven to be resilient. These three key analysis exercises led to the creation of a private industry and tourism resiliency strategy which addresses historic and current market disruptions and seeks to envision the Cumberland Plateau’s fiscally sustainable future. Information was used from the International Economic Development Council’s work on disaster recovery, the US Travel Association’s work on mitigating pandemic impacts in tourism, and current research in recovery and value shifts as a result of the COVID-19 pandemic. The visions of the future of the region revealed in stakeholder surveying were highly aligned between business and community leaders. Business leaders envisioned increased livability, a strong industrial base, more people and jobs, anda strong tourism economy. Community leaders envisioned new industry, more jobs, more people, and an expanded tourism industry. The furtherance of these visions is found in recommendations presented in each section of this report based on stakeholder engagement, cluster analysis, asset mapping, and tourism planning. These findings should be incorporated into regional and more localized preparedness plans which should be created to support businesses during an economic crises and during the recovery process. Greater detail on all of the assessment and recommendations made within this summery can be found in the sections of the report below which have been divided out to show results and associated recommendations from each analytical assessment and recommended planning initiatives from business and tourism resiliency. Stakeholder Engagement Responses Responses received May 17 through May 28, 2021 Cumberland Plateau Planning District Commission Cumberland Plateau Planning District Commission Stakeholder Engagement Responses Sie Ae eee HICKEYGLOBAL 8 Stakeholder Feedback Response Findings ‣Both sectors agreed that better information flows and better clarity of information would improve future responses. ‣Private businesses also had numerous comments on improving financial support while it was barely mentioned on public responses. However, the private sector did list Funding as what was done well during the response. ‣The private sector also gave high marks to Health Services. ‣Government officials relied heavy on Federal, State and Local government sources for pandemic information. Private business used more sources for their information but also listed the Government as their main source of information. ‣Overwhelmingly, respondents felt adequately informed by their sources. ‣For private businesses, only 31 percent of their workforce transitioned to working from home during the pandemic. Moving forward, businesses might or will transition up to 16 percent to home-based work. ‣There is tremendous support by all respondents for a remote-worker recruitment campaign to increase population and wealth in the area. ‣Businesses cite job availability and wages as why they lose workers to other companies or out of the region. ‣Government leaders also think job opportunities and wages are a reasons why workers leave the region. They also think lack of things to do, shopping and healthcare contribute. ‣71 percent of private businesses are having challenges rehiring or hiring employees with many listing Federal aid as the reason. ‣Considering new businesses that would do well in the area, the top responses were industry, restaurants, accommodations, and outdoor recreation. ‣For public leaders, infrastructure needs focused on continuing to increase broadband in the region. ‣Private sector leaders focused more on support programs for business, education & training and entrepreneurship. ‣To strengthen the tourism industry, more guides & outfitters, better food offerings and more retail & lodging received most of the responses. ‣ In envisioning the future, the top responses were more people & jobs, increased livability, a strong tourism economy, and a strong industrial base. takeholder Feedback esponse Findings > Both sectors agreed that better information flows and better clarity of information would improve future responses. » Private businesses also had numerous comments on improving financial support while it was barely mentioned on public responses. However, the private sector did list Funding as what was done well during the response. » The private sector also gave high marks to Health Services. >» Government officials relied heavy on Federal, State and Local government sources for pandemic information. Private business used more sources for their information but also listed the Government as their main source of information. > Overwhelmingly, respondents felt adequately informed by their sources. > For private businesses, only 31 percent of their workforce transitioned to working from home during the pandemic. Moving forward, businesses might or will transition up to 16 percent to home-based work. > There is tremendous support by all respondents for a remote-worker recruitment campaign to increase population and wealth in the area. » Businesses cite job availability and wages as why they lose workers to other companies or out of the region. >» Government leaders also think job opportunities and wages are a reasons why workers leave the region. They also think lack of things to do, shopping and healthcare contribute. >» 71 percent of private businesses are having challenges rehiring or hiring employees with many listing Federal aid as the reason. > Considering new businesses that would do well in the area, the top responses were industry, restaurants, accommodations, and outdoor recreation. > For public leaders, infrastructure needs focused on continuing to increase broadband in the region. » Private sector leaders focused more on support programs for business, education & training and entrepreneurship. > To strengthen the tourism industry, more guides & outfitters, better food offerings and more retail & lodging received most of the responses. > In envisioning the future, the top responses were more people & jobs, increased livability, a strong tourism economy, and a strong industrial base. 9 Stakeholder Feedback Private and Government Sectors The overall response rate was 49% with responses almost evenly split between the Private and Government sectors. Government & Non-profit 48% Private & Tourism Sectors 52% Stakeholder insights are a very important element in developing a resiliency plan. Stakeholders provided input during in person and small group meetings and through an online survey platform. Stakeholder Feedback Private and Government Sectors Stakeholder insights are a very important element in developing a resiliency plan. Stakeholders provided input during in person and small group meetings and through an online survey platform. Government & Non-profit ° The overall response rate 48% was 49% with responses almost evenly split between the Private and Government Private & Tourism Sectors 52% sectors. 10 Private and Tourism Sector Responses Stakeholder Feedback Stakeholder Feedback Private and Tourism Sector Responses 11 Stakeholder Feedback Industry Breakdown Parks & Recreation 6% Information Technology (Call Centers) 6% Accommodations & Lodging 12% Arts & Entertainment 6% Food & Beverage 29% Retail 6% Manufacturing & Industrial 35% Stake older Feedback Inaus try Breakdown Parks & Recreation . 6% Accommodations & Lodging Arts & Information Technology 12% Entertainment (Call Centers) 6% 6% Food & Beverage 29% Manufacturing & Industrial 35% Retail 6% a 12 Stakeholder Feedback Location Buchanan County 24% Dickenson County 29% Russel County 18%Tazewell County 35% Stakeholder Feedback Location Buchanan County 24% Dickenson County 29% Russel County Tazewell County 18% 35% 13 Stakeholder Feedback COVID-19 Assistance Did you use or receive assistance from pandemic response programs? County/Town IDA Grant 23% PPP 46% Town Cares Act Grant 23% Cumberland RLF 4% Rebuild VA Program (State Grant) 4% SKB ggesback Cumberland RLF 4% Rebuild VA Program / (State Grant) Did you use or receive assistance from pandemic County/Town IDA Grant response programs? 23% 4% PPP 46% Town Cares Act Grant 23% 13, 14 Stakeholder Feedback More Effective Pandemic Response What would have made the region's business- related pandemic response efforts more effective? • More involvement from county and town. Feels like business owners are on their own. • Coordination between States (border communities). • Need better regional connection to SBDC. • Needed better pandemic exit strategy. Community Involvement • Education component was missing. • Rules and actual business education around response and guideline. • Education on the vaccines was lacking. • More information on actual guidelines as well as information on the reasoning behind those guidelines. • Banks not informed of grant guidelines. • Better instructions • Not much guidance on how to handle COVID guidelines. • No singular vision for how to handle restrictions and get educated on health needs and safety standards. • No clear leadership from health department on business specific guidelines. • Better information • Difficult to maintain policies for staff and guests due to lack of time, depth of info, lack of clarification. • Target businesses specifically for information. • Need better local information source. • More timely information. Announcements on Friday evenings after close not helpful because you couldn't receive further guidance. Information • Better promotion and active engagement with marketing materials especially when put online. • Instead of pouring money into individual payments, preferred to see the community colleges funded and staffed with educational programs that can provide skilled workers to the manufacturing industry. • PPE availability. • More testing needed. • Help with Supply Chain issues. Miscellaneous • Would've liked more county support for grants through pandemic and into the future. Matching through VCEDA. • State grant assistance and PPP wasn't sufficient for small business needs • Funding a vocational skills program would have been essential to post pandemic recovery. • Difficulty to get money through larger funds due to restrictions around qualifications. • Resources got a bit swamped, and grant systems got overwhelmed. • Costs went up due to reinvestment in businesses and that wasn't covered by grant funding. • Had to make an investment to meet COVID standards without sufficient funding support for those needs. • Filled out numerous grants but got bumped back due to grant qualifications. Feels like a waste of time. • Help with upfront costs to new business to meet pandemic needs. • People had no information that grant money was being made available. • Needed funding faster. Cost Stakeholder Feedback More Effective Pandemic Response What would have made the region's business- related pandemic response efforts more effective? Information = Education component was missing. Rules and actual business education around response and guideline. Education on the vaccines was lacking. More information on actual guidelines as well as information on the reasoning behind those guidelines. Banks not informed of grant guidelines. Better instructions Not much guidance on how to handle COVID guidelines. No singular vision for how to handle restrictions and get educated on health needs and safety standards. No clear leadership from health department on business specific guidelines. Better information Difficult to maintain policies for staff and guests due to lack of time, depth of info, lack of clarification. Target businesses specifically for information. Need better local information source. More timely information. Announcements on Friday evenings after close not helpful because you couldn't receive further guidance. Community Involvement More involvement from county and town. Feels like business owners are on their own. Coordination between States (border communities). Need better regional connection to SBDC. Needed better pandemic exit strategy. 14 Cost » Would've liked more county support for grants through pandemic and into the future. Matching through VCEDA. « State grant assistance and PPP wasn't sufficient for small business needs * Funding a vocational skills program would have been essential to post pandemic recovery. ° Difficulty to get money through larger funds due to restrictions around qualifications. » Resources got a bit swamped, and grant systems got overwhelmed. * Costs went up due to reinvestment in businesses and that wasn't covered by grant funding. » Had to make an investment to meet COVID standards without sufficient funding support for those needs. « Filled out numerous grants but got bumped back due to grant qualifications. Feels like a waste of time. - Help with upfront costs to new business to meet pandemic needs. - People had no information that grant money was being made available. » Needed funding faster. Miscellaneous » Better promotion and active engagement with marketing materials especially when put online. Instead of pouring money into individual payments, preferred to see the community colleges funded and staffed with educational programs that can provide skilled workers to the manufacturing industry. PPE availability. More testing needed. Help with Supply Chain issues. 15 Stakeholder Feedback Business-related pandemic response And what was done well (with region's business- related pandemic response efforts)? • Board of supervisors were supportive of businesses. • Help with navigating the language of the mandates. • County tourism called to check in on reopening; fairly regular communications. • Everyone worked together. • Overall, good. Proactive reach out. Community Response • Grant funding was well run and distributed effectively. • CARES money was distributed well. • IDA had funds available quickly. Application process was very easy. • Turnaround on funds was fast to get people reopened. • Grant access was smooth and there was assistance in getting funding. • PPP distribution was done well. Business wouldn't have survived without it. • The Cumberland Plateau provided me with easy access to funds to build our capabilities which allowed me to hire additional workers. Funding • Promotion for grant programs was done well. • UVA Wise program helped to develop a website. • Mask billboards did well. Marketing • Did a great job working with local health department on what was expected. • Health care stepped up with testing. • Vaccine rollout did well. • Contact with local health department office and covid clinics. • Acted quickly to protect the aging population. • Rollout of the vaccines went well. • Hands-on health department. Had active outreach from health department for events. Health Services Stakeholder Feedback Business-related pandemic response And what was done well —-Fuiding —_-_________________ Health Services * Grant funding was well run and distributed effectively. * Did a great job working with local health department on what . . ' . (with region's business- » CARES money was distributed well. was expected. related pandemic + IDA had funds available quickly. Application process was * Health care stepped up with testing. very easy. Vaccine rollout did well. response efforts)? * Turnaround on funds was fast to get people reopened. Contact with local health department office and covid clinics. * Grant access was smooth and there was assistance in getting funding. Acted quickly to protect the aging population. Rollout of the vaccines went well. « PPP distribution was done well. Business wouldn't have survived without it. Hands-on health department. Had active outreach from health department for events. * The Cumberland Plateau provided me with easy access to funds to build our capabilities which allowed me to hire additional workers. Community Response Marketing ¢ Board of supervisors were supportive of businesses. « Promotion for grant programs was done well. ° Help with navigating the language of the mandates. » UVA Wise program helped to develop a website. * County tourism called to check in on reopening; fairly ° Mask billboards did well. regular communications. « Everyone worked together. ° Overall, good. Proactive reach out. 15 16 Stakeholder Feedback Sources What sources did you use to gain information about pandemic response, guidelines, and recovery resources? • CDC website. • SBA website • County did active outreach. • County website • CDC website • SBDC • Workforce Development Board • Used small business assistance center at the college. • County officials • Heart of Appalachian pushed out recovery information and grant funding • State briefings • CDC • Workforce board • Workforce development board • Press releases from governor's office • DCR had updated and recently refreshed documents. • Received information from the county with emails. • IDA let owners know about grant program. • CDC website. • Governor’s press conferences. • Local health department on local guidelines and differences. • Health department for information. • Straight from health department. • Health department guidance. Although sometimes document would be issued and then changes. • Health department provided information, but also acted as enforcement. Government & Nonprofit • Person to person. • Word of mouth • Word of mouth • Lots of word of mouth. Person-to-Person • Online news sources. • Internet • Internet • Internet • Internet • Emails • Facebook • Found out about grants through Facebook. • Facebook Online • CPA did application for PPP. • Information on loans from local banks. • Accountant • Chamber • Chamber emails. • SVAM - Southwest Virginia Association of Manufactures Professionals & Organizations • News • National news but messages were very mixed. • News • General news sources. • Newspaper News • Made a lot of outgoing calls to prepare and ensure within compliance. • Dual state situation required multi- state coordination. KY and VA response differences. • Consultant stayed up on information and pushed that out. • No common leadership sources of information. • Corporate HQ. Miscellaneous takeholder Feedback ources . Government & Nonprofit Person-to-Person News What sources did you CDG webs . ebsite. * Person to person. « News use to gain information about pandemic response, guidelines, and recovery resources? * SBA website * County did active outreach. * County website » CDC website * SBDC * Workforce Development Board » Used small business assistance center at the college. * County officials * Heart of Appalachian pushed out recovery information and grant funding * State briefings + CDC * Workforce board ° Workforce development board * Press releases from governor's office * DCR had updated and recently refreshed documents. * Received information from the county with emails. * IDA let owners know about grant program. » CDC website. * Governor's press conferences. * Local health department on local guidelines and differences. ° Health department for information. * Straight from health department. * Health department guidance. Although sometimes document would be issued and then changes. * Health department provided information, but also acted as enforcement. 16 * Word of mouth * Word of mouth * Lots of word of mouth. Online * Online news sources. * Internet * Internet * Internet Internet ° Emails * Facebook * Found out about grants through Facebook. * Facebook Professionals & Organizations * CPA did application for PPP. Information on loans from local banks. Accountant Chamber Chamber emails. SVAM - Southwest Virginia Association of Manufactures National news but messages were very mixed. News General news sources. Newspaper Miscellaneous » Made a lot of outgoing calls to prepare and ensure within compliance. ° Dual state situation required multi- state coordination. KY and VA response differences. * Consultant stayed up on information and pushed that out. » No common leadership sources of information. * Corporate HQ. 17 Stakeholder Feedback Information Sources And did you feel adequately informed by those sources? Somewhat 29% Yes 53% No 18% Sta kehol er Feedback nis ormation Sources And did you feel adequately informed by those sources? Somewhat 17 18 Stakeholder Feedback Remote Workforce What percentage of your workforce transitioned to remote work at the height of the pandemic? 75 to 95 8% Zero 69% 10 to 25 23% tak he r Feedback emote gids orce What percentage of your 75 to 95 workforce transitioned to 8% remote work at the height of the pandemic? 18 19 Stakeholder Feedback Remote Workforce - Permanent What percentage of your workforce could or will transition on a permanent basis? 26 to 50 8% Zero 85% 10 to 25 8% Stokenolder, Feedback emote ermanent What percentage of your workforce could or will transition on a permanent basis? 10 to 25 8% 26 to 50 8% 19 20 Stakeholder Feedback Remote Workforce - Permanent If the region embarked on an aggressive remote- worker recruitment campaign to import a tech- savvy workforce, would it benefit the region? Yes 82% No 18% Stokenelggs Feesoack emote ermanent If the region embarked on an aggressive remote- worker recruitment campaign to import a tech- savvy workforce, would it benefit the region? 20 21 Stakeholder Feedback Why or Why Not? … if the region embarked on an aggressive remote-worker recruitment campaign to import a tech-savvy workforce, would it benefit the region? • There would be a substantial increase in outsiders settling in the area. • Has seen an increase since the pandemic in remote workers coming to town for travel. • Would help with population loss. • Would be helpful for locals increasing restaurant demand. • Area offers low cost of living. • Would assist with building back population base. • More time and space to remote work because the commute is replaced by time to enjoy the community. • Tax dollar improvement. Additional local support for businesses and buying power of new people coming into town. • Already seeing some remote worker resettlement in the area. • Brings in young people with children. • Anything to get more people to live here. • Yes, for tech savvy and general workers. • Need more workers in skilled labor in addition to tech. • Need IT and cybersecurity staff - FT and PT • Need IT skills and drafting and engineering. • Already seeing remote worker relocation. • Interest in purchasing vacation homes first and then working remote. • Stemming young population decline and replacing it with remote work. • Bringing population in from outside to maintain houses and the area. • Could help support service industry. • Bring in industry, ideas and experience with new people coming into area. • Need more technology and marketing workers. • See more engagement with remote workers who are looking for a break. • See temporary workers wanting to stay. • More tax base. • Fill empty available housing. • Have seen some remote workers. Can envision a workforce that wants to get away from it all but can also work remotely. Wifi allows that ability. • Could see the business benefiting, have had some remote workers work from the campsite. Why? • May become a challenge with housing availability. Rental properties are hard to come by. • Worried about quality of life. • Looking to draw in more industry in the county. • Would love to see the county invest in outdoor recreation tourism instead. • This region is specifically suited for hands on workers. The tech sector requires access to high-speed infrastructure which does not exist in this county. • No great housing options, most need renovation. • Our workers built mines and powered the country. We need to capitalize on those inherent skills. • Just need basic trainable workers. • Region has challenges with remote work options, improving access to fast internet. • Cell service. • Most people visiting see it as being too far away from major population centers and services. Why Not? ya! kehplder feed back ... if the region embarked on an aggressive remote-worker recruitment campaign to import a tech-savvy workforce, would it benefit the region? Why? . There would be a substantial increase in outsiders settling in the area. Has seen an increase since the pandemic in remote workers coming to town for travel. Would help with population loss. Would be helpful for locals increasing restaurant demand. Area offers low cost of living. Would assist with building back population base. More time and space to remote work because the commute is replaced by time to enjoy the community. Tax dollar improvement. Additional local support for businesses and buying power of new people coming into town. Already seeing some remote worker resettlement in the area. Brings in young people with children. Anything to get more people to live here. Yes, for tech savvy and general workers. Need more workers in skilled labor in addition to tech. Need IT and cybersecurity staff - FT and PT * Need IT skills and drafting and engineering. * Already seeing remote worker relocation. * Interest in purchasing vacation homes first and then working remote. * Stemming young population decline and replacing it with remote work. * Bringing population in from outside to maintain houses and the area. * Could help support service industry. * Bring in industry, ideas and experience with new people coming into area. * Need more technology and marketing workers. » See more engagement with remote workers who are looking for a break. * See temporary workers wanting to stay. » More tax base. * Fill empty available housing. » Have seen some remote workers. Can envision a workforce that wants to get away from it all but can also work remotely. Wifi allows that ability. * Could see the business benefiting, have had some remote workers work from the campsite. Why Not? May become a challenge with housing availability. Rental properties are hard to come by. Worried about quality of life. Looking to draw in more industry in the county. Would love to see the county invest in outdoor recreation tourism instead. This region is specifically suited for hands on workers. The tech sector requires access to high-speed infrastructure which does not exist in this county. No great housing options, most need renovation. 21 Our workers built mines and powered the country. We need to capitalize on those inherent skills. Just need basic trainable workers. Region has challenges with remote work options, improving access to fast internet. Cell service. Most people visiting see it as being too far away from major population centers and services. 22 Stakeholder Feedback Factors in Losing Employees If your company is routinely losing quality employees, what are they telling you about the factors that led to those decisions? • Fighting against government unemployment. • No real issues with people leaving prior to pandemic. Now, employees requested layoffs to collect unemployment Unemployment Benefits • Issues with minimum wage increase. • Wage issues • Wages • Job availability and wages availability. • Job availability- seasonality • Leave because they need more hours. • Work is a draw, but as options dry up, people are leaving. Job Related • Nothing to do. More activities needed. • Lebanon is so close to Bristol and Abington that people go there on the weekends and end up moving there. • Housing • Lack of daycare • State parks and tourism have high turnover with seasonal employees. • Younger population isn't seeing as much opportunity and are going to larger cities for shopping, restaurants, attractions. Miscellaneous • Losing to other companies for driving distance or pay. • To another business because not a good fit with work. • Go to another employer for more money and less hours. • Just go to other businesses. • Bigger factories are drawing people out of the area. All work related • People leaving the area are heading to Alabama and Pennsylvania for more steady and higher paid coal mining jobs. Other Companies Stakeholder Feedback actors in Losing Employees If your company is Job Related Other Companies « Issues with minimum wage increase. « Losing to other companies for driving distance or pay. routinely losing quality employees, what are they telling you about the factors that led to those decisions? - Wage issues To another business because not a good fit with work. Wages Go to another employer for more money and less hours. Job availability and wages availability. Just go to other businesses. Job availability- seasonality Bigger factories are drawing people out of the area. All work related Leave because they need more hours. People leaving the area are heading to Alabama and Pennsylvania for more steady and higher paid coal mining jobs. Work is a draw, but as options dry up, people are leaving. Unemployment Benefits Miscellaneous * Fighting against government unemployment. » Nothing to do. More activities needed. » No real issues with people leaving prior to pandemic. Now, * Lebanon is so close to Bristol and Abington that people go employees requested layoffs to collect unemployment there on the weekends and end up moving there. ° Housing * Lack of daycare « State parks and tourism have high turnover with seasonal employees. « Younger population isn't seeing as much opportunity and are going to larger cities for shopping, restaurants, attractions. 22 23 Stakeholder Feedback Challenges Rehiring or Hiring Employees Are you having challenges rehiring or hiring employees as business demand increases? Yes 71% No 29% Stakeholder Feedback Challenges Rehiring or Hiring Employees Are you having challenges rehiring or hiring employees as business demand increases? 23 24 Stakeholder Feedback Why or Why Not? … are you having challenges rehiring or hiring employees as business demand increases? • Initially people were afraid of the virus and exposure. • Many people just don't want to work weekends. • Fighting against unemployment insurance • Unemployment insurance competition • Dislike of restaurant work • The county lacks skilled workers • Federal and State aid • Uptick of drug use • Government benefits reducing available labor pool. • Childcare issues • No general labor • Federal stimulus money • Economic decision based on unemployment benefits. • Can't pay to compete against Federal aid. • Cyclical employment. • People moving out to start their careers. Why? • No • Was able to hire out of customer base. • Have retained entire workforce • No, small staff Why Not? yakehplaer feedback hy or ... are you having challenges rehiring or hiring employees as business demand increases? Why? « Initially people were afraid of the virus and exposure. » Many people just don't want to work weekends. » Fighting against unemployment insurance « Unemployment insurance competition » Dislike of restaurant work * The county lacks skilled workers » Federal and State aid « Uptick of drug use » Government benefits reducing available labor pool. * Childcare issues » No general labor » Federal stimulus money » Economic decision based on unemployment benefits. * Can't pay to compete against Federal aid. * Cyclical employment. « People moving out to start their careers. 24 Why Not? ° No » Was able to hire out of customer base. « Have retained entire workforce ° No, small staff 25 Stakeholder Feedback New Businesses What types of new businesses would do well in the region now and in the future? • Miscellaneous • Retail stores. • Business with roots • Need accommodation. • Need a grocery store. Miscellaneous • Manufacturing using skills from coal; hands-on work. • Manufacturing that complements current businesses • Additional large companies added to the region as a major employment draw. Love small businesses but sees more opportunity with large companies. • Manufacturing • Manufacturing - physical work • Light steel fabrication • Mobile home manufacturing • Boats building • Windmills • Industries where people work with their hands • Aerospace with airport upgrade • Pallet company • Trucking (in-bound) • Battery related businesses • Energy storage • Steel manufacturing Industry • Outfitter with shuttle, tour, and trip options. • At headwaters of the Clinch need an outfitters store and sporting goods store. • Canoe and kayak services. • Boat launches in the area. • Bike shop and services like a bike wash. • Additional water activities on the Clinch River. Outdoor Recreation • More restaurants with a greater variety of food. • Visitors ask for restaurant options with sit down dinning. Currently going outside of the county. • Restaurant. Currently no place for people to go late night. Need a nicer, sit-down restaurant. • Restaurants • Restaurants, especially breakfast. • Restaurants - better Restaurants Stakeholder Feedback New Businesses What types of new businesses would do well in the region now and in the future? Industry « Manufacturing using skills from coal; hands-on work. « Manufacturing that complements current businesses « Additional large companies added to the region as a major employment draw. Love small businesses but sees more opportunity with large companies. « Manufacturing * Manufacturing - physical work « Light steel fabrication » Mobile home manufacturing * Boats building ° Windmills « Industries where people work with their hands « Aerospace with airport upgrade « Pallet company * Trucking (in-bound) ° Battery related businesses ° Energy storage Steel manufacturing Miscellaneous ° Miscellaneous Retail stores. Business with roots Need accommodation. Need a grocery store. 25 Restaurants « More restaurants with a greater variety of food. Visitors ask for restaurant options with sit down dinning. Currently going outside of the county. Restaurant. Currently no place for people to go late night. Need a nicer, sit-down restaurant. Restaurants Restaurants, especially breakfast. Restaurants - better Outdoor Recreation ° Outfitter with shuttle, tour, and trip options. At headwaters of the Clinch need an outfitters store and sporting goods store. Canoe and kayak services. Boat launches in the area. Bike shop and services like a bike wash. Additional water activities on the Clinch River. 26 Stakeholder Feedback Needed Infrastructure What infrastructure or support services are needed to strengthen the region? • Entrepreneurial services for business start up. • Entrepreneurial support services for people who are interested. • Start up capital to assist entrepreneurs. • Grant writing assistance for small business. • Small business incubator type concept. • Entrepreneurial support. Entrepreneurship Support • Better support for business for emergency events in the future. • Central information source through the government for business continuation. • Post pandemic support for how to avoid closures in the future. • Better centralization of business support offerings going forward to assist locals interested in starting and keeping a business in the area. • Better building support. • Construction support for new businesses and buildings. • Money allocated towards storefront beautification. • Money towards assistance with staying in business. Business Support • Additional collective marketing needs. • Social media marketing support because when social media has been used, people have arrived directly citing it for visiting. • More online regional promotion of area itineraries Marketing • Better rail access (rail spur) • Roads have improved but more work needed. • Logistics hub in region. • Better rail service. • Better roads Infrastructure • Better trade education and funding. • Education focus - PreK to Community College • Make UVA Wise more of a high-tech school. • College trade school is improving but needs a lot of improvement, needs more funding. • Vocational education • More certified welders and laser equipment operators. • Better soft skills training. Education & Training • Continuation of fiber broadband deployment. • Better cell coverage on 460. • More daycare options. • Better hospital services Miscellaneous Stakeholder Feedback Needed Infrastructure What infrastructure or Business Support Education & Trainin - Better support for business for emergency events in the future. - Better trade education and funding. su pport services are * Central information source through the government for business + Education focus - PreK to Community College continuation. needed to strengthen the - Make UVA Wise more of a high-tech school. ° Post pandemic support for how to avoid closures in the future. oa . . . * College trade school is improving but needs a lot of improvement, - Better centralization of business support offerings going forward to 9 P g p i needs more funding. region? assist locals interested in starting and keeping a business in the g area. * Vocational education ° Better building support. * More certified welders and laser equipment operators. * Construction support for new businesses and buildings. * Better soft skills training. » Money allocated towards storefront beautification. » Money towards assistance with staying in business. Infrastructu re Entre reneurshi Su ort ° Better rail access (rail spur) Entrepreneurship support « Entrepreneurial services for business start up. Roads have improved but more work needed. Logistics hub in region. « Entrepreneurial support services for people who are interested. Better rail service. Start up capital to assist entrepreneurs. . Better roads Grant writing assistance for small business. Small business incubator type concept. Miscellaneous Entrepreneurial support. * Continuation of fiber broadband deployment. Marketing + Better cell coverage on 460. - Additional collective marketing needs. * More daycare options. + Social media marketing support because when social media has * Better hospital services been used, people have arrived directly citing it for visiting. * More online regional promotion of area itineraries 26 27 Stakeholder Feedback Vision for the Region What is your vision of the region 10 years from now? • A manufacturing center of excellence. • Business leaders (small businesses) leading the change or advising leaders. • Better community networking and support between small business owners and county officials. • A collective business voice for region for all. • Prosperity. • Diversified economy. • Strong manufacturing • Stability in metalogical coal • More manufacturing • Diversified businesses - new and existing • Better regional cooperation around economy • Coal will never be replaced, but opportunities in tech. Strong Industrial Base • A walkable, shoppable downtown area. • Vibrant downtown. • More main street development. • Additional retail and restaurants on main street. • Vibrant storefronts with shopping options and able to walk downtown. • Coffee shop, outdoor theater for music and arts. • More walking trails and bike trails. • Better dining. • Maintain unique quality and friendliness with expanded business opportunities. • More for families to do (movies, theaters). • More cultural activities. • Better services for younger people. • Nice parks and water feature for kids. • Better housing options. Increased Livability • More modernization but maintaining community historic beauty. • Natural beauty preserved. • Trashcans and dumping out on the side of the road need to go. • Clean up the community a bit. Protecting Environment • Community growth through additional jobs. • More available jobs. • More high paying jobs • Improve job growth. • Need more middle-income jobs • Job opportunities at all levels needed to retain kids. • Returning people. • More full-time permanent residents. • Higher population • Want to see a vibrant community to attract people to the area • Recruit more IT jobs. More People and Jobs • Steady progression, just doesn't want to see a backslide. • Change mindset, be more self sufficient. • Quality medical care needs to stay. • Graduates staying in the area and able to find jobs. Miscellaneous • More tourism friendly. Pushing out into the community with signage and communication from major tourism draws which already exist. • See outdoor activities become the center piece of the community's tourism efforts. • Opportunities for local people to become entrepreneurs in outdoor industry. • Additional emphasis on the tourism market. • Bike shops. • More accommodations. • Tying ATV and 4-wheel trails into the Tazewell area. • More services to capture people once they are here. • More inter-county cooperation in tourism • More development with smaller lodging, privately owned • Trail expansion • A destination for trails and camping. • Additional rental housing inventory. Strong Tourism Economy Tee Rep e IK What is your vision of the region 10 years from now? Increased Livability Strong Industrial Base Protecting Environment * Awalkable, shoppable downtown area. * Vibrant downtown. * More main street development. * Additional retail and restaurants on main street. - Vibrant storefronts with shopping options and able to walk downtown. * Coffee shop, outdoor theater for music and arts. * More walking trails and bike trails. * Better dining. * Maintain unique quality and friendliness with expanded business opportunities. * More for families to do (movies, theaters). * More cultural activities. * Better services for younger people. * Nice parks and water feature for kids. * Better housing options. Miscellaneous * Steady progression, just doesn't want to see a backslide. * Change mindset, be more self sufficient. * Quality medical care needs to stay. * Graduates staying in the area and able to find jobs. 27 » Amanufacturing center of excellence. * Business leaders (small businesses) leading the change or advising leaders. * Better community networking and support between small business owners and county officials. * Acollective business voice for region for all. * Prosperity. ° Diversified economy. « Strong manufacturing * Stability in metalogical coal * More manufacturing * Diversified businesses - new and existing ° Better regional cooperation around economy * Coal will never be replaced, but opportunities in tech. More People and Jobs * Community growth through additional jobs. * More available jobs. * More high paying jobs * Improve job growth. » Need more middle-income jobs * Job opportunities at all levels needed to retain kids. « Returning people. * More full-time permanent residents. « Higher population « Want to see a vibrant community to attract people to the area « Recruit more IT jobs. » More modernization but maintaining community historic beauty. - Natural beauty preserved. * Trashcans and dumping out on the side of the road need to go. * Clean up the community a bit. Strong Tourism Economy * More tourism friendly. Pushing out into the community with signage and communication from major tourism draws which already exist. * See outdoor activities become the center piece of the community's tourism efforts. * Opportunities for local people to become entrepreneurs in outdoor industry. * Additional emphasis on the tourism market. * Bike shops. » More accommodations. * Tying ATV and 4-wheel trails into the Tazewell area. * More services to capture people once they are here. * More inter-county cooperation in tourism * More development with smaller lodging, privately owned * Trail expansion » Adestination for trails and camping. * Additional rental housing inventory. 28 Stakeholder Feedback More Questions What did we not ask, that we should have asked? • Leadership • More diversity of investing between different businesses and business owners. • Not enough for tourists in the winter, indoor activity, things for kids to do. • Moonshine business gets additional notoriety due to current TV trends. • Lots of engagement on social media. • Trying to get more local help with promoting area. • When events come to the area, would like to see cross- promotion of local business.. • Social media support. • Home prices increasing. Shortage of housing • Customers impacted in other more restrictive states hurting our business. • Lack of childcare. • School closures preventing work • Keep progressing. • Support existing business • More lodging is the biggest factor. Only a few rental properties • Would like to see more trail expansion. More people interested in coming back for new trail miles, would eventually lead to business decline with no additional trails added. • County promotion of Pocahontas Exhibition Mine. • Would like to see it billed as ATV friendly. • Wish more people could see the area as a tourist area. • Lots of preconceived notions about coal towns, towns have a lot to offer. • There is a lot to offer, and people like it once they’re here. What did we not ask, that we should have asked? stakeholder Feedback More esTIONS What did we not ask, that we should have asked? W Leadership More diversity of investing between different businesses and business owners. Not enough for tourists in the winter, indoor activity, things for kids to do. Moonshine business gets additional notoriety due to current TV trends. Lots of engagement on social media. Trying to get more local help with promoting area. When events come to the area, would like to see cross- promotion of local business.. Social media support. Home prices increasing. Shortage of housing Customers impacted in other more restrictive states hurting our business. Lack of childcare. School closures preventing work Keep progressing. 28 hat did we not ask, that we should have asked? * Support existing business More lodging is the biggest factor. Only a few rental properties Would like to see more trail expansion. More people interested in coming back for new trail miles, would eventually lead to business decline with no additional trails added. County promotion of Pocahontas Exhibition Mine. Would like to see it billed as ATV friendly. Wish more people could see the area as a tourist area. Lots of preconceived notions about coal towns, towns have a lot to offer. There is a lot to offer, and people like it once they’re here. 29 Stakeholder Feedback Additional Thoughts? – Part 1 • Regional and cross-county cooperation. • More interaction between county officials and small business owners. • Has noticed a decline in small business interaction and support within the community. • More signage and banners between businesses. • In Summer months we get a lot of people staying in Airbnb properties over Abington due to low cost. • People using the Lebanon area to push out to other areas. • Younger people who need lower cost of travel. Most young people traveling are asking about hiking. • Need additional information on hiking difficulty and trail length. Need online resources for this. • People are happy to sit on owned properties instead of making those spaces available for businesses to open and develop. • Weather and water level has been a deterrent for this year. Mostly weekend demand. Lots of local kayaking demand. 70/30 leans local. • Rental properties are the biggest money makers over the stores. Rentals are somewhat protected from minimum wage increases. • Had to adjust to seasonal demands to create year-round products. Need to import nearly all products due to supply line issues. • Back of the Dragon has kept the area's tourism economy strong. • Need more and better accommodations. • Competition between communities with trailheads with advantage going to those with better accommodations. • Locals are using tourism assets in the area- can be seen as a QoL improvement. • Need additional tourism, but also need local workforce to support increase in demand. • Hard to find workers staying home with Federal money. • Need daycare facilities. • Need schools open to allow workers to come to facility.. • Once stimulus gone, economy will improve; clear example of government and economy disconnect. • Shift from mining to related strengths. • Supports tourism for culture. • Use SVAM to train welders and leadership training. • Use vocational center students. • 20% of business comes from Canada. International closures were a huge issue. • Trying to figure out how to package the BOTD experience into a wider vacation. • Some shifts in demographics - pulling more from Charlotte region and new biking visitors. • People find spots on Airbnb and just take the opportunities to get away. • Supply Chain issues, needed distribution hub for region. • Stop recruiting coal related industries. • Need more trade scholarships. • VEDP Valet Program has helped expand customer base. RENE sug Hee Ref Regional and cross-county cooperation. More interaction between county officials and small business owners. Has noticed a decline in small business interaction and support within the community. More signage and banners between businesses. In Summer months we get a lot of people staying in Airbnb properties over Abington due to low cost. People using the Lebanon area to push out to other areas. Younger people who need lower cost of travel. Most young people traveling are asking about hiking. Need additional information on hiking difficulty and trail length. Need online resources for this. People are happy to sit on owned properties instead of making those spaces available for businesses to open and develop. Weather and water level has been a deterrent for this year. Mostly weekend demand. Lots of local kayaking demand. 70/30 leans local. Rental properties are the biggest money makers over the stores. Rentals are somewhat protected from minimum wage increases. Had to adjust to seasonal demands to create year-round products. Need to import nearly all products due to supply line issues. Back of the Dragon has kept the area's tourism economy strong. Need more and better accommodations. Competition between communities with trailheads with advantage going to those with better accommodations. 29 * Locals are using tourism assets in the area- can be seen as a QoL improvement. « Need additional tourism, but also need local workforce to support increase in demand. ¢ Hard to find workers staying home with Federal money. « Need daycare facilities. « Need schools open to allow workers to come to facility.. * Once stimulus gone, economy will improve; clear example of government and economy disconnect. ° Shift from mining to related strengths. ¢ Supports tourism for culture. » Use SVAM to train welders and leadership training. » Use vocational center students. * 20% of business comes from Canada. International closures were a huge issue. * Trying to figure out how to package the BOTD experience into a wider vacation. » Some shifts in demographics - pulling more from Charlotte region and new biking visitors. * People find spots on Airbnb and just take the opportunities to get away. » Supply Chain issues, needed distribution hub for region. * Stop recruiting coal related industries. ° Need more trade scholarships. « VEDP Valet Program has helped expand customer base. 30 Stakeholder Feedback Additional Thoughts? – Part 2 • Residents see the area as declining; tourists see the area as developing. • Community is transitioning away from extractive resources. • Would like to see those responsible for decision making go to neighboring communities for partnerships and ideas. • Currently using Facebook to promote regional attractions to ATV groups and history groups. • People can find the area and the Pocahontas Exhibition Mine on social media. Have looked at paid social media advertising and rack cards. • Had a few new businesses open but need additional development. • UTV Takeover at Southern Gap has been good. More of those kinds of events. • Have the ideas but finding the people in terms of manpower and finding talent and employees. • People want more services but are not sure of the community support to actually keep it running in the community. • Tourism could increase demand but could also be a source of community pride. • Started business to draw people to the area and support the area. RENE hougHEe RSS « Residents see the area as declining; tourists see the area as developing. * Community is transitioning away from extractive resources. « Would like to see those responsible for decision making go to neighboring communities for partnerships and ideas. ¢ Currently using Facebook to promote regional attractions to ATV groups and history groups. ° People can find the area and the Pocahontas Exhibition Mine on social media. Have looked at paid social media advertising and rack cards. « Had a few new businesses open but need additional development. e UTV Takeover at Southern Gap has been good. More of those kinds of events. ° Have the ideas but finding the people in terms of manpower and finding talent and employees. ° People want more services but are not sure of the community support to actually keep it running in the community. * Tourism could increase demand but could also be a source of community pride. « Started business to draw people to the area and support the area. 30 31 Tourism Specific Responses Stakeholder Feedback Stakeholder Feedback Tourism Specific Responses 32 Stakeholder Feedback Business Generated by Tourism How dependent is your business on visitor traffic generated by area tourism? (Excludes Tourism Exclusive Establishments) Totally Dependent 23% Not Dependent 46% Very Dependent 15% Somewhat Dependent 15% Sstakeho Ider Feedback USINESS Gensratea by Tourism How dependent is your Very Dependent business on visitor traffic Totally Dependent 15% ° generated by area tourism? 23% (Excludes Tourism Exclusive Establishments) Somewhat Dependent 15% Not Dependent 46% 32 33 Stakeholder Feedback Non-local Tourism How much of your business comes from tourists outside the region as opposed to local sources? (Tourism Only) 10-25% 25% 100% 25% 25-50% 25% 75-95% 25% Sta keh \der Feedback Non-local Tourism How much of your business comes from tourists outside the region as opposed to local sources? (Tourism Only) 10-25% 25% 25-50% 25% 100% 75-95% 25% 25% 33 34 Stakeholder Feedback Needed Businesses & Services What additional businesses or services are needed to strengthen the tourism industry? • Convenience store • Gas station • ATV wash. • Gas. • Lodging. • Rental market for ATVs exists Retail and Lodging • Lack of outfitters. Newbies to outfitting haven't succeeded. • Outfitters with guided tours. • Guides for activities. • Additional activity guide services. • Additional guiding services. More Guides and Outfitters • More regional approach to activities with rotation between recreation sources. • Additional activities in the Breaks Interstate Park. • Could use community guide for helping to start new businesses. • Need additional signage to find trailheads and parking areas for hiking • Business support related to spearhead trail. Miscellaneous • Nice culinary scene. • Have had a tough time finding concessionaires. • Restaurants • Restaurant Better Food Offerings Stakeholder Feedback Nee USINESSES eCrvices What additional More Guides and Outfitters Retail and Lodging « Lack of outfitters. Newbies to outfitting haven't succeeded. » Convenience store businesses or services ¢ Outfitters with guided tours. Gas station are needed to strengthen — - Guides for activities. ATV wash. the tourism industry? « Additional activity guide services. ° Gas. » Additional guiding services. Lodging. Rental market for ATVs exists Better Food Offerings Miscellaneous » Nice culinary scene. * More regional approach to activities with rotation between » Have had a tough time finding concessionaires. recreation sources. » Restaurants Additional activities in the Breaks Interstate Park. Could use community guide for helping to start new businesses. « Restaurant Need additional signage to find trailheads and parking areas for hiking Business support related to spearhead trail. 34 35 Stakeholder Feedback Complaints from Tourists What complaints or frustrations do you hear from tourists about the area? • Tech complaints- difference in cell coverage between carriers. • Somewhat of an escape destination, but not a particularly off-grid destination. Connectivity • Remoteness, difficulty of travel to the area. People expect short drive to everything. • Lots to do in area but need willingness to drive. • Some people aren't willing to make the drive to get to these places. • Roads, and the difficulty of getting to the site. Accessibility • No sit-down mom and pop restaurants. Looking for all local experiences. • Need more restaurants. • Need sit down style restaurants and a place to get a drink. • Restaurants are lacking in variety Restaurants Choices • Lack of lodging. • Desire for trail-accessible rustic lodging. Heavy cabin bookings, but desire for larger group facilities. • Not much lodging. Lodging Choices • Desire for water feature- pond, lake, pool- any non-motorized recreational opportunities. • No place to get gas in town. • Most satisfied guests are the ones seeking a remote outdoor experience. • Campfire access, out of the way, reclusive for trail traffic. Miscellaneous tak holder Feedback omplaints trom Tours What complaints or frustrations do you hear from tourists about the area? Accessibility « Remoteness, difficulty of travel to the area. People expect short drive to everything. ° Lots to do in area but need willingness to drive. « Some people aren't willing to make the drive to get to these places. » Roads, and the difficulty of getting to the site. Connectivity Lodging Choices * Tech complaints- difference in cell coverage between carriers. » Somewhat of an escape destination, but not a particularly off-grid destination. 35 Restaurants Choices * No sit-down mom and pop restaurants. Looking for all local experiences. « Need more restaurants. » Need sit down style restaurants and a place to get a drink. ¢ Restaurants are lacking in variety « Lack of lodging. ° Desire for trail-accessible rustic lodging. Heavy cabin bookings, but desire for larger group facilities. » Not much lodging. Miscellaneous ° Desire for water feature- pond, lake, pool- any non-motorized recreational opportunities. * No place to get gas in town. « Most satisfied guests are the ones seeking a remote outdoor experience. ° Campfire access, out of the way, reclusive for trail traffic. 36 Stakeholder Feedback Shift in Tourist Demographics Have you seen a shift in tourist demographics during the pandemic? (Examples include age, income, location of origin, interests upon arrival, etc.) • Usually pulling from neighboring states. • 50% of business comes from VA and KY • Pandemic changes not particularly high. Still seeing similar demographics. • Big boom in camping. Shifted slightly more local during pandemic. • Ongoing shift away from older, less experienced community toward more outdoorsy and younger demographic. • Emphasis on natural assets as opposed to the facilities. • Anecdotal increase in rock climbing. • Classic destinations are getting crowded, so people are spreading out. Getting away from urban areas and crowding. • Mostly returning guests from NC and Ohio. Have seen a pandemic uptick from Pike County and Lecher County KY. • Shift towards farther flung markets. Heavy influx from NY. Major draw was the ATV trails. • Most travelers outside of the immediate area are coming from outside of the state entirely. Lots of NC, SC, PA, OH • Not much shift Observations Sigkeholder Feedback Have you seen a shift in Observations tourist demographics » Usually pulling from neighboring states. . P * 50% of business comes from VA and KY during the pandemic? « Pandemic changes not particularly high. Still seeing similar demographics. (Examples include age, * Big boom in camping. Shifted slightly more local during pandemic. income, location of * Ongoing shift away from older, less experienced community toward more outdoorsy and younger demographic. origin, interests upon « Emphasis on natural assets as opposed to the facilities. . ° Anecdotal increase in rock climbing. arrival, etc.) * Classic destinations are getting crowded, so people are spreading out. Getting away from urban areas and crowding. * Mostly returning guests from NC and Ohio. Have seen a pandemic uptick from Pike County and Lecher County KY. ° Shift towards farther flung markets. Heavy influx from NY. Major draw was the ATV trails. ¢ Most travelers outside of the immediate area are coming from outside of the state entirely. Lots of NC, SC, PA, OH « Not much shift 36 37 Government and Nonprofit Sector Responses Stakeholder Feedback Responses ) fe) Bs ) ap: = 3 0) aD | or fe) = rom Zz fe) =) ce) S fe) = Coma Wn 0) (@) Com fe) “ss Stakeholder Feedback 38 Stakeholder Feedback Sector Breakdown Nonprofit 25% Education 6% Government 50% Tourism Board 25% Stakeholder Feedback Sector Breakdown Nonprofit 25% Education Government 6% 50% Tourism Board 25% 39 Stakeholder Feedback Location Entire Area 25% Russel County 6% Buchanan County 25% Dickenson County 19% Tazewell County 25% Stakeholder Feedback Location Russel County 6% Entire Area 25% Dickenson County 19% Buchanan County 25% Tazewell County 25% 40 Stakeholder Feedback Pandemic Response Efforts What would have made the region's business- related pandemic response efforts more effective? • I think it was handled well. • Nothing. • I think business response was about right. It was as effective as could be expected. Nothing • Lack of clarification and diverse interpretation of information available, clearer direction was needed. • Lots of confusion around qualifications. • Needed clear process. • Could have been a central information source since each county also had its own grants so confusion around criteria. • Early confusion over what would be helpful, try to create a universal application to be able to update each year, have those numbers available, would allow them to know when anything happens what they might be able to do and how they could apply. • Orders came quickly which caused business panic, business adjustments and learning, right way kept changing, trying to stay up to date, and find unified approach. • Lack of steady information, info changed constantly with lots of uncertainty of federal and state info. • More straightforward application. Clarity • More community outreach for info in rural areas. • No town representatives to give info for what they can be doing to help the public. • Federal grants need to be prepared in advance. • Banks were having a hard time knowing how to loan and distribute funds; PPP loans were hardest Miscellaneous • Had over reaction and then under reaction. • The "shut down" imposed by the State should have been imposed on a regional basis. Our economy was prematurely "shut down" when the virus was not present or at least not prevalent here. • Then when the virus came in the fall residents were fatigued with the limitations. This led to less public cooperation at the critical juncture in October and November. • Ironically, the "shut down" made the problem worse here and prolonged it. • Response delayed due to cases in area delayed. Reaction ; takeholder Feedback andemic Response What would have made the region's business- related pandemic response efforts more effective? Clarity « Lack of clarification and diverse interpretation of information available, clearer direction was needed. « Lots of confusion around qualifications. » Needed clear process. Could have been a central information source since each county also had its own grants so confusion around criteria. « Early confusion over what would be helpful, try to create a universal application to be able to update each year, have those numbers available, would allow them to know when anything happens what they might be able to do and how they could apply. ° Orders came quickly which caused business panic, business adjustments and learning, right way kept changing, trying to stay up to date, and find unified approach. « Lack of steady information, info changed constantly with lots of uncertainty of federal and state info. « More straightforward application. Nothing « | think it was handled well. ° Nothing. « | think business response was about right. It was as effective as could be expected. 40 Reaction ° Had over reaction and then under reaction. ° The "shut down" imposed by the State should have been imposed on a regional basis. Our economy was prematurely "shut down" when the virus was not present or at least not prevalent here. ° Then when the virus came in the fall residents were fatigued with the limitations. This led to less public cooperation at the critical juncture in October and November. * Ironically, the "shut down" made the problem worse here and prolonged it. « Response delayed due to cases in area delayed. Miscellaneous « More community outreach for info in rural areas. » No town representatives to give info for what they can be doing to help the public. ° Federal grants need to be prepared in advance. « Banks were having a hard time knowing how to loan and distribute funds; PPP loans were hardest 41 Stakeholder Feedback Pandemic Response Efforts And what was done well? • Funding grants • We were awash in funding to help businesses. Funding • Rally calls gathered info and group camaraderie, communication between organizations increased. • Calls together plus individual outreach. • Keeping people updated. • VTC did industry meetings, monthly calls were helpful. • Partnered with UVA WISE, gather regularly to provide a resource for those at high level in the industry within gov and non-profit orgs. • Marketing efforts, pushing people towards time saving tech. • Rally calls were useful for keeping people calm. • Communication and togetherness. We were supported from multiple sources. Communication • Scarecrow campaign. • Followed recommendations from State. • To some extent , quick reaction from business owners. Miscellaneous • Comprehensive response. • No complaints • Good job overall • In general, went well. • I think it was handled well. Overall Effort ; takeholder Feedback andemic Response And what was done well? Communication Rally calls gathered info and group camaraderie, communication between organizations increased. Calls together plus individual outreach. Keeping people updated. VTC did industry meetings, monthly calls were helpful. Partnered with UVA WISE, gather regularly to provide a resource for those at high level in the industry within gov and non-profit orgs. Marketing efforts, pushing people towards time saving tech. Rally calls were useful for keeping people calm. Communication and togetherness. We were supported from multiple sources. 4l Funding * Funding grants « We were awash in funding to help businesses. Overall Effort * Comprehensive response. No complaints Good job overall In general, went well. | think it was handled well. Miscellaneous » Scarecrow campaign. « Followed recommendations from State. * To some extent , quick reaction from business owners. 42 Stakeholder Feedback Sources of Information What sources did you use to gain information about pandemic response, guidelines, and recovery resources? • County • County Administration • County emergency management • County administrator • Local gov’t website • Health Departments • Health department • Local Health Department Local Government • VEDP • Virginia health webpage • SBDC • State Gov • State Government • State government • State • Department of Treasury • VDH • Virginia Department of Health • Governor’s calls were not useful for tourism and funding. • Governor calls were useful for guidelines • Gov. Northam's office • State website • VDH • CICV (Council of Independent Colleges in Virginia) State Government • Downtown happy hours. • RALLY calls • Internal communications • Pharmacy school • Large restaurant chain • Private organizations Miscellaneous • Federal website • CDC • CDC • CDC • CDC • Federal Government • Federal Government Federal Government • Social media • Facebook • Social media • Industry tourism group on Facebook Social Media takeholder Feedback ources of Information What sources did you use to gain information about pandemic response, guidelines, and recovery resources? State Government » VEDP ° Virginia health webpage * SBDC * State Gov * State Government * State government * State « Department of Treasury » VDH * Virginia Department of Health * Governor's calls were not useful for tourism and funding. « Governor calls were useful for guidelines * Gov. Northam's office * State website ° VDH * CICV (Council of Independent Colleges in Virginia) 42 Local Government * County * County Administration * County emergency management County administrator Local gov't website Health Departments Health department Local Health Department Federal Government ° Federal website * CDC * CDC * CDC + CDC Federal Government Federal Government Social Media * Social media ° Facebook ° Social media ° Industry tourism group on Facebook Miscellaneous « Downtown happy hours. RALLY calls Internal communications Pharmacy school Large restaurant chain Private organizations 43 Stakeholder Feedback Source Satisfaction No 7% Yes 72% Sometimes 21% And did you feel adequately informed by those sources? stakeholder Feedback ource Satisfaction And did you feel adequately informed by those sources? No 7% Sometimes 21% 43 44 Stakeholder Feedback Source Satisfaction Yes 88% To Some Degree 12% Did you feel you played a leadership role in pandemic response in your sector? stakeholder Feedback ource Satisfaction Did you feel you played a leadership role in pandemic response in your sector? To Some Degree 12% 44 45 Stakeholder Feedback Role Capability Yes 68% Sometimes 19% And did you feel capable in that role? No 13% takeholas r Feedback And did you feel capable in that role? Sometimes 19% 46 Stakeholder Feedback Remote Recruitment Yes 100% If the region embarked on an aggressive remote-worker recruitment campaign to import a tech-savvy workforce, would it benefit the region? Stak holder Feedback emote Recruitment If the region embarked on an aggressive remote-worker recruitment campaign to import a tech-savvy workforce, would it benefit the region? 46 47 Stakeholder Feedback Why or Why Not? … If the region embarked on an aggressive remote-worker recruitment campaign to import a tech-savvy workforce, would it benefit the region? • Due to internet, now easier. • Easier after pandemic. • Easier here now but also everywhere else too. • Do you recruit jobs first or workers first. • Already have top robotics team in area. • Yes, but jobs as well as workers. • Remote workers will not necessarily solve population loss and lack of workforce; however, there spouses and children will in the long term. • Such workers likely will have more discretionary income to support the amenities necessary to attract and retain businesses. • It's needed. • I think the region would be very attractive to such a workforce. • Tide began to shift before pandemic, 25% of real estate was from out of state. • Seen a shift in work to remote work, pushing office staff towards working at home. • Communities in the area could use remote workers if internet infrastructure goes forward. • Frustrating because there is broadband, but people are still using cable instead. • Remote healthcare might help bring fresh ideas to the table • Businesses doing a better job at providing for visitors. • People are looking to small towns for outdoor rec and good outdoor access. • Realized how vital broadband is, more people means more entrepreneurial opportunities and greater demand for outdoor rec. • People who have a positive tourism experience are more likely to relocate, outsiders view assets differently than locals. Why? • Technology in this area is currently hit or miss; had the struggle of not being able to continue working due to limited service. • There is not much space for brick and mortar, so how do you increase residents without additional buildings. • Some homes so remote that a fiber connection is hard to establish. Why Not? sia kehplder feed back hy or ... If the region embarked on an aggressive remote-worker recruitment campaign to import a tech-savvy workforce, would it benefit the region? Why? * Due to internet, now easier. * Easier after pandemic. « Easier here now but also everywhere else too. * Do you recruit jobs first or workers first. * Already have top robotics team in area. * Yes, but jobs as well as workers. + Remote workers will not necessarily solve population loss and lack of workforce; however, there spouses and children will in the long term. * Such workers likely will have more discretionary income to support the amenities necessary to attract and retain businesses. ° It's needed. * | think the region would be very attractive to such a workforce. * Tide began to shift before pandemic, 25% of real estate was from out of state. * Seen a shift in work to remote work, pushing office staff towards working at home. * Communities in the area could use remote workers if internet infrastructure goes forward. * Frustrating because there is broadband, but people are still using cable instead. * Remote healthcare might help bring fresh ideas to the table * Businesses doing a better job at providing for visitors. * People are looking to small towns for outdoor rec and good outdoor access. * Realized how vital broadband is, more people means more entrepreneurial opportunities and greater demand for outdoor rec. * People who have a positive tourism experience are more likely to relocate, outsiders view assets differently than locals. 47 Why Not? * Technology in this area is currently hit or miss; had the struggle of not being able to continue working due to limited service. « There is not much space for brick and mortar, so how do you increase residents without additional buildings. » Some homes so remote that a fiber connection is hard to establish. 48 Stakeholder Feedback Workers Leaving the Region Why do you think workers are leaving the region (wages, housing availability, public access to recreational trails/parks, not enough nightlife)? • Healthcare • Access to health care specialist. • People do not want to come back and retire due to healthcare. • Fear of opioid epidemic. Healthcare • Lack of things to do • Need more to do • More to do. • Restaurants • Entertainment and Nightlife • Better quality of life • No bars or nightlife • Not enough restaurants • Quality of life remains low • Nightlife and entertainment • Family activities and workout groups. • Lack of things for kids to do. Entertainment • Younger people like to have the technology. • No one likes to drive across the mountain for access to activities. • Cell coverage. • Moving your parents to you instead of moving to be near them. • Housing availability. • There is a desperate lack of middle- class housing in our area. Miscellaneous • Left for mining jobs outside region. • Lack of job opportunities • Lack of jobs • Not enough opportunities for college degree workers. • Lack of jobs • Lack of work, no industry • Jobs mostly. • More opportunity. • Lack of jobs for higher educated workers. Job Opportunities • Workers are leaving due to low wages. • Wages • Availability of high paying jobs • Wages Wages • Without nationally known retail establishments that cater to middle class shoppers, we cannot retain the middle class. • Younger generations buy online. They do not necessarily "go shopping." So, the lack of retail shopping will decline as an impediment. • Lack of retail distribution center in the region, as younger persons will expect same day or next day delivery. Shopping Stakeholder Feedback orkers Leaving Region Why do you think Entertainment Healthcare Wages * Lack of things to do ° Healthcare « Workers are leaving due to low wages. workers are leaving the » Need more to do » Access to health care specialist. » Wages region (wages, housing * More to do. * People do not want to come back and —* Availability of high paying jobs « Restaurants retire due to healthcare. Wa . ays . . ges availability, public « Entertainment and Nightlife + Fear of opioid epidemic. access to recreational * Better quality of life * No bars or nightlife trails/parks, not enough N « Not enough restaurants _— . nightlife)? ~ Quality of life remains low Job Opportunities Miscellaneous » Nightlife and entertainment « Left for mining jobs outside region. » Younger people like to have the Lack of job opportunities technology. No one likes to drive across the mountain for access to activities. * Family activities and workout groups. « Lack of things for kids to do. Shoppin « Without nationally known retail establishments that cater to middle class shoppers, we cannot retain the middle class. Lack of jobs Not enough opportunities for college degree workers. Cell coverage. Moving your parents to you instead of moving to be near them. ° Lack of jobs Lack of work, no industry * Younger generations buy online. They do not Jobs mostly. Housing availability. necessarily "go shopping." So, the lack of ; » There is a desperate lack of middle- retail shopping will decline as an impediment. More opportunity. class housing in our area. * Lack of retail distribution center in the region, Lack of jobs for higher educated as younger persons will expect same day or workers. next day delivery. 48 49 Stakeholder Feedback Types of New Businesses What types of new businesses would do well in the region now and in the future? • Tech • IT • Data centers • Data centers Information Technology • Manufacturing • Manufacturing • Materials mfg. • Parts mfg. • Manufacturing • Medical devise mfg. • Metal manufacturing and machining is the future here. • Manufacturing jobs with middle of the road skills. • Bigger industry relocation with stable, good pay jobs. • Distribution in parts of region. Industry • Food • Restaurants for tourist needs. • More restaurants Federal Government • Airbnb's are doing well, even the more remote ones. • Smaller lodging options • People expanding their own businesses to accommodate additional tourist needs. • Campgrounds • Lodging is a missing component which is not allowing tourism expansion. • Motorcyclists do not want to stay at an Airbnb, demand for more traditional hotel accommodations. Accommodations • More specialty small shops with local involvement - outfitters, general retailers, snacks and camping supplies, general store. • Outdoor industry businesses who put a high value on quality of life. • A boxing club. • Movie theater, putt-putt, and music. • Though I do foresee some undercurrent of robotic metallurgical mining • Remote working. • Sports Complex • Energy • Medical services • Healthcare Miscellaneous stakeholder Feedback ypes of New Businesses What types of new businesses would do well in the region now and in the future? Industry « Manufacturing ° Manufacturing » Materials mfg. ° Parts mfg. ° Manufacturing » Medical devise mfg. « Metal manufacturing and machining is the future here. ¢ Manufacturing jobs with middle of the road skills. ° Bigger industry relocation with stable, good pay jobs. ° Distribution in parts of region. Accommodations » Airbnb's are doing well, even the more remote ones. * Smaller lodging options People expanding their own businesses to accommodate additional tourist needs. Campgrounds Lodging is a missing component which is not allowing tourism expansion. Motorcyclists do not want to stay at an Airbnb, demand for more traditional hotel accommodations. 49 Information Technology Tech IT Data centers Data centers Federal Government Food Restaurants for tourist needs. More restaurants Miscellaneous More specialty small shops with local involvement - outfitters, general retailers, snacks and camping supplies, general store. Outdoor industry businesses who put a high value on quality of life. A boxing club. Movie theater, putt-putt, and music. Though | do foresee some undercurrent of robotic metallurgical mining Remote working. Sports Complex Energy Medical services Healthcare 50 Stakeholder Feedback Infrastructure What infrastructure or support services are needed to strengthen the region? • Passenger rail is another amenity I believe is overlooked. If we are serious about recruiting remote workers, we need an Amtrack station. • Commuter air travel would help • Road improvements Transportation • Broadband • Broadband • More Broadband • Broadband good • Continue broadband deployment • Broadband • Residential Broadband would be very helpful. • High Speed Internet • Trending up with internet. Broadband • More sites and larger acre sites • Shell buildings • More sites Sites & Buildings • Natural gas • More natural gas • Really good trade schools in each area of our region. • Wayfinding and signage to area attractions for people coming through the area. • Aging community- need for elderly support services. • Support services for small businesses. • Existing businesses need better support. • Industry partnerships on bulk ordering. • Need for shuttle services to local attractions Miscellaneous St lakeh Ider Feedback Infrastructure What infrastructure or Broadband ——“*ws—S—s—C—C—CC—C—CC_CSC@ransportation ° Broadband « Passenger rail is another amenity | believe is overlooked. If we are serious about recruiting remote workers, we need an Amtrack station. support services are needed to strengthen the Broadband More Broadband * Commuter air travel would help region? * Broadband good » Road improvements * Continue broadband deployment » Broadband » Residential Broadband would be very helpful. * High Speed Internet Miscellaneous * Trending up with internet. * Natural gas More natural gas Really good trade schools in each area of our region. Sites & Buildings ° More sites and larger acre sites ° Shell buildings Wayfinding and signage to area attractions for people coming through the area. Aging community- need for elderly support services. » More sites Support services for small businesses. Existing businesses need better support. Industry partnerships on bulk ordering. Need for shuttle services to local attractions 50 51 Stakeholder Feedback 10-Year Vision What is your vision of the region 10 years from now? • Expanded tourism and recreation opportunities for the public. • Welcoming area with tourism economy. • Appalachian Mountain wisdom and traditions with focus on remedies, arts and crafts. • Heart of Appalachia itinerary planning including day trips working out from other attractions outside the area. • Sufficient lodging. • Demand for boutique accommodations and attached dining. Expanded Tourism • More job opportunities. • More jobs. • Better jobs. • Jobs to retain workers. • More IT jobs. • More IT jobs. • Promote our area as a great place to live and work remotely. • Remote workers. More Jobs • More people. • Population increase. • Low cost of living, low taxes and scenic beauty will see us growing in population again. • Growth - people, activities, and options. More People • If we don't do something DIFFERENT it will fall apart. • Package based businesses. • Thriving community of cooperative residents. • More recreation. • More entrepreneurs. • Remote medical care also will serve most of our residents. • Better health care. Miscellaneous • New manufacturing. • Diversification of manufacturing. • Robotic manufacturing and high skilled machining. • Business recruitment for industry New Industry shakehc Ider Feedback ISION What is your vision of More Jobs Expanded Tourism * More job opportunities. » Expanded tourism and recreation opportunities for the the region 10 years from » More jobs. public. . j » Welcoming area with tourism economy. now? Better jobs. 9 y « Jobs to retain workers. * Appalachian Mountain wisdom and traditions with focus on * More IT jobs. remedies, arts and crafts. » More IT jobs. * Heart of Appalachia itinerary planning including day trips * Promote our area as a great place to live and work working out from other attractions outside the area. remotely. ° Sufficient lodging. * Remote workers. * Demand for boutique accommodations and attached dining. More People Miscellaneous * More people. ° If we don't do something DIFFERENT it will fall apart. « Population increase. Package based businesses. * Low cost of living, low taxes and scenic beauty will see us growing in population again. Thriving community of cooperative residents. ae . More recreation. * Growth - people, activities, and options. More entrepreneurs. Remote medical care also will serve most of our residents. New Industry New manufacturing. Better health care. Diversification of manufacturing. Robotic manufacturing and high skilled machining. Business recruitment for industry 51 52 Stakeholder Feedback More Questions What did we not ask, that we should have asked? • More workforce preparedness. • More education training in general. • Better medical care. • Better schools • Population loss. • School consolidation to improve cost. • Youth leadership • Training future leaders - public and elected. • Reducing coal revenues. • Education and how the schools could do a better job of getting our youth ready for the job market. • Plateau is excelling with infrastructure. Things with government take time but have a good team in place. • Continuing outreach to other communities. • Police outreach. • Community communication and support within the county. • Sewer treatment will need a long-term solution, recent flood heavily affected it. What did we not ask, that we should have asked? lakeholder Feedback More Questions What did we not ask, that What did we not ask, that we should have asked? we should have asked? More workforce preparedness. ° More education training in general. * Better medical care. * Better schools ° Population loss. * School consolidation to improve cost. * Youth leadership ° Training future leaders - public and elected. e Reducing coal revenues. » Education and how the schools could do a better job of getting our youth ready for the job market. ° Plateau is excelling with infrastructure. Things with government take time but have a good team in place. * Continuing outreach to other communities. * Police outreach. * Community communication and support within the county. ° Sewer treatment will need a long-term solution, recent flood heavily affected it. 52 53 Stakeholder Feedback Additional Thoughts • Remote worker some potential. • Info clearing house concept. • Lack of people to take advantage of new technology. • Track working from home option to retain people. • Losing lodging business to Marion and Wytheville and Bristol, more hotels would allow for more group tours. • One-bedroom public housing- mostly seniors but also families, county did support during the pandemic. • Need for more teachers who are paid well to compete with surrounding counties. • Need to do a better job of tracking visitors to be able to market and appeal to them. • Trying to cross-county partner to push people through the region as an extended vacation, people who have already driven a long distance do not mind additional driving. • Lodging along already established byways like Crooked Road like glamping with low barrier to entry and homestead lodging with nicer cabins. • Accommodations anywhere in the region supports the region, having to work to find the lodging, campgrounds, cabins, yurts. • More activities or options for individuals to come and stay not just stop by for a few years. Stakeholder Feedback itional Thoughts » Remote worker some potential. vacation, people who have already driven a long distance do not mind additional * Info clearing house concept. driving. « Lodging along already established byways like Crooked Road like glamping with » Lack of people to take advantage of new technology. peop 9 oY low barrier to entry and homestead lodging with nicer cabins. * Track working from home option to retain people. . . ; : , » Accommodations anywhere in the region supports the region, having to work to » Losing lodging business to Marion and Wytheville and Bristol, more hotels would find the lodging, campgrounds, cabins, yurts. allow for more group tours. an . wo . ° More activities or options for individuals to come and stay not just stop by for a » One-bedroom public housing- mostly seniors but also families, county did support few years. during the pandemic. » Need for more teachers who are paid well to compete with surrounding counties. » Need to do a better job of tracking visitors to be able to market and appeal to them. ° Trying to cross-county partner to push people through the region as an extended 53 Proprietary & Confidential © 2021 Hickey Global. All Rights Reserved. Cluster Verification August 2021 Cumberland Plateau PDC Virginia Proprietary & Confidential © 2021 Hickey Global. All Rights Reserved. Cumberland Plateau PDC Virginia Cluster Verification a Sky ye nt typ August 2021 ; EOI | P HICKEYGEOBAT. ECONOMIC DEVELOPMENT CONSULTING 55 Overview The Cluster Verification Process As part of an ongoing resiliency study, Cumberland Plateau PDC requested Hickey Global identify business and industry targets that are well-suited for the region’s geography and demographics and take into consideration the negative economic impacts of future economic downturns. A cluster verification study was conducted to understand the region’s business environment and build a portfolio of clusters that blends risk over multiple industry sectors. An analysis of the updated clusters as of August 2021 appears on the following pages. Initially, seven clusters were identified after an analysis of each sector was conducted. In the end six clusters remained, with clear areas of focus in each. In addition to the information contained in this report, clusters were determined using other studies completed as part of the entire project as well as input from stakeholders and staff. Overview The Cluster Verification Process As part of an ongoing resiliency study, Cumberland Plateau PDC requested Hickey Global identify business and industry targets that are well-suited for the region’s geography and demographics and take into consideration the negative economic impacts of future economic downturns. A cluster verification study was conducted to understand the region’s business environment and build a portfolio of clusters that blends risk over multiple industry sectors. An analysis of the updated clusters as of August 2021 appears on the following pages. Initially, seven clusters were identified after an analysis of each sector was conducted. In the end six clusters remained, with clear areas of focus in each. In addition to the information contained in this report, clusters were determined using other studies completed as part of the entire project as well as input from stakeholders and staff. 55 56 Cluster Strategy Definition WHAT IS A “CLUSTER”? The U.S. Small Business Administration defines clusters as geographic concentrations of organically interconnected small, medium and large businesses, universities, non-governmental organizations, and economic development organizations in a particular field. Cluster activities increase opportunities for these segments to participate and promote innovation, identify research, create jobs and attract capital within a particular industry and generally enhance regional economic growth. Cluster Strategy Definition WHAT IS A “CLUSTER”? The U.S. Small Business Administration defines clusters as geographic concentrations of organically interconnected small, medium and large businesses, universities, non-governmental organizations, and economic development organizations in a particular field. Cluster activities increase opportunities for these segments to participate and promote innovation, identify research, create jobs and attract capital within a particular industry and generally enhance regional economic growth. 56 Proprietary & Confidential © 2021 Hickey Global. All Rights Reserved. 1.0 FINDINGS BINIBIINIES 58 1.1 Cumberland Plateau Cluster Focus To grow the Cumberland Plateau Region, the community should focus on the following six clusters. Mining Fabricated Metal Manufacturing Shared Services & IT Machinery and Equipment Manufacturing Tourism Healthcare |.] Cumberland Plateau Cluster Focus To grow the Cumberland Plateau Region, the community should focus on the following six clusters. Mining Fabricated Machinery and Shared Services Tourism Healthcare Metal Equipment & IT Manufacturing Manufacturing 59 1.2 Cluster Strategies Overview • Take advantage of value chain opportunities as demand grows for metal commodities. • Bring together industry leaders, entrepreneurs and academics to address the mining industry's most pressing challenges around efficiencies, future of the workforce, data optimization and reducing carbon footprint. • Promote the capabilities of existing mine supply, manufacturing, and service businesses via an online database to grow opportunities beyond the region. Mining Fabricated Metal Manufacturing Machinery & Equipment Manufacturing Shared Services & IT Healthcare Tourism • Expand upon and market specialized knowledge base to increase company presence in the region. • Investigate prototyping and short-run manufacturing capabilities to build local manufacturing capacity for product customization. • Pilot new technologies with local manufacturing companies in Industry 4.0 components and/or partner with research institutions. • Continue to explore BRE and industrial recruitment initiatives in high-growth sub-sectors including batter storage and electrification. • Assist in continued diversification of mining manufacturers into new clusters and markets. • Develop Machinery & Equipment Manufacturing portfolio by promoting key skills and inputs. • Take advantage of existing inputs such as coal and fabricated metals to reinforce value chain and offer streamlining to businesses from outside of the region. • Capitalize on in-region expertise and best-in-class broadband capabilities to generate growth through a remote-worker campaign. • Develop a shared services program supporting Northern Virginia and DC based companies through a “pipeline” to the Cumberland Plateau. • With continued residential broadband deployment, train and support citizens working from home. • Continue to expand tourist access to outdoor recreation opportunities due to their recession resiliency among tourism enterprises. • Develop a mixed accommodations industry with more traditional hotels alongside RV parks and campgrounds which are experiencing high levels of growth in response to current market demands. • Increase tourism resiliency by tying in with other industries in which the region does well such as agriculture and mining. • Follow current trajectory to capture revenue and meet the needs of an aging populace. • Leverage Appalachian College of Pharmacy in recruiting on-line pharmacy operations such as shared services and distribution. • Conduct a healthcare leakage study to determine needed or improved services to ensure income created in region stays in region. |.2 Cluster Strategies Overview — H we e Take advantage of value chain opportunities as demand grows for metal commodities. e Bring together industry leaders, entrepreneurs and academics to address the mining industry's most pressing challenges around efficiencies, future of the workforce, data optimization and reducing carbon footprint. e Promote the capabilities of existing mine supply, manufacturing, and service businesses via an online database to grow opportunities beyond the region. ‘Ye “¥#” Fabricated Metal Manufacturing e Expand upon and market specialized knowledge base to increase company presence in the region. e Investigate prototyping and short-run manufacturing capabilities to build local manufacturing capacity for product customization. e Pilot new technologies with local manufacturing companies in Industry 4.0 components and/or partner with research institutions. e Continue to explore BRE and industrial recruitment initiatives in high-growth sub-sectors including batter storage and electrification. | Machinery & Equipment Manufacturing e Assist in continued diversification of mining manufacturers into new clusters and markets. e Develop Machinery & Equipment Manufacturing portfolio by promoting key skills and inputs. e Take advantage of existing inputs such as coal and fabricated metals to reinforce value chain and offer streamlining to businesses from outside of the region. 59 A Ry Shared Services & IT e Capitalize on in-region expertise and best-in-class broadband capabilities to generate growth through a remote-worker campaign. e Develop a shared services program supporting Northern Virginia and DC based companies through a “pipeline” to the Cumberland Plateau. e With continued residential broadband deployment, train and support citizens working from home. Tourism \ e Continue to expand tourist access to outdoor recreation opportunities due to their recession resiliency among tourism enterprises. e Develop a mixed accommodations industry with more traditional hotels alongside RV parks and campgrounds which are experiencing high levels of growth in response to current market demands. e Increase tourism resiliency by tying in with other industries in which the region does well such as agriculture and mining. r AA | Healthcare Ww. e Leverage Appalachian College of Pharmacy in recruiting on-line pharmacy operations such as shared services and distribution. Follow current trajectory to capture revenue and meet the needs of an aging populace. e Conduct a healthcare leakage study to determine needed or improved services to ensure income created in region stays in region. 60 1.3 Recession Cluster Analysis Industry Sector Performance During Recessions Resiliency planning takes into consideration the negative economic impacts of future economic downturns. One aspect is to understand how clusters perform during historic economic downturns. The accompanying chart averages the past two major recessions in 2001 and 2008. Although the total economy declined some industry sectors grew. Two of the Cumberland Plateau’s largest industry clusters – Manufacturing and Tourism - suffer deep declines during recessions. While its major cluster – Mining – performs well during such events. Because a sector is hard hit as a whole, it does not mean all the components decline. For instance, outdoor tourism increased during the pandemic as the industry as a whole decrease. Traded clusters are an important consideration as they are the foundational base of a regional economy. It is not practical to abandon a base cluster solely based on its economic downturn performance. This cluster strategy takes all of this into consideration by blending a portfolio of clusters to lessen the impacts of an economic downturn while growing the economy in the long-term. AVERAGE QUARTERLY GDP CHANGE BY INDUSTRY 2001 & GREAT RECESSION 1.3 Recession Cluster Analysis Industry Sector Performance During Recessions Resiliency planning takes into consideration the negative economic impacts of future economic downturns. One aspect is to understand how clusters perform during historic economic downturns. The accompanying chart averages the past two major recessions in 2001 and 2008. Although the total economy declined some industry sectors grew. Two of the Cumberland Plateau’s largest industry clusters — Manufacturing and Tourism - suffer deep declines during recessions. While its major cluster — Mining — performs well during such events. Because a sector is hard hit as a whole, it does not mean all the components decline. For instance, outdoor tourism increased during the pandemic as the industry as a whole decrease. Traded clusters are an important consideration as they are the foundational base of a regional economy. It is not practical to abandon a base cluster solely based on its economic downturn performance. This cluster strategy takes all of this into consideration by blending a portfolio of clusters to lessen the impacts of an economic downturn while growing the economy in the long-term. 60 AVERAGE QUARTERLY GDP CHANGE BY INDUSTRY 2001 & GREAT RECESSION Mining, Oil & Gas Extraction Healthcare & Social Assistance Finance & Insurance Government Real Estate & Rental & Leasing Educational Services Information Professional, Scientific, & Technical Agriculture, Forestry, Fishing, & Hunting Arts, Entertainment, & Recreation Support Activities for Mining Management of Companies & Enterprises Mining (except oil & gas) Utilities Admin & Waste Management Transportation & Warehousing Accommodation & Food Service Other Services (except government) Retail Trade Manufacturing, non-durable goods Wholesale Trade Construction Manufacturing, durable goods Total -12% -10% -8% -6% -4% -2% 0% 2% 4% 61 1.4 Cumberland Plateau PDC Blended Cluster Portfolio Economic Downturn Impact Mining Fabricated Metal Manufacturing Shared Services & IT Machinery and Equipment Manufacturing Tourism Healthcare TRADED CLUSTERS LOCAL CLUSTERBLENDED CLUSTERS Cumberland Plateau PDC Blended Cluster Portfolio Economic Downturn Impact te: Tourism Healthcare TRADED BLENDED CLUSTERS LOCAL CLUSTER 61 62 1.5 Target Industry Verification Cluster Quadrant Key 1.5 Target Industry Verification Cluster Quadrant Key GROWTH POTENTIAL 3 BEST BET 5 This the optimal quadrant. These sectors have the best © © é skill composition and growth potential. <= = So 7 © © a . © DUAL TRANSITION ZONE POTENTIAL i S Small changes could drive These sectors have strong growth potential, but a y ia strategy considerations. weaker composition for required skills. . N Ss Skill Concentration required skill be changed with refocused economic development efforts. Viable sectors as they already have str LEGACY rong concentrations of Is. Growth is projected to be low, but this could SKILL CONCENTRATION 62 HIGHER 63 1.6 Cumberland Plateau Location Quotient vs. Growth Rate Location Quotient vs. Projected U.S. Compound Annual Growth Rate by Sector Cumberland Plateau’s mining industry is exceptional compared to the rest of the country, but the region has low Location Quotients in each of the remaining sectors. LOCATION QUOTIENT • The Cumberland Plateau has the largest competitive advantage (as measured by location quotient) in Mining, Health Care, and Construction. With the exception of Health Care, these industries are projected to decline over the next five years. • Although Manufacturing and Professional Services have below-average location quotients, those sectors make up a significant portion of the overall workforce and are projected to increase. • Roughly 8 percent of the region’s total workforce is in Mining, resulting in a high location quotient. The pace by which the Mining sector is expected to decline is a moderate compound annual rate of -0.78% but may be higher depending on market trends. Source: U.S. Census, EMSI, Hickey Global Traded Industry Local Industry Blended Industry Note: Dot Size represents Total Employment within Occupation Group 1,000 Employees P R O JE C T E D C .A .G .R . 2 0 2 0 - 2 0 2 5 LOCATION QUOTIENT 1 = U.S. Average 1.6 Cumberland Plateau Location Quotient vs. Growth Rate Location Quotient vs. Projected U.S. Compound Annual Growth Rate by Sector S Mining Traded'Idustry Cumberland Plateau’s mining industry is SZ xceptional compared to the rest of th A) ry exceptioi Cana RHEE onestertite PD @ country, but the region has low Location § Local Industry Quotients in each of the remaining sectors. 6% @ Blendet"ndustry LOCATION QUOTIENT Administrative & Support/Waste Management e 5% |0 5 10 15 20 25 1000 BRployees ° The Cumberland Plateau has the largest a . . competitive advantage (as measured by qi | Professona’ Services Note: Dot Size represents location quotient) in Mining, Health Care, 1 + Manufacturing ; - Total Employment within q 8, ’ o 3% - | — Utilities 7 + Accommodation, Food & Service Occupation Group and Construction. With the exception of Sg Educational Services - JE J | + Other Services . ; . nN Wholesale Trade » _/ + Health Care & Social Assistance Health Care, these industries are projected eo Agriculture * ~ WA y, Z to decline over the next five years. 5 fe 7 SY 4 J f Yd . . § Information 5) / e Although Manufacturing and Professional 9 0% © > / 2 | Services have below-average location 5 L © quotients, those sectors make up a 3 So Real Estate significant portion of the overall workforce x 2% Pa + Management of Companines and are projected to increase. A i . & Enterprises + Construction rts, Entertainment, J . & Recreation cs) e Roughly 8 percent of the region’s total -3% © workforce is in Mining, resulting in a high © location quotient. The pace by which the 5% Transportation & Warehousing » ; Mining sector is expected to decline is a Finance & Insurance =~ moderate compound annual rate of -0.78% but may be higher depending on market 6% © trends. 0.0 0.8 15 LOCATION QUOTIENT 1=U.S. Average Source: U.S. Census, EMSI, Hickey Global 63 Proprietary & Confidential © 2021 Hickey Global. All Rights Reserved. 2.0 Focus Cluster Information 2.0 Focus Cluster Information ~ Sp eS tet HICKEYGLOBAL ECONOMIC DEVELOPMENT CONSULTING 65 2.1.1 Mining - Cluster Overview Mining CASE TO WIN • The Cumberland Plateau’s mining footprint is massive, producing 85% of Virginia’s total output. • Strong skill density in the region with extraordinarily high location quotients in nearly all industries. • Bituminous Coal and Limestone production supports auxiliary services such as tunneling and exploration. • High tech operations allow flexible responses to economic downturns and major health events. • While production has decreased in the U.S., global demand has remained relatively stable, and exports continue apace. POTENTIAL STRATEGIES • Take advantage of value chain opportunities as demand grows for metal commodities. • Bring together industry leaders, entrepreneurs and academics to address the mining industry's most pressing challenges around efficiencies, future of the workforce, data optimization and reducing carbon footprint. • Promote the capabilities of existing mine supply, manufacturing, and service businesses via an online database to grow opportunities beyond the region. CLUSTER INFORMATIONTake advantage of value chain opportunities as demand grows for metal commodities. Source: : U.S. Energy Information Administration, Annual Coal Report AVERAGE PRICE PER SHORT TON (DOLLARS) Electric Power Coke Producers Other Industrial Commercial/ Institutional NUMBER OF EMPLOYEES BY MINE TYPE TOTAL Surface Employees Underground Employees Mining - Cluster Overview Mining Take advantage of value chain opportunities as demand grows for » CLUSTER INFORMATION metal commodities. AVERAGE PRICE PER SHORT TON (DOLLARS) » CASE TO WIN The Cumberland Plateau’s mining footprint is massive, producing 85% of Virginia’s total output. ctric Power Strong skill density in the region with extraordinarily high location quotients in nearly all industries. Bituminous Coal and Limestone production supports auxiliary services such as tunneling and exploration. High tech operations allow flexible responses to economic downturns and major health events. While production has decreased in the U.S., global demand has remained relatively stable, and exports continue apace. 2009 2010 2011 NUMBER OF EMPL' » POTENTIAL STRATEGIES @ tom . se age ¢ Surface Emplo Take advantage of value chain opportunities as demand grows for metal commodities. J Underground Bring together industry leaders, entrepreneurs and academics to address the mining industry's most pressing challenges around efficiencies, future of the workforce, data optimization and reducing carbon footprint. Promote the capabilities of existing mine supply, manufacturing, and service businesses via an online database to grow opportunities beyond the region. 100,000 65 66 2.1.2 Cumberland Plateau Cluster Study Mining LOCATION QUOTIENT • Mining factors heavily in the employment landscape for the Cumberland Plateau region, with high employment density in nearly all represented mining industries. • Projected employment trends show major growth or losses depending on the industry. The highest projected growth is found in Support Activities for Nonmetallic Minerals. • The location quotient for Bituminous Coal and Lignite Surface Mining is nearly 250 times the national average. Source: U.S. Census, EMSI, Hickey Global P R O JE C T E D C .A .G .R . 2 0 2 0 - 2 0 2 5 LOCATION QUOTIENT 1 = U.S. Average Traded Industry Local Industry Blended Industry Note: Dot Size represents Total Employment within Occupation Group 1,000 Employees 2.1.2 Cumberland Plateau Cluster Study Mining 20% LOCATION QUOTIENT -——« Support Activities for Nonmetallic . ae © Minerals (except Fuels) Mining e Mining factors heavily in the employment 15% | landscape for the Cumberland Plateau region, with high employment density in nearly all represented mining industries. 10% + Natural Gas Extraction Drilling Oil & Gas Wells e Projected employment trends show major growth or losses depending on the industry. The highest projected growth is found in Support Activities for Nonmetallic Minerals. » Crushed & Broken Limestone Mining & Quarrying 5% a Bituminous Coal & » Lignite Surface Mining ¢ The location quotient for Bituminous Coal and Lignite Surface Mining is nearly 250 times the national average. 0% 5% | Crude Petroleum Extraction + Support Activities for Oil & Gas Operations Bituminous Coal Underground Mining Tradedihdustry PROJECTED C.A.G.R. 2020 - 2025 -10% Support Activities for Coal Mining _— e Local Industry -15% @ Blended Industry @ -20% 1,000 Effiployees -50 0 50 100 150 200 250 Note: Dot Size represents Source: U.S. Census, EMSI, Hickey Global LOCATION QUOTIENT 1=U.S. Average 66 Total Employment within Occupation Group NAICS CODES IN CLUSTER 67 2.1.3 Mining Cluster 211120 Crude Petroleum Extraction 211130 Natural Gas Extraction 212111 Bituminous Coal and Lignite Surface Mining 212112 Bituminous Coal Underground Mining 212312 Crushed and Broken Limestone Mining 212399 All Other Nonmetallic Mineral Mining 213111 Drilling Oil and Gas Wells 213112 Support Activities for Oil and Gas Operations 213113 Support Activities for Coal Mining 213115 Support Activities for Nonmetallic Minerals Source: U.S. Energy Information Administration, Monthly Energy Review, Table 6.1, May 2021, preliminary data for 2020 U.S. COAL PRODUCTION, CONSUMPTION, & NET EXPORTS 1950 - 2020 Million short tons Production Consumption Net Export 2.1.3 Mining Cluster U.S. COAL PRODUCTION, CONSUMPTION, & NET EXPORTS 1950 - 2020 Million short tons 1,200 1,000 800 600 ° . 400 200 1950 1956 1962 1968 1974 1980 1986 1992 1998 2004 2010 2016 2020 t ) Production @)_ Consumption @)_ Net Export Source: U.S. Energy Info jonthly Energy Review, Table 6.1, May 2021, p 67 NAICS CODES IN CLUSTER 211120 — Crude Petroleum Extraction 211130 —_ Natural Gas Extraction 212111 Bituminous Coal and Lignite Surface Mining 212112 Bituminous Coal Underground Mining 212312 — Crushed and Broken Limestone Mining 212399 _ All Other Nonmetallic Mineral Mining 213111 Drilling Oil and Gas Wells 213112 Support Activities for Oil and Gas Operations 213113 Support Activities for Coal Mining 213115 — Support Activities for Nonmetallic Minerals 68 2.2.1 Fabricated Metal Manufacturing - Cluster Overview Primary Sub-Clusters: Metal Tank and Plate Work Manufacturing CASE TO WIN • Large location quotients in Structural Metals and Boiler, Tank, and Shipping container manufacturing indicate competitiveness in a high-skill, in-demand workforce. • The most prominent Fabricated Metal Product Manufacturing industries in the Cumberland Plateau Region make up a large proportion of the cluster’s payroll and annual sales. • Demand for metal fabricated projects is rising globally. • Growth opportunities may arise as Fabricated Metal Manufacturing companies engage in reshoring due to increasing global wages. • Introduction of new technologies into the fabrication process – including automation and IoT – can lead to greater efficiencies and revenue for local businesses. IoT in particular is amplified by the Cumberland Plateau’s broadband capabilities. POTENTIAL STRATEGIES • Expand upon and market specialized knowledge base to increase company presence in the region. • Investigate prototyping and short-run manufacturing capabilities to build local manufacturing capacity for product customization. • Pilot new technologies with local manufacturing companies in Industry 4.0 components and/or partner with research institutions. • Educate local industries on the capabilities of new Industry 4.0 technologies and the benefits of adopting them. CLUSTER INFORMATIONExpand upon and market specialized knowledge base to increase company presence in the region. Source: : U.S. Energy Information Administration, Annual Coal Report ANNUAL PAYROLL, ($1,000) SALES, VALUE OF SHIPMENTS, OR REVENUE ($1,000) Annual Payroll ($1000)(RCPTOT) Sales, Value of Shipments or Revenue ($1000)(PAYANN) Fabricated Metal Manufacturing - Cluster Overview Primary Sub-Clusters: Metal Tank and Plate Work Manufacturing Expand upon and market specialized knowledge base to increase company presence in the region. » CASE TO WIN Large location quotients in Structural Metals and Boiler, Tank, and Shipping container manufacturing indicate competitiveness in a high-skill, in-demand workforce. The most prominent Fabricated Metal Product Manufacturing industries in the Cumberland Plateau Region make up a large proportion of the cluster’s payroll and annual sales. Demand for metal fabricated projects is rising globally. Growth opportunities may arise as Fabricated Metal Manufacturing companies engage in reshoring due to increasing global wages. Introduction of new technologies into the fabrication process — including automation and loT — can lead to greater efficiencies and revenue for local businesses. loT in particular is amplified by the Cumberland Plateau’s broadband capabilities. » POTENTIAL STRATEGIES Expand upon and market specialized knowledge base to increase company presence in the region. Investigate prototyping and short-run manufacturing capabilities to build local manufacturing capacity for product customization. Pilot new technologies with local manufacturing companies in Industry 4.0 components and/or partner with research institutions. Educate local industries on the capabilities of new Industry 4.0 technologies and the benefits of adopting them. 68 » CLUSTER INFORMATION ANNUAL PAYROLL, ($4,000) SALES, VALUE OF SHIPMENTS, OR REVENUE ($1,000) Fabrested Metal Product Manutectinng Architectural and Structural Metals — | $100,323,468 Other Fabritated Metal Product | aes $76,378,561 Machine Shops; Turned Product; $crew, Nut, and Bolt — | $71,304,307 Boiler, Tank, and Shipping Container = | $37,570,331 Forging and Stamping | $33,166,341 Coating, Engraving, Heat treating, and Allied activities | $28,289,690 Cutlery and Handtool | $9,952,926 Spring and Wire Product I $9,889,443 Hardware Manufacturing i $9,145,253 200,000,000 400,000,000 69 2.2.2 Cumberland Plateau Cluster Study Fabricated Metal Manufacturing – Comparable View LOCATION QUOTIENT • Fabricated Metal Manufacturing in the region is largely concentrated in the Metal Tank, Plate Work, and Fabricated Structural Metal Manufacturing industries. Each of these also project positive employment growth over the next five years. • Aside from Machine Shops, the low-growth industries within Fabricated Metal Manufacturing that are present in Cumberland Plateau make up a smaller portion of the region’s workforce, presenting opportunities for successful job transfers. Source: U.S. Census, EMSI, Hickey Global P R O JE C T E D C .A .G .R . 2 0 2 0 - 2 0 2 5 LOCATION QUOTIENT 1 = U.S. Average Traded Industry Local Industry Blended Industry Note: Dot Size represents Total Employment within Occupation Group 1,000 Employees 2.2.2 Cumberland Plateau Cluster Study Fabricated Metal Manufacturi 15% 10% 5% 0% -5% PROJECTED C.A.G.R. 2020 - 2025 -10% -15% Source: U.S. Census, EMSI, Hickey Global ng - Comparable View Metal Tank (Heavy Guage) Manufacturing LOCATION QUOTIENT 1=U.S. Average 69 Plate Work Manufacturing Fabricated Structural Metal Manufacturing © @ TradedIhdustry | C) Machine Shops Local dustry ° hit Nut, Screw, Rivet, & Washer Manufacturing » Ball & Roller Bearing Manufacturing e Blended Industry @ 1,000 Employees Note: Dot Size represents \ Total Employment within | Sheet Metal Work Manufacturing Occupation Group 10 15 20 25 30 35 40 LOCATION QUOTIENT e Fabricated Metal Manufacturing in the region is largely concentrated in the Metal Tank, Plate Work, and Fabricated Structural Metal Manufacturing industries. Each of these also project positive employment growth over the next five years. e Aside from Machine Shops, the low-growth industries within Fabricated Metal Manufacturing that are present in Cumberland Plateau make up a smaller portion of the region’s workforce, presenting opportunities for successful job transfers. NAICS CODES IN CLUSTER 70 2.2.3 Fabricated Metal Manufacturing Cluster 332111 Iron and Steel Forging 332112 Nonferrous Forging 332114 Custom Roll Forming 332117 Powder Metallurgy Part Manufacturing 332119 Metal Crown, Closure, and Other Metal Stamping (Except Automotive) 332215 Metal Kitchen Cookware, Utensil, Cutlery, and Flatware (Except Precious) Manufacturing 332216 Saw Blade and Handtool Manufacturing 332311 Prefabricated Metal Building and Component Manufacturing 332312 Fabricated Structural Metal Manufacturing 332313 Plate Work Manufacturing 332321 Metal Window and Door Manufacturing 332322 Sheet Metal Work Manufacturing 332323 Ornamental and Architectural Metal Work Manufacturing 332410 Power Boiler and Heat Exchanger Manufacturing 332420 Metal Tank (Heavy Gauge) Manufacturing 332431 Metal Can Manufacturing 332439 Other Metal Container Manufacturing 332510 Hardware Manufacturing 332613 Spring Manufacturing 332618 Other Fabricated Wire Product Manufacturing 332710 Machine Shops 332721 Precision Turned Product Manufacturing 332722 Bolt, Nut, Screw, Rivet, and Washer Manufacturing 332811 Metal Heat Treating 332812 Metal Coating, Engraving (except Jewelry and Silverware), and Allied Services to Manufacturers 332813 Electroplating, Plating, Polishing, Anodizing, and Coloring 332911 Industrial Valve Manufacturing 332912 Fluid Power Valve and Hose Fitting Manufacturing 332913 Plumbing Fixture Fitting and Trim Manufacturing 332919 Other Metal Valve and Pipe Fitting Manufacturing 332991 Ball and Roller Bearing Manufacturing 332992 Small Arms Ammunition Manufacturing 332993 Ammunition (except Small Arms) Manufacturing 332994 Small Arms, Ordnance, and Ordnance Accessories Manufacturing 332996 Fabricated Pipe and Pipe Fitting Manufacturing 332999 All Other Miscellaneous Fabricated Metal Product Manufacturing 2.2.3 Fabricated Metal Manufacturing Cluster _ eee 70 Silverware), and Allied Services to Manufacturers ee — —_—-—— a — ; NAICS CODES IN CLUSTER “ 332111 Iron and Steel Forging 332813 Electroplating, Plating, Polishing, Anodizing, and > 332112 Nonferrous Forging Coloring 332114 — Custom Roll Forming 332911 —_ Industrial Valve Manufacturing 332117 Powder Metallurgy Part Manufacturing 332912 Fluid Power Valve and Hose Fitting “ 332119 — Metal Crown, Closure, and Other Metal Manufacturing a Stamping (Except Automotive) 332913 Plumbing Fixture Fitting and Trim a 332215 Metal Kitchen Cookware, Utensil, Cutlery, and Manufacturing Flatware (Except Precious) Manufacturing 332919 Other Metal Valve and Pipe Fitting ° 332216 Saw Blade and Handtool Manufacturing Manufacturing 332311 Prefabricated Metal Building and Component 332991 Ball and Roller Bearing Manufacturing Manufacturing 332992 Small Arms Ammunition Manufacturing 332312 Fabricated Structural Metal Manufacturing 332993 Ammunition (except Small Arms) Manufacturing 332313 Plate Work Manufacturing 332994 Small Arms, Ordnance, and Ordnance 332321 Metal Window and Door Manufacturing Accessories Manufacturing 332322 Sheet Metal Work Manufacturing 332996 _ Fabricated Pipe and Pipe Fitting Manufacturing 332323 Ornamental and Architectural Metal Work 332999 All Other Miscellaneous Fabricated Metal Manufacturing Product Manufacturing 332410 — Power Boiler and Heat Exchanger Manufacturing 332420 Metal Tank (Heavy Gauge) Manufacturing 332431 Metal Can Manufacturing 332439 Other Metal Container Manufacturing 332510 Hardware Manufacturing 332613 Spring Manufacturing 332618 Other Fabricated Wire Product Manufacturing 332710 — Machine Shops 332721 Precision Turned Product Manufacturing 332722 Bolt, Nut, Screw, Rivet, and Washer Manufacturing 332811 Metal Heat Treating 332812 Metal Coating, Engraving (except Jewelry and 71 2.3.1 Machinery & Equipment Manufacturing - Cluster Overview Primary Sub-Cluster: Mining Machinery and Equipment Manufacturing CASE TO WIN • Strong density of the current Machinery & Equipment Manufacturing workforce can attract similar firms among other verticals. • Improved workflows and manufacturing processes have created larger market share for smaller OEMs with high growth potential. • Growth in equipment rentals and distribution chains will sustain positive industry trends in the coming years. POTENTIAL STRATEGIES • Assist in continued diversification of mining manufacturers into new clusters and markets. • Develop Machinery & Equipment Manufacturing portfolio by promoting key skills and inputs. • Take advantage of existing inputs such as coal and fabricated metals to reinforce value chain and offer streamlining to businesses from outside of the region. CLUSTER INFORMATIONAssist in continued diversification of mining manufacturers into new clusters and markets. Source: : U.S. Energy Information Administration, Annual Coal Report GROSS REGIONAL PRODUCT (GRP) FOR MINING MACHINERY AND EQUIPMENT MANUFACTURING IN THE U.S. G R O S S R E G IO N A L P R O D U C T $835.3M Earnings (2020) $220.4M Property Income (2020) $25.6 Taxes (2020) $1.1B Total GRP (2020) Machinery & Equipment Manufacturing - Cluster Overview Primary Sub-Cluster: Mining Machinery and Equipment Manufacturing Assist in continued diversification of mining manufacturers into » CLUSTER INFORMATION new clusters and markets. $835.3M| $220.4M $25.6 $1.1B Strong density of the current Machinery & Equipment Manufacturing workforce can attract Earnings (2020) Property Income (2020) Taxes (2020) Total GRP (2020) similar firms among other verticals. Improved workflows and manufacturing processes have created larger market share for smaller OEMs with high growth potential. GROSS REGIONAL PRODUCT (GRP) FOR MINING MACHINERY AND EQUIPMENT MANUFACTURING IN THE U.S. Growth in equipment rentals and distribution chains will sustain positive industry trends in the coming years. >» POTENTIAL STRATEGIES Assist in continued diversification of mining manufacturers into new clusters and markets. b 1S} 2 a fe) “4 a o = me fe) oO Lu [4 wn n fo) a o) Develop Machinery & Equipment Manufacturing portfolio by promoting key skills and inputs. Take advantage of existing inputs such as coal and fabricated metals to reinforce value | | | J chain and offer streamlining to businesses from outside of the region. 2007 2008 2009) 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 72 2.3.2 Cumberland Plateau Cluster Study Machinery & Equipment Manufacturing – Comparable View LOCATION QUOTIENT • Machinery & Equipment Manufacturing in the Cumberland Plateau Region is predominantly found in Mining Machinery and Equipment Manufacturing as a supplier industry to the Mining sector. • The Mining Machinery and Equipment Manufacturing industry has an exceptional location quotient of 215, with a much higher employment density than the national average.. Source: U.S. Census, EMSI, Hickey Global P R O JE C T E D C .A .G .R . 2 0 2 0 - 2 0 2 5 LOCATION QUOTIENT 1 = U.S. Average Traded Industry Local Industry Blended Industry Note: Dot Size represents Total Employment within Occupation Group 1,000 Employees 2.3.2 Cumberland Plateau Cluster Study 15% r 11% 8% Machinery & Equipment Manufacturing - Comparable View 15 © Mining Machinery & Equipment Manufacturing ~ ( ) @e © Traded dustry Construction Machinery C) . Lawn & Garden Tractor and Home Lawn Localimuustry © / & Garden Equipement Manufacturing © { ) i) 50 100 150 200 250 Blended Industry 4% 0% — 6 4% PROJECTED C.A.G.R. 2020 - 2025 -8% -11% -15% o 0 Source: U.S. Census, EMSI, Hickey Global 1,000 Employees Note: Dot Size represents Total Employment within Occupation Group Conveyers & Conveying Equipment » + Industrial Truck, Tractor, Trailer, & Stacker Machinery Manufacturing Sporting & Athletic Goods 5 LOCATION QUOTIENT 10 15 1=U.S. Average 72 LOCATION QUOTIENT e Machinery & Equipment Manufacturing in the Cumberland Plateau Region is predominantly found in Mining Machinery and Equipment Manufacturing as a supplier industry to the Mining sector. e The Mining Machinery and Equipment Manufacturing industry has an exceptional location quotient of 215, with a much higher employment density than the national average.. NAICS CODES IN CLUSTER 73 2.3.3 Machinery & Equipment Manufacturing Cluster 332111 Iron and Steel Forging 333111 Farm Machinery and Equipment Manufacturing 333112 Lawn and Garden Tractor and Home Lawn and Garden Equipment Manufacturing 333120 Construction Machinery Manufacturing 333131 Mining Machinery and Equipment Manufacturing 333132 Oil and Gas Field Machinery and Equipment Manufacturing 333241 Food Product Machinery Manufacturing 333242 Semiconductor Machinery Manufacturing 333243 Sawmill, Woodworking, and Paper Machinery Manufacturing 333244 Printing Machinery and Equipment Manufacturing 333249 Other Industrial Machinery Manufacturing 333314 Optical Instrument and Lens Manufacturing 333316 Photographic and Photocopying Equipment Manufacturing 333318 Other Commercial and Service Industry Machinery Manufacturing 333413 Industrial and Commercial Fan and Blower and Air Purification Equipment Manufacturing 333414 Heating Equipment (except Warm Air Furnaces) Manufacturing 333415 Air-Conditioning and Warm Air Heating Equipment and Commercial and Industrial Refrigeration Equipment Manufacturing 333511 Industrial Mold Manufacturing 333514 Special Die and Tool, Die Set, Jig, and Fixture Manufacturing 333515 Cutting Tool and Machine Tool Accessory Manufacturing 333517 Machine Tool Manufacturing 333519 Rolling Mill and Other Metalworking Machinery Manufacturing 333611 Turbine and Turbine Generator Set Units Manufacturing 333612 Speed Changer, Industrial High-Speed Drive, and Gear Manufacturing 333613 Mechanical Power Transmission Equipment Manufacturing 333618 Other Engine Equipment Manufacturing 333912 Air and Gas Compressor Manufacturing 333914 Measuring, Dispensing, and Other Pumping Equipment Manufacturing 333921 Elevator and Moving Stairway Manufacturing 333922 Conveyor and Conveying Equipment Manufacturing 333923 Overhead Traveling Crane, Hoist, and Monorail System Manufacturing 333924 Industrial Truck, Tractor, Trailer, and Stacker Machinery Manufacturing 333991 Power-Driven Handtool Manufacturing 333992 Welding and Soldering Equipment Manufacturing 333993 Packaging Machinery Manufacturing 333994 Industrial Process Furnace and Oven Manufacturing 333995 Fluid Power Cylinder and Actuator Manufacturing 333996 Fluid Power Pump and Motor Manufacturing 333997 Scale and Balance Manufacturing 333999 All Other Miscellaneous General Purpose Machinery Manufacturing 336111 Automobile Manufacturing 336112 Light Truck and Utility Vehicle Manufacturing 336120 Heavy Duty Truck Manufacturing 336211 Motor Vehicle Body Manufacturing 336212 Truck Trailer Manufacturing 336213 Motor Home Manufacturing 336214 Travel Trailer and Camper Manufacturing 336310 Motor Vehicle Gasoline Engine and Engine Parts Manufacturing 336320 Motor Vehicle Electrical and Electronic Equipment Manufacturing 336330 Motor Vehicle Steering and Suspension Components (except Spring) Manufacturing 336340 Motor Vehicle Brake System Manufacturing 336350 Motor Vehicle Transmission and Power Train Parts Manufacturing 336360 Motor Vehicle Seating and Interior Trim Manufacturing 336370 Motor Vehicle Metal Stamping 336390 Other Motor Vehicle Parts Manufacturing 336411 Aircraft Manufacturing 336412 Aircraft Engine and Engine Parts Manufacturing 336413 Other Aircraft Parts and Auxiliary Equipment Manufacturing 336414 Guided Missile and Space Vehicle Manufacturing 336415 Guided Missile and Space Vehicle Propulsion Unit and Propulsion Unit Parts Manufacturing 336419 Other Guided Missile and Space Vehicle Parts and Auxiliary Equipment Manufacturing 336510 Railroad Rolling Stock Manufacturing 336611 Ship Building and Repairing 336612 Boat Building 336991 Motorcycle, Bicycle, and Parts Manufacturing 336992 Military Armored Vehicle, Tank, and Tank Component Manufacturing 336999 All Other Transportation Equipment Manufacturing 2.3.3 Machinery & Equipment Manufacturing Cluster NAICS CODES IN CLUSTER 332111 333111 333112 333120 333131 333132 333241 333242 333243 333244 333249 333314 333316 333318 333413 333414 333415 333511 333514 333515 Iron and Steel Forging Farm Machinery and Equipment Manufacturing Lawn and Garden Tractor and Home Lawn and Garden Equipment Manufacturing Construction Machinery Manufacturing Mining Machinery and Equipment Manufacturing Oil and Gas Field Machinery and Equipment Manufacturing Food Product Machinery Manufacturing Semiconductor Machinery Manufacturing Sawmill, Woodworking, and Paper Machinery Manufacturing Printing Machinery and Equipment Manufacturing Other Industrial Machinery Manufacturing Optical Instrument and Lens Manufacturing Photographic and Photocopying Equipment Manufacturing Other Commercial and Service Industry Machinery Manufacturing Industrial and Commercial Fan and Blower and Air Purification Equipment Manufacturing Heating Equipment (except Warm Air Furnaces) Manufacturing Air-Conditioning and Warm Air Heating Equipment and Commercial and Industrial Refrigeration Equipment Manufacturing Industrial Mold Manufacturing Special Die and Tool, Die Set, Jig, and Fixture Manufacturing Cutting Tool and Machine Tool Accessory Manufacturing 333517 333519 333611 333612 333613 333618 333912 333914 333921 333922 333923 333924 333991 333992 333993 333994 Machine Tool Manufacturing Rolling Mill and Other Metalworking Machinery Manufacturing Turbine and Turbine Generator Set Units Manufacturing Speed Changer, Industrial High-Speed Drive, and Gear Manufacturing Mechanical Power Transmission Equipment Manufacturing Other Engine Equipment Manufacturing Air and Gas Compressor Manufacturing Measuring, Dispensing, and Other Pumping Equipment Manufacturing Elevator and Moving Stairway Manufacturing Conveyor and Conveying Equipment Manufacturing Overhead Traveling Crane, Hoist, and Monorail System Manufacturing Industrial Truck, Tractor, Trailer, and Stacker Machinery Manufacturing Power-Driven Handtool Manufacturing Welding and Soldering Equipment Manufacturing Packaging Machinery Manufacturing Industrial Process Furnace and Oven Manufacturing 73 333995 333996 333997 333999 336111 336112 336120 336211 336212 336213 336214 336310 336320 336330 336340 336350 336360 336370 336390 336411 336412 336413 336414 336415 Fluid Power Cylinder and Actuator Manufacturing Fluid Power Pump and Motor Manufacturing Scale and Balance Manufacturing All Other Miscellaneous General Purpose Machinery Manufacturing Automobile Manufacturing Light Truck and Utility Vehicle Manufacturing Heavy Duty Truck Manufacturing Motor Vehicle Body Manufacturing Truck Trailer Manufacturing Motor Home Manufacturing Travel Trailer and Camper Manufacturing Motor Vehicle Gasoline Engine and Engine Parts Manufacturing Motor Vehicle Electrical and Electronic Equipment Manufacturing Motor Vehicle Steering and Suspension Components (except Spring) Manufacturing Motor Vehicle Brake System Manufacturing Motor Vehicle Transmission and Power Train Parts Manufacturing Motor Vehicle Seating and Interior Trim Manufacturing Motor Vehicle Metal Stamping Other Motor Vehicle Parts Manufacturing Aircraft Manufacturing Aircraft Engine and Engine Parts Manufacturing Other Aircraft Parts and Auxiliary Equipment Manufacturing Guided Missile and Space Vehicle Manufacturing Guided Missile and Space Vehicle Propulsion 336419 336510 336611 336612 336991 336992 336999 Unit and Propulsion Unit Parts Manufacturing Other Guided Missile and Space Vehicle Parts and Auxiliary Equipment Manufacturing Railroad Rolling Stock Manufacturing Ship Building and Repairing Boat Building Motorcycle, Bicycle, and Parts Manufacturing Military Armored Vehicle, Tank, and Tank Component Manufacturing All Other Transportation Equipment Manufacturing 74 2.4.1 Shared Services & IT - Cluster Overview Primary Sub-Clusters: Computer Systems Design Services and Telemarketing Bureaus CASE TO WIN • Cumberland Plateau’s Information Technology cluster is driven by employers in the Computer Systems Design Services industry, a high-wage and skill-intensive industry with positive projected growth. • In June 2021, Governor Northam announced the largest award for broadband in the history of the Commonwealth in the Cumberland Plateau region. • Above average fiber connectivity and broadband capabilities within the region can be used to attract remote workers as companies continue to pursue flexible office arrangements. • Call Centers within the region are expected to grow at a Compound Annual Rate of six percent over the next five years. • A low cost of living paired with strong amenities is important to Call Center employees, creating an avenue for in-migration to the region. POTENTIAL STRATEGIES • Capitalize on in-region expertise and best-in-class broadband capabilities to generate growth through a remote-worker campaign. • Develop a shared services program supporting Northern Virginia and DC based companies through a “pipeline” to the Cumberland Plateau. • With continued residential broadband deployment, train and support citizens working from home. CLUSTER INFORMATIONCapitalize on in-region expertise and best-in-class broadband capabilities to generate growth through a remote-worker campaign. U.S. CALL CENTER EMPLOYMENT 2015-2025 YEAR OVER YEAR EMPLOYMENT GROWTH IN CONTACT CENTERS 2015-2025 (PERCENTAGE) Cumberland Plateau United States Shared Services & IT - Cluster Overview Primary Sub-Clusters: Computer Systems Design Services and Telemarketing Bureaus Capitalize on in-region expertise and best-in-class broadband CLUSTER INFORMATION capabilities to generate growth through a remote-worker campaign. U.S. CALL CENTER EMPLOYMENT 2015-2025 CASE TO WIN ee Cumberland Plateau’s Information Technology cluster is driven by employers in the 500,000 Computer Systems Design Services industry, a high-wage and skill-intensive industry with positive projected growth. 480,000 * In June 2021, Governor Northam announced the largest award for broadband in the history of the Commonwealth in the Cumberland Plateau region. 460,000 ~ N * Above average fiber connectivity and broadband capabilities within the region can be used wagi — to attract remote workers as companies continue to pursue flexible office arrangements. ’ Call Centers within the region are expected to grow at a Compound Annual Rate of six 420,000 percent over the next five years. 2015 2016 2017 #2018 2019 2020 2021 2022 2023 2024 2025 * A low cost of living paired with strong amenities is important to Call Center employees, YEAR OVER YEAR EMPLOYMENT GROWTH IN CONTACT CENTERS 2015-2025 creating an avenue for in-migration to the region. (PERCENTAGE) POTENTIAL STRATEGIES * Capitalize on in-region expertise and best-in-class broadband capabilities to generate growth through a remote-worker campaign. * Develop a shared services program supporting Northern Virginia and DC based companies through a “pipeline” to the Cumberland Plateau. With continued residential broadband deployment, train and support citizens working from 0. 1 1 1 home. 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 74 75 2.4.2 Cumberland Plateau Cluster Study Shared Services & IT – Comparable View LOCATION QUOTIENT • Call Centers and Shared Services are high- growth industries with a strong presence in the Cumberland Plateau Region, particularly in Telemarketing Bureaus and Other Contact Centers. • Information Technology employment in the region is predominantly in Computer Systems Design Services, with additional employment in Other Computer Related Services. Source: U.S. Census, EMSI, Hickey Global P R O JE C T E D C .A .G .R . 2 0 2 0 - 2 0 2 5 LOCATION QUOTIENT 1 = U.S. Average Traded Industry Local Industry Blended Industry Note: Dot Size represents Total Employment within Occupation Group 1,000 Employees 2.4.2 Cumberland Plateau Cluster Study Shared Services & IT - Comparable View LOCATION QUOTIENT Call Centers and Shared Services are high- 9% Other Computer Related Services | _ . growth industries with a strong presence in C ) the Cumberland Plateau Region, Telemarketing Bureaus & Other Contact Centers Traded Tidustry particularly in Telemarketing Bureaus and 7h \ e Other Contact Centers. Local dustry e Information Technology employment in the a 5 Computer Systems Design Services -— region is predominantly in Computer a 7% e@ Systems Design Services, with additional S BlendedfTndustry employment in Other Computer Related a e Services. “ 3% All Other Business Support Services 1,000 EMployees G lo < Note: Dot sre represents ‘otal Employment within 3 ran 1% ka oO fo lu aw E © [a a -1% -3% -5% 0 1 2 3 4 LOCATION QUOTIENT 1=U.S. Average Source: U.S. Census, EMSI, Hickey Global 75 NAICS CODES IN CLUSTER 76 2.4.3 Shared Services & IT Cluster 423430 Computer and Software Merchant Wholesalers 519130 Internet Publishing and Web Search Portals 541511 Custom Computer Programming Services 541512 Computer Systems Design Services 541513 Computer Facilities Management Services 541519 Other Computer Related Services 56142 Telephone Call Centers 56143 Business Service Centers 56149 Other Business Support Services 611420 Computer Training 811212 Computer and Office Machine Repair 2.4.3 Shared Services & IT Cluster NAICS CODES IN CLUSTER 423430 Computer and Software Merchant Wholesalers 519130 Internet Publishing and Web Search Portals 541511 Custom Computer Programming Services 541512 Computer Systems Design Services 541513 Computer Facilities Management Services 541519 Other Computer Related Services 56142 Telephone Call Centers 56143 Business Service Centers 56149 Other Business Support Services 611420 Computer Training 811212 Computer and Office Machine Repair 76 77 2.5.1 Tourism - Cluster Overview Restaurants, RV Parks, Hotels, and Recreational Centers CASE TO WIN • Cumberland Plateau’s Tourism is largely based on natural attractions such as state parks and forests. • Restaurants make up the largest portion of the region’s Tourism-related workforce with over 1,800 employees. • Despite few employees in traditional hotels, Cumberland Plateau has a high location quotient for RV Parks and Campgrounds, a growing industry that will benefit from the development of the Clinch River State Park. POTENTIAL STRATEGIES • Continue to expand tourist access to outdoor recreation opportunities due to their recession resiliency among tourism enterprises and strong natural assets. • Develop a mixed accommodations industry with more traditional hotels alongside RV parks and campgrounds which are experiencing high levels of growth in response to current market demands. • Increase tourism resiliency by tying in with other industries in which the region does well such as agriculture and mining. CLUSTER INFORMATIONBuild infrastructure to support interest created by national trends in natural resources and eco-tourism. TOTAL U.S. TOURISM-RELATED OUTPUT IN 2016-2019 Source: U.S. Bureau of Economic Analysis Billions of Current Dollars Direct TotalIndirect Tourism - Cluster Overview Restaurants, RV Parks, Hotels, and Recreational Centers Build infrastructure to support interest created by national trends in » CLUSTER INFORMATION natural resources and eco-tourism. » CASE TO WIN Cumberland Plateau’s Tourism is largely based on natural attractions such as state parks and forests. TOTAL U.S. TOURISM-RELATED OUTPUT IN 2016-2019 Restaurants make up the largest portion of the region’s Tourism-related workforce with Billions of Current Dollars over 1,800 employees. 2000 Despite few employees in traditional hotels, Cumberland Plateau has a high location quotient for RV Parks and Campgrounds, a growing industry that will benefit from the development of the Clinch River State Park. » POTENTIAL STRATEGIES Continue to expand tourist access to outdoor recreation opportunities due to their recession resiliency among tourism enterprises and strong natural assets. Develop a mixed accommodations industry with more traditional hotels alongside RV parks and campgrounds which are experiencing high levels of growth in response to | current market demands. 0 2016 2017 2018 Increase tourism resiliency by tying in with other industries in which the region does well such as agriculture and mining. @ Direct O Indirect () Total Source: U.S. Bureat 77 78 2.5.2 Cumberland Plateau Cluster Study Tourism – Comparable View LOCATION QUOTIENT • Currently, tourism infrastructure industries such as hotels and full-service restaurants do not have a high employment concentration in Cumberland Plateau. • Limited-Service Restaurants is the largest industry by employment within the Tourism sector with a location quotient of 1.5. • Although the RV Parks and Campgrounds industry does not require large scale employment for operations, the region is relatively advantaged with both a high growth rate and location quotient. Source: U.S. Census, EMSI, Hickey Global P R O JE C T E D C .A .G .R . 2 0 2 0 - 2 0 2 5 LOCATION QUOTIENT 1 = U.S. Average Traded Industry Local Industry Blended Industry Note: Dot Size represents Total Employment within Occupation Group 1,000 Employees 2.5.2 Cumberland Plateau Cluster Study Tourism — Comparable View 15% & © 9 ZL 10% RV (Recreational Vehicle) Parks ~ & Campgrounds in -—-+ Hotels (except Casino Hotels) & Motels N 9 -—~* Food Service Contractors 9° 5% “ * Golf Courses & Country Clubs S a Limited Service Restaurants a Son -® 3) a lu = re 3 ~~ Full-Service Restaurants & -5% e@ Traded'Industry * Fitness & Recreational Sports Centers fe. ty -10% + Cafeterias, Grill Buffets, & Buffets Blended Industry -15% 1,000 EMiployees 0 1 2 3 4 Source: U.S. Census, EMSI, Hickey Global LOCATION QUOTIENT 1=U.S. Average 78 Note: Dot Size represents Total Employment within Occupation Group LOCATION QUOTIENT ¢ Currently, tourism infrastructure industries such as hotels and full-service restaurants do not have a high employment concentration in Cumberland Plateau. e Limited-Service Restaurants is the largest industry by employment within the Tourism sector with a location quotient of 1.5. e Although the RV Parks and Campgrounds industry does not require large scale employment for operations, the region is relatively advantaged with both a high growth rate and location quotient. NAICS CODES IN CLUSTER 79 2.5.3 Tourism Cluster 487210 Scenic and Sightseeing Transportation, Water 561510 Travel Agencies 561591 Convention and Visitors’ Bureaus 713910 Golf Courses and Country Clubs 713930 Marinas 713940 Fitness and Recreational Sports Centers 721110 Hotels and Motels, Except Casino Hotels 721211 RV Parks and Campgrounds 722310 Food Service Contractors 722320 Caterers 722511 Full-service Restaurants 722513 Limited-service Restaurants 722514 Cafeterias, Grill Buffets, & Buffets 722515 Snack & Nonalcoholic Beverage Bars CONTRIBUTIONS TO NATIONAL ANNUAL GROWTH IN REAL TOURISM OUTPUT IN 2016-2019CONTRIBUTIONS TO NATIONAL ANNUAL GROWTH IN REAL TOURISM OUTPUT IN 2016-2019 Traveler Accommodations Food & Beverage Services Transportation Recreation, Entertainment, & shopping ANNUAL OVERALL TOURISM GROWTH Source: U.S. Bureau of Economic Analysis 2.5.3 Tourism Cluster CONTRIBUTIONS TO NATIONAL ANNUAL GROWTH IN REAL TOURISM OUTPUT IN 2016-2019 3.0% 487210 Scenic and Sightseeing Transportation, Water e@ Traveler Accommodations 561510 ‘Travel Agencies 561591 Convention and Visitors’ Bureaus _ Food & Beverage Services 2.5% e 6 713910 Golf Courses and Country Clubs @ Transportation 713930 Marinas @ Recreation, Entertainment, & 713940 Fitness and Recreational Sports Centers shopping 721110 Hotels and Motels, Except Casino Hotels 2.0% 721211 RV Parks and Campgrounds 722310 Food Service Contractors 722320 Caterers 722511 ‘Full-service Restaurants 1.5% 722513 __Limited-service Restaurants 722514 Cafeterias, Grill Buffets, & Buffets 722515 Snack & Nonalcoholic Beverage Bars 1.0% ji 0.5% ¥ "| r 0.0% | -0.5% 2016 2017 2018 2019 ANNUAL OVERALL TOURISM GROWTH a ee " 2.7% 2.0% 1.5% Source: U.S. Bureau of Economic Analysis 79 80 2.6.1 Healthcare - Cluster Overview CASE TO WIN • Wide range of services offered in the region due to demographics. • Many industries within Cumberland Plateau’s Healthcare cluster have a location quotient above the national average, providing a high density of skills for potential employers. • A large number of care providers leads to quality-of-life benefits that extend to other clusters. • With few exceptions, industries within the Healthcare cluster are expected to experience positive growth over the next five years. POTENTIAL STRATEGIES • Follow current trajectory to capture revenue and meet the needs of an aging populace. • Leverage Appalachian College of Pharmacy in recruiting on-line pharmacy operations such as shared services and distribution. • Conduct a healthcare leakage study to determine needed or improved services to ensure income created in region stays in region. CLUSTER INFORMATIONFollow current trajectory to capture revenue and meet the needs of an aging populace. DISTRIBUTION OF NATIONAL HEALTH EXPENDITURES Source: U.S. Bureau of Economic Analysis NHE Per Capita % ChangeAnnual % change in Personal Consumption Expenditure Price Index Hospitals Physicians & Clinics Dental Home Health Care Prescription Drugs Nursing Care Other Health % CHANGE IN HEALTHCARE SPENDING VS INFLATION 27 31 20 43 10 5 Healthcare - Cluster Overview Follow current trajectory to capture revenue and meet the needs of an aging populace. » CASE TO WIN Wide range of services offered in the region due to demographics. Many industries within Cumberland Plateau’s Healthcare cluster have a location quotient above the national average, providing a high density of skills for potential employers. A large number of care providers leads to quality-of-life benefits that extend to other clusters. With few exceptions, industries within the Healthcare cluster are expected to experience positive growth over the next five years. >» POTENTIAL STRATEGIES Follow current trajectory to capture revenue and meet the needs of an aging populace. Leverage Appalachian College of Pharmacy in recruiting on-line pharmacy operations such as shared services and distribution. Conduct a healthcare leakage study to determine needed or improved services to ensure income created in region stays in region. U.S. Bureai 80 » CLUSTER INFORMATION DISTRIBUTION OF NATIONAL HEALTH EXPENDITURES O Hospitals @ Physicians & Clinics 31 Dickenson umberland Plateau Buchanan Dickenson Russell Tazewell U.S. Total Virginia Russell Tazewell 99 UNDERGROUND Mines 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 267,373 8,716 Production TOTAL PRODUCTION (Thousand Short Tons) 6,606 Buchanan Dickenson Russell SURFACE Production COAL PRODUCTION AND NUMBER OF MINES BY STATE, COUNTY, AND MINE TYPE 2019 (thousand Short Tons) Production 10,388 1,007 18 6,606 1,058 &) Sil) 46 3 46 222 4 223 438,445 669 706,309 3,582 12,297 |223 Tazewell 100 2.6.1 Labor Market Workforce Demographics – Basic Demographic Characteristics • The region has only seen around 3.4% of total population growth over the last ten years (the United States grew 7.6% in that same period of time). The area’s population from 2020 to 2025 is projected to decline slightly. • The Cumberland Plateau has a larger group of workers in prime working years (40-64). Likewise, the composition of younger generations (up to 39 years) is well below the U.S. average (41.1% vs. 48.8%). • 68% of households are families, which is slightly higher than the U.S. average. • The population of Tazewell County is about 38% of the entire Cumberland Plateau region. UNITED STATESSTATE OF VIRGINIA BUCHANAN COUNTY, VA DICKENSON COUNTY, VA RUSSELL COUNTY, VA TAZEWELL COUNTY, VA CUMBERLAND PLATEAU POPULATION SIZE AND GROWTH 2010 Total Population 308,745,538 8,001,024 24,098 15,903 28,897 45,078 113,976 2020 Total Population 333,793,107 8,684,166 25,340 16,374 31,537 44,784 118,035 2025 Total Population Projection 346,021,282 9,008,218 25,187 16,125 32,074 43,280 116,666 2010-2020 Population: Annual Growth Rate 0.76% 0.80% 0.49% 0.29% 0.86% -0.06% 0.34% 2020-2025 Population: Projected Annual Growth Rate 0.72% 0.74% -0.12% -0.31% 0.34% -0.68% -0.23% HOUSEHOLD COMPOSITION, 2020 Total Households 126,083,849 3,306,451 10,695 6,733 13,154 18,455 49,037 Total Family Households 82,747,156 2,187,607 7,263 4,614 9,108 12,561 33,546 Average Family Size 3.16 3.09 2.77 2.86 2.85 2.83 2.82 AGE OF RESIDENTS, 2020 19 and Younger 23.2% 23.0% 18.1% 20.1% 19.6% 19.1% 19.2% 20 to 39 25.6% 26.0% 22.4% 22.3% 21.4% 22.0% 21.9% 40 to 64 29.5% 30.8% 35.2% 34.4% 34.5% 33.1% 34.1% 65 to 74 9.2% 9.2% 12.7% 12.8% 12.9% 13.0% 12.9% 75 and Older 6.4% 6.1% 7.6% 7.7% 7.6% 8.4% 7.9% RACE IDENTIFICATION 0.96 2020 White Population 231,522,079 5,667,763 24,137 16,036 30,591 42,224 112,988 2020 Black/African American Population 43,241,563 1,687,062 800 78 304 1,386 2,568 2020 American Indian/Alaska Native Population 3,287,423 33,483 29 31 93 97 250 2020 Asian Population 19,671,498 609,644 135 34 69 299 537 2020 Pacific Islander Population 657,766 7,727 2 0 1 7 10 2020 Other Race Population 23,546,963 349,290 42 48 194 162 446 2020 Population of Two or More Races 11,865,815 329,197 195 147 285 609 1,236 2020 Hispanic Population 62,637,732 880,213 197 178 425 505 1,305 BASIC DEMOGRAPHIC CHARACTERISTICS Source: US Census; American Community Survey, EASI Analytics 2.6.) Labor Market Workforce Demographics — Basic Demographic Characteristics e The region has only seen around 3.4% of BASIC DEMOGRAPHIC CHARACTERISTICS F BUCHANAN DICKENSON RUSSELL COUNTY, TAZEWELL total population growth over the last ten UNITED STATESSTATE OF VIRGINIA COUNTY, a COUNTY, VA i COUNTY, VA years (the United States grew 7.6% in that POPULATION SIZE AND GROWTH same period of time). The area’s 2010 Total Population 308,745,538 8,001,024 24,098 15,903 28,897 45,078 113,976 ; ; . 2020 Total Population 333,793,107 8,684,166 25,340 16,374 31,537 44,784 118,035 population from 2020 to 2025 is projected 2025 Total Population Projection 346,021,282 9,008,218 25,187 16,125 32,074 43,280 116,666 to decline slightly. 2010-2020 Population: Annual Growth Rate 0.76% 0.80% 0.49% 0.29% 0.86% -0.06% 0.34% 2020-2025 Population: Projected Annual e The Cumberland Plateau has a larger group Growth Rate 0.72% 0.74% -0.12% -0.31% 0.34% -0.68% -0.23% of workers in prime working years (40-64). HOUSEHOLD COMPOSITION, 2020 Likewise, the composition of younger Total Households 126,083,849 3,306,451 10,695 6,733 13,154 18,455 49,037 Total Family Households 82,747,156 2,187,607 7,263 4,614 9,108 12,561 33,546 generations (up to 39 years) is well below the U.S. average (41.1% vs. 48.8%). Average Family Size 3.16 3.09 2.77 2.86 2.85 2.83 2.82 AGE OF RESIDENTS, 2020 ° 68% of households are families, which is 19 and Younger 23.2% 23.0% 18.1% 20.1% 19.6% 19.1% 19.2% slightly higher than the U.S. average. 20 to 39 25.6% 26.0% 22.4% 22.3% 21.4% 22.0% 21.9% 40 to 64 29.5% 30.8% 35.2% 34.4% 34.5% 33.1% 34.1% e The population of Tazewell County is about 65 to 74 9.2% 9.2% 12.7% 12.8% 12.9% 13.0% 12.9% 38% of the entire Cumberland Plateau ee aa 6.1% 76% 10% 70% oa — region. RACE IDENTIFICATION 0.96 2020 White Population 231,522,079 5,667,763 24,137 16,036 30,591 42,224 112,988 2020 Black/African American Population 43,241,563 1,687,062 800 78 304 1,386 2,568 2020 American Indian/Alaska Native Population 3,287,423 33,483 29 31 93 97 250 2020 Asian Population 19,671,498 609,644 135 34 69 299 537 2020 Pacific Islander Population 657,766 7,727 2 0 1 7 10 2020 Other Race Population 23,546,963 349,290 42 48 194 162 446 2020 Population of Two or More Races 11,865,815 329,197 195 147 285 609 1,236 2020 Hispanic Population 62,637,732 880,213 197 178 425 505 1,305 Source: US Census; American Community Survey, EASI Analytics 100 101 2.6.2 Labor Market Workforce Demographics – Wealth Characteristics • Labor costs are very low in the Cumberland Plateau. The median household income is over 40% lower than the U.S. average. • Persons at or below the poverty level are higher than the U.S. average (12.2% vs. 7.4%). As a result, the rate of households receiving food stamps is high in the region – particularly in Dickenson and Buchanan counties. • The median home value is very low in the Cumberland Plateau – 62% lower than the U.S. average. Rental rates are low as well. • The rate of homeownership is well above the U.S. average. UNITED STATESSTATE OF VIRGINIA BUCHANAN COUNTY, VA DICKENSON COUNTY, VA RUSSELL COUNTY, VA TAZEWELL COUNTY, VA CUMBERLAND PLATEAU HOUSEHOLD WEALTH AND INCOME 2020 Total Households 126,083,849 3,306,451 10,695 6,733 13,154 18,455 49,037 2020 Median Household Income $62,203 $73,543 $30,848 $32,956 $38,312 $39,147 $36,634 2020 Median Disposable Income $51,505 $57,487 $26,209 $27,770 $31,982 $32,870 $30,466 Disposable Income as a percentage of MHHI 82.8% 78.2% 85.0% 84.3% 83.5% 84.0% 83.2% Median Net Worth $96,701 $127,472 $40,086 $44,585 $52,545 $72,223 $54,715 ECONOMIC STRESS INDICATORS Persons at or Below Poverty Level 7.4% 5.5% 16.7% 14.0% 11.7% 9.6% 12.2% Households Receiving Food Stamps/SNAP 11.7% 8.2% 19.7% 21.5% 14.9% 16.3% 17.4% No Vehicle 15.5% 15.4% 14.3% 13.4% 12.7% 24.4% 16.9% HOUSING VALUES AND COSTS 2020 Total Housing Units 142,148,018 3,643,841 12,373 7,706 15,041 21,426 56,546 2020 Median Home Value $235,127 $285,102 $78,496 $76,581 $103,025 $94,340 $90,212 2020 Average Home Value $328,824 $363,579 $128,749 $98,576 $142,441 $130,245 $128,958 Percent of Homes Occupied by Owner 56.4% 59.6% 68.8% 67.0% 69.0% 67.5% 68.1% 2019 Median Gross Rent (HHs Paying Cash Rent) $1,062 $1,234 $617 $592 $582 $656 $621 WEALTH CHARACTERISTICS Source: US Census; American Community Survey, EASI Analytics 2.6.2 Labor Market Workforce Demographics — Wealth Characteristics e Labor costs are very low in the Cumberland Plateau. The median household income is over 40% lower than the U.S. average. e Persons at or below the poverty level are higher than the U.S. average (12.2% vs. 7.4%). As a result, the rate of households receiving food stamps is high in the region — particularly in Dickenson and Buchanan counties. e The median home value is very low in the Cumberland Plateau — 62% lower than the U.S. average. Rental rates are low as well. e The rate of homeownership is well above the U.S. average. Source: US Census; American Community Survey, EASI Analytics WEALTH CHARACTERISTICS [ tarasinereor won Son SR TN HOUSEHOLD WEALTH AND INCOME 2020 Total Households 126,083,849 3,306,451 10,695 6,733 13,154 18,455 49,037 2020 Median Household Income $62,203 $73,543 $30,848 $32,956 $38,312 $39,147 $36,634 2020 Median Disposable Income $51,505 $57,487 $26,209 $27,770 $31,982 $32,870 $30,466 Disposable Income as a percentage of MHHI 82.8% 78.2% 85.0% 84.3% 83.5% 84.0% 83.2% Median Net Worth $96,701 $127,472 $40,086 $44,585 $52,545 $72,223 $54,715 ECONOMIC STRESS INDICATORS Persons at or Below Poverty Level 74% 5.5% 16.7% 14.0% 11.7% 9.6% 12.2% Households Receiving Food Stamps/SNAP 11.7% 8.2% 19.7% 21.5% 14.9% 16.3% 17.4% No Vehicle 15.5% 15.4% 14.3% 13.4% 12.7% 24.4% 16.9% HOUSING VALUES AND COSTS 2020 Total Housing Units 142,148,018 3,643,841 12,373 7,706 15,041 21,426 56,546 2020 Median Home Value $235,127 $285,102 $78,496 $76,581 $103,025 $94,340 $90,212 2020 Average Home Value $328,824 $363,579 $128,749 $98,576 $142,441 $130,245 $128,958 Percent of Homes Occupied by Owner 56.4% 59.6% 68.8% 67.0% 69.0% 67.5% 68.1% 2019 Median Gross Rent (HHs Paying Cash Rent) 1,062 1,234 617 592 582 656 621 101 102 2.6.3 Labor Market Workforce Demographics – Labor Force Characteristics • The region’s low population growth is evidenced by the small labor pool of 37,623. Tazewell County has the largest labor force, nearly doubling the runner-up Russell County. • Cumberland Plateau’s unemployment rate is higher than both the national average and that of Virginia, with Buchanan County experiencing the rate of 7.2%. • Despite the strong broadband capabilities within the region, household technology usage is below average. Only 71.5% of households own a computer in the Cumberland Plateau (compared to the U.S. at 76.7%), and the percentage of households with broadband subscriptions is 22 percentage points below the U.S. average. UNITED STATESSTATE OF VIRGINIA BUCHANAN COUNTY, VA DICKENSON COUNTY, VA RUSSELL COUNTY, VA TAZEWELL COUNTY, VA CUMBERLAND PLATEAU SIZE AND COMPOSITION OF LABOR FORCE 2020 Estimated Labor Force 163,555,585 4,356,868 6,903 4,575 9,935 16,210 37,623 2020 Employed Civilian Population Age 16+ 154,842,185 4,156,018 6,405 4,352 9,296 15,160 35,213 Employed Population Male 81,305,624 2,146,081 3,511 2,253 4,874 8,466 19,104 % of Employed Population 52.5% 51.6% 54.8% 51.8% 52.4% 55.8% 54.3% Employed Population Female 73,536,561 2,009,937 2,894 2,099 4,422 6,694 16,109 % of Employed Population 47.5% 48.4% 45.2% 48.2% 47.6% 44.2% 45.7% UNEMPLOYMENT 2019 Unemployment Rate 5.3% 4.6% 7.2% 4.9% 6.4% 6.5% 6.4% 2020 Average Commute Time to Employment in Minutes 26.9 28.7 27.3 27.8 28.0 25.1 26.6 ADDITIONAL LABOR FORCE CHARACTERISTICS 2019 Civilian Population 18+: Veteran 18,230,322 677,533 806 925 1,268 2,429 5,428 2019 Persons with a disability 65 years and younger 8.6% 8.0% 20.3% 21.5% 20.6% 16.0% 18.8% 2019 Households with a computer 76.7% 81.2% 72.7% 68.1% 74.7% 70.1% 71.5% 2019 Households with a broadband subscription 68.9% 70.0% 47.0% 37.8% 39.4% 55.0% 46.9% LABOR FORCE CHARACTERISTICS Source: US Census; American Community Survey, EASI Analytics 2.6.3 Labor Market Workforce Demographics — Labor Force Characteristics e The region’s low population growth is LABOR FORCE CHARACTERISTICS F BUCHANAN DICKENSON RUSSELL COUNTY, TAZEWELL CUMBERLAND evidenced by the small labor pool of UNITED STATESSTATE OF VIRGINIA COUNTY, a COUNTY, VA i COUNTY, VA PLATEAU 37,623. Tazewell County has the largest SIZE AND COMPOSITION OF LABOR FORCE labor force, nearly doubling the runner-up 2020 Estimated Labor Force 163,555,585 4,356,868 6,903 4,575 9,935 16,210 37,623 2020 Employed Civilian Population Age 16+ 154,842,185 4,156,018 6,405 4,352 9,296 15,160 35,213 Russell County. Employed Population Male 81,305,624 2,146,081 3,511 2,253 4,874 8,466 19,104 e Cumberland Plateau’s unemployment rate % of Employed Population 52.5% 51.6% 54.8% 51.8% 52.4% 55.8% 54.3% woe . Employed Population Female 73,536,561 2,009,937 2,894 2,099 4,422 6,694 16,109 Is higher than both the national average % of Employed Population 47.5% 48.4% 45.2% 48.2% 47.6% 44.2% 45.7% and that of Virginia, with Buchanan County experiencing the rate of 7.2%. UNEMPLOYMENT ; oo 2019 Unemployment Rate 5.3% 4.6% 7.2% 4.9% 6.4% 6.5% 6.4% e Despite the strong broadband capabilities 2020 Average Commute Time to Employment in within the region, household technology Minutes 26.9 28.7 27.3 27.8 28.0 25.1 26.6 usage is below average. Only 71.5% of ADDITIONAL LABOR FORCE households own a computer in the a on ion Popul tion 18+: Vet 18,230,322 677,533 806 925 1,268 2,429 5,428 Ivillan Population 16+: Veteran Fi I, 7 ’ , Cumberland Plateau (compared to the U.S. 2019 Persons with a disability 65 years and at 76.7%), and the percentage of younger 8.6% 8.0% 20.3% 21.5% 20.6% 16.0% 18.8% households with broadband subscriptions is 2019 Households with a computer 76.7% 81.2% 72.1% 68.1% 74.7% 70.1% 71.5% p 2019 Households with a broadband subscription 68.9% 70.0% 47.0% 37.8% 39.4% 55.0% 46.9% 22 percentage points below the U.S. average. Source: US Census; American Community Survey, EASI Analytics 102 103 2.6.4 Labor Market Workforce Demographics – Labor Force Participation Rate • Labor force participation is very low in the Cumberland Plateau, as shown by the orange line below. The region’s labor force participation rate is more than 20% lower than the U.S. average (42.9% vs. 63.4%). • The labor force participation rate is closely tied to the demographic makeup of each county. Tazewell County has the highest participation within the region, whereas Buchanan and Dickenson are nearly equal at the bottom with an almost 10% gap from Tazewell and nearly 30% from the state overall. • Virginia’s labor force participation rate is higher across all groups than the U.S. average, indicating a strong labor pool in areas near the Cumberland Plateau. • At only 38.6%, the labor force participation rate is especially low for the female population. UNITED STATESSTATE OF VIRGINIA BUCHANAN COUNTY, VA DICKENSON COUNTY, VA RUSSELL COUNTY, VA TAZEWELL COUNTY, VA CUMBERLAND PLATEAU 2019 Labor Force Participation Rate 63.4% 65.9% 37.6% 37.5% 43.9% 47.0% 42.9% 2019 Female Labor Force Participation Rate 58.5% 61.1% 33.3% 35.7% 39.7% 41.7% 38.6% 2019 Male Labor Force Participation Rate 67.1% 69.0% 39.7% 37.5% 45.9% 51.2% 45.4% LABOR FORCE PARTICIPATION RATE Source: US Census; American Community Survey, EASI Analytics 2019 LABOR FORCE PARTICIPATION RATE 2.6.4 Labor Market Workforce Demographics — Labor Force Participation Rate e Labor force participation is very low in the LABOR FORCE PARTICIPATION RATE BUCHANAN DICKENSON RUSSELL COUNTY, TAZEWELL. CUMBERLAND] Cumberland Plateau, as shown by the UNITED STATESSTATE OF VIRGINIA COUNTY, “4 COUNTY, VA vA COUNTY, VA arent orange line below. The region’s labor force 2019 Labor Force Participation Rate 63.4% 65.9% 37.6% 37.5% 43.9% 47.0% 42.9% participation rate is more than 20% lower 2019 Female Labor Force Participation Rate 58.5% 61.1% 33.3% 35.7% 39.7% 41.7% 38.6% than the U.S. average (42.9% vs. 63.4%) 2019 Male Labor Force Participation Rate 67.1% 69.0% 39.7% 37.5% 45.9% 51.2% 45.4% e The labor force participation rate is closely county. Tazewell County has the highest 0.8 participation within the region, whereas Buchanan and Dickenson are nearly equal 0.7 at the bottom with an almost 10% gap from 06 — zz Tazewell and nearly 30% from the state 63% ~ overall. 0.5 . ae ; Cumberland Plateau 43% e Virginia’s labor force participation rate is 0.4 47% higher across all groups than the U.S. average, indicating a strong labor pool in 0.3 areas near the Cumberland Plateau. e At only 38.6%, the labor force participation 02 rate is especially low for the female 0.1 — population. 0.0 H1_ — L ! Hl United State of Buchanan Dickenson Russell Tazewell States Virginia County County County County Source: US Census; American Communit ity Survey, EASI Analytics 103 104 2.6.5 Labor Market Educational Characteristics - Attainment • At a rate less than half that of the national average and one-third of the state average, the supply of university graduates is relatively low in the Cumberland Plateau region. • The supply of graduates from 2-year colleges is slightly above average. • The number of people in the region with less than a high school degree is almost twice the U.S. average, indicating this should be a focal area for economic development efforts. HIGHEST EDUCATIONAL ATTAINMENT (AGES 25+) Source: US Census; American Community Survey, EASI Analytics Less than high school diploma High school diploma, GED, or some college (no degree) Associates Degree Bachelor’s Degree Advanced Degree 2.6.5 Labor Market Educational Characteristics - Attainment e Ata rate less than half that of the national average and one-third of the state average, the supply of university graduates is relatively low in the Cumberland Plateau region. e The supply of graduates from 2-year colleges is slightly above average. e The number of people in the region with less than a high school degree is almost twice the U.S. average, indicating this should be a focal area for economic development efforts. ®@ Less than high school diploma @ High school diploma, GED, or some college (no degree) @ Associates Degree @ Bachelor's Degree @ Advanced Degree Source: US Census; American Communit ity Survey, EASI Analytics HIGHEST EDUCATIONAL ATTAINMENT (AGES 25+) 12.9% TM 17.4% 22.9% 7.8% 9.9% USA VA 104 4.4% 7.2% 0% 53.8% 28.1% Buchanan County Dickenson County Russel County Tazewell County Cumberland Plateau 105 2.7.1 Infrastructure Assessment – Industrial Parks Cumberland Plateau – Industrial Parks - Select Parks Highlight on Following Pages Source: U.S. Census, Bureau of Transportation Statistics, Openstreetmaps, Hickey Global Consulting Services 1 Buchanan Information Park Southern Gap Business Park Dickenson County Technology Park Red Onion Industrial Park Russell County Industrial Complex Russell County Industrial Park Russell Regional Business & Technology Park Cumberland Plateau Regional Industrial Park Wardell Industrial Park Bluestone Regional Business & Technology Park Bluefield Industrial Park 2 3 4 5 6 7 8 9 10 11 2.7.\ Infrastructure Assessment — Industrial Parks Cumberland Plateau — Industrial Parks - Select Parks Highlight on Following Pages Freeh, Whamoliffe [Hurley Mousie McDowell County Bradshaw, Ged Gamer Knott County NM Pippa Passes wi 160 Belcher i Elkhom City’ /Buchanan\County, Harman} [Dickenson\Countyj 13 ‘ *Saltville Broadford m ., Brumley Gap Adwolf ickelsville 71. Washington County, 7 | oe i Figyd County mA ee McVeigh Majestic E itt Cor {Coal Run Village! a [Breathitt z lage = thee helps 7 ea mackey 2 Pike County ae 80} Wayland 194 yth County Lat McMullin ey a rte v Ss 16 | “ a 3] % : $ : fr ! don ee : p) 10} —afista Ke met Crumpler. > Matoaka ud nn Mercer County. Maybeury Princeton \ Montcalm {| ‘Bramwell Pocahontas LE | Giles-€ 598 Bastian Cripple Creek id Grove Carroll .Gou Source: U.S. Census, Bureau of Transportation Statistics, Qpenstreetmaps, Hickey Global Consulting Services 105 Buchanan Information Park Southern Gap Business Park Dickenson County Technology Park Red Onion Industrial Park Russell County Industrial Complex Russell County Industrial Park Russell Regional Business & Technology Park Cumberland Plateau Regional Industrial Park Wardell Industrial Park Bluestone Regional Business & Technology Park Bluefield Industrial Park 106 2.7.2 Infrastructure Assessment – Industrial Parks Southern Gap Industrial Park Current Tenants VEC (Call Center), Paul’s Fan Company, Southern Gap Outdoor Adventure, Southern Gap Transportation and Logistics Center Owner Industrial Development Authority of Buchanan County Other Flat grading within the developable acres; fiber recently added to site; incoming and outgoing traffic may be an issue COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE BUCHANAN NONE REQUIRED 3,000 1,100 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 40 66 miles (Tri-Cities Regional Airport) ▶︎ GENERAL INFORMATION ELECTRICITY NATURAL GAS WATER SEWER Appalachian Power; substation and transmission lines offsite Virginia Natural Gas Buchanan County PSA; 600,000 gpd available capacity; 14” line Buchanan County PSA; 1,000,000 gpd available capacity ▶︎ UTILITIES 2 ▶︎ SOUTHERN GAP INDUSTRIAL PARK 2.7.2 \nfrastructure Assessment — Industrial Parks Southern Gap Industrial Park =] SOUTHERN GAP INDUSTRIAL PARK VEC (Call Center), Paul’s Fan Company, Southern Gap Outdoor Adventure, Southern Gap Current Tenants : a. Transportation and Logistics Center Owner Industrial Development Authority of Buchanan County Flat grading within the developable acres; fiber recently added to site; incoming and outgoing Other : . traffic may be an issue >] GENERAL INFORMATION HS DS 3) ff COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE BUCHANAN NONE REQUIRED 3,000 1,100 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 40 66 miles (Tri-Cities Regional Airport) > UTILITIES @ @ 6 6 ELECTRICITY NATURAL GAS WATER SEWER Appalachian Power; Buchanan County PSA; — Buchanan County PSA; substation and Virginia Natural Gas 600,000 gpd available 1,000,000 gpd available transmission lines offsite capacity; 14” line capacity 106 107 2.7.3 Infrastructure Assessment – Industrial Parks Dickenson County Technology Park Current Tenants Serco, SAIC Owner Industrial Development Authority of Dickenson County Other COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE DICKENSON INDUSTRIAL 11.93 2 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 2 80 miles (Tri-Cities Regional Airport) ▶︎ GENERAL INFORMATION ELECTRICITY NATURAL GAS WATER SEWER Appalachian Power Appalachian Natural Gas Town of Clintwood; 800,000 gpd available capacity; 12” line Town of Clintwood; 500,000 gpd available capacity ▶︎ UTILITIES 3 ▶︎ DICKENSON COUNTY TECHNOLOGY PARK 2.7.3 \Infrastructure Assessment — Industrial Parks Dickenson County Technology Park 3) =| DICKENSON COUNTY TECHNOLOGY PARK Current Tenants: Serco, SAIC Owner Industrial Development Authority of Dickenson County Other >] GENERAL INFORMATION HS DS 3) Lo COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE DICKENSON INDUSTRIAL 11.93 2 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 2 80 miles (Tri-Cities Regional Airport) > UTILITIES © @ 6 6 ELECTRICITY NATURAL GAS WATER SEWER Town of Clintwood; Town of Clintwood; Appalachian Power Appalachian NaturalGas 800,000 gpd available 500,000 gpd available capacity; 12” line capacity 107 108 2.7.4 Infrastructure Assessment – Industrial Parks Red Onion Industrial Park Current Tenants None Owner Industrial Development Authority of Dickenson County Other COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE DICKENSON INDUSTRIAL 107.23 34.62 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 12 83 miles (Tri-Cities Regional Airport) ▶︎ GENERAL INFORMATION ELECTRICITY NATURAL GAS WATER SEWER Utility Project in Process - American Electric Power Utility Project in Process - Appalachian Natural Gas Utility Project in Process - Town of Clintwood Utility Project in Process - Dickenson County Public Service Authority ▶︎ UTILITIES 4 ▶︎ RED ONION INDUSTRIAL PARK Infrastructure Assessment — Industrial Parks Red Onion Industrial Park RED ONION INDUSTRIAL PARK Current Tenants None Owner Industrial Development Authority of Dickenson County Other GENERAL INFORMATION RA “Nx Lt COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE DICKENSON INDUSTRIAL 107.23 34.62 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 12 83 miles (Tri-Cities Regional Airport) UTILITIES ELECTRICITY NATURAL GAS WATER SEWER Utility Project in Process - Dickenson County Public Service Authority Utility Project in Process - Utility Project in Process - Utility Project in Process - American Electric Power Appalachian Natural Gas Town of Clintwood 108 109 2.7.5 Infrastructure Assessment – Industrial Parks Russell County Industrial Complex Current Tenants None Owner Industrial Development Authority of Russell County Other Currently in development, with bids in place to begin building pads on site; minimum of three 500,000 SF pads; permit in place for 30,000 SF greenhouse operational 2022 COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE RUSSELL NONE REQUIRED 232 128 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 128 57 miles (Tri-Cities Regional Airport) ▶︎ GENERAL INFORMATION ELECTRICITY NATURAL GAS WATER SEWER Appalachian Power; 480V 3 Phase Appalachian Natural Gas; 4” line; 55 psi Russell County PSA; 8” line Russell County PSA; 8” line ▶︎ UTILITIES 5 ▶︎ RUSSELL COUNTY INDUSTRIAL COMPLEX 2.7.5 Infrastructure Assessment — Industrial Parks Russell County Industrial Complex =] RUSSELL COUNTY INDUSTRIAL COMPLEX Current Tenants None Owner Industrial Development Authority of Russell County Currently in development, with bids in place to begin building pads on site; minimum of three 500,000 SF pads; permit in place for 30,000 SF greenhouse operational 2022 >] GENERAL INFORMATION HS DS 3) Lo Other COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE RUSSELL NONE REQUIRED 232 128 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 57 miles (Tri-Cities 128 Regional Airport) > UTILITIES © @ 6 6 ELECTRICITY NATURAL GAS WATER SEWER Appalachian Power; 480V Appalachian Natural Gas; Russell County PSA; 8” _—Russell County PSA; 8” 3 Phase 4” line; 55 psi line line 109 110 2.7.6 Infrastructure Assessment – Industrial Parks Russell County Industrial Park Current Tenants Jennmar; Virginia State Police Investigation Office; 3B Consultants; G&R Gas Company; Cumberland Plateau Owner Industrial Development Authority of Russell County Other COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE RUSSELL M-1 60 4.5 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 4.5 50 miles (Tri-Cities Regional Airport) ▶︎ GENERAL INFORMATION ELECTRICITY NATURAL GAS WATER SEWER Appalachian Power Appalachian Natural Gas Town of Lebanon; 650,000 gpd available capacity; 8” line Town of Lebanon; 400,000 gpd available capacity ▶︎ UTILITIES 6 ▶︎ RUSSELL COUNTY INDUSTRIAL PARK 2.7.6 \Infrastructure Assessment — Industrial Parks Russell County Industrial Park »] RUSSELL COUNTY INDUSTRIAL PARK Jennmar; Virginia State Police Investigation Office; 3B Consultants; G&R Gas Company; Cumberland Plateau Current Tenants Owner Industrial Development Authority of Russell County Other >] GENERAL INFORMATION HS DS Lo COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE RUSSELL M-1 60 4.5 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 50 miles (Tri-Cities 4.5 Regional Airport) » UTILITIES © @ 6 6 ELECTRICITY NATURAL GAS WATER SEWER Town of Lebanon; Town of Lebanon; Appalachian Power Appalachian Natural Gas 650,000 gpd available 400,000 gpd available capacity; 8” line capacity 110 111 2.7.7 Infrastructure Assessment – Industrial Parks Russell Regional Business & Technology Park Current Tenants Northrop Grumman; CGI Owner Industrial Development Authority of Russell County Other COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE RUSSELL M-1 113 8.9 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 8.9 52 miles (Tri-Cities Regional Airport) ▶︎ GENERAL INFORMATION ELECTRICITY NATURAL GAS WATER SEWER Appalachian Power Company; 3 MW on site Appalachian Natural Gas Town of Lebanon Town of Lebanon ▶︎ UTILITIES 7 ▶︎ RUSSELL REGIONAL BUSINESS & TECHNOLOGY PARK 2.7.7 \Infrastructure Assessment — Industrial Parks Russell Regional Business & Technology Park 1 Current Tenants Northrop Grumman; CGI =] RUSSELL REGIONAL BUSINESS & TECHNOLOGY PARK Owner Industrial Development Authority of Russell County Other >] GENERAL INFORMATION HS DS COUNTY ZONING RUSSELL M-1 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 52 miles (Tri-Cities 8.9 Regional Airport) 3) TOTAL ACRES 113 TOTAL ACRES AVAILABLE 8.9 > UTILITIES © @ ELECTRICITY NATURAL GAS Appalachian Power Company; 3 MW on site Appalachian Natural Gas 6 WATER Town of Lebanon 6 SEWER Town of Lebanon 112 2.7.8 Infrastructure Assessment – Industrial Parks Cumberland Plateau Regional Industrial Park Current Tenants AT&T; Samuel Pressure Vessel Group; Walmart; Holiday Inn Express Owner Industrial Development Authority of Russell County Other COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE RUSSELL M-1 142 Four Tracts: 8.579 acres; 7.227 acres; 1.341 acres; 2.493 acres LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 8 50 miles (Tri-Cities Regional Airport) ▶︎ GENERAL INFORMATION ELECTRICITY NATURAL GAS WATER SEWER Appalachian Power Company Appalachian Natural Gas; 4" line Town of Lebanon; 700,000 gpd available capacity; 8” line Town of Lebanon; 550,000 gpd available capacity; 8” line ▶︎ UTILITIES 8 ▶︎ CUMBERLAND PLATEAU REGIONAL INDUSTRIAL PARK 2.7.8 Infrastructure Assessment — Industrial Parks Cumberland Plateau Regional Industrial Park 112 >] CUMBERLAND PLATEAU REGIONAL INDUSTRIAL PARK Current Tenants AT&T; Samuel Pressure Vessel Group; Walmart; Holiday Inn Express Owner Industrial Development Authority of Russell County Other = GENERAL INFORMATION Les DS cs COUNTY ZONING TOTAL ACRES RUSSELL M-1 142 F ot) LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 8 50 miles (Tri-Cities Regional Airport) (3 TOTAL ACRES AVAILABLE Four Tracts: 8.579 acres; 7.227 acres; 1.341 acres; 2.493 acres > UTILITIES © @ 6 ELECTRICITY NATURAL GAS WATER Appalachian Power Appalachian Natural Gas; Company 4" line Town of Lebanon; 700,000 gpd available capacity; 8” line 6 SEWER Town of Lebanon; 550,000 gpd available capacity; 8” line 113 2.7.9 Infrastructure Assessment – Industrial Parks Bluestone Regional Business & Technology Park Current Tenants Bruneaux Bait Owner Industrial Development Authority of Tazewell County Other COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE TAZEWELL NONE 680 180 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 30 80 miles (Tri-Cities Regional Airport) ▶︎ GENERAL INFORMATION ELECTRICITY NATURAL GAS WATER SEWER Appalachian Power Company; 3 MW on site Gas 2 miles from site - Cardinal Natural Gas Tazewell County Public Service Authority; 1,000 gpm available capacity; 8” line Tazewell County Public Service Authority; 0.3 mpgd available capacity with 2.0 mgd reserve ▶︎ UTILITIES 10 ▶︎ BLUESTONE REGIONAL BUSINESS & TECHNOLOGY PARK 2.7.9 Infrastructure Assessment — Industrial Parks Bluestone Regional Business & Technology Park a ae = 113 =] BLUESTONE REGIONAL BUSINESS & TECHNOLOGY PARK Current Tenants Bruneaux Bait Owner Industrial Development Authority of Tazewell County Other >] GENERAL INFORMATION HS DS cs ff COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE TAZEWELL NONE 680 180 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 80 miles (Tri-Cities 30 Regional Airport) > UTILITIES @ @ 6 6 ELECTRICITY NATURAL GAS WATER SEWER Tazewell County Public | Tazewell County Public Appalachian Power Gas 2 miles from site- Service Authority; 1,000 Service Authority; 0.3 Company; 3 MW on site Cardinal NaturalGas gpm available capacity; 8” mpgd available capacity line with 2.0 mgd reserve 114 2.8.1 Infrastructure Assessment – Regional Parks Cumberland Plateau Source: U.S. Census, Bureau of Transportation Statistics, Openstreetmaps, Hickey Global Consulting Services 2.8.) Infrastructure Assessment — Regional Parks Cumberland Plateau i a > | 3 Floyd County whl Ze °* McVeigh 8 mw Coal RinVillagey Phelps sour, pereath itt County et Wreees Handitigenackey "). Pike County ah, Day ease tan re wi Qa nibinte W8icha Kintball . imi Mousie Eckman! M Coun McDowell County ercer c Gary 2 Brincet! Gamer Knott Cou inty iy Pippa Passes Wheelwright Bartley y i i > Cats Park: y ah, ork nicnes bin Berwind Blues sed Fairgrounds) Buchanan(County) Sauige Graham Recreation Wise County, {;. yp one Harlan} a County Le CO} Stone Gap ~ @ Hidden Valley’Campground ~ oe Dungannon o re “Cripplé ¢ AE, Brumley Gap aS oan Se NY Grok mi A ee : carmen J\ lickelSwille Measoysew \ . Washington County Fs —_— Tf win’ Source: U.S. Census, Bureau of Transportation Statistics, Qpenstreetmaps, Hickey Global Consulting Services 114 115 2.8.2 Infrastructure Assessment – State Parks Breaks Interstate Park Amenities Trails, horseback riding, fishing, water park, rock climbing YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS 1954 4,500 330,000 138 ▶︎ BREAKS INTERSTATE PARK Jointly administered by Virginia and Kentucky, Breaks Interstate Park is located on a gap in the continuous Pine Mountain Range spanning Kentucky, Virginia, and Tennessee. Referred to as the “Grand Canyon of the South,” the park boasts the largest canyon east of the Mississippi. The park’s terminus is Dickenson County. 2.8.2 Infrastructure Assessment — State Parks Breaks Interstate Park =| BREAKS INTERSTATE PARK RA ( J ) ) “MN YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS 1954 4,500 330,000 138 Amenities Trails, horseback riding, fishing, water park, rock climbing Jointly administered by Virginia and Kentucky, Breaks Interstate Park is located on a gap in the continuous Pine Mountain Range spanning Kentucky, Virginia, and Tennessee. Referred to as the “Grand Canyon of the South,” the park boasts the largest canyon east of the Mississippi. The park’s terminus is Dickenson County. 115 116 2.8.3 Infrastructure Assessment – State Parks Clinch River State Park Amenities Trails, boat launch, fishing YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS 2021 640 100,000 Projected 0 (Under Construction) ▶︎ CLINCH RIVER STATE PARK Recently opened to the public as Virginia’s newest state park, the Clinch River State Park is located in St. Paul on the border of Wise and Russell County. The park will consist of several anchor properties connected by access points traversable by the Clinch River, one of the most biologically diverse rivers in North America. Currently, the Sugar Hill Unit in Wise County and the Artrip Boat Launch in Russell County are open to visitors. 2.8.3 Infrastructure Assessment — State Parks Clinch River State Park Recently opened to the public as Virginia’s newest state park, the Clinch River State Park is located in St. Paul on the border of Wise and Russell County. The park will consist of several anchor properties connected by access points traversable by the Clinch River, one of the most biologically diverse rivers in North America. Currently, the Sugar Hill Unit in Wise County and the Artrip Boat Launch in Russell County are open to visitors. 116 =] CLINCH RIVER STATE PARK KA “Nn YEAR ESTABLISHED AREA ACRES 2021 640 Amenities Trails, boat launch, fishing ANNUAL VISITORS 100,000 Projected NUMBER OF CAMPGROUNDS 0 (Under Construction) 117 2.8.4 Infrastructure Assessment – State Parks Jefferson National Forest Amenities Trails, fishing, hunting, skiing, horseback riding YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS 1936 709,500 1,770,000 50 (Both Forests) ▶︎ JEFFERSON NATIONAL FOREST Extending into Tazewell and Russell Counties, the Jefferson National Forest is combined with the George Washington Forest to create one of the largest blocks of public land in the Eastern U.S. Of the 1.8 million acres of land between both National Forests, 1,646,328 acres are located within Virginia. The Jefferson National Forest portion boasts over 400 miles of designated trails and is home to 40 species of trees, 200 species of birds, and 53 federally-listed Threatened or Endangered animal and plant species, offering a wide variety of attractions for ecotourism. 1.22% of the total percentage of land is located in Dickenson County, and 1.42% is in Tazewell County. 2.8.4 Infrastructure Assessment — State Parks Jefferson National Forest =| JEFFERSON NATIONAL FOREST KA ( J ) ) “N YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS 50 1936 709,500 1,770,000 (Both Forests) Amenities Trails, fishing, hunting, skiing, horseback riding Extending into Tazewell and Russell Counties, the Jefferson National Forest is combined with the George Washington Forest to create one of the largest blocks of public land in the Eastern U.S. Of the 1.8 million acres of land between both National Forests, 1,646,328 acres are located within Virginia. The Jefferson National Forest portion boasts over 400 miles of designated trails and is home to 40 species of trees, 200 species of birds, and 53 federally-listed Threatened or Endangered animal and plant species, offering a wide variety of attractions for ecotourism. 1.22% of the total percentage of land is located in Dickenson County, and 1.42% is in Tazewell County. 117 118 2.8.5 Infrastructure Assessment – State Parks Channels State Forest and Natural Area Preserve Amenities Trails, fishing, hunting, horseback riding YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS 2008 4,836 unknown 0 ▶︎ CHANNELS STATE FOREST AND NATURAL AREA PRESERVE Purchased from a private owner in 2004, the Channels State Forest is managed by the Virginia Department of Forestry in Washington and Russell Counties. Within the State Forest lies the Channels Natural Area Preserve, which includes a high elevation forest, cliff communities, and a 400-million-year-old sandstone rock outcropping known as the Great Channels of Virginia. 2.8.5 Infrastructure Assessment — State Parks Channels State Forest and Natural . Area Prese =] CHANNELS STATE FOREST AND NATURAL AREA PRESERVE RA ( J ) ) “MN YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS 2008 4,836 unknown 0 Amenities Trails, fishing, hunting, horseback riding Purchased from a private owner in 2004, the Channels State Forest is managed by the Virginia Department of Forestry in Washington and Russell Counties. Within the State Forest lies the Channels Natural Area Preserve, which includes a high elevation forest, cliff communities, and a 400-million-year-old sandstone rock outcropping known as the Great Channels of Virginia. 118 119 2.8.6 Infrastructure Assessment – Additional Parks Cavitt’s Creek Park & Pinnacle Natural Area Preserve ▶︎ CAVITT’S CREEK PARK Cavitt’s Creek Park consists of a 300 recreational area centered around a 54- acre lake. Various amenities are available for both locals and tourists, including full-service campsites and cabins for rent, kayaks and paddle boards, and fishing. Cavitt’s Park is also a well-received location for RV travelers. ▶︎ PINNACLE NATURAL AREA PRESERVE Located on the confluence of the Clinch River and Big Cedar Creek, the Pinnacle Natural Area Preserve covers 889 acres within Russell County. The Preserve has multiple hiking trails and gets its name from a rock formation towering 400 feet above the creek known as the Pinnacle. Big Cedar Creek Falls is another local landmark, covering the width of the creek. 2.8.6 Infrastructure Assessment — Additional Parks Cavitt’s Creek Park & Pinnacle Natural Area Preserve >] CAVITT’S CREEK PARK PINNACLE NATURAL AREA Cavitt’s Creek Park consists of a 300 recreational area centered around a 54- Located on the confluence of the Clinch River and Big Cedar Creek, the acre lake. Various amenities are available for both locals and tourists, including Pinnacle Natural Area Preserve covers 889 acres within Russell County. The full-service campsites and cabins for rent, kayaks and paddle boards, and Preserve has multiple hiking trails and gets its name from a rock formation fishing. Cavitt’s Park is also a well-received location for RV travelers. towering 400 feet above the creek known as the Pinnacle. Big Cedar Creek Falls is another local landmark, covering the width of the creek. 119 120 2.9.1 Select Tourism Assets Cumberland Plateau Source: U.S. Census, Bureau of Transportation Statistics, OpenStreetMap, Hickey Global Consulting Services, Regional County Tourism Departments Accommodation Campgrounds Historical Site Museum Other Park Trail 2.9.\ Select Tourism Assets Cumberland Plateau Jartin, i vv rinevne ous ch He mt | ae Fresbum a as ears Floyd County ira Zebulon MeVeigh Majestic wy fe ” Pa \Breathitt County Coal Run Village! — Phelps 16 Heindon = kev 1441]. ) Argo’ 52 10|_« Handige~Vackey Gite ike County wager Davy ‘Arista 7 ‘ 8 Wayland Galveston E. 194 Pawihon Roderfield wad, ; Mousia Shelbiana ® \\ Kimball Northfork Crumpler. S Mdtoaka KY McDowell County Mercer County. 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Allison Gap ., Dungannon (19) Ges) % Emory. lickelsville = a Washington County (21 2 Source: U.S. Census, Bureau of Transportation Statistics, OpenStreetMap, Hickey Global Consulting Services, Regional County Tourism Departments 120 52 16 32 Kent 21 Broadford 90 Rural Retreat Wythe Coun Atkins Smyth County Marion ; McMulli Cripple Creek Adwolf Sugar Grove Carroll County a ~~ 16] 9 oo” 21 Accommodation Campgrounds Historical Site Museum Other Park Trail 121 MAP ID NUMBER Tourist Site ACCOMMODATION 1 Comfort Inn 2 Comfort Inn & Suites 3 Cuz's Cabins & Restaurant 4 Elk Garden Methodist Bike Hostel 5 Fincastle Motor Inn 6 Holiday Inn Express & Suites Lebanon, an IHG Hotel 7 Holiday Inn Express Richlands/Claypool Hill 8 Real McCoy Cabins, Country Store and Kitchen 9 Sleep Inn & Suites 10 Super 8 by Wyndham Lebanon 11 Super 8 Richlands/Claypool Hill 12 Western Front Hotel CAMPGROUNDS 13 Riverbend Campground 14 Southern Gap Outdoor Adventure 15 Thunder River Campground 16 Trailhead ATV Resort HISTORICAL SITES 17 Coal Miners' Memorial 18 Ellenbrook Mansion 19 Old Russell County Court House (Robert Dickenson Home) 20 Walter McDonald Sanders House MUSEUMS 21 Dante Coal Miners & Railroad Museum 22 Historic Crab Orchard Museum 23 Honaker Heritage Museum 24 Pocahontas Exhibition Coal Mine & Museum 25 Ralph Stanley Museum MAP ID NUMBER Tourist Site OTHER TOURIST SITES 26 Citizens for the Arts 27 Clinch River Farms 28 Foxtail Orchards, Inc 29 Plumb Creek Winery 30 Sandy Head Ostrich Farm PARKS 31 Big Cedar Creek 32 Birch Knob Observation Tower 33 Breaks Interstate Park 34 Burkes Garden 35 Cavitt's Creek Park 36 Cedar Bluff 37 Clinch River State Park 38 Hidden Valley Climbing 39 Hidden Valley Wildlife Management Area 40 John W Flannagan Dam 41 Keen Mountain Park 42 Laurel Bed Lake 43 Lincolnshire Park 44 Pinnacle Natural Area Preserve 45 Poplar Gap Park 46 Tank Hollow Falls 47 The Channels Natural Area Preserve 48 Verner Blankenship Community Park TRAILS 49 Brumley Mountain Trail 50 Coal Canyon Trailhead 51 Great Channels Trailhead 52 Pocahontas OHV Trailhead 53 Ridgeview Trailhead 54 Sugar Hill Trail System 55 The Original Pocahontas Trailhead 2.9.2 Select Tourism Assets Cumberland Plateau 2.9.2 Select Tourism Assets Cumberland Plateau MAP ID NUMBER ACCOMMODATION ODN DOR WY Pe ro 12 CAMPGROUNDS MUSEUMS 21 22 23 24 25 Tourist Site Comfort Inn Comfort Inn & Suites Cuz's Cabins & Restaurant Elk Garden Methodist Bike Hostel Fincastle Motor Inn Holiday Inn Express & Suites Lebanon, an IHG Hotel Holiday Inn Express Richlands/Claypool Hill Real McCoy Cabins, Country Store and Kitchen Sleep Inn & Suites Super 8 by Wyndham Lebanon Super 8 Richlands/Claypool Hill lestern Front Hotel Riverbend Campground Southern Gap Outdoor Adventure Thunder River Campground Trailhead ATV Resort z a x 3° 2 fe) > cr Q Sj m 2) Coal Miners' Memorial Ellenbrook Mansion Old Russell County Court House (Robert Dickenson Home) alter McDonald Sanders House Dante Coal Miners & Railroad Museum Historic Crab Orchard Museum Honaker Heritage Museum Pocahontas Exhibition Coal Mine & Museum Ralph Stanley Museum 121 MAP ID NUMBER OTHER TOURIST SITES 26 27 28 29 30 PARKS 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 TRAI 49 50 yl 52 53 54 95 Citizens for the Arts Clinch River Farms Foxtail Orchards, Inc Plumb Creek Winery ‘Sandy Head Ostrich Farm Big Cedar Creek Birch Knob Observation Tower Breaks Interstate Park Burkes Garden Cavitt's Creek Park Cedar Bluff Clinch River State Park Hidden Valley Climbing Tourist Site Hidden Valley Wildlife Management Area John W Flannagan Dam Keen Mountain Park Laurel Bed Lake Lincolnshire Park Pinnacle Natural Area Preserve Poplar Gap Park Tank Hollow Falls The Channels Natural Area Preserve Verner Blankenship Community Park Brumley Mountain Trail Coal Canyon Trailhead Great Channels Trailhead Pocahontas OHV Trailhead Ridgeview Trailhead Sugar Hill Trail System The Original Pocahontas Trailhead Business Resiliency Strategy September 2021 Cumberland Plateau Planning District Commission Cumberland Plateau Planning District Commission Business Resiliency Strategy Sie Ae eee HICKEYGLOBAL 123 Overview The Business Resiliency Strategy Process Yes 53% The pandemic has caused a massive disruption throughout the business community. As recovery efforts unfold, the transition is creating opportunities for prepared communities. Early migration patterns favor non-urban areas with high quality of place and digital infrastructure. To create a Roadmap to Economic Resiliency, Hickey Global conducted three analysis. The first gained insights on past and current pandemic response efforts and future solutions through a Stakeholder Engagement Study. Government, non-profit and business leaders shared insights through in-person meetings and an online survey tool. The second was an Asset Mapping process that analyzed community-level infrastructure deficits as well as assets. Attention was given to infrastructure that inhibited or supported future recovery efforts. The third analysis was a Cluster Verification Study that provided insights to economic drivers in the regional business community. Using a methodical model, a blended portfolio of business clusters was developed containing potential growth industries. In addition, a review of information was completed using the International Economic Development Council’s work on disaster recovery and their joint website with the U.S. Economic Development Administration - RestoreYourEconomy.org. http://restoreyoureconomy.org/ Overview The Business Resiliency Strategy Process The pandemic has caused a massive disruption throughout the business community. As recovery efforts unfold, the transition is creating opportunities for prepared communities. Early migration patterns favor non-urban areas with high quality of place and digital infrastructure. To create a Roadmap to Economic Resiliency, Hickey Global conducted three analysis. The first gained insights on past and current pandemic response efforts and future solutions through a Stakeholder Engagement Study. Government, non-profit and business leaders s tool. The second was an Asset Mapping process tha hared insights through in-person meetings and an online survey analyzed community-level infrastructure deficits as well as assets. Attention was given to infrastructure that inhibited or supported future recovery efforts. The third analysis was a Cluster Verification Study that provided insights to economic drivers in the regional business community. Using a methodical mod containing potential growth industries. el, a blended portfolio of business clusters was developed In addition, a review of information was completed using the International Economic Development Council’s work on disaster recovery and their joint website with the U.S. Economic Development Administration - RestoreYourEconomy.org. 123 124 Overview Envisioning the Future of the Cumberland Plateau The goal of this Roadmap to Economic Resiliency is to help local leaders achieve their vision for this region. Through the stakeholder engagement process the top characteristics of that vision are grouped below. The health of the business community is integral in achieving long-term prosperity. Increased Livability Strong Industrial Base More People and Jobs Strong Tourism Economy BUSINESS LEADERS VISION More Jobs Expanded Tourism More People New Industry COMMUNITY LEADERS VISION Overview Envisioning the Future of the Cumberland Plateau The goal of this Roadmap to Economic Resiliency is to help local leaders achieve their vision for this region. Through the stakeholder engagement process the top characteristics of that vision are grouped below. The health of the business community is integral in achieving long-term prosperity. BUSINESS LEADERS VISION COMMUNITY LEADERS VISION Increased Livability More Jobs Strong Industrial Base Expanded Tourism More People and Jobs More People Strong Tourism Economy New Industry 124 125 Key Recommendations Based on Stakeholder Feedback and Research Studies Recommendations Key Recommendations Based on Stakeholder Feedback and Research Studies 126 Stakeholder Engagement Recommendations 1. A pandemic response board should be established for all business, including tourism, inclusive of subject matter experts and industry representatives to ensure a consistent regional approach and smooth information flow. 2. A review of financial support programs used during the pandemic is necessary to improve future efforts as needed. 3. There is tremendous support by all respondents for a remote-worker recruitment campaign to increase population and wealth in the area. 4. To support business clusters and to disseminate critical information during pandemics and economic downturns, a continued focus on increasing the very successful broadband network in the region is needed. Stakeholder Engagement Recommendations 1. A pandemic response board should be established for all business, including tourism, inclusive of subject matter experts and industry representatives to ensure a consistent regional approach and smooth information flow. 2. A review of financial support programs used during the pandemic is necessary to improve future efforts as needed. 3. There is tremendous support by all respondents for a remote-worker recruitment campaign to increase population and wealth in the area. 4. To support business clusters and to disseminate critical information during pandemics and economic downturns, a continued focus on increasing the very successful broadband network in the region is needed. 126 127 Cluster Verification Recommendations 1. The region should pursue a blended portfolio of Traded, Blended and Local clusters in balancing recruiting and existing business efforts. 2. Economic development efforts should be focused on Mining, Fabricated Metal and Machinery & Equipment Manufacturing, Shared Services & IT, Tourism and Healthcare. 3. Attention should be given to specific strategies for each cluster (listed on the Cluster Strategies Overview page). Cluster Verification Recommendations 1. The region should pursue a blended portfolio of Traded, Blended and Local clusters in balancing recruiting and existing business efforts. 2. Economic development efforts should be focused on Mining, Fabricated Metal and Machinery & Equipment Manufacturing, Shared Services & IT, Tourism and Healthcare. ‘ Mining Fabricated Machinery and Shared Services Metal Equipment & IT Manufacturing Manufacturing Tourism Healthcare 3. Attention should be given to specific strategies for each cluster (listed on the Cluster Strategies Overview page). 127 128 Asset Mapping Recommendations 1. Continue successful efforts to deploy broadband throughout the region; especially in residential areas to support work-from-home opportunities. Broadband was the number one infrastructure answer from government and community leaders for strengthening the region. 2. Develop a campaign or program to increase computer ownership and internet usage. While broadband capabilities are very strong in the Cumberland Plateau, computer and internet usage are low. 3. Create a taskforce to address the region’s low worker participation rate (43% vs the U.S. average of 63%), especially among females (38.6%). Disengaged residents are a source of labor that could overcome current and future workforce needs. 4. Continue to develop larger industrial sites and shell buildings that could support a greater range of industrial clients. 5. Based on stakeholder feedback from business leaders, more small business and entrepreneurial support services are needed in the region. Asset Mapping Recommendations 1. Continue successful efforts to deploy broadband throughout the region; especially in residential areas to support work-from-home opportunities. Broadband was the number one infrastructure answer from government and community leaders for strengthening the region. 2. Develop a campaign or program to increase computer ownership and internet usage. While broadband capabilities are very strong in the Cumberland Plateau, computer and internet usage are low. 3. Create a taskforce to address the region’s low worker participation rate (43% vs the U.S. average of 63%), especially among females (38.6%). Disengaged residents are a source of labor that could overcome current and future workforce needs. 4. Continue to develop larger industrial sites and shell buildings that could support a greater range of industrial clients. 5. Based on stakeholder feedback from business leaders, more small business and entrepreneurial support services are needed in the region. 128 129 Business Retention and Expansion (BRE) Recommendations Yes 53% Using a BRE program to prepare companies in the region for a disaster or economic downturn and then support them during recovery is a key resiliency strategy for the community. BRE strategies enhance capacity for recovery and strengthen existing business networks. The region should support their local economic developers in implementing these strategies: 1. Encourage businesses to develop business continuity plans by providing workshops to small and midsized firms (see following page). 2. Encourage businesses to develop business preparedness plans by providing workshops to small and midsized firms (see following page). 3. Support each county in developing its own economic planning and recovery team using engaged business leaders (see guidance on building a team). 4. Establish a business recovery fund so there is an immediate and locally-controlled source of financial support for existing businesses. 5. Establish plans with local utilities and emergency management authorities to facilitate the prioritization of utilities to key business parks and industries. 6. Include local economic developers on the county emergency management teams. 7. Encourage local economic developers to develop their own preparedness and continuity plans to create a capacity to support businesses in an economic crisis. Business Retention and Expansion (BRE) Recommendations Using a BRE program to prepare companies in the region for a disaster or economic downturn and then support them during recovery is a key resiliency strategy for the community. BRE strategies enhance capacity for recovery and strengthen existing business networks. The region should support their local economic developers in implementing these strategies: 1. Encourage businesses to develop business continuity plans by providing workshops to small and midsized firms (see following page). 2. Encourage businesses to develop business preparedness plans by providing workshops to small and midsized firms (see following page). 3. Support each county in developing its own economic planning and recovery team using engaged business leaders (see guidance on building a team). 4. Establish a business recovery fund so there is an immediate and locally-controlled source of financial support for existing businesses. 5. Establish plans with local utilities and emergency management authorities to facilitate the prioritization of utilities to key business parks and industries. 6. Include local economic developers on the county emergency management teams. 7. Encourage local economic developers to develop their own preparedness and continuity plans to create a Capacity to support businesses in an economic crisis. 129 130 Input and Ideas from Business and Community Leaders Stakeholder Engagement Stakeholder Engagement Input and Ideas from Business and Community Leaders 131 Stakeholder Engagement Recommendations 1. A pandemic response board should be established for all business, including tourism, inclusive of subject matter experts and industry representatives to ensure a consistent regional approach and smooth information flow. 2. A review of financial support programs used during the pandemic is necessary to improve future efforts as needed. 3. There is tremendous support by all respondents for a remote-worker recruitment campaign to increase population and wealth in the area. 4. To support business clusters and to disseminate critical information during pandemics and economic downturns, a continued focus on increasing the very successful broadband network in the region is needed. Stakeholder Engagement Recommendations 1. A pandemic response board should be established for all business, including tourism, inclusive of subject matter experts and industry representatives to ensure a consistent regional approach and smooth information flow. 2. A review of financial support programs used during the pandemic is necessary to improve future efforts as needed. 3. There is tremendous support by all respondents for a remote-worker recruitment campaign to increase population and wealth in the area. 4. To support business clusters and to disseminate critical information during pandemics and economic downturns, a continued focus on increasing the very successful broadband network in the region is needed. 131 132 Stakeholder Feedback More Effective Pandemic Response Better, more accurate and more streamlined information was the most frequent suggestion in improving area pandemic response. Even in many of the recommendations around costs, additional information is the key with better information on grant program qualifications and costs associated with a pandemic operating environment. The calls for additional community engagement also echo desires for communication and a streamlined flow of information. What would have made the region's business-related pandemic response efforts more effective? • Education component was missing. • Rules and actual business education around response and guideline. • Education on the vaccines was lacking. • More information on actual guidelines as well as information on the reasoning behind those guidelines. • Banks not informed of grant guidelines. • Better instructions. • Not much guidance on how to handle COVID guidelines. • No singular vision for how to handle restrictions and get educated on health needs and safety standards. • No clear leadership from health department on business-specific guidelines. • Better information. • Difficult to maintain policies for staff and guests due to lack of time, depth of info, lack of clarification. • Target businesses specifically for information. • Need better local information source. • More timely information. Announcements on Friday evenings after close not helpful because you couldn't receive further guidance. Information • Would've liked more county support for grants through pandemic and into the future. Matching through VCEDA. • State grant assistance and PPP wasn't sufficient for small business needs. • Funding a vocational skills program would have been essential to post pandemic recovery. • Difficulty to get money through larger funds due to restrictions around qualifications. • Resources got a bit swamped, and grant systems got overwhelmed. • Costs went up due to reinvestment in businesses and that wasn't covered by grant funding. • Had to make an investment to meet COVID standards without sufficient funding support for those needs. • Filled out numerous grants but got bumped back due to grant qualifications. Feels like a waste of time. • Help with upfront costs to new business to meet pandemic needs. • People had no information that grant money was being made available. • Needed funding faster. Cost • More involvement from county and town. Feels like business owners are on their own. • Coordination between States (border communities). • Need better regional connection to SBDC. • Needed better pandemic exit strategy. Community Involvement • Better promotion and active engagement with marketing materials especially when put online. • Instead of pouring money into individual payments, preferred to see the community colleges funded and staffed with educational programs that can provide skilled workers to the manufacturing industry. • PPE availability. • More testing needed. Miscellaneous Stakeholder Feedback More Effective Pandemic Response What would have made the region's business-related pandemic response efforts more effective? Better, more accurate and more streamlined information was the most frequent suggestion in improving area pandemic response. Even in many of the recommendations around costs, additional information is the key with better information on grant program qualifications and costs associated with a pandemic operating environment. The calls for additional community engagement also echo desires for communication and a streamlined flow of information. e Education component was missing. e Rules and actual business education around response and guideline. e Education on the vaccines was lacking. ¢ More information on actual guidelines as well as information on the reasoning behind those guidelines. e Banks not informed of grant guidelines. ¢ Better instructions. e Not much guidance on how to handle COVID guidelines. e No singular vision for how to handle restrictions and get educated on health needs and safety standards. e Noclear leadership from health department on business-specific guidelines. ¢ Better information. e Difficult to maintain policies for staff and guests due to lack of time, depth of info, lack of clarification. e Target businesses specifically for information. ¢ Need better local information source. e More timely information. Announcements on Friday evenings after close not helpful because you couldn't receive further guidance. Community Involvement ¢ More involvement from county and town. Feels like business owners are on their own. © Coordination between States (border communities). e Need better regional connection to SBDC. e Needed better pandemic exit strategy. 132 Cost. e Would've liked more county support for grants through pandemic and into the future. Matching through VCEDA. e State grant assistance and PPP wasn't sufficient for small business needs. e Funding a vocational skills program would have been essential to post pandemic recovery. © Difficulty to get money through larger funds due to restrictions around qualifications. e Resources got a bit swamped, and grant systems got overwhelmed. ¢ Costs went up due to reinvestment in businesses and that wasn't covered by grant funding. e Had to make an investment to meet COVID standards without sufficient funding support for those needs. e Filled out numerous grants but got bumped back due to grant qualifications. Feels like a waste of time. e Help with upfront costs to new business to meet pandemic needs. e People had no information that grant money was being made available. e Needed funding faster. Miscellaneous e Better promotion and active engagement with marketing materials especially when put online. e Instead of pouring money into individual payments, preferred to see the community colleges funded and staffed with educational programs that can provide skilled workers to the manufacturing industry. e PPE availability. e More testing needed. 133 Stakeholder Feedback Sources for Business What sources did you use to gain information about pandemic response, guidelines, and recovery resources? • CDC website. • SBA website • County did active outreach. • County website • CDC website • SBDC • Workforce Development Board • Used small business assistance center at the college. • County officials • Heart of Appalachian pushed out recovery information and grant funding • State briefings • CDC • Workforce board • Workforce development board • Press releases from governor's office • DCR had updated and recently refreshed documents. • Received information from the county with emails. • IDA let owners know about grant program. • CDC website. • Governor’s press conferences. • Local health department on local guidelines and differences. • Health department for information. • Straight from health department. • Health department guidance. Although sometimes document would be issued and then changes. • Health department provided information, but also acted as enforcement. Government & Nonprofit • Person to person. • Word of mouth • Word of mouth • Lots of word of mouth. Person-to-Person • Online news sources. • Internet • Internet • Internet • Internet • Emails • Facebook • Found out about grants through Facebook. • Facebook Online • CPA did application for PPP. • Information on loans from local banks. • Accountant • Chamber • Chamber emails. • SVAM - Southwest Virginia Association of Manufactures Professionals & Organizations • News • National news but messages were very mixed. • News • General news sources. • Newspaper News • Made a lot of outgoing calls to prepare and ensure within compliance. • Dual state situation required multi-state coordination. KY and VA response differences. • Consultant stayed up on information and pushed that out. • No common leadership sources of information. • Corporate HQ. MiscellaneousThere is a strong willingness in the business community to use government information. Businesses used numerous sources for information with Government & Nonprofit being the number one source. Stakeholder Feedback Sources for Business What did Government & Nonprofit Person-to-Person News at sources did you use » CDC website. * Person to person. + News 8 . e SBA website to gain information about * County did active outreach. ° Word of mouth National news but messages were very . * County website ° Word of mouth mixed. pa ndemic response, e CDC website e Lots of word of mouth. ° SBDC e News uidelines, and recover * Workforce Development Board . 8 ’ y e Used small business assistance center at the Online ° General news sources. resources? college. © Online news sources. e Newspaper e County officials e Heart of Appalachian pushed out recovery ° Internet . There is a strong willingness in the information and grant funding e Internet Miscellaneous . . ° State briefings e Internet ; business community to use ° CDC Internet ° Made a lot of outgoing calls to prepare government information. Businesses © Workforce board 0 eme and ensure within compliance. ‘ © Workforce development board ° Emails oo . . used numerous sources for © Press releases from governor's office © Facebook ° Dual state situation required multi-state © DCR had updated and recently refreshed coordination. KY and VA response information with Government & Nonprofit being the number one source. documents. Received information from the county with emails. IDA let owners know about grant program. CDC website. Governor’s press conferences. Local health department on local guidelines and differences. Health department for information. Straight from health department. Health department guidance. Although sometimes document would be issued and then changes. Health department provided information, but also acted as enforcement. 133 e Found out about grants through Facebook. e Facebook Professionals & Organizations e CPA did application for PPP. e Information on loans from local banks. e Accountant e Chamber e Chamber emails. e SVAM - Southwest Virginia Association of Manufactures differences. e Consultant stayed up on information and pushed that out. e No common leadership sources of information. ° Corporate HQ. 134 Stakeholder Feedback Information Sources for Business And did you feel adequately informed by those sources? Just under 50% of stakeholders did not feel adequately informed by the multiple sources of information they used to craft their pandemic response. Yes 53% Stakeholder Feedback Information Sources for Business And did you feel adequately informed by those sources? Somewhat 29% Just under 50% of stakeholders did not feel adequately informed by the multiple sources of information they used to craft their pandemic response. 134 135 Recommendations COVID-19 Management and Response The Cumberland Plateau should create a communications structure that allows information to be disseminated quickly and effectively. Information should be aggregated from reliable sources by government entities which already have a community presence and then distributed throughout the region. Recommendations COVID-19 Management and Response The Cumberland Plateau should create a communications structure that allows information to be disseminated quickly and effectively. Information should be —_ aggregated from reliable sources 7, ~~ by government entities which [ already have a community \ | presence and then distributed N~ throughout the region. LOCAL POLICY Bi-Weekly Conference Calls Signage & Advertising Business [ Leaders \ 135 136 Stakeholder Feedback Business-related Pandemic Response And what was done well (with region's business- related pandemic response efforts)? • Board of supervisors were supportive of businesses. • Help with navigating the language of the mandates. • County tourism called to check in on reopening; fairly regular communications. • Everyone worked together. • Overall, good. Proactive reach out. Community Response • Grant funding was well run and distributed effectively. • CARES money was distributed well. • IDA had funds available quickly. Application process was very easy. • Turnaround on funds was fast to get people reopened. • Grant access was smooth and there was assistance in getting funding. • PPP distribution was done well. Business wouldn't have survived without it. • The Cumberland Plateau provided me with easy access to funds to build our capabilities which allowed me to hire additional workers. Funding • Promotion for grant programs was done well. • UVA Wise program helped to develop a website. • Mask billboards did well. Marketing • Did a great job working with local health department on what was expected. • Health care stepped up with testing. • Vaccine rollout did well. • Contact with local health department office and covid clinics. • Acted quickly to protect the aging population. • Rollout of the vaccines went well. • Hands-on health department. Had active outreach from health department for events. Health Services Most responses focused on the multiple financial support programs developed and implemented and the work of the local health departments. Review and improvement of the funding programs regarding clarity, process and implementation is needed. Stakeholder Feedback Business-related Pandemic Response And what was done well (with region's business- related pandemic response efforts)? Most responses focused on the multiple financial support programs developed and implemented and the work of the local health departments. Review and improvement of the funding programs regarding clarity, process and implementation is needed. Funding e Grant funding was well run and distributed effectively. e CARES money was distributed well. e IDA had funds available quickly. Application process was very easy. e Turnaround on funds was fast to get people reopened. e Grant access was smooth and there was assistance in getting funding. e PPP distribution was done well. Business wouldn't have survived without it. e The Cumberland Plateau provided me with easy access to funds to build our capabilities which allowed me to hire additional workers. Community Response e Board of supervisors were supportive of businesses. e Help with navigating the language of the mandates. e County tourism called to check in on reopening; fairly regular communications. e Everyone worked together. © Overall, good. Proactive reach out. 136 Health Services e Did a great job working with local health department on what was expected. e Health care stepped up with testing. e Vaccine rollout did well. ¢ Contact with local health department office and covid clinics. e Acted quickly to protect the aging population. e Rollout of the vaccines went well. e Hands-on health department. Had active outreach from health department for events. Marketing e Promotion for grant programs was done well. e UVA Wise program helped to develop a website. e Mask billboards did well. 137 Stakeholder Feedback Remote Worker Recruitment If the region embarked on an aggressive remote-worker recruitment campaign to import a tech-savvy workforce, would it benefit the region? Yes 82% No 18% Business Leaders Response Yes 100% Community Leaders Response Stakeholder Feedback Remote Worker Recruitment If the region embarked on an aggressive remote-worker recruitment campaign to import a tech-savvy workforce, would it benefit the region? Business Leaders Response Community Leaders Response 137 138 Stakeholder Feedback Why Businesses Support the Initiative … if the region embarked on an aggressive remote- worker recruitment campaign to import a tech- savvy workforce, would it benefit the region? • There would be a substantial increase in outsiders settling in the area. • Has seen an increase since the pandemic in remote workers coming to town for travel. • Would help with population loss. • Would be helpful for locals increasing restaurant demand. • Area offers low cost of living. • Would assist with building back population base. • More time and space to remote work because the commute is replaced by time to enjoy the community. • Tax dollar improvement. Additional local support for businesses and buying power of new people coming into town. • Already seeing some remote worker resettlement in the area. • Brings in young people with children. • Anything to get more people to live here. • Yes, for tech savvy and general workers. • Need more workers in skilled labor in addition to tech. • Need IT and cybersecurity staff - FT and PT • Need IT skills and drafting and engineering. • Already seeing remote worker relocation. • Interest in purchasing vacation homes first and then working remote. • Stemming young population decline and replacing it with remote work. • Bringing population in from outside to maintain houses and the area. • Could help support service industry. • Bring in industry, ideas and experience with new people coming into area. • Need more technology and marketing workers. • See more engagement with remote workers who are looking for a break. • See temporary workers wanting to stay. • More tax base. • Fill empty available housing. • Have seen some remote workers. Can envision a workforce that wants to get away from it all but can also work remotely. Wifi allows that ability. • Could see the business benefiting, have had some remote workers work from the campsite. Why? With best-in-class broadband capability in the region, recruiting and supporting remote-workers is considered a major benefit to the region. Stakeholder Feedback Why Businesses Support the Initiative ... if the region embarked on an aggressive remote- worker recruitment campaign to import a tech- savvy workforce, would it benefit the region? With best-in-class broadband capability in the region, recruiting and supporting remote-workers is considered a major benefit to the region. Why? There would be a substantial increase in outsiders settling in the area. Has seen an increase since the pandemic in remote workers coming to town for travel. Would help with population loss. Would be helpful for locals increasing restaurant demand. Area offers low cost of living. Would assist with building back population base. More time and space to remote work because the commute is replaced by time to enjoy the community. Tax dollar improvement. Additional local support for businesses and buying power of new people coming into town. Already seeing some remote worker resettlement in the area. Brings in young people with children. Anything to get more people to live here. Yes, for tech savvy and general workers. Need more workers in skilled labor in addition to tech. Need IT and cybersecurity staff - FT and PT 138 Need IT skills and drafting and engineering. Already seeing remote worker relocation. Interest in purchasing vacation homes first and then working remote. Stemming young population decline and replacing it with remote work. Bringing population in from outside to maintain houses and the area. Could help support service industry. Bring in industry, ideas and experience with new people coming into area. Need more technology and marketing workers. See more engagement with remote workers who are looking for a break. See temporary workers wanting to stay. More tax base. Fill empty available housing. Have seen some remote workers. Can envision a workforce that wants to get away from it all but can also work remotely. Wifi allows that ability. Could see the business benefiting, have had some remote workers work from the campsite. 139 Stakeholder Feedback Why Governments & Nonprofits Support the Initiative … If the region embarked on an aggressive remote- worker recruitment campaign to import a tech- savvy workforce, would it benefit the region? • Due to internet, now easier. • Easier after pandemic. • Easier here now but also everywhere else too. • Do you recruit jobs first or workers first. • Already have top robotics team in area. • Yes, but jobs as well as workers. • Remote workers will not necessarily solve population loss and lack of workforce; however, there spouses and children will in the long term. • Such workers likely will have more discretionary income to support the amenities necessary to attract and retain businesses. • It's needed. • I think the region would be very attractive to such a workforce. • Tide began to shift before pandemic, 25% of real estate was from out of state. Why? Government & Nonprofits leaders mirror business leaders in supporting this program to increase the workforce and wealth in the community. • Seen a shift in work to remote work, pushing office staff towards working at home. • Communities in the area could use remote workers if internet infrastructure goes forward. • Frustrating because there is broadband, but people are still using cable instead. • Remote healthcare might help bring fresh ideas to the table • Businesses doing a better job at providing for visitors. • People are looking to small towns for outdoor rec and good outdoor access. • Realized how vital broadband is, more people means more entrepreneurial opportunities and greater demand for outdoor rec. • People who have a positive tourism experience are more likely to relocate, outsiders view assets differently than locals. Stakeholder Feedback Why Governments & Nonprofits Support the Initiative ... If the region embarked on an aggressive remote- worker recruitment campaign to import a tech- savvy workforce, would it benefit the region? Government & Nonprofits leaders mirror business leaders in supporting this program to increase the workforce and wealth in the community. Why? e Due to internet, now easier. e Easier after pandemic. e Easier here now but also everywhere else too. e Do you recruit jobs first or workers first. e Already have top robotics team in area. e Yes, but jobs as well as workers. e Remote workers will not necessarily solve population loss and lack of workforce; however, there spouses and children will in the long term. e Such workers likely will have more discretionary income to support the amenities necessary to attract and retain businesses. e It's needed. e | think the region would be very attractive to such a workforce. © Tide began to shift before pandemic, 25% of real estate was from out of state. 139 © Seen a shift in work to remote work, pushing office staff towards working at home. e Communities in the area could use remote workers if internet infrastructure goes forward. e Frustrating because there is broadband, but people are still using cable instead. e Remote healthcare might help bring fresh ideas to the table e Businesses doing a better job at providing for visitors. e People are looking to small towns for outdoor rec and good outdoor access. e Realized how vital broadband is, more people means more entrepreneurial opportunities and greater demand for outdoor rec. e People who have a positive tourism experience are more likely to relocate, outsiders view assets differently than locals. 140 Attraction and Existing Business Strategies Cluster Verification Cluster Verification Attraction and Existing Business Strategies 141 Cluster Verification Recommendations 1. The region should pursue a blended portfolio of Traded, Blended and Local clusters in balancing recruiting and existing business efforts. 2. Economic development efforts should be focused on Mining, Fabricated Metal and Machinery & Equipment Manufacturing, Shared Services & IT, Tourism and Healthcare. 3. Attention should be given to specific strategies for each cluster (listed on the Cluster Strategies Overview page). Cluster Verification Recommendations 1. The region should pursue a blended portfolio of Traded, Blended and Local clusters in balancing recruiting and existing business efforts. 2. Economic development efforts should be focused on Mining, Fabricated Metal and Machinery & Equipment Manufacturing, Shared Services & IT, Tourism and Healthcare. ‘ Mining Fabricated Machinery and Shared Services Tourism Healthcare Metal Equipment & IT Manufacturing Manufacturing 3. Attention should be given to specific strategies for each cluster (listed on the Cluster Strategies Overview page). 141 142 Cumberland Plateau Location Quotient vs. Growth Rate Location Quotient vs. Projected U.S. Compound Annual Growth Rate by Sector Cumberland Plateau’s mining industry is exceptional compared to the rest of the country, but the region has low Location Quotients in each of the remaining sectors. LOCATION QUOTIENT • The Cumberland Plateau has the largest competitive advantage (as measured by location quotient) in Mining, Health Care, and Construction. With the exception of Health Care, these industries are projected to decline over the next five years. • Although Manufacturing and Professional Services have below-average location quotients, those sectors make up a significant portion of the overall workforce and are projected to increase. • Roughly 8 percent of the region’s total workforce is in Mining, resulting in a high location quotient. The pace by which the Mining sector is expected to decline is a moderate compound annual rate of -0.78% but may be higher depending on market trends. Source: U.S. Census, EMSI, Hickey Global Traded Industry Local Industry Blended Industry Note: Dot Size represents Total Employment within Occupation Group 1,000 Employees P R O JE C T E D C .A .G .R . 2 0 2 0 - 2 0 2 5 LOCATION QUOTIENT 1 = U.S. Average Cumberland Plateau Location Quotient vs. Growth Rate Location Quotient vs. Projected U.S. Compound Annual Growth Rate by Sector 6% 5% 3% 2% -2% PROJECTED C.A.G.R. 2020 - 2025 -3% -5% 6% 0% © Administrative & Support/Waste Management + Professional Services -—+ Manufacturing /-— Utilities + Accommodation, Food & Service / » Other Services / ~* Health Care & Social Assistance 7 Traded fidustry Local dustry Blended industry 1,000 Employees Note: Dot Size represents Total Employment within Occupation Group Minin g, 1B = J © sd & t) 0 5 10 15 20 25 Educational Services - Wholesale Trade » Agriculture * Ss Information ~~ \ © / ~ Real Estate Arts, Entertainment, * & Recreation e Transportation & Warehousing -—~ Finance & Insurance 0.0 Source: U.S. Census, EMSI, Hickey Global = Management of Companines v4 & Enterprises L 0.8 “C instruction LOCATION QUOTIENT 1=U.S. Average 142 15 Cumberland Plateau’s mining industry is exceptional compared to the rest of the country, but the region has low Location Quotients in each of the remaining sectors. LOCATION QUOTIENT e The Cumberland Plateau has the largest competitive advantage (as measured by location quotient) in Mining, Health Care, and Construction. With the exception of Health Care, these industries are projected to decline over the next five years. e Although Manufacturing and Professional Services have below-average location quotients, those sectors make up a significant portion of the overall workforce and are projected to increase. e Roughly 8 percent of the region’s total workforce is in Mining, resulting in a high location quotient. The pace by which the Mining sector is expected to decline is a moderate compound annual rate of -0.78% but may be higher depending on market trends. 143 Recession Cluster Analysis Industry Sector Performance During Recessions Resiliency planning takes into consideration the negative economic impacts of future economic downturns. One aspect is to understand how clusters perform during historic economic downturns. The accompanying chart averages the past two major recessions in 2001 and 2008. Although the total economy declined, some industry sectors grew. Two of the Cumberland Plateau’s largest industry clusters – Manufacturing and Tourism - suffer deep declines during recessions. The region’s major cluster – Mining – performs well during such events. Because a sector declines as a whole does not mean that all the components decline. For instance, outdoor tourism increased during the pandemic as the overall industry decreased. Traded clusters are an important consideration as they are the foundational base of a regional economy. It is impractical to abandon a base cluster solely based on its economic downturn performance. This cluster strategy takes all of this into consideration by blending a portfolio of clusters to lessen the impacts of an economic downturn while growing the economy in the long-term. AVERAGE QUARTERLY GDP CHANGE BY INDUSTRY 2001 & GREAT RECESSION Recession Cluster Analysis Industry Sector Performance During Recessions AVERAGE QUARTERLY GDP CHANGE BY INDUSTRY 2001 & GREAT RECESSION Resiliency planning takes into consideration the negative economic impacts Mining, Oil & Gas Extraction = of future economic downturns. One aspect is to understand how clusters Healthcare & Social Assistance = perform during historic economic downturns. The accompanying chart Finance & Insurance -_ . oo G t averages the past two major recessions in 2001 and 2008. Although the overnimen I . . Real Estate & Rental & Leasing | | total economy declined, some industry sectors grew. \ Educational Services a Two of the Cumberland Plateau’s largest industry clusters — Manufacturi information wo of the Cumberland Plateau’s largest industry clusters — Manufacturin . ; 8 . y oy ; 8 Professional, Scientific, & Technical l and Tourism - suffer deep declines during recessions. The region’s major Agriculture, Forestry, Fishing, & Hunting ' cluster — Mining — performs well during such events. Arts, Entertainment, & Recreation | Support Activities for Mining I Because a sector declines as a whole does not mean that all the components Management of Companies & Enterprises i decline. For instance, outdoor tourism increased during the pandemic as Mining (except oil & gas) I the overall industry decreased. Utilities a Admin & Waste Management | Traded clusters are an important consideration as they are the foundational Transportation & Warehousing a base of a regional economy. It is impractical to abandon a base cluster Accommodation & Food Service | solely based on its economic downturn performance. Other Services (except government) | Retail Trade | | This cluster strategy takes all of this into consideration by blending a Manufacturing, non-durable goods — portfolio of clusters to lessen the impacts of an economic downturn while Wholesale Trade a . . Construction — growing the economy in the long-term. } Manufacturing, durable goods —— Total -12% -10% -8% -6% -4% -2% 0% 2% 4% 143 144 Cumberland Plateau PDC Blended Cluster Portfolio Economic Downturn Impact Mining Fabricated Metal Manufacturing Shared Services & IT Machinery and Equipment Manufacturing Tourism Healthcare TRADED CLUSTERS LOCAL CLUSTERBLENDED CLUSTERS Cumberland Plateau PDC Blended Cluster Portfolio Economic Downturn Impact te: Tourism Healthcare TRADED BLENDED CLUSTERS LOCAL CLUSTER 144 145 Cluster Strategies Overview • Take advantage of value chain opportunities as demand grows for metal commodities. • Bring together industry leaders, entrepreneurs and academics to address the mining industry's most pressing challenges around efficiencies, future of the workforce, data optimization and reducing carbon footprint. • Promote the capabilities of existing mine supply, manufacturing and service businesses via an online database to grow opportunities beyond the region. Mining Fabricated Metal Manufacturing Machinery & Equipment Manufacturing Shared Services & IT Healthcare Tourism • Expand upon and market specialized knowledge base to increase company presence in the region. • Investigate prototyping and short-run manufacturing capabilities to build local manufacturing capacity for product customization. • Pilot new technologies with local manufacturing companies in Industry 4.0 components and/or partner with research institutions. • Continue to explore BRE and industrial recruitment initiatives in high-growth sub-sectors including batter storage and electrification. • Assist in continued diversification of mining manufacturers into new clusters and markets. • Develop Machinery & Equipment Manufacturing portfolio by promoting key skills and inputs. • Take advantage of existing inputs such as coal and fabricated metals to reinforce value chain and offer streamlining to businesses from outside of the region. • Capitalize on in-region expertise and best-in-class broadband capabilities to generate growth through a remote-worker campaign. • Develop a shared services program supporting Northern Virginia and DC based companies through a “pipeline” to the Cumberland Plateau. • With continued residential broadband deployment, train and support citizens working from home. • Continue to expand tourist access to outdoor recreation opportunities due to their recession resiliency among tourism enterprises. • Develop a mixed accommodations industry with more traditional hotels alongside RV parks and campgrounds which are experiencing high levels of growth in response to current market demands. • Increase tourism resiliency by tying in with other industries in which the region does well such as agriculture and mining. • Follow current trajectory to capture revenue and meet the needs of an aging populace. • Leverage Appalachian College of Pharmacy in recruiting on-line pharmacy operations such as shared services and distribution. • Conduct a healthcare leakage study to determine needed or improved services to ensure income created in region stays in region. Cluster Strategies Overview — oe wee e Take advantage of value chain opportunities as demand grows for metal commodities. e Bring together industry leaders, entrepreneurs and academics to address the mining industry's most pressing challenges around efficiencies, future of the workforce, data optimization and reducing carbon footprint. e Promote the capabilities of existing mine supply, manufacturing and service businesses via an online database to grow opportunities beyond the region. ‘e “¥#”” Fabricated Metal Manufacturing e Expand upon and market specialized knowledge base to increase company presence in the region. e Investigate prototyping and short-run manufacturing capabilities to build local manufacturing capacity for product customization. e Pilot new technologies with local manufacturing companies in Industry 4.0 components and/or partner with research institutions. e Continue to explore BRE and industrial recruitment initiatives in high-growth sub-sectors including batter storage and electrification. | Machinery & Equipment Manufacturing e Assist in continued diversification of mining manufacturers into new clusters and markets. e Develop Machinery & Equipment Manufacturing portfolio by promoting key skills and inputs. e Take advantage of existing inputs such as coal and fabricated metals to reinforce value chain and offer streamlining to businesses from outside of the region. 145 Ry Shared Services & IT e Capitalize on in-region expertise and best-in-class broadband capabilities to generate growth through a remote-worker campaign. e Develop a shared services program supporting Northern Virginia and DC based companies through a “pipeline” to the Cumberland Plateau. e With continued residential broadband deployment, train and support citizens working from home. 7) > Tourism \ e Continue to expand tourist access to outdoor recreation opportunities due to their recession resiliency among tourism enterprises. e Develop a mixed accommodations industry with more traditional hotels alongside RV parks and campgrounds which are experiencing high levels of growth in response to current market demands. e Increase tourism resiliency by tying in with other industries in which the region does well such as agriculture and mining. r AAs ) Healthcare Ww e Follow current trajectory to capture revenue and meet the needs of an aging populace. e Leverage Appalachian College of Pharmacy in recruiting on-line pharmacy operations such as shared services and distribution. e Conduct a healthcare leakage study to determine needed or improved services to ensure income created in region stays in region. 146 Infrastructure and Support Service Strategies Asset Mapping Asset Mapping Strategies Infrastructure and Support Service BSN \\AAA \ceshaass dddid n't = ee aii " 2 Owaltod aureret y= 4 — a LEN Rae oo utter ee VVVVUEETD TEs Ail (23-323 AN Rs an r. J Mell "| | |e EY c. 1 UM | Eee ee be ee ; A ae ae whe Sf) [,meeaeiai i434 147 Asset Mapping Recommendations 1. Continue successful efforts to deploy broadband throughout the region; especially in residential areas to support working from home opportunities. Broadband was the number one infrastructure answer from government and community leaders for strengthening the region. 2. Develop a campaign or program to increase computer ownership and internet usage. While broadband capabilities are very strong in the Cumberland Plateau, computer and internet usage are low. 3. Create a taskforce to address the region’s low worker participation rate (43% vs the U.S. average of 63%), especially among females (38.6%). Disengaged residents are a source of labor that could overcome current and future workforce needs. 4. Continue to develop larger industrial sites and shell buildings that could support a greater range of industrial clients. 5. Based on stakeholder feedback from business leaders, more small business and entrepreneurial support services are needed in the region. Asset Mapping Recommendations 1. Continue successful efforts to deploy broadband throughout the region; especially in residential areas to support working from home opportunities. Broadband was the number one infrastructure answer from government and community leaders for strengthening the region. 2. Develop a campaign or program to increase computer ownership and internet usage. While broadband capabilities are very strong in the Cumberland Plateau, computer and internet usage are low. 3. Create a taskforce to address the region’s low worker participation rate (43% vs the U.S. average of 63%), especially among females (38.6%). Disengaged residents are a source of labor that could overcome current and future workforce needs. 4. Continue to develop larger industrial sites and shell buildings that could support a greater range of industrial clients. 5. Based on stakeholder feedback from business leaders, more small business and entrepreneurial support services are needed in the region. 147 148 Regional Assets Source: Virginia Department of Conversation and Recreation Outdoor Activities & Natural Beauty • Plentiful outdoor activities (driving, bicycling, hiking, fishing, hunting, water sports, camping, etc.) • 52 parks • 49 natural areas • 45 trails • 43 scenic drives • 37 historical areas • 15 playing fields, sports, and golf facilitiesLow cost • Low labor costs • Low real estate costs • Low cost of living Broadband is a star asset in the region • Broadband capabilities are very strong in the Cumberland Plateau. • The Cumberland Plateau’s broadband capabilities are not just locally exceptional but rank highly when compared against the entire nation. • All four counties rank in the top one-third of the counties and county equivalents across the U.S. Regional Assets Broadband is a star asset in the region Outdoor Activities & Natural Beauty e Broadband capabilities are very strong in the Cumberland e Plentiful outdoor activities (driving, bicycling, hiking, fishing, Plateau. hunting, water sports, camping, etc.) e The Cumberland Plateau’s broadband capabilities are not just e 52 parks locally exceptional but rank highly when compared against the e 49 natural areas entire nation. e 45 trails e All four counties rank in the top one-third of the counties and ° 43 scenic drives county equivalents across the U.S. a e 37 historical areas Low cost e Low labor costs e 15 playing fields, sports, and golf facilities e Low real estate costs e Low cost of living Source: Virginia Department of Conversation and Recreation 148, 149 Regional Deficiencies • There are presently no commercial airports in the region making accessibility challenging and increasing time costs. The nearest commercial airport is the Tri-Cities Airport in Blountville, TN. • There are no Interstate Highways in the region. Deficiencies in the transportation Infrastructure Elementary school performance and low graduation from high-demand post-secondary programs Lower technology usage among households Lack of human capital (labor & consumers) • Two of the four regional school districts are low-performing. Students in Buchanan County School District perform well below the state average (63% below). Students in Russell County School District perform 11% below the state average. The other two major school districts perform at or above the state average. • In addition to professional degree programs (pharmacy and law), nearby Bluefield College serves the region. However, there is still a ‘brain drain’ of high-performing high school graduates as they leave the region looking for higher educational institutions. • Low completion numbers from high-demand, high-growth programs such as computer science and business administration. • While broadband capabilities are very strong in the Cumberland Plateau, computer and internet usage are low, as evident by the lower percentage of households that own a computer (72% vs. the U.S. average 77%) and small percentage of households with a broadband subscription (47% vs. 69% U.S. average). • The region’s low participation rate (43% vs the U.S. average of 63%), coupled with its small population, gives it a low labor force under 38,000 people. This will create challenges in drawing sizeable employers into the region as many will believe that the region doesn’t have a sufficient workforce to support their operations. Labor force participation is particularly low among females (38.6%) • At a rate less than half that of the national average and one-third of the state average, the supply of university graduates is low in the Cumberland Plateau region. However, the supply of graduates from 2-year colleges is slightly above average. • The number of people in the region with less than a high school degree is almost twice the U.S. average, indicating this should be a focal area for economic development efforts. Regional Deficiencies LC Deficiencies in the transportation Infrastructure mt w 2a e There are presently no commercial airports in the region making accessibility challenging and increasing time costs. The nearest commercial airport is the Tri-Cities Airport in Blountville, TN. e There are no Interstate Highways in the region. Elementary school performance and low graduation from high-demand post-secondary programs e Two of the four regional school districts are low-performing. Students in Buchanan County School District perform well below the state average (63% below). Students in Russell County School District perform 11% below the state average. The other two major school districts perform at or above the state average. e In addition to professional degree programs (pharmacy and law), nearby Bluefield College serves the region. However, there is still a ‘brain drain’ of high-performing high school graduates as they leave the region looking for higher educational institutions. e Low completion numbers from high-demand, high-growth programs such as computer science and business administration. 149 KN Lower technology usage among households e While broadband capabilities are very strong in the Cumberland Plateau, computer and internet usage are low, as evident by the lower percentage of households that own a computer (72% vs. the U.S. average 77%) and small percentage of households with a broadband subscription (47% vs. 69% U.S. average). e we Lack of human capital (labor & consumers) e The region’s low participation rate (43% vs the U.S. average of 63%), coupled with its small population, gives it a low labor force under 38,000 people. This will create challenges in drawing sizeable employers into the region as many will believe that the region doesn’t have a sufficient workforce to support their operations. Labor force participation is particularly low among females (38.6%) e Ata rate less than half that of the national average and one-third of the state average, the supply of university graduates is low in the Cumberland Plateau region. However, the supply of graduates from 2-year colleges is slightly above average. e The number of people in the region with less than a high school degree is almost twice the U.S. average, indicating this should be a focal area for economic development efforts. 150 Business and Industrial Parks Regional Assets & Deficiences • Overall, the Cumberland Plateau region has done a good job continuing to develop industrial parks. • Industrial parks have good utility infrastructure in place or have plans to do so. • Although limited in marketability, having a shell building does attract prospects to the region. • The reuse of existing industrial buildings as “shell” buildings is a good strategy. Regional DeficienciesRegional Assets • Although there are sites throughout the region, most are smaller parcels limiting larger impact projects. • The great majority of sites in region are over 30 minutes from an interstate highway. • Road access can be challenging for truck traffic. • Current shell building has limited potential due to design. Business and Industrial Parks Regional Assets & Deficiences Regional Assets Regional Deficiencies e Overall, the Cumberland Plateau region has done a good job e Although there are sites throughout the region, most are smaller continuing to develop industrial parks. parcels limiting larger impact projects. e Industrial parks have good utility infrastructure in place or have ¢ The great majority of sites in region are over 30 minutes from an plans to do so. interstate highway. e Although limited in marketability, having a shell building does * Road access can be challenging for truck traffic. attract prospects to the region. e Current shell building has limited potential due to design. e The reuse of existing industrial buildings as “shell” buildings is a good strategy. 150 100 MBPS 1 GBPS 151 Infrastructure - Technology Broadband Virginia’s broadband coverage is well distributed throughout the state, as 65% of the state’s counties and independent cities have broadband coverage of 80% or more. Cumberland Plateau is well positioned in this competitive environment: in addition to Buchanan County’s best-in-class broadband coverage, Dickenson and Tazewell perform above the state’s average and Tazewell’s 88.7% coverage is equal to the state’s median. Outside of Southwestern Virginia, the state’s most connected regions are largely concentrated along the eastern border. AREA NATIONAL RANK Buchanan County 8 Bristol 11 Franklin City 17 Bland County 23 Bedford City 24 Manassas Park 82 Lexington 89 Winchester 118 Covington 126 Radford 130 … … Dickenson County 423 Tazewell County 611 Russell County 1,131 Source: BroadbandNow TOP VIRGINIA COUNTIES/INDEPENDENT CITIES FOR BROADBAND COVERAGE Infrastructure - Technology Broadband Virginia’s broadband coverage is well distributed throughout the state, as 65% of TOP VIRGINIA COUNTIES/INDEPENDENT CITIES FOR BROADBAND COVERAGE the state’s counties and independent cities have broadband coverage of 80% or more. Cumberland Plateau is well positioned in this competitive environment: in addition to Buchanan County’s best-in-class broadband coverage, Dickenson and Buchanan County 8 Tazewell perform above the state’s average and Tazewell’s 88.7% coverage is equal Bristol ll to the state’s median. Outside of Southwestern Virginia, the state’s most connected Franklin City 7 regions are largely concentrated along the eastern border. bland County 33 Bedford City 24 Manassas Park 82 Lexington 89 Winchester 118 100 MBPS Covington 126 Radford 130 Dickenson County 423 Tazewell County 611 Russell County 1,131 151 152 Infrastructure - Technology Broadband – National Overview The Cumberland Plateau’s broadband capabilities are not just locally exceptional, but rank highly when compared against the entire nation. Buchanan County’s rank of 8 is out of 3,143 total regions. Even the lowest ranking county in the region, Russell County, ranks higher than two-thirds of the counties and county equivalents across the U.S. NATIONAL RANK COUNTY STATE 1 Nassau New York 2 Richmond New York 3 Sullivan Tennessee 4 Whitfield Georgia 5 Bulloch Georgia 6 Hamblen Tennessee 7 Meade Kentucky 8 Buchanan Virginia 9 Morgan Tennessee 10 McCreary Kentucky … … … 423 Dickenson Virginia 611 Tazewell Virginia 1,131 Russell Virginia … … … 3,141 Esmeralda Nevada 3,142 Banner Nebraska 3,143 Yakutat Alaska Source: BroadbandNow TOTAL TOP COUNTIES FOR BROADBAND COVERAGE Infrastructure - Technology Broadband — National Overview The Cumberland Plateau’s broadband capabilities are not just locally exceptional, but rank highly when compared against the entire nation. Buchanan County’s rank of 8 is out of 3,143 total regions. Even the lowest ranking county in the region, Russell County, ranks higher than two-thirds of the counties and county equivalents across the U.S. Source: BroadbandNow TOTAL TOP COUNTIES FOR BROADBAND COVERAGE NATIONAL RANK Oo ON Do BW DY an [o) 423 611 1,131 3,141 3,142 3,143 COUNTY Nassau Richmond Sullivan Whitfield Bulloch Hamblen Meade Buchanan Morgan McCreary Dickenson Tazewell Russell Esmeralda Banner Yakutat STATE New York New York Tennessee Georgia Georgia Tennessee Kentucky Virginia Tennessee Kentucky Virginia Virginia Virginia Nevada Nebraska Alaska 152 153 Stakeholder Feedback Needed Infrastructure – Community Leaders Perspective What infrastructure or support services are needed to strengthen the region? • Passenger rail is another amenity I believe is overlooked. If we are serious about recruiting remote workers, we need an Amtrack station. • Commuter air travel would help • Road improvements Transportation • Broadband • Broadband • More Broadband • Broadband good • Continue broadband deployment • Broadband • Residential Broadband would be very helpful. • High Speed Internet • Trending up with internet. Broadband • More sites and larger acre sites • Shell buildings • More sites Sites & Buildings • Natural gas • More natural gas • Really good trade schools in each area of our region. • Wayfinding and signage to area attractions for people coming through the area. • Aging community- need for elderly support services. • Support services for small businesses. • Existing businesses need better support. • Industry partnerships on bulk ordering. • Need for shuttle services to local attractions Miscellaneous Stakeholder Feedback Needed Infrastructure - Community Leaders Perspective What infrastructure or support services are needed to strengthen the region? Broadband e Broadband e Broadband e More Broadband e Broadband good e Continue broadband deployment e Broadband e Residential Broadband would be very helpful. e High Speed Internet e Trending up with internet. Sites & Buildings e More sites and larger acre sites e Shell buildings e More sites 153 Transportation e Passenger rail is another amenity | believe is overlooked. If we are serious about recruiting remote workers, we need an Amtrack station. e¢ Commuter air travel would help e Road improvements Miscellaneous e Natural gas e More natural gas e Really good trade schools in each area of our region. e Wayfinding and signage to area attractions for people coming through the area. e Aging community- need for elderly support services. e Support services for small businesses. e Existing businesses need better support. e Industry partnerships on bulk ordering. e Need for shuttle services to local attractions 154 Stakeholder Feedback Needed Infrastructure – Business Leaders Perspective What infrastructure or support services are needed to strengthen the region? • Entrepreneurial services for business start up. • Entrepreneurial support services for people who are interested. • Start up capital to assist entrepreneurs. • Grant writing assistance for small business. • Small business incubator type concept. • Entrepreneurial support. Entrepreneurship Support • Better support for business for emergency events in the future. • Central information source through the government for business continuation. • Post pandemic support for how to avoid closures in the future. • Better centralization of business support offerings going forward to assist locals interested in starting and keeping a business in the area. • Better building support. • Construction support for new businesses and buildings. • Money allocated towards storefront beautification. • Money towards assistance with staying in business. Business Support • Additional collective marketing needs. • Social media marketing support because when social media has been used, people have arrived directly citing it for visiting. • More online regional promotion of area itineraries. Marketing • Better rail access (rail spur). • Roads have improved but more work needed. • Logistics hub in region. • Better rail service. • Better roads. Infrastructure • Better trade education and funding. • Education focus - PreK to Community College. • Make UVA Wise more of a high-tech school. • College trade school is improving but needs a lot of improvement, needs more funding. • Vocational education. • More certified welders and laser equipment operators. • Better soft skills training. Education & Training • Continuation of fiber broadband deployment. • Better cell coverage on 460. • More daycare options. • Better hospital services Miscellaneous Stakeholder Feedback Needed Infrastructure — Busin What infrastructure or support services are needed to strengthen the region? ess Leaders Perspective Business Support e Better support for business for emergency events in the future. e Central information source through the government for business continuation. e Post pandemic support for how to avoid closures in the future. e Better centralization of business support offerings going forward to assist locals interested in starting and keeping a business in the area. e Better building support. e Construction support for new businesses and buildings. e Money allocated towards storefront beautification. e Money towards assistance with staying in business. Entrepreneurship Support e Entrepreneurial services for business start up. e Entrepreneurial support services for people who are interested. e Start up capital to assist entrepreneurs. e Grant writing assistance for small business. e Small business incubator type concept. e Entrepreneurial support. Marketing 00 e Additional collective marketing needs. e Social media marketing support because when social media has been used, people have arrived directly citing it for visiting. e More online regional promotion of area itineraries. 154 Education & Training e Better trade education and funding. e Education focus - PreK to Community College. e Make UVA Wise more of a high-tech school. © College trade school is improving but needs a lot of improvement, needs more funding. e Vocational education. e More certified welders and laser equipment operators. e Better soft skills training. Infrastructure e Better rail access (rail spur). e Roads have improved but more work needed. e Logistics hub in region. e Better rail service. e Better roads. Miscellaneous ¢ Continuation of fiber broadband deployment. e Better cell coverage on 460. e More daycare options. e Better hospital services 155 Recommendations and Resources to Support Existing Businesses IEDC & RestoreYourEconomy.org Review IEDC & RestoreYourEconomy.org \ Review Recommendations and Resources to Support Existing Businesses 156 Resource Source RestoreYourEconomy.org Yes 53% Regarding resiliency, the main economic development resource is RestoreYourEconomy.org. This section uses the International Economic Development Council’s work on disaster recovery and their joint website with the U.S. Economic Development Administration - RestoreYourEconomy.org as a basis for recommendations. Resource Source RestoreYourEconomy.org Regarding resiliency, the main economic RESTORE YOUR ECONOMY ABOUT PREPAREDNESS & RECOVERY RESOURCES COVID-19 VOLUNTEER CONTACT development resource is RestoreYourEconomy.org. This section RESTORE YOUR uses the International Economic es Development Council’s work on disaster ECO N 0 MY= recovery and their joint website with the ee ta / ae U.S. Economic Development ECON y COVI D-1 9 Administration - RestoreYourEconomy.org . . RESOURCES FOR ECONOMIC DEVELOPMENT as a basis for recommendations. 4 eau COVID-19 Webinars RestoreYourEconomy is your resource for up-to-date information related to COVID-19 and its economic impacts. It D is managed by the International Economic Development Council (IEDC) with generous support from the U.S. —~— EDRP Briefs Economic Development Administration and IEDC's Economic Development Research Partners program. If you have a resource or example of an effective strategy in your community that would be helpful to other EDOs in Addressing Inequality responding to COVID-19, let us know using the Contact Form to share your story. Reopening Your Economy Reopening by Industry State, and Municipal Reopening Research and Resources SEPTEMBER 15, 2020 LAYING THE GROUNDWORK FOR TOURISM RECOVERY IN URBAN CENTERS 156 157 Business Retention and Expansion (BRE) Recommendations Yes 53% Using a BRE program to prepare companies in the region for a disaster or economic downturn and then support them during recovery is a key resiliency strategy for the community. BRE strategies enhance capacity for recovery and strengthen existing business networks. The region should support their local economic developers is in implementing these strategies: 1. Encourage businesses to develop business continuity plans by providing workshops to small and midsized firms (see following page). 2. Encourage businesses to develop business preparedness plans by providing workshops to small and midsized firms (see following page). 3. Support each county in developing its own economic planning and recovery team using engaged business leaders (see guidance on building a team). 4. Establish a business recovery fund so there is an immediate and locally-controlled source of financial support for existing businesses. 5. Establish plans with local utilities and emergency management authorities to facilitate the prioritization of utilities to key business parks and industries. 6. Include local economic developers on the county emergency management teams. 7. Encourage local economic developers to develop their own preparedness and continuity plans to create a capacity to support businesses in an economic crisis. Business Retention and Expansion (BRE) Recommendations Using a BRE program to prepare companies in the region for a disaster or economic downturn and then support them during recovery is a key resiliency strategy for the community. BRE strategies enhance capacity for recovery and strengthen existing business networks. The region should support their local economic developers is in implementing these strategies: 1. Encourage businesses to develop business continuity plans by providing workshops to small and midsized firms (see following page). 2. Encourage businesses to develop business preparedness plans by providing workshops to small and midsized firms (see following page). 3. Support each county in developing its own economic planning and recovery team using engaged business leaders (see guidance on building a team). 4. Establish a business recovery fund so there is an immediate and locally-controlled source of financial support for existing businesses. 5. Establish plans with local utilities and emergency management authorities to facilitate the prioritization of utilities to key business parks and industries. 6. Include local economic developers on the county emergency management teams. 7. Encourage local economic developers to develop their own preparedness and continuity plans to create a capacity to support businesses in an economic crisis. 157 158 Resource Tools Business Continuity and Business Preparedness Tools Yes 53% The Insurance Institute for Business & Home Safety (IBHS) Provides two free useful tools for small businesses, one focused on business continuity, the other on business preparedness. Having both an emergency preparedness and response plan as well as a business continuity plan in place saves time and focuses energy during emergency situations. By taking this action, business owners will help make their communities more resilient, while also protecting their employees and their business’ bottom line. Open For Business-EZ (OFB-EZ) is a streamlined kit for small businesses that may not have the time or resources to create an extensive disaster recovery plan. In addition, there is a free OFB-EZ mobile app to complete the same tasks as the toolkit. Business Continuity and Preparedness Training for Small Businesses Small- and medium-sized businesses have strong roots in the local economy and are often more vulnerable to disasters than large businesses. Consider the following statistics from IBHS and SBA: one in four small businesses are expected to experience a disruptive disaster in the near future – regardless of their location in the country. Approximately 60 percent of those small businesses do not have even a basic emergency response plan. Of those businesses without a plan, 43 percent won’t reopen their doors and 75 percent will fail within three years of a major incident. EDO’s should consider hosting workshops and/or webinars to increase awareness of available resources. https://disastersafety.org/busines s-protection/ofb-ez/ Resource Tools Business Continuity and Business Preparedness Tools https://disastersafety.org/busines s-protection/ofb-ez/ The Insurance Institute for Business & Home Safety (IBHS) Provides two free useful tools for small businesses, one focused on business continuity, the other on business preparedness. Having both an emergency preparedness and response plan as well as a business continuity plan in place saves time and focuses energy during emergency situations. By aking this action, business owners will help make their communities more resilient, while also protecting their employees and their business’ bottom line. Open For Business-EZ (OFB-EZ) is a streamlined kit for small businesses that may not have the time or resources to create an extensive disaster recovery plan. In addition, there is a free OFB-EZ mobile app to complete the same tasks as he toolkit. Business Continuity and Preparedness Training for Small Businesses Small- and medium-sized businesses have strong roots in the local economy and are often more vulnerable to disasters than large businesses. Consider the following statistics from IBHS and SBA: one in four small businesses are expected to experience a disruptive disaster in the near future — regardless of their location in the country. Approximately 60 percent of those small businesses do not have even a basic emergency response plan. Of those businesses without a plan, 43 percent won’t reopen their doors and 75 percent will fail within three years of a major incident. EDO’s should consider hosting workshops and/or webinars to increase awareness of available resources. 158 159 Resource Team Build an Economic Response/Recovery Team Yes 53% . Involving the business community in the disaster preparation process at an early stage will help to ensure their specific needs are addressed in emergency plans and increase their resilience to the disaster’s impact. Business owners and executives don’t naturally see their role in a community’s disaster preparedness effort, so the EDO plays an important role in conveying these understandings. While local government has the legal responsibility to address disaster risks and make emergency management plans, businesses and the business community will recover much more effectively from a disaster if they have taken preparedness steps tailored to business needs. An EDO should particularly engage those businesses that may have important resources for response and recovery. It is recommended that an economic recovery team be formed ahead of a disaster to specifically address the post- disaster economic recovery issues that a community may face. This economic recovery team would also play a role in working with emergency management personnel to influence a tiered system of reentry for critical businesses that need early access back in the community following a disaster. The economic recovery team’s first initiative should be reviewing the community’s existing emergency management and mitigation plans with a focus on the plans’ impact on the business community and the local economy. Most emergency management plans are primarily concerned with health and public safety issues and may overlook the economic recovery aspect. These plans discuss business reentry, access to property, and other issues that impact local businesses’ ability to respond and recover. Resource Team Build an Economic Response/Recovery Team Involving the business community in the disaster preparation process at an early stage will help to ensure their specific needs are addressed in emergency plans and increase their resilience to the disaster’s impact. Business owners and executives don’t naturally see their role in a community’s disaster preparedness effort, so the EDO plays an important role in conveying these understandings. While local government has the legal responsibility to address disaster risks and make emergency management plans, businesses and the business community will recover much more effectively from a disaster if they have taken preparedness steps tailored to business needs. An EDO should particularly engage those businesses that may have important resources for response and recovery. It is recommended that an economic recovery team be formed ahead of a disaster to specifically address the post- disaster economic recovery issues that a community may face. This economic recovery team would also play a role in working with emergency management personnel to influence a tiered system of reentry for critical businesses that need early access back in the community following a disaster. The economic recovery team’s first initiative should be reviewing the community’s existing emergency management and mitigation plans with a focus on the plans’ impact on the business community and the local economy. Most emergency management plans are primarily concerned with health and public safety issues and may overlook the economic recovery aspect. These plans discuss business reentry, access to property, and other issues that impact local businesses’ ability to respond and recover. 159 Proprietary & Confidential © 2021 Hickey Global. All Rights Reserved. Tourism Resiliency Strategy August 2021 Cumberland Plateau PDC Cumberland Plateau PDC Tourism Resiliency Strategy August 2021 HICKEYGLOBAL ECONOMIC DEVELOPMENT CONSULTING 161 Key Recommendations 1. Because the area’s tourism industry is still developing, tourist needs should be aligned with resident needs. Any development for tourism will need to also be supported by local residents and should benefit both groups equally. 2. A focus on outdoor recreation tourism benefits the region by appealing to remote workers and resident quality of life. Outdoor recreation benefits residents as much as tourists especially in a pandemic environment. 3. Key, activity-based opportunity zones need to be identified for different facets of outdoor recreation tourism to assure visitor services align with visitor activity to reduce leakage and create a tourism ecosystem. 4. A pandemic response board should be established for tourism from subject matter experts and industry representatives to ensure a consistent regional approach and smooth information flow. 5. Major tourism asset development should be leveraged to bring areas up to a standard of readiness and maintain that standard to ensure areas seeking to increase their tourism market are putting forward a welcoming environment with sufficient visitor services. Key Recommendations 1. Because the area’s tourism industry is still developing, tourist needs should be aligned with resident needs. Any development for tourism will need to also be supported by local residents and should benefit both groups equally. 2. A focus on outdoor recreation tourism benefits the region by appealing to remote workers and resident quality of life. Outdoor recreation benefits residents as much as tourists especially in a pandemic environment. 3. Key, activity-based opportunity zones need to be identified for different facets of outdoor recreation tourism to assure visitor services align with visitor activity to reduce leakage and create a tourism ecosystem. 4. A pandemic response board should be established for tourism from subject matter experts and industry representatives to ensure a consistent regional approach and smooth information flow. 5. Major tourism asset development should be leveraged to bring areas up to a standard of readiness and maintain that standard to ensure areas seeking to increase their tourism market are putting forward a welcoming environment with sufficient visitor services. 161 Proprietary & Confidential © 2021 Hickey Global. All Rights Reserved. 1.0 Improving Quality of Existing Outdoor Recreation Jobs 1.0 Improving Quality of Existing ——~ She, Outdoor Recreation Jobs HICKEYGLOBAL ECONOMIC DEVELOPMENT CONSULTING 163 1.1 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality Quality of Outdoor Recreation jobs is lower compared with most tourism jobs due to seasonality of the region with most outdoor recreation opportunities available only during summer and shoulder seasons of Spring and Fall making full time work rare. There does not appear to be any current opportunities to engage in winter outdoor recreation given the landscape and natural resources of the area. This could be an area for future study or planning to increase winter season activity offerings. Current year-round offerings are ATV/UTV trails, but the associated accommodations with these trails are largely camping based which impacts seasonality. ORSA reports 3.1% value added growth in outdoor recreation for Virginia pre-pandemic, a .5% decrease in employment growth, and a 2.8% compensation growth which was below the national average of 3.9%. This does not relate to Virginia's lack of outdoor recreation opportunities as the latest VTC 2021 Marketing Plan indicates that Virginia is best known for history, outdoor recreation, scenic drives, and beaches. The outdoor recreation job market in the state is simply not keeping pace with compensation growth or added jobs compared with other outdoor recreation areas. Bureau of Economic Analysis. (2019). Outdoor Recreation Satellite Account, Virginia. VTC. (2021). 2021 Marketing Plan. Quality of Outdoor Recreation jobs is lower compared with most tourism jobs due to seasonality of the region with most outdoor recreation opportunities available only during summer and shoulder seasons of Spring and Fall making full time work rare. There does not appear to be any current opportunities to engage in winter outdoor recreation given the landscape and natural resources of the area. This could be an area for future study or planning to increase winter season activity offerings. Current year-round offerings are ATV/UTV trails, but the associated accommodations with these trails are largely camping based which impacts seasonality. 1.1 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality ORSA reports 3.1% value added growth in outdoor recreation for Virginia pre-pandemic, a .5% decrease in employment growth, and a 2.8% compensation growth which was below the national average of 3.9%. This does not relate to Virginia's lack of outdoor recreation opportunities as the latest VTC 2021 Marketing Plan indicates that Virginia is best known for history, outdoor recreation, scenic drives, and beaches. The outdoor recreation job market in the state is simply not keeping pace with compensation growth or added jobs compared with other outdoor recreation areas. Bureau of Economic Analysis. (2019). Outdoor Recreation Satellite Account, Virginia. VTC. (2021). 2021 Marketing Plan 163 164 1.2 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality However, outdoor recreation related or supporting fields cause excellent economic multipliers when tourists are spending money in areas with outdoor recreation opportunities. This table from the Outdoor Industry Association indicates annual spend for different Outdoor Recreation Activities along with their total economic impact: Source: Outdoor Industry Association. (2017). The Outdoor Recreation Economy. p. 18 AMERICANS PARTICIPATING IN OUTDOOR RECREATION ANNUALLY SPEND Gear, Accessories & Vehicles Trip Related TOTAL Camping $31,271,155,486 $135,591,624,999 $166,862,780,485 Fishing $11,867,666,850 $23,908,160,290 $35,775,827,140 Hunting $16,059,527,274 $11,318,772,808 $27,378,300,882 Motorcycle Riding $16,726,560,701 $47,428,610,964 $64,155,171,665 Off Roading $15,520,574,134 $35,996,107,969 $51,516,682,103 Snow Sports $12,530,315,740 $60,190,242,316 $72,720,558,056 Trail Sports $25,342,546,672 $176,144,141,213 $201,486,687,885 Water Sports $29,059,965,205 $110,911,844,967 $139,971,810,172 Wheel Sports $13,857,894,195 $82,864,146,456 $96,722,040,651 Wildlife Watching $12,272,757,581 $17,947,854,866 $30,220,612,447 TOTAL $184,508,963,838 $702,301,506,848 $886,810,470,686 ANNUAL OUTDOOR RECREATION SPENDING DIRECTLY GENERATES Retail Spending Jobs Salaries & Wages Federal Taxes State & Local Taxes Camping $166,862,780,485 1,442,578 $50,684,882,121 $12,354,788,124 $11,183,227,292 Fishing $35,775,827,140 287,554 $10,395,326,785 $2,540,632,232 $2,360,293,823 Hunting $27,378,300,082 194,973 $7,415,989,907 $1,807,179,525 $1,689,967,918 Motorcycle Riding $64,155,171,665 480,182 $18,370,693,658 $4,549,055,289 $4,013,340,008 Off Roading $51,516,682,103 386,439 $15,498,769,234 $3,789,720,978 $3,338,430,860 Snow Sports $72,720,558,056 694,918 $24,188,497,260 $5,813,068,034 $5,296,608,281 Trail Sports $201,486,687,885 1,762,665 $607,191,555,234 $14,832,760,478 $13,505,790,914 Water Sports $139,970,810,172 1,234,876 $43,893,049,709 $10,618,742,884 $9,601,521,150 Wheel Sports $96,722,040,651 847,559 $28,543,151,818 $7,000,352,726 $6,270,032,370 Wildlife Watching $30,220,612,447 235,825 $8,206,004,990 $2,006,001,464 $1,953,449,823 TOTAL $886,810,470,686 75,675,690 $267,915,429,616 $65,312,301,734 $59,212,662,439 |.2 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality However, outdoor recreation related or supporting fields cause excellent economic multipliers when tourists are spending money in areas with outdoor recreation opportunities. This table from the Outdoor Industry Association indicates annual spend for different Outdoor Recreation Activities along with their total economic impact: AMERICANS PARTICIPATING IN OUTDOOR RECREATION ANNUALLY SPEND ANNUAL OUTDOOR RECREATION SPENDING DIRECTLY GENERATES Gear, vonaee® & Trip Related TOTAL Retail Spending Jobs Salaries & Federal Taxes State & Local ehicles Wages Taxes Camping $31,271,155,486 $135,591,624,999 $166,862,780,485 Camping $166,862,780,485 1,442,578 $50,684,882,121 | $12,354,788,124 | $11,183,227,292 Fishing $11,867,666,850 $23,908,160,290 $35,775,827,140 Fishing $35,775,827,140 287,554 $10,395,326,785 | $2,540,632,232 | $2,360,293,823 Hunting $16,059,527,274 $11,318,772,808 $27,378,300,882 Hunting $27,378,300,082 194,973 $7,415,989,907 | $1,807,179,525 | $1,689,967,918 Motorcycle Riding $16,726,560,701 $47,428,610,964 $64,155,171,665 Motorcycle Riding $64,155,171,665 480,182 $18,370,693,658 | $4,549,055,289 | $4,013,340,008 Off Roading $15,520,574,134 $35,996, 107,969 $51,516,682,103 Off Roading $51,516,682,103 386,439 $15,498,769,234 | $3,789,720,978 | $3,338,430,860 Snow Sports $12,530,315,740 $60,190,242,316 $72,720,558,056 Snow Sports $72,720,558,056 694,918 $24,188,497,260 | $5,813,068,034 | $5,296,608,281 Trail Sports $25,342,546,672 $176,144,141,213 $201,486,687,885 Trail Sports $201,486,687,885 1,762,665 $607,191,555,234 | $14,832,760,478 | $13,505,790,914 Water Sports $29,059,965,205 $110,911,844,967 $139,971,810,172 Water Sports $139,970,810,172 1,234,876 $43,893,049,709 | $10,618,742,884 | $9,601,521,150 Wheel Sports $13,857,894,195 $82,864,146,456 $96,722,040,651 Wheel Sports $96,722,040,651 847,559 $28,543,151,818 | $7,000,352,726 | $6,270,032,370 Wildlife Watching $12,272,757,581 $17,947,854,866 $30,220,612,447 Wildlife Watching $30,220,612,447 235,825 $8,206,004,990 | $2,006,001,464 | $1,953,449,823 $184,508,963,838 $702,301,506,848 $886,810,470,686 $886,810,470,686 75,675,690 $267,915,429,616 $65,312,301,734 $59,212,662,439 Source: Outdoor Industry Association. (2017). The Outdoor Recreation Economy. p. 18 164 165 1.3 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality The Cumberland Plateau is best situated to invest and specialize in the following segments: 1. Camping 2. Trail Sports 3. Water Sports 4. Wheel Sports (Cycling) 5. Motorcycle Riding 6. Off-Roading The primary focus should be on providing opportunities to spend money while participating in these sports and building high-specialty jobs around these sports to ensure their continuation. Capturing more of the tourism dollar to minimize leakage by assuring appropriate visitor services are available through locally owned, small businesses at major tourist attractions. 1.3 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality The Cumberland Plateau is best situated to The primary focus should be on providing opportunities invest and specialize in the following to spend money while participating in these sports and segments: building high-specialty jobs around these sports to . ensure their continuation. Capturing more of the 1. Camping } _ ; tourism dollar to minimize leakage by assuring 2. Trail Sports appropriate visitor services are available through 3. Water Sports locally owned, small businesses at major tourist attractions. 4. Wheel Sports (Cycling) 5. Motorcycle Riding 6. Off-Roading 165 166 1.4 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality In a pandemic environment, outdoor recreation saw the lowest downturn impact among recreation-based segments making it a better tourism employment opportunity than most tourism jobs given this context. In the pandemic environment, VTC found that 70% of travelers wanted to be outdoors and experience nature on their next trip. 83% are selecting a destination based on rest and relaxation activities which was rated as most important destination attribute in selecting where to go. The market demand is sufficient to bolster outdoor recreation job quantity, but the quality of the jobs available in this category will be dependent on year-round related opportunities and quality assurance roles which can provide outdoor recreation experiences without actual outdoor sport participation. Cluster study analysis reveals agriculture and mining as two high potential industries within the area that could be tied into tourism initiatives in order to improve tourism resiliency. Outdoor recreation jobs could increase in quality by developing some opportunities around mining tourism and agritourism enterprises. |.4 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality n a pandemic environment, outdoor recreation saw the owest downturn impact among recreation-based segments making it a better tourism employment opportunity than most ourism jobs given this context. n the pandemic environment, VTC found that 70% of ravelers wanted to be outdoors and experience nature on heir next trip. 83% are selecting a destination based on rest and relaxation activities which was rated as most important destination attribute in selecting where to go. 166 The market demand is sufficient to bolster outdoor recreation job quantity, but the quality of the jobs available in this category will be dependent on year-round related opportunities and quality assurance roles which can provide outdoor recreation experiences without actual outdoor sport participation. Cluster study analysis reveals agriculture and mining as two high potential industries within the area that could be tied into tourism initiatives in order to improve tourism resiliency. Outdoor recreation jobs could increase in quality by developing some opportunities around mining tourism and agritourism enterprises. 167 1.5 Tourism - Cluster Overview Restaurants, RV Parks, Hotels, and Recreational Centers CASE TO WIN • Cumberland Plateau’s Tourism is largely based on natural attractions such as state parks and forests. • Restaurants make up the largest portion of the region’s Tourism-related workforce with over 1,800 employees. • Despite few employees in traditional hotels, Cumberland Plateau has a high location quotient for RV Parks and Campgrounds, a growing industry that will benefit from the development of the Clinch River State Park. Build infrastructure to support interest created by national trends in natural resources and eco-tourism. POTENTIAL STRATEGIES • Continue to expand tourist access to outdoor recreation opportunities due to their recession resiliency among tourism enterprises and strong natural assets. • Develop a mixed accommodations industry with more traditional hotels alongside RV parks and campgrounds which are experiencing high levels of growth in response to current market demands. • Increase tourism resiliency by tying in with other industries in which the region does well such as agriculture and mining. CLUSTER INFORMATION TOTAL U.S. TOURISM-RELATED OUTPUT IN 2016-2019 Source: U.S. Bureau of Economic Analysis Billions of current dollars Direct Indirect Total 1.5 Tourism - Cluster Overview Restaurants, RV Parks, Hotels, and Recreational Centers Build infrastructure to support interest created by national trends in natural resources and eco-tourism. CASE TO WIN * Cumberland Plateau’s Tourism is largely based on natural attractions such as state parks and forests. » Restaurants make up the largest portion of the region’s Tourism-related workforce with over 1,800 employees. * Despite few employees in traditional hotels, Cumberland Plateau has a high location quotient for RV Parks and Campgrounds, a growing industry that will benefit from the development of the Clinch River State Park. POTENTIAL STRATEGIES * Continue to expand tourist access to outdoor recreation opportunities due to their recession resiliency among tourism enterprises and strong natural assets. * Develop a mixed accommodations industry with more traditional hotels alongside RV parks and campgrounds which are experiencing high levels of growth in response to current market demands. + Increase tourism resiliency by tying in with other industries in which the region does well such as agriculture and mining. Source: U.S. Bureau of Economic Analysis CLUSTER INFORMATION ays e@ Direct Billions of current dollars @ Indirect TOTAL U.S. TOURISM-RELATED OUTPUT !N 2016-2019 © Total $2,000 ;— $1,500 $1,000 : | | | | $0 2016 2017 2018 2019 167 168 1.6 Cumberland Plateau Cluster Study Traded Industry Local Industry Blended Industry Note: Dot Size represents Total Employment within Occupation Group 100 Employees LOCATION QUOTIENT • Currently, tourism infrastructure industries such as hotels and full-service restaurants do not have a high employment concentration in Cumberland Plateau. • Limited-Service Restaurants is the largest industry by employment within the Tourism sector with a location quotient of 1.5. • Although the RV Parks and Campgrounds industry does not require large scale employment for operations, the region is relatively advantaged with both a high growth rate and location quotient. Source: U.S. Census, EMSI, Hickey Global P R O J E C T E D C .A .G .R . 2 0 2 0 - 2 0 2 5 LOCATION QUOTIENT 1 = U.S. AVERAGE 1.6 Cumberland Plateau Cluster Study 15% LOCATION QUOTIENT * Currently, tourism infrastructure 11% industries such as hotels and full-service restaurants do not have a high employment concentration in Cumberland 8% Plateau. a + Limited-Service Restaurants is s 4% the largest industry by g employment within the Tourism » sector with a location quotient of 9 0% @°e 6 ° © © i + Although the RV Parks and 5 © e Campgrounds industry does not uw 4% Traded Industry require large scale employment 9 for operations, the region is a { ) relatively advantaged with both a ; Local Industry high growth rate and location -8% quotient. Blended Industry 9 11% e 100 Employees ° ¢ Note: Dot Size represents 5 Total Employment within -15% Occupation Group 0 1 2 3 4 5 LOCATION QUOTIENT 1 = U.S. AVERAGE Source: U.S. Census, EMSI, Hickey Global 168 NAICS CODES IN CLUSTER 169 1.7 Tourism Cluster Contributions to National Annual Growth in Real Tourism 487210 Scenic and Sightseeing Transportation, Water 561510 Travel Agencies 561591 Convention and Visitors’ Bureaus 713910 Golf Courses and Country Clubs 713930 Marinas 713940 Fitness and Recreational Sports Centers 721110 Hotels and Motels, Except Casino Hotels 721211 RV Parks and Campgrounds 722310 Food Service Contractors 722320 Caterers 722511 Full-service Restaurants 722513 Limited-service Restaurants 722514 Cafeterias, Grill Buffets, & Buffets 722515 Snack & Nonalcoholic Beverage Bars CONTRIBUTIONS TO NATIONAL ANNUAL GROWTH IN REAL TOURISM OUTPUT IN 2016-2019 Source: Bureau of Economic Analysis Traveler Accommodations Food & Beverage Services Transportation Recreation, Entertainment, & shopping ANNUAL OVERALL TOURISM GROWTH |.7 Tourism Cluster Contributions to National Annual Growth in Real Tourism CONTRIBUTIONS TO NATIONAL ANNUAL GROWTH IN REAL TOURISM OUTPUT IN 2016-2019 3.0% @ 2.5% ® @) _ Transportation @ shopping 2.0% 1.5% 1.0% 0.5% nul 0.0% -0.5% 2016 2017 2018 2019 ANNUAL OVERALL TOURISM GROWTH a ee " 2.7% 2.0% 1.5% Source: Bureau of Economic Analysis, Traveler Accommodations Food & Beverage Services Recreation, Entertainment, & 169 NAICS CODES IN CLUSTER 487210 Scenic and Sightseeing Transportation, Water 561510 Travel Agencies 561591 Convention and Visitors’ Bureaus 713910 Golf Courses and Country Clubs 713930 Marinas 713940 Fitness and Recreational Sports Centers 721110 Hotels and Motels, Except Casino Hotels 721211 RV Parks and Campgrounds 722310 Food Service Contractors 722320 Caterers 722511 Full-service Restaurants 722513 Limited-service Restaurants 722514 Cafeterias, Grill Buffets, & Buffets 722515 Snack & Nonalcoholic Beverage Bars 170 1.8 Existing Outdoor Recreation Job Opportunities Recommendations: Priority should be given to adding jobs which ensure the continuation of outdoor recreation opportunities in the future and provide best year-round possibilities: 1. Water quality management to ensure rivers stay recreation ready and to ensure fish health for continued fishing access 2. Accommodations which are activity inclusive and can offer off-season nature retreats, digital detox retreats, or nature-based relaxation which does not directly require trail access. 3. Working with existing RV Resorts and Campgrounds to introduce similar programming for the off- season period to drive need for long term employment 4. Courting group travel which may be more open to coming during the off season to make use of outdoor recreation areas but may not need actual trail access like schools or nursing homes. 5. Forestry planning which allows for recreation access where possible, perhaps in a guided capacity to ensure safety 6. Working with restaurants to align open hours and menu offerings with tourist preferences for at least the highest visitation portion of the year. 1.8 Existing Outdoor Recreation Job Opportunities Recommendations: Priority should be given to adding jobs which ensure the continuation of outdoor recreation opportunities in the future and provide best year-round possibilities: 1. Water quality management to ensure rivers stay recreation ready and to ensure fish health for continued fishing access . Accommodations which are activity inclusive and can offer off-season nature retreats, digital detox retreats, or nature-based relaxation which does not directly require trail access. . Working with existing RV Resorts and Campgrounds to introduce similar programming for the off- season period to drive need for long term employment . Courting group travel which may be more open to coming during the off season to make use of outdoor recreation areas but may not need actual trail access like schools or nursing homes. . Forestry planning which allows for recreation access where possible, perhaps in a guided capacity to ensure safety . Working with restaurants to align open hours and menu offerings with tourist preferences for at least the highest visitation portion of the year. 170 171 1.9 Existing Outdoor Recreation Job Opportunities Job Quality Brought by Outdoor Recreation to the Cumberland Plateau Of new outdoor participants during the pandemic, most stayed closer to home and 62% engaged in outdoor recreation for exercise and health (OIA, 2021). 53% of participants in outdoor recreation during the pandemic reported a greater sense of mental health and wellbeing (UVM, 2020). Outdoor industry job quality for year-round employment will be tied to local participation in outdoor recreation providing a draw for remote workers and assisting in worker retention in the area. Local support and participation in outdoor recreation initiatives provides greater resiliency in times of economic downturn. Outdoor recreation should be considered a quality of life investment for residents and not merely a tourist draw. Most tourist facing businesses in the area report a substantial amount of business coming from the local population. Grima, N., Corcoran, W., Hill-James, C., Langton, B., Sommer, H., and Fisher, B. (2020). The importance of urban natural areas and urban ecosystem services during the COVID-19 pandemic. PLOS One. https://doi.org/10.1371/journal.pone.0243344 Outdoor Industry Association. (2021). The New Outdoor Participant: COVID and Beyond. https://doi.org/10.1371/journal.pone.0243344 1.9 Existing Outdoor Recreation Job Opportunities Job Quality Brought by Outdoor Recreation to the Cumberland Plateau Of new outdoor participants during the pandemic, most stayed closer to home and 62% engaged in outdoor recreation for exercise and health (OIA, 2021). 53% of participants in outdoor recreation during the pandemic reported a greater sense of mental health and wellbeing (UVM, 2020). Outdoor industry job quality for year-round employment will be tied to local participation in outdoor recreation providing a draw for remote workers and assisting in worker retention in the area. Local support and participation in outdoor recreation initiatives provides greater resiliency in times of economic downturn. Outdoor recreation should be considered a quality of life investment for residents and not merely a tourist draw. Most tourist facing businesses in the area report a substantial amount of business coming from the local population. Grima, N., Corcoran, W., Hill-James, C., Langton, B., Sommer, H., and Fisher, B. (2020). The importance of urban natural areas and urban ecosystem services during the COVID-19 pandemic. PLOS One. https://doi.org/10.137 1/journal,pone,0243344 Outdoor Industry Association. (2021). The New Outdoor Participant: COVID and Beyond. 171 172 1.10 Stakeholder Feedback Non-local Tourism How much of your business comes from tourists outside the region as opposed to local sources? (Tourism Only) |.10 Stakeholder Feedback Non-local Tourism How much of your business comes from tourists outside the region as opposed to local sources? (Tourism Only) 25-50% 10-25% 25% 25% 75-95% 25% 173 1.11 Existing Outdoor Recreation Job Opportunities Job Quality Brought by Outdoor Recreation to the Cumberland Plateau Live Better, Work Better Address “brain drain” and bolster remote work attractiveness of the destination by centering outdoor recreation opportunities. Access to outdoor recreation aids in mental strain during the pandemic and has now been shown to be an attractive element in trip planning into the future. All jobs in the region increase in quality in a pandemic or economic downturn environment where travel becomes restricted financially or physically. The value people see in the outdoors has grown, and this should be part of the pitch when considering remote worker recruitment. There are numerous campaigns currently running to recruit remote workers offering a variety of incentives. Thus far, there is no hard data on how successful those campaigns have been. However, there is support for the importance placed on access to nature close to home and that becoming a priority for people in remote work environments. Overwhelmingly, stakeholders agreed that a remote worker recruitment campaign would aid the region. This should be a top priority not only for population maintenance and growth, but also for continued local support of outdoor recreation jobs in the area. 1.11 Existing Outdoor Recreation Job Opportunities Job Quality Brought by Outdoor Recreation to the Cumberland Plateau Live Better, Work Better Address “brain drain” and bolster remote work attractiveness of the destination by centering outdoor recreation opportunities. Access to outdoor recreation aids in mental strain during the pandemic and has now been shown to be an attractive element in trip planning into the future. All jobs in the region increase in quality in a pandemic or economic downturn environment where travel becomes restricted financially or physically. The value people see in the outdoors has grown, and this should be part of the pitch when considering remote worker recruitment. There are numerous campaigns currently running to recruit remote workers offering a variety of incentives. Thus far, there is no hard data on how successful those campaigns have been. However, there is support for the importance placed on access to nature close to home and that becoming a priority for people in remote work environments. Overwhelmingly, stakeholders agreed that a remote worker recruitment campaign would aid the region. This should be a top priority not only for population maintenance and growth, but also for continued local support of outdoor recreation jobs in the area. 173 Proprietary & Confidential © 2021 Hickey Global. All Rights Reserved. 2.0 New Outdoor Recreation Jobs, Small Businesses, and Gap-Filling Entrepreneurship 2.0 New Outdoor Recreation Jobs, Small Businesses, and Gap-Filling Entrepreneurship ECONOMIC DEVELOPMENT CONSULTING 175 2.1.1 New Outdoor Recreation Job and Small Business Opportunities Identify new outdoor recreation job and small business opportunities not currently utilized in the four counties, with a particular emphasis on gap-filling entrepreneurship ventures that support primary tourism drivers (Breaks Interstate Park, Clinch River State Park, Back of the Dragon, Spearhead Trails, SWVA Outdoors, etc.). Pre-pandemic the highest spending rates in outdoor recreation were: 1. Trail sports, 2. Camping, 3. Water sports with a combined spend of $508bil annually in the US Top 5 outdoor activities with new participants during the pandemic were: 1. Walking, 2. Running/Jogging, 3. Cycling, 4. Birdwatching, 5. Fishing (OIA, 2021, The New Outdoor Participant) New business opportunities could focus around increasing trail access and water access. Ease of access is key which relates to not only physical access but ease of total trip planning and ability to satisfy tourist needs while on vacation. This aligns with key market cluster study analysis of high impact opportunities in RV Parks and campgrounds, Restaurants, and Water-based Scenic and sightseeing transportation 2.1.1 New Outdoor Recreation Job and Small Business Opportunities Identify new outdoor recreation job and small business opportunities not currently utilized in the four counties, with a particular emphasis on gap-filling entrepreneurship ventures that support primary tourism drivers (Breaks Interstate Park, Clinch River State Park, Back of the Dragon, Spearhead Trails, SWVA Outdoors, etc.). Pre-pandemic the highest spending rates in outdoor recreation were: 1. Trail sports, 2. Camping, 3. Water sports with a combined spend of $508bil annually in the US Top 5 outdoor activities with new participants during the pandemic were: 1. Walking, 2. Running/Jogging, 3. Cycling, 4. Birdwatching, 5. Fishing (O/A, 2021, The New Outdoor Participant) New business opportunities could focus around increasing trail access and water access. Ease of access is key which relates to not only physical access but ease of total trip planning and ability to satisfy tourist needs while on vacation. This aligns with key market cluster study analysis of high impact opportunities in RV Parks and campgrounds, Restaurants, and Water-based Scenic and sightseeing transportation 175, 176 2.1.2 New Outdoor Recreation Job and Small Business Opportunities New Business Needs Cluster development around identified access points for outdoor recreation with visitor services like restaurants, accommodations, and guides and outfitters Replicating high-success models from the region such as Southern Gap with Spearhead Trails access and Back of the Dragon development where multiple tourists needs are met in the same area. The success of these locations is largely due to the proximity of visitor services to area attractions. Visitor services in the region are currently clustered around major roadways. This is a good model for business travel, but can make planning difficult when considering outdoor recreation leisure travel. 2.1.2 New Outdoor Recreation Job and Small Business Opportunities New Business Needs Cluster development around identified access points for outdoor recreation with visitor services like restaurants, accommodations, and guides and outfitters Replicating high-success models from the region such as Southern Gap with Spearhead Trails access and Back of the Dragon development where multiple tourists needs are met in the same area. The success of these locations is largely due to the proximity of visitor services to area attractions. Visitor services in the region are currently clustered around major roadways. This is a good model for business travel, but can make planning difficult when considering outdoor recreation leisure travel. 176 177 2.2.1 Select Tourism Assets Cumberland Plateau Source: U.S. Census, Bureau of Transportation Statistics, OpenStreetMap, Hickey Global Consulting Services, Regional County Tourism Departments Accommodation Campgrounds Historical Site Museum Other Park Trail 2.2.\ Select Tourism Assets Cumberland Plateau eK Gilbert Creek vv OY ninevine aes Mn SIRT a eet van Freehurny Wharncliffe “ cone Floyd County Het Pation MoVeigh Majestic WAY “ ‘Breathitt County Coal pot 2 Phelps 16 Heindon ier ~ _ Pv] 1441 52 10|_ Handige~Vackey Gikevils ike County > eoger Davy nue 80 Réderfield Wayland Galveston ft19} 194 Paw/Paw Wéich, home Shelbiana 48) \\KGimballorthfork Crumpler, > Matoaka McDowell County Mercer County Ligon Maybeury Princet Gamer Knott County 12 Dane oe Bradshaw ey patton »\ Montcalm yy aaa RB Pippa Passes Wheelwright = Buchanan County, 83 24) S Ingleside ), S| 80 War, AL 160 : Wy, UTaaEDD Grundy an Gers) iles'C Speight —_-Dorfon 97 7 2 @ Berwin] 16 2) Busted Slles'Coun ; Jewell Valley i 598 Ison\ S Ce. 14 Vansant Squire 20) Rocky cep McRoberts ® Q Tiptop 63 Mavisdale Te j Jewell Ridge one 15 {805 60) Milstoné | Jenkins s G5) fe ae @— Clinehco Tazewell County, -etcher Letcher, County Whites! toon Dickenson County, McClure 931 80 Raven G6) BE 72 63 rammel (3) Russell|County, (21) }___—_Coeburn © e 6 G2 Norton County eR 42) 5257) . Allison Gap ., Dungannon © Emory. lickelsville rz Washington County (U1 2 Source: U.S. Census, Bureau of Transportation Statistics, OpenStreetMap, Hickey Global Consulting Services, Regional County Tourism Departments 177 67) rn 6 Gea “Bisnd Cour 542) Burkes Garden 52 16 32 Kent 21 Broadford 90 Rural Retreat Wythe Coun Atkins Smyth County Marion ; McMulli Cripple Creek Adwolf Sugar Grove Carroll County a ~~ 16] 9 oo” 21 Accommodation Campgrounds Historical Site Museum Other Park Trail 178 MAP ID NUMBER Tourist Site ACCOMMODATION 1 Comfort Inn 2 Comfort Inn & Suites 3 Cuz's Cabins & Restaurant 4 Elk Garden Methodist Bike Hostel 5 Fincastle Motor Inn 6 Holiday Inn Express & Suites Lebanon, an IHG Hotel 7 Holiday Inn Express Richlands/Claypool Hill 8 Real McCoy Cabins, Country Store and Kitchen 9 Sleep Inn & Suites 10 Super 8 by Wyndham Lebanon 11 Super 8 Richlands/Claypool Hill 12 Western Front Hotel CAMPGROUNDS 13 Riverbend Campground 14 Southern Gap Outdoor Adventure 15 Thunder River Campground 16 Trailhead ATV Resort HISTORICAL SITES 17 Coal Miners' Memorial 18 Ellenbrook Mansion 19 Old Russell County Court House (Robert Dickenson Home) 20 Walter McDonald Sanders House MUSEUMS 21 Dante Coal Miners & Railroad Museum 22 Historic Crab Orchard Museum 23 Honaker Heritage Museum 24 Pocahontas Exhibition Coal Mine & Museum 25 Ralph Stanley Museum MAP ID NUMBER Tourist Site OTHER TOURIST SITES 26 Citizens for the Arts 27 Clinch River Farms 28 Foxtail Orchards, Inc 29 Plumb Creek Winery 30 Sandy Head Ostrich Farm PARKS 31 Big Cedar Creek 32 Birch Knob Observation Tower 33 Breaks Interstate Park 34 Burkes Garden 35 Cavitt's Creek Park 36 Cedar Bluff 37 Clinch River State Park 38 Hidden Valley Climbing 39 Hidden Valley Wildlife Management Area 40 John W Flannagan Dam 41 Keen Mountain Park 42 Laurel Bed Lake 43 Lincolnshire Park 44 Pinnacle Natural Area Preserve 45 Poplar Gap Park 46 Tank Hollow Falls 47 The Channels Natural Area Preserve 48 Verner Blankenship Community Park TRAILS 49 Brumley Mountain Trail 50 Coal Canyon Trailhead 51 Great Channels Trailhead 52 Pocahontas OHV Trailhead 53 Ridgeview Trailhead 54 Sugar Hill Trail System 55 The Original Pocahontas Trailhead 2.2.2 Select Tourism Assets Cumberland Plateau 2.2.2 Select Tourism Assets Cumberland Plateau MAP ID NUMBER ACCOMMODATION ODN DOR WY Pe ro 12 CAMPGROUNDS MUSEUMS 21 22 23 24 25 Tourist Site Comfort Inn Comfort Inn & Suites Cuz's Cabins & Restaurant Elk Garden Methodist Bike Hostel Fincastle Motor Inn Holiday Inn Express & Suites Lebanon, an IHG Hotel Holiday Inn Express Richlands/Claypool Hill Real McCoy Cabins, Country Store and Kitchen Sleep Inn & Suites Super 8 by Wyndham Lebanon Super 8 Richlands/Claypool Hill lestern Front Hotel Riverbend Campground Southern Gap Outdoor Adventure Thunder River Campground Trailhead ATV Resort z a x 3° 2 fe) > cr Q Sj m 2) Coal Miners' Memorial Ellenbrook Mansion Old Russell County Court House (Robert Dickenson Home) alter McDonald Sanders House Dante Coal Miners & Railroad Museum Historic Crab Orchard Museum Honaker Heritage Museum Pocahontas Exhibition Coal Mine & Museum Ralph Stanley Museum 178 MAP ID NUMBER OTHER TOURIST SITES 26 27 28 29 30 PARKS 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 TRAI 49 50 yl 52 53 54 95 Citizens for the Arts Clinch River Farms Foxtail Orchards, Inc Plumb Creek Winery ‘Sandy Head Ostrich Farm Big Cedar Creek Birch Knob Observation Tower Breaks Interstate Park Burkes Garden Cavitt's Creek Park Cedar Bluff Clinch River State Park Hidden Valley Climbing Tourist Site Hidden Valley Wildlife Management Area John W Flannagan Dam Keen Mountain Park Laurel Bed Lake Lincolnshire Park Pinnacle Natural Area Preserve Poplar Gap Park Tank Hollow Falls The Channels Natural Area Preserve Verner Blankenship Community Park Brumley Mountain Trail Coal Canyon Trailhead Great Channels Trailhead Pocahontas OHV Trailhead Ridgeview Trailhead Sugar Hill Trail System The Original Pocahontas Trailhead 179 2.3 New Outdoor Recreation Job and Small Business Opportunities Recommended key development locations should each have an outdoor recreation use focus. This will ensure that visitor services are well matched to the actual activities tourists will be engaging in at these locations. A singular location may provide opportunities for multiple activities, but for the sake of development, a primary activity should be identified and developed around: • Hiking • Trans-America Trail • Fishing • Camping • Off-Road Trails • Birding The ability to provide a rest and relaxation element is, in part, ease of trip planning. Having a robust number of restaurants, places to stay near outdoor recreation activities, and low barriers to entry in participation are all key factors in providing the type of outdoor recreation-based vacation travelers are most interested in as the tourism economy begins to recover from the effects of the pandemic. 2.3 New Outdoor Recreation Job and Small Business Opportunities Recommended key development locations should each have an outdoor recreation use focus. This will ensure that visitor services are well matched to the actual activities tourists will be engaging in at these locations. A singular location may provide opportunities for multiple activities, but for the sake of development, a primary activity should be identified and developed around: ° Hiking ¢ Trans-America Trail ¢ Fishing * Camping ¢ Off-Road Trails ° Birding The ability to provide a rest and relaxation element is, in part, ease of trip planning. Having a robust number of restaurants, places to stay near outdoor recreation activities, and low barriers to entry in participation are all key factors in providing the type of outdoor recreation-based vacation travelers are most interested in as the tourism economy begins to recover from the effects of the pandemic. 179 180 2.4 New Outdoor Recreation Job and Small Business Opportunities Tourist Needs Checklist for Key Areas: Full service restaurant available for lunch-dinner • Serves some local food products • Serves cultural or restaurant specialty item Grocery Store • Sells packaged goods for travel • Some local products available Accommodations within walking access to area’s identified major attraction • Walking access can be substituted for shuttle or other public transit access Alcohol availability • This can be provided at either a restaurant location or at a grocery store • A local alcohol offering should be available along with nationally recognized brands Visitor Service or Information Area (Does not need to be staffed) • Has maps available • Has area guides available • Has information on rentals • Has any area restrictions or policies • Has emergency services information Outfitter/Guide • Has relevant equipment to purchase or rent • Provides at least one guided service • Has repair capacities where activity necessitates Internet and Cell Service availability • Important for emergency services • Area encourages social media engagement during trip and after return 2.4 New Outdoor Recreation Job and Small Business Opportunities Tourist Needs Checklist for Key Areas: » Full service restaurant available for lunch-dinner > Visitor Service or Information Area (Does not need to be e Serves some local food products staffed) e Serves cultural or restaurant specialty item e Has maps available e Has area guides available » Grocery Store e Has information on rentals e Sells packaged goods for travel e Has any area restrictions or policies e Some local products available e Has emergency services information » Accommodations within walking access to area’s identified » Outfitter/Guide major attraction e Has relevant equipment to purchase or rent e Walking access can be substituted for shuttle or other public e Provides at least one guided service transit access e Has repair capacities where activity necessitates » Alcohol availability > Internet and Cell Service availability e This can be provided at either a restaurant location or ata e Important for emergency services grocery store e Area encourages social media engagement during trip and after e A local alcohol offering should be available along with nationally return recognized brands 180 181 2.5.1 New Outdoor Recreation Job and Small Business Opportunities In many areas, these needs can be combined within a single business. Especially as areas begin to develop and grow, it will be best to focus on those services which serve resident and tourist needs equally. Additionally, certain services may be unstaffed to start and become staffed as demand grows. This checklist aligns with needs identified by stakeholders during the interview process. Aside from accommodations and visitor information, all items on the checklist will also increase overall resident quality of life. As these areas develop, they become more attractive to remote workers and improve walkability for tourists and residents alike. This checklist is designed with improving livability in mind so as to create areas that both tourists and residents may enjoy as opposed to developing areas into tourist only spaces. In developing these small businesses, preference and funding should be given to encourage adaptive reuse of existing structures in these areas as opposed to new buildings where possible. This will maintain local character and history both of which are highly ranked as attractive to visitors. 2.5.1 New Outdoor Recreation Job and Small Business Opportunities In many areas, these needs can be combined within a single business. Especially as areas begin to develop and grow, it will be best to focus on those services which serve resident and tourist needs equally. Additionally, certain services may be unstaffed to start and become staffed as demand grows. This checklist aligns with needs identified by stakeholders during the interview process. Aside from accommodations and visitor information, all items on the checklist will also increase overall resident quality of life. As these areas develop, they become more attractive to remote workers and improve walkability for tourists and residents alike. This checklist is designed with improving livability in mind so as to create areas that both tourists and residents may enjoy as opposed to developing areas into tourist only spaces. In developing these small businesses, preference and funding should be given to encourage adaptive reuse of existing structures in these areas as opposed to new buildings where possible. This will maintain local character and history both of which are highly ranked as attractive to visitors. 181 182 2.5.2 New Outdoor Recreation Job and Small Business Opportunities Overall, better support services are needed for entrepreneurs looking to start these new ventures. The Southern Virginia Community College should be engaged to develop a restaurant and hospitality program as part of their business track offerings to teach business skills around owning and operating these types of businesses. Counties or a relevant economic interest group should provide scholarships for entrepreneurs interested in starting needed visitor service businesses in identified opportunity and development zones. This program could be used to incentivize business development in a way that is more likely to be sustainable in the long term and ensure that other local grant money is being given to businesses with the best chance of stability. Especially in a pandemic environment where recovery and businesses continuation funding becomes available, training investments in local small business owners could ensure that recovery funding goes towards businesses that are suffering due to economic downturn as opposed to unsustainable business practice. 2.5.2 New Outdoor Recreation Job and Small Business Opportunities Overall, better support services are needed for entrepreneurs looking to start these new ventures. The Southern Virginia Community College should be engaged to develop a restaurant and hospitality program as part of their business track offerings to teach business skills around owning and operating these types of businesses. Counties or a relevant economic interest group should provide scholarships for entrepreneurs interested in starting needed visitor service businesses in identified opportunity and development zones. This program could be used to incentivize business development in a way that is more likely to be sustainable in the long term and ensure that other local grant money is being given to businesses with the best chance of stability. Especially in a pandemic environment where recovery and businesses continuation funding becomes available, training investments in local small business owners could ensure that recovery funding goes towards businesses that are suffering due to economic downturn as opposed to unsustainable business practice. 182 Proprietary & Confidential © 2021 Hickey Global. All Rights Reserved. 3.0 Tourism Pandemic Response Plan Tourism Pandemic Response Plan 184 3.1.1 Tourism Best Practices COVID-19 Management and Response By now, the primary control and containment protocols for pandemic response are well known. These 5 elements are the cornerstone of pandemic response for all tourism businesses and can be rapidly implemented in a pandemic environment. 1 PHYSICAL DISTANCING 2 TRANSMISSION BARRIERS 3 ENHANCED SANITATION 4 LIMITING IN PERSON INTERACTION 5 HEALTH SCREENINGS • Maintaining government suggested distances between people • Operating businesses at partial capacity • Face masks • Physical barriers for in person interaction • Face shields • Other PPE • More frequent cleaning of high-touch surfaces • Use of products proven effective against virus • Hand washing • Hand sanitizing • Post exposure quarantine • Automated services • Stay at home orders • Contactless services • Testing for viral infection • Symptom monitoring • Vaccination checks 3.1.) Tourism Best Practices COVID-19 Management and Response By wow the primary control and containment protocols for pandemic response are well known. These 5 elements are the cornerstone of pandemic response for all tourism businesses and can be rapidly implemented in a pandemic environment. PHYSICAL DISTANCING ENHANCED SANITATION HEALTH SCREENINGS ° Maintaining government * Face masks ° More frequent cleaning of ¢ Post exposure quarantine * Testing for viral infection suggested distances between high-touch surfaces people « Physical barriers for in person « Automated services « Symptom monitoring interaction ° Use of products proven . * Operating businesses at effective against virus * Stay at home orders * Vaccination checks * Face shields partial capacity * Hand washing Contactless services Other PPE ° Hand sanitizing 184 185 3.1.2 Tourism Best Practices COVID-19 Management and Response Recommended equipment and assistance needed to rapidly enact pandemic response varies for each operational category. Access to the following items will be essential in meeting a pandemic threat while keeping businesses operational. Starred items (*) should be maintained in a small stockpile within the region for rapid deployment in a pandemic scenario. 1 PHYSICAL DISTANCING 2 TRANSMISSION BARRIERS 3 ENHANCED SANITATION 4 LIMITING IN PERSON INTERACTION 5 HEALTH SCREENINGS • Signage indicating occupancy limitations • Physical markers denoting distancing • Face masks* • Transparent plastic sheets for barriers • Face shields • Other PPE • CDC approved cleaning solutions • Additional soap, cloths, and paper towels* • Hand sanitizer* • Technologies which limit person to person interaction • Websites which allow for online ordering and payment processing • Online presence to update open status and business restrictions • Testing kits • Online platforms for symptom checks and waivers • Vaccination waivers Response 3.1.2 Tourism Best Practices COVID-19 Management and Recommended equipment and assistance needed to rapidly enact pandemic response varies for each operational category. Access to the following items will be essential in meeting a pandemic threat while keeping businesses operational. Starred items (*) should be maintained in a small stockpile within the region for rapid deployment in a pandemic scenario. PHYSICAL DISTANCING ENHANCED SANITATION * Signage indicating occupancy limitations « Physical markers denoting distancing Face masks* Transparent plastic sheets for barriers Face shields Other PPE * CDC approved cleaning solutions « Additional soap, cloths, and paper towels* * Hand sanitizer* * Technologies which limit person to person interaction « Websites which allow for online ordering and payment processing ° Online presence to update open status and business restrictions HEALTH SCREENINGS ° Testing kits * Online platforms for symptom checks and waivers « Vaccination waivers 185 186 3.2 Stakeholder Feedback Business-related pandemic response What was done well (with region's business-related pandemic response efforts)? Health Services • Did a great job working with local health department on what was expected. • Health care stepped up with testing. • Vaccine rollout did well. • Contact with local health department office and covid clinics. • Acted quickly to protect the aging population. • Rollout of the vaccines went well. • Hands-on health department. Had active outreach from health department for events. • Grant funding was well run and distributed effectively. • CARES money was distributed well. • IDA had funds available quickly. Application process was very easy. • Turnaround on funds was fast to get people reopened. • Grant access was smooth and there was assistance in getting funding. • PPP distribution was done well. Business wouldn't have survived without it. • The Cumberland Plateau provided me with easy access to funds to build our capabilities which allowed me to hire additional workers. Funding • Board of supervisors were supportive of businesses. • Help with navigating the language of the mandates. • County tourism called to check in on reopening; fairly regular communications. • Everyone worked together. • Overall, good. Proactive reach out. Community Response • Promotion for grant programs was done well. • UVA Wise program helped to develop a website. • Mask billboards did well. Marketing 3.2 Stakeholder Feedback Business-related pandemic response What was done well (with region's business-related pandemic response efforts)? Funding . . Grant funding was well run and distributed effectively. CARES money was distributed well. IDA had funds available quickly. Application process was very easy. Turnaround on funds was fast to get people reopened. Grant access was smooth and there was assistance in getting funding. PPP distribution was done well. Business wouldn't have survived without it. The Cumberland Plateau provided me with easy access to funds to build our capabilities which allowed me to hire additional workers. Community Response ° Board of supervisors were supportive of businesses. Help with navigating the language of the mandates. County tourism called to check in on reopening; fairly regular communications. Everyone worked together. Overall, good. Proactive reach out. 186 Health Services ¢ Did a great job working with local health department on what was expected. * Health care stepped up with testing. * Vaccine rollout did well. * Contact with local health department office and covid clinics. * Acted quickly to protect the aging population. * Rollout of the vaccines went well. « Hands-on health department. Had active outreach from health department for events. Marketing « Promotion for grant programs was done well. « UVA Wise program helped to develop a website. « Mask billboards did well. 187 3.3 Stakeholder Feedback COVID-19 Assistance Did you use or receive assistance from pandemic response programs? Funding efforts were routinely mentioned as a highlight of pandemic response in the area. In a future pandemic event, similar types of funding should be made available to business owners. 3.3 Stakeholder Feedback COVID-19 Assistance Cumberland RLF Did you use or receive Rebuild VA Program assistance from State Grant) pandemic response programs? / is IDA Grant ce) 23% Funding efforts were routinely mentioned as a highlight of pandemic response in the area. In T A a future pandemic event, similar own Cares Act Grant types of funding should be made 23% available to business owners. 187 188 3.4 Stakeholder Feedback More Effective Pandemic Response Better, more accurate, and more streamlined information was the most frequent suggestion in improving area pandemic response. Even in many of the recommendations around costs, additional information is the key with better information on grant program qualifications and costs associated with a pandemic operating environment. The calls for additional community engagement also echo desires for communication and a streamlined flow of information. What would have made the region's business- related pandemic response efforts more effective? • Education component was missing. • Rules and actual business education around response and guideline. • Education on the vaccines was lacking. • More information on actual guidelines as well as information on the reasoning behind those guidelines. • Banks not informed of grant guidelines. • Better instructions • Not much guidance on how to handle COVID guidelines. • No singular vision for how to handle restrictions and get educated on health needs and safety standards. • No clear leadership from health department on business specific guidelines. • Better information • Difficult to maintain policies for staff and guests due to lack of time, depth of info, lack of clarification. • Target businesses specifically for information. • Need better local information source. • More timely information. Announcements on Friday evenings after close not helpful because you couldn't receive further guidance. Information • Would've liked more county support for grants through pandemic and into the future. Matching through VCEDA. • State grant assistance and PPP wasn't sufficient for small business needs • Funding a vocational skills program would have been essential to post pandemic recovery. • Difficulty to get money through larger funds due to restrictions around qualifications. • Resources got a bit swamped, and grant systems got overwhelmed. • Costs went up due to reinvestment in businesses and that wasn't covered by grant funding. • Had to make an investment to meet COVID standards without sufficient funding support for those needs. • Filled out numerous grants but got bumped back due to grant qualifications. Feels like a waste of time. • Help with upfront costs to new business to meet pandemic needs. • People had no information that grant money was being made available. • Needed funding faster. Cost • More involvement from county and town. Feels like business owners are on their own. • Coordination between States (border communities). • Need better regional connection to SBDC. • Needed better pandemic exit strategy. Community Involvement • Better promotion and active engagement with marketing materials especially when put online. • Instead of pouring money into individual payments, preferred to see the community colleges funded and staffed with educational programs that can provide skilled workers to the manufacturing industry. • PPE availability. • More testing needed. Miscellaneous What would have made the region's business- related pandemic response efforts more effective? Better, more accurate, and more streamlined information was the most frequent suggestion in improving area pandemic response. Even in many of the recommendations around costs, additional information is the key with better information on grant program qualifications and costs associated with a pandemic operating environment. The calls for additional community engagement also echo desires for communication and a streamlined flow of information. 3.4 Stakeholder Feedback More Effective Pandemic Response Information * Education component was missing. » Rules and actual business education around response and guideline. * Education on the vaccines was lacking. * More information on actual guidelines as well as information on the reasoning behind those guidelines. * Banks not informed of grant guidelines. * Better instructions « Not much guidance on how to handle COVID guidelines. * No singular vision for how to handle restrictions and get educated on health needs and safety standards. * No clear leadership from health department on business specific guidelines. * Better information ° Difficult to maintain policies for staff and guests due to lack of time, depth of info, lack of clarification. * Target businesses specifically for information. * Need better local information source. « More timely information. Announcements on Friday evenings after close not helpful because you couldn't receive further guidance. Community Involvement More involvement from county and town. Feels like business owners are on their own. * Coordination between States (border communities). « Need better regional connection to SBDC. - Needed better pandemic exit strategy. 188 Miscellaneous _ Cost * Would've liked more county support for grants through pandemic and into the future. Matching through VCEDA. State grant assistance and PPP wasn't sufficient for small business needs Funding a vocational skills program would have been essential to post pandemic recovery. Difficulty to get money through larger funds due to restrictions around qualifications. Resources got a bit swamped, and grant systems got overwhelmed. Costs went up due to reinvestment in businesses and that wasn't covered by grant funding. Had to make an investment to meet COVID standards without sufficient funding support for those needs. Filled out numerous grants but got bumped back due to grant qualifications. Feels like a waste of time. Help with upfront costs to new business to meet pandemic needs. People had no information that grant money was being made available. Needed funding faster. Better promotion and active engagement with marketing materials especially when put online. Instead of pouring money into individual payments, preferred to see the community colleges funded and staffed with educational programs that can provide skilled workers to the manufacturing industry. PPE availability. More testing needed. 189 3.5.1 Stakeholder Feedback Government and Non-Profit Responses Governmental and non-profit organizations expressed better satisfaction with regional communication. This makes them a possible resource to businesses who felt communication was less accessible than they’d hoped. What was done well? • Rally calls gathered info and group camaraderie, communication between organizations increased. • Calls together plus individual outreach. • Keeping people updated. • VTC did industry meetings, monthly calls were helpful. • Partnered with UVA WISE, gather regularly to provide a resource for those at high level in the industry within gov and non-profit orgs. • Marketing efforts, pushing people towards time saving tech. • Rally calls were useful for keeping people calm. • Communication and togetherness. We were supported from multiple sources. Communication • Comprehensive response. • No complaints • Good job overall • In general, went well. • I think it was handled well. Overall Effort • Funding grants • We were awash in funding to help businesses. Funding • Scarecrow campaign. • Followed recommendations from State. • To some extent , quick reaction from business owners. Miscellaneous 3.5.) Stakeholder Feedback Government and Non-Profit Responses What was done well? Communication Overall Effort * Rally calls gathered info and group camaraderie, communication * Comprehensive response. between organizations increased. * No complaints * Calls together plus individual outreach. * Good job overall * Keeping people updated. * In general, went well. - VTC did industry meetings, monthly calls were helpful. + | think it was handled well. - Partnered with UVA WISE, gather regularly to provide a resource for those at high level in the industry within gov and non-profit orgs. Governmental and non-profit + Marketing efforts, pushing people towards time saving tech. organizations expressed better « Rally calls were useful for keeping people calm. satisfaction with regional * Communication and togetherness. We were supported from . ge . multiple sources. communication. This makes them a possible resource to businesses who Funding Miscellaneous felt communication was less * Funding grants * Scarecrow campaign. accessible than they’d hoped. » We were awash in funding to help businesses. * Followed recommendations from State. * To some extent , quick reaction from business owners. 189 190 3.5.2 Stakeholder Feedback Government and Non-Profit Responses Requests for additional clarity from this stakeholder group mostly reveal a desire for a stronger, more centralized regional structure around pandemic response. This group correctly identified the need the business group had for a centralized information source. Additionally, the “Reaction” section further emphasizes the need for a coordinated, regional effort to addressing the appropriate application and timing of pandemic responses. What would have made the region's business- related pandemic response efforts more effective? • Lack of clarification and diverse interpretation of information available, clearer direction was needed. • Lots of confusion around qualifications. • Needed clear process. • Could have been a central information source since each county also had its own grants so confusion around criteria. • Early confusion over what would be helpful, try to create a universal application to be able to update each year, have those numbers available, would allow them to know when anything happens what they might be able to do and how they could apply. • Orders came quickly which caused business panic, business adjustments and learning, right way kept changing, trying to stay up to date, and find unified approach. • Lack of steady information, info changed constantly with lots of uncertainty of federal and state info. • More straightforward application. Clarity • Had over reaction and then under reaction. • The "shut down" imposed by the State should have been imposed on a regional basis. Our economy was prematurely "shut down" when the virus was not present or at least not prevalent here. • Then when the virus came in the fall residents were fatigued with the limitations. This led to less public cooperation at the critical juncture in October and November. • Ironically, the "shut down" made the problem worse here and prolonged it. • Response delayed due to cases in area delayed. Reaction • I think it was handled well. • Nothing. • I think business response was about right. It was as effective as could be expected. Nothing • More community outreach for info in rural areas. • No town representatives to give info for what they can be doing to help the public. • Federal grants need to be prepared in advance. • Banks were having a hard to knowing how to loan and distribute funds; PPP loans were hardest Miscellaneous 3.5.2 Stakeholder Feedback Government and Non-Profit Responses What would have made the region's business- related pandemic response efforts more effective? Requests for additional clarity from this stakeholder group mostly reveal a desire for a stronger, more centralized regional structure around pandemic response. This group correctly identified the need the business group had for a centralized information source. Additionally, the “Reaction” section further emphasizes the need for a coordinated, regional effort to addressing the appropriate application and timing of pandemic responses. Clarity * Lack of clarification and diverse interpretation of information available, clearer direction was needed. « Lots of confusion around qualifications. - Needed clear process. * Could have been a central information source since each county also had its own grants so confusion around criteria. - Early confusion over what would be helpful, try to create a universal application to be able to update each year, have those numbers available, would allow them to know when anything happens what they might be able to do and how they could apply. * Orders came quickly which caused business panic, business adjustments and learning, right way kept changing, trying to stay up to date, and find unified approach. « Lack of steady information, info changed constantly with lots of uncertainty of federal and state info. - More straightforward application. Nothing « | think it was handled well. * Nothing. * | think business response was about right. It was as effective as could be expected. 190 Reaction * Had over reaction and then under reaction. * The "shut down" imposed by the State should have been imposed on a regional basis. Our economy was prematurely "shut down" when the virus was not present or at least not prevalent here. * Then when the virus came in the fall residents were fatigued with the limitations. This led to less public cooperation at the critical juncture in October and November. * lronically, the "shut down" made the problem worse here and prolonged it. » Response delayed due to cases in area delayed. Miscellaneous * More community outreach for info in rural areas. - No town representatives to give info for what they can be doing to help the public. « Federal grants need to be prepared in advance. « Banks were having a hard to knowing how to loan and distribute funds; PPP loans were hardest 191 3.6 Stakeholder Feedback Business Responses Businesses received and sought out pandemic response information through a variety of sources. A need appears to guide businesses towards regionally specific and consistently reliable sources of information. Distilling national level restrictions from the CDC may not align with the state level response plan. These discrepancies combined with unofficial sources such as social media and person-to-person communication can lead to businesses picking and choosing strictures to implement. What sources did you use to gain information about pandemic response, guidelines, and recovery resources? • CDC website. • SBA website • County did active outreach. • County website • SBDC • Workforce Development Board • Used small business assistance center at the college. • County officials • Heart of Appalachian pushed out recovery information and grant funding • State briefings • CDC • Workforce board • Workforce development board • Press releases from governor's office • DCR had updated and recently refreshed documents. • Received information from the county with emails. • IDA let owners know about grant program. • Governor’s press conferences. • Local health department on local guidelines and differences. • Health department for information. • Straight from health department. • Health department guidance. Although sometimes document would be issued and then changes. • Health department provided information, but also acted as enforcement. Government & Nonprofit • Person to person. • Word of mouth • Word of mouth • Lots of word of mouth. Person-to-Person • Online news sources. • Internet • Internet • Internet • Internet • Emails • Facebook • Found out about grants through Facebook. • Facebook Online • CPA did application for PPP. • Information on loans from local banks. • Accountant • Chamber • Chamber emails. • SVAM - Southwest Virginia Association of Manufactures Professionals & Organizations • News • National news but messages were very mixed. • News • General news sources. • Newspaper News • Made a lot of outgoing calls to prepare and ensure within compliance. • Dual state situation required multi-state coordination. KY and VA response differences. • Consultant stayed up on information and pushed that out. • No common leadership sources of information. • Corporate HQ. Miscellaneous 3.6 Stakeholder Feedback Business Responses What sources did you Government & Nonprofit Person-to-Person News . . . CDC website. * Person to person. « News use to gain information SBA website * Word of mouth » National news but messages were very mixed. about pandemic response, guidelines, and recovery resources? Businesses received and sought out pandemic response information through a variety of sources. A need appears to guide businesses towards regionally specific and consistently reliable sources of information. Distilling national level restrictions from the CDC may not align with the state level response plan. These discrepancies combined with unofficial sources such as social media and person-to-person communication can lead to businesses picking and choosing strictures to implement. County did active outreach. County website SBDC Workforce Development Board Used small business assistance center at the college. County officials Heart of Appalachian pushed out recovery information and grant funding State briefings CDC Workforce board Workforce development board Press releases from governor's office DCR had updated and recently refreshed documents. Received information from the county with emails. IDA let owners know about grant program. Governor's press conferences. Local health department on local guidelines and differences. Health department for information. Straight from health department. Health department guidance. Although sometimes document would be issued and then changes. Health department provided information, but also acted as enforcement. 191 * Word of mouth * Lots of word of mouth. Online * Online news sources. * Internet * Internet * Internet * Internet * Emails » Facebook » Found out about grants through Facebook. » Facebook Professionals & Organizations * CPA did application for PPP. * Information on loans from local banks. . Accountant Chamber Chamber emails. SVAM - Southwest Virginia Association of Manufactures . . - News » General news sources. » Newspaper Miscellaneous « Made a lot of outgoing calls to prepare and ensure within compliance. * Dual state situation required multi-state coordination. KY and VA response differences. * Consultant stayed up on information and pushed that out. « No common leadership sources of information. * Corporate HQ. 192 3.7 Stakeholder Feedback Information Sources And did you feel adequately informed by those sources? Just under 50% of stakeholders did not feel adequately informed by the multiple sources of information they used to craft their pandemic response. Yes 53% 3.7 Stakeholder Feedback Information Sources And did you feel adequately informed by those sources? somewhat 29% Just under 50% of stakeholders did not feel adequately informed by the multiple sources of information they used to craft their pandemic response. 192 193 3.8 Stakeholder Feedback Government and Non-Profit Responses Government and non-profit entities were more likely to get their information from official sources. All levels of government were consulted which ensures appropriate understanding of differences and similarities in regulation. Fewer types of sources were consulted overall meaning fewer chances to absorb incorrect or unverifiable information. What sources did you use to gain information about pandemic response, guidelines, and recovery resources? • VEDP • Virginia health webpage • SBDC • State Gov • State Government • State government • State • Department of Treasury • VDH • Virginia Department of Health • Governor’s calls were not useful for tourism and funding. • Governor calls were useful for guidelines • Gov. Northam's office • State website • VDH • CICV (Council of Independent Colleges in Virginia) State Government • County • County Administration • County emergency management • County administrator • Local gov’t website • Health Departments • Health department • Local Health Department Local Government • Federal website • CDC • CDC • CDC • CDC • Federal Government • Federal Government Federal Government • Social media • Facebook • Social media • Industry tourism group on Facebook Social Media • Downtown happy hours. • RALLY calls • Internal communications • Pharmacy school • Large restaurant chain • Private organizations Miscellaneous 3.8 Stakeholder Feedback Government and Non-Profit Responses What sources did you State Government Local Government Social Media t - f ti »« VEDP * County * Social media use to gain inrormation * Virginia health webpage * County Administration * Facebook about pandemic + SBDC * County emergency management + Social media response, g uidel i nes, * State Gov * County administrator * Industry tourism group on Facebook * State Government * Local gov’t website and recovery resources? ° State government * Health Departments . . ° State * Health department Government and non-profit entities * Department of Treasury * Local Health Department were more likely to get their + VDH information from official sources. All * Virginia Department of Health levels of government were consulted + Governor's calls were not useful for Federal Government Miscellaneous : : tourism and funding. « Federal website * Downtown happy hours. which ensures appropriate * Governor calls were useful for guidelines * CDC * RALLY calls understanding of differences and * Gov. Northam's office * CDC + Internal communications similarities in regulation. Fewer types + State website * CDC » Pharmacy school of sources were consulted overall * VDH * cbc * Large restaurant chain meaning fewer chances to absorb . vicy (Council of Independent Colleges in * Federal Government « Private organizations irginia) + Federal Government incorrect or unverifiable information. 193 194 3.9.1 Stakeholder Feedback Source Satisfaction And did you feel adequately informed by those sources? Governments and non-profits felt better informed by fewer, higher quality sources than did their business sector counterparts. 3.9.) Stakeholder Feedback Source Satisfaction And did you feel adequately informed by those sources? Governments and non-profits felt better informed by fewer, higher uality sources than did their many No 7% business sector counterparts. Sometimes 21% 194 195 3.9.2 Stakeholder Feedback Source Satisfaction Did you feel you played a leadership role in pandemic response in your sector? All felt they had played at least some kind of leadership role during the pandemic. This was supported by the mentions of assistance in information and distribution of funding and community togetherness by business stakeholders. 3.9.2 Stakeholder Feedback Source Satisfaction Did you feel you played a leadership role in pandemic response in your sector? All felt they had played at least some kind of leadership role during the pandemic. This was seustanceininfornaton ane 12% distribution of funding and community togetherness by business stakeholders. To Some Degree 195 196 3.10 Stakeholder Feedback Role Capability And did you feel capable in that role? Again, this group expressed a majority feeling capable in a leadership role during the pandemic. This would indicate that this group is ready to take on additional leadership roles especially if they are more officially designated to act in that capacity. 3.10 Stakeholder Feedback Role Capability And did you feel capable in that role? Again, this group expressed a majority feeling capable in a leadership role during the pandemic. This would indicate that No this group is ready to take on oO additional leadership roles 13 to especially if they are more officially designated to act in that capacity. Sometimes 19% 196 197 3.11 Recommendations COVID-19 Management and Response Pandemic scenarios are highly changeable with approaches evolving as more information is discovered, new medical advances are made, and political decision making continues. During the COVID-19 pandemic, different states have taken widely varied approaches within the bounds of national recommendations and regulations to varying degrees of success in controlling spread and continuation of business operations and tourism. Due to this inherent variability, the most important planning adjustment for the Cumberland Plateau is to create a communications structure that allows information to be passed quickly and effectively. Information should be aggregated from reliable sources by government entities which already have a community presence and then distributed throughout the region. 3.11 Recommendations COVID-19 Management and Response Pandemic scenarios are highly changeable with approaches evolving as more information is discovered, new medical advances are made, and political decision making continues. During the COVID-19 pandemic, different states have taken widely varied approaches within the bounds of national recommendations and regulations to varying degrees of success in controlling spread and continuation of business operations and tourism. Due to this inherent variability, the most important planning adjustment for the Cumberland Plateau is to create a communications structure that allows information to be passed quickly and effectively. Information should be aggregated from reliable sources by government entities which already have a community presence and then distributed throughout the region. 197 198 3.11 Recommendations COVID-19 Management and Response 3.1] Recommendations COVID-19 Management and Response NATIONAL ) POLICY 7 ® N (FSi \ ; y (Si nage & \ ae \ Advertising CT s oo \ (Clearinghouse Yo aN x '( Business) a 199 3.13 Recommendations COVID-19 Management and Response The Pandemic Action Board should consist of the following representative members: • A tourism administration representative from each county • Virginia Department of Health • Restaurants • Accommodations • Retail • Outdoor recreation • Cultural attractions These representatives would meet bi-weekly to determine regional strategy. They could assess new information from reputable sources but also check in with industry representatives to determine how policy measures are impacting tourism industry businesses. 3.13 Recommendations COVID-19 Management and Response The Pandemic Action Board should consist of the following representative members: ¢ A tourism administration representative from each county ¢ Virginia Department of Health e Restaurants * Accommodations * Retail * Outdoor recreation ¢ Cultural attractions These representatives would meet bi-weekly to determine regional strategy. They could assess new information from reputable sources but also check in with industry representatives to determine how policy measures are impacting tourism industry businesses. 199 Proprietary & Confidential © 2021 Hickey Global. All Rights Reserved. 4.0 Tourism Asset Proposal 4.0 Tourism Asset Proposal HICKEYGLOBAL ECONOMIC DEVELOPMENT CONSULTING 201 4.1.1 Cumberland Plateau Bike Rally A Festival on Two Wheels What would the event entail? A 4 day (long weekend) bicycle rally that tours the Cumberland Plateau region with stopover nights in each county that include events such as small festivals celebrating local culture or music festivals highlighting local bands: • The route would include a night in each of the four Cumberland Plateau region counties. • Cyclists would ride from county to county and then set up to camp on arrival. • This event is not intended to be a race, so attractions along the route such as food vendors, natural wonders, and cultural landmarks can be incorporated as stopping points. • Each host destination would have a nighttime activity to welcome cyclists to the destination. This way, the event takes on the characteristic of being a roving festival as opposed to a bike race or a biking only event. • Additional, non-cyclist tourists can be incorporated into the fun by allowing them to attend destination events without cycling. • This event should be ticketed to assist destinations in covering costs associated with hosting and cleanup. Non- cyclist tourists should also be ticketed to attend festival events. • As a start point, the region should hold this event every 3-4 years to give adequate time for planning, area development, and partnership building. • In between events, the route with associated agritourism and heritage tourism stops could be made available online and through a brochure to act as a semi-permanent touring route for those visiting the area. 4.\.1| Cumberland Plateau Bike Rally A Festival on Two Wheels What would the event entail? A 4 day (long weekend) bicycle rally that tours the Cumberland Plateau region with stopover nights in each county that include events such as small festivals celebrating local culture or music festivals highlighting local bands: The route would include a night in each of the four Cumberland Plateau region counties. Cyclists would ride from county to county and then set up to camp on arrival. This event is not intended to be a race, so attractions along the route such as food vendors, natural wonders, and cultural landmarks can be incorporated as stopping points. Each host destination would have a nighttime activity to welcome cyclists to the destination. This way, the event takes on the characteristic of being a roving festival as opposed to a bike race or a biking only event. Additional, non-cyclist tourists can be incorporated into the fun by allowing them to attend destination events without cycling. This event should be ticketed to assist destinations in covering costs associated with hosting and cleanup. Non- cyclist tourists should also be ticketed to attend festival events. As a start point, the region should hold this event every 3-4 years to give adequate time for planning, area development, and partnership building. In between events, the route with associated agritourism and heritage tourism stops could be made available online and through a brochure to act as a semi-permanent touring route for those visiting the area. 201 202 4.1.2 Cumberland Plateau Bike Rally A Festival on Two Wheels Benefits to the region • Opportunity to highlight natural beauty of the region • Way to introduce tourists to the region who already have an interest in outdoor recreation • Chance to highlight areas which are developing as tourism destinations or new assets of the region • Aligns with region’s already developed goals and plans for the region in supporting small, entrepreneurial tourism businesses and creative economies planning. • Provides ample partnership opportunities to strengthen regional tourism cooperation • Stopover nights and stops along the route allow highlights of local food and culture • Makes the region seem inherently more accessible by giving tourists a pre-defined access route • Supports infrastructure development goals and tourism development goals for the region that are beneficial to tourists and residents 4.\.2 Cumberland Plateau Bike Rally A Festival on Two Wheels Benefits to the region ¢ Opportunity to highlight natural beauty of the region e Way to introduce tourists to the region who already have an interest in outdoor recreation ¢ Chance to highlight areas which are developing as tourism destinations or new assets of the region ¢ Aligns with region’s already developed goals and plans for the region in supporting small, entrepreneurial tourism businesses and creative economies planning. ¢ Provides ample partnership opportunities to strengthen regional tourism cooperation e Stopover nights and stops along the route allow highlights of local food and culture ¢ Makes the region seem inherently more accessible by giving tourists a pre-defined access route ¢ Supports infrastructure development goals and tourism development goals for the region that are beneficial to tourists and residents 202 203 4.2 Stakeholder Feedback Shift in Tourist Demographics This event speaks to the demographics shifts that have been observed at a national level in outdoor recreation as well as at the local level. This event incorporates camping, which has grown in popularity, focuses on the region’s natural assets which are a draw for those in more urban environments, and is a more active event speaking to the younger and more outdoorsy demographics currently exploring the area. Have you seen a shift in tourist demographics during the pandemic? (Examples include age, income, location of origin, interests upon arrival, etc.) • Usually pulling from neighboring states. • 50% of business comes from VA and KY • Pandemic changes not particularly high. Still seeing similar demographics. • Big boom in camping. Shifted slightly more local during pandemic. • Ongoing shift away from older, less experienced community toward more outdoorsy and younger demographic. • Emphasis on natural assets as opposed to the facilities. • Anecdotal increase in rock climbing. • Classic destinations are getting crowded, so people are spreading out. Getting away urban and crowding. • Mostly returning guests from NC and Ohio. Have seen a pandemic uptick from Pike County and Lecher County KY. • Shift towards farther flung markets. Heavy influx from NY. Major draw was the ATV trails. • Most travelers outside of the immediate area are coming from outside of the state entirely. Lots of NC, SC, PA, OH • Not much shift Observations 4.2 Stakeholder Feedback Shiff in Tourist Demographics Have you seen a shift in tourist demographics during the pandemic? (Examples include age, income, location of origin, interests upon antival: EtG to the demographics shifts that have been observed at a national level in outdoor recreation as well as at the local level. This event incorporates camping, which has grown in popularity, focuses on the region’s natural assets which are a draw for those in more urban environments, and is a more active event speaking to the younger and more outdoorsy demographics currently exploring the area. Observations Usually pulling from neighboring states. 50% of business comes from VA and KY Pandemic changes not particularly high. Still seeing similar demographics. Big boom in camping. Shifted slightly more local during pandemic. Ongoing shift away from older, less experienced community toward more outdoorsy and younger demographic. Emphasis on natural assets as opposed to the facilities. Anecdotal increase in rock climbing. Classic destinations are getting crowded, so people are spreading out. Getting away urban and crowding. Mostly returning guests from NC and Ohio. Have seen a pandemic uptick from Pike County and Lecher County KY. Shift towards farther flung markets. Heavy influx from NY. Major draw was the ATV trails. Most travelers outside of the immediate area are coming from outside of the state entirely. Lots of NC, SC, PA, OH Not much shift 203 204 4.3 Cumberland Plateau Bike Rally A Festival on Two Wheels This event is designed to specifically speak to stakeholder feedback. These elements mentioned in feedback can be enhanced or supported by holding this bike festival. • Outdoor industry businesses who put a high value on quality of life. Government & Nonprofit • More regional approach to activities with rotation between recreation sources. • Additional activities in the park area. • Could use community guide for helping to start new businesses. • Need additional signage to find trailheads and parking areas for hiking Tourism Specific: • Remoteness, difficulty of travel to the area. People expect short drive to everything. • Lots to do in area but need willingness to drive. • Some people aren't willing to make the drive to get to these places. • Roads, and the difficulty of getting to the site. Accessibility • More modernization but maintaining community historic beauty. • Natural beauty preserved. • Trashcans and dumping out on the side of the road need to go. • Clean up the community a bit. Tourism and Business: • More tourism friendly- pushing out into the community with signage and communication from major tourism draws which already exist. • See outdoor activities become the center piece of the community's tourism efforts. • Opportunities for local people to become entrepreneurs in outdoor industry. • Additional emphasis on the tourism market. • Bike shops. • More services to capture people once their already here. • More inter-county cooperation in tourism • Trail expansion • A destination for trails and camping. Strong Tourism Economy • Expanded tourism and recreation opportunities for the public. • Welcoming area with tourism economy. • Heart of Appalachia itinerary planning including day trips working out from other attractions outside the area. Expanded Tourism 4.3 Cumberland Plateau Bike Rally A Festival on Two Wheels This event is designed to specifically Government & Nonprofit Tourism Specific: Strong Tourism Economy speak to stakeholder feedback. * Outdoor industry businesses who put a high . More regional approach to activities with ° More tourism friendly- pushing out into the . ; value on quality of life. rotation between recreation sources. community with signage and These elements mentioned in + Additional activities in the park area. communication from major tourism draws feedback can be enhanced or * Could use community guide for helping to which already exist, start new businesses. * See outdoor activities become the center supported by holding this bike « Need additional signage to find trailheads piece of the community's tourism efforts. festival. Expanded Tourism and parking areas for hiking + Opportunities for local people to become - Expanded tourism and recreation entrepreneurs in outdoor industry. opportunities for the public. + Additional emphasis on the tourism * Welcoming area with tourism economy. market. ° Heart of Appalachia itinerary planning - Bike shops. including day trips working out from other + More services to capture people once their attractions outside the area. already here. A ibilit » More inter-county cooperation in tourism » Remoteness, difficulty of travel to the area. | Trail . People expect short drive to everything. rall expansion Tourism and Business: + Lots to do in area but need willingness to * “destination for trails and camping. « More modernization but maintaining drive. community historic beauty. ° Some people aren't willing to make the - Natural beauty preserved. drive to get to these places. * Trashcans and dumping out on the side of the + Roads, and the difficulty of getting to the road need to go. site. * Clean up the community a bit. 204 205 4.4.1 Cumberland Plateau Bike Rally A Festival on Two Wheels Host stopover locations will need: Large area for tent camping • At least a portion should be available year-round for trail continuation Restaurants or ability to get food trucks or stands Sells packaged goods for travel • Participating vendors should offer at least one locally distinctive dish for the event Outdoor venue space for nighttime activity • This could be the same area as the one used for camping if enough space exists • This space should be incorporated into the closest main street area Road accessibility suitable for bikes • This can be provided at either a restaurant location or at a grocery store • A local alcohol offering should be available along with nationally recognized brands Space for those not biking • Additional space should be incorporated for participation in stopover events and camping A key asset the location hopes to showcase • A key asset the location hopes to showcase 4.4.| Cumberland Plateau Bike Rally A Festival on Two Wheels Host stopover locations will need: » Large area for tent camping >» Road accessibility suitable for bikes e Atleast a portion should be available year-round for trail e This can be provided at either a restaurant location or at a grocery continuation store e A local alcohol offering should be available along with nationally > Restaurants or ability to get food trucks or stands Sells recognized brands packaged goods for travel e Participating vendors should offer at least one locally distinctive » Space for those not biking dish for the event e Additional space should be incorporated for participation in > Outdoor venue space for nighttime activity stopover events and camping e This could be the same area as the one used for camping if enough space exists >» Akey asset the location hopes to showcase e This space should be incorporated into the closest main street e A key asset the location hopes to showcase area 205 206 4.4.2 Cumberland Plateau Bike Rally A Festival on Two Wheels Pandemic Resiliency Event is held entirely outdoors Outdoor recreation is seen as highly desirable in a pandemic environment It can be easily accessed from key source markets by car which contributes to pandemic resiliency. Can provide a communal environment while still adhering to distancing guidelines Participation can remain affordable with participants able to choose level of involvement and length of stay Meets pandemic use preferences of new outdoor recreation participants with opportunities for time in nature, a relaxed pace, and food tourism integration which appeals to the younger demographics getting involved. 4.4.2 Cumberland Plateau Bike Rally A Festival on Two Wheels Pandemic Resiliency » Event is held entirely outdoors >» Participation can remain affordable with participants able to choose level of involvement and length of stay » Outdoor recreation is seen as highly desirable in a pandemic environment >» Meets pandemic use preferences of new outdoor recreation participants with opportunities for time in nature, a relaxed » It can be easily accessed from key source markets by car pace, and food tourism integration which appeals to the which contributes to pandemic resiliency. younger demographics getting involved. » Can provide a communal environment while still adhering to distancing guidelines 206 207 4.4.3 Cumberland Plateau Bike Rally A Festival on Two Wheels Needed Infrastructure ❑ Roads must be suitable for packs of bikes to travel along ❑Medical services available to cyclists ❑ Trash collection services at campsites and along routes ❑ Toilet facilities along route ❑Wayfinding signage ❑ Possible partial road closures or reroutes for biker safety ❑ Pre-rally beautification and route cleanup • Road maintenance, wayfinding signage, and pre-route beautification can all be leveraged for year-round viability. These were all stake- holder identified needs during surveying. • These points can be used to encourage destinations to maintain a “tourist ready” status where the area is clean, well signposted, and roads are well maintained for best access. These community beautification and infrastructure initiatives were identified by business, tourism specific, and government and non-profit stakeholders. 4.4.3 Cumberland Plateau Bike Rally A Festival on Two Wheels Needed Infrastructure _] Roads must be suitable for packs of bikes to travel along » Road maintenance, wayfinding signage, and pre-route beautification can all be leveraged for year-round viability. These were all stake- holder identified needs during surveying. _) Medical services available to cyclists _] Trash collection services at campsites and along routes I Toilet facilities along route e These points can be used to encourage —! Wayfinding signage destinations to maintain a “tourist ready” status _] Possible partial road closures or reroutes for biker safety where the area is clean, well signposted, and roads are well maintained for best access. These community beautification and infrastructure initiatives were identified by business, tourism specific, and government and non-profit stakeholders. LJ Pre-rally beautification and route cleanup 207 208 4.5 Cumberland Plateau Bike Rally A Festival on Two Wheels Partnership Potential The rally could directly engage the following partners: • The Crooked Road to host local music events at stopovers • Local small businesses for prizes or booths • Local food producers and food trucks and restaurants to have food available at stopovers • As this is not a bike race, there are opportunities for agritourism stops along the main route • Local volunteers and non-profit organizations should be worked with to sponsor nighttime events, coordinate set up, and assist with cleanup • Regional partnership between tourism boards and highlighted areas • Larger manufacturing and industrial businesses for event sponsorship opportunities All of these partnerships necessitate the type of regional cooperation and small business support that stakeholders included in their long term vision of the area. The festival could serve as an industry anchor and introduce tourists to the communities and associated businesses there that are ready to welcome tourists and grow tourist presence. This list is not exhaustive but can be used as a start point for seeking event partners 4.5 Cumberland Plateau Bike Rally A Festival on Two Wheels Partnership Potential » The rally could directly engage the following partners: e The Crooked Road to host local music events at stopovers Local food p ood availab Local small businesses for prizes or booths roducers and food trucks and restaurants to have e at stopovers As this is not a bike race, there are opportunities for agritourism stops along he main route Local volunteers and non-profit organizations should be worked with to sponsor nighttime events, coordinate set up, and assist with cleanup Regional partnership between tourism boards and highlighted areas Larger manufacturing and industrial businesses for event sponsorship opportunities > All of these partnerships necessitate the type of regional 208 cooperation and small business support that stakeholders included in their long term vision of the area. The festival could serve as an industry anchor and introduce tourists to the communities and associated businesses there that are ready to welcome tourists and grow tourist presence. This list is not exhaustive but can be used as a start point for seeking event partners 209 4.6 Cumberland Plateau Bike Rally A Festival on Two Wheels Location • The bike route should run through all four counties in the CPPDC region • The route can be redone every 4 years when the race is run to highlight new tourism development and bring attention to target areas for tourism development • Ideally each leg should run 30-50mi to remain accessible to mid-level bikers • This asset map can be used as a start point for currently developed route options. Accommodation Campgrounds Historical Site Museum Other Park Trail 4.6 Cumberland Plateau Bike Rally A Festival on Two Wheels Freebum Whameliffe Zebulon McVeigh un aq \ peed Pikeville [1441 Pike County ReSe Day asl aoe Roderfield Shelbiana \_ Wéich ral 7 KAY 4 McDowell County . Belcher War, 2 16 Berwind Jewell Valley ee Be S25 0% ®o }__—_Coebum™—_, on County Broadions Allison Gap Dungannon \ "critic ‘ Meadowview ‘ Glade Spring-e~ — kmore Nickelsville S kt Countyl72 Washington County ze + aan l5R *~ Maybeury Gai Bradshaw. TA ry 4 \ Montcalm Anawalt 83 24 ine . Smyth Ss ar ’ ~ Arista Kimball all Crumpler, + Matoaka~ | Ear f' Mercer Coil Be =s Marion Sugar Grove 209 ¢ The bike route should run through all four counties in the CPPDC region ¢ The route can be redone every 4 years when the race is run to highlight new tourism development and bring attention to target areas for tourism development ¢ Ideally each leg should run 30-50mi to remain accessible to mid-level bikers ¢ This asset map can be used as a start point for currently developed route options. e@ Accommodation e@ Campgrounds e@ Historical Site 210 4.7 Cumberland Plateau Bike Rally A Festival on Two Wheels Time of Year and a Note on Seasonality • This event could be used to extend regional seasonality. As the area seeks to establish itself better as a tourism destination, having a season opening event or season closing event can extend the time period in which the region is presented to tourists as open and viable for outdoor recreation. • Other cycling events of larger scale start as early as April and are largely concluded by mid- November. • As this would be an entirely outdoor event, caution must be taken as to selecting a time where the weather is likely to be good. Good weather in this case should be defined as unlikely to cause hazardous conditions. This would include road conditions as well as health factors like risk of heat stroke. • If the route is posted online and published as a brochure which highlights attractions along the way and the route itself as an informal bike touring trail for the region, this provides year-round use options for individual travelers 4./ Cumberland Plateau Bike Rally A Festival on Two Wheels Time of Year and a Note on Seasonality ¢ This event could be used to extend regional seasonality. As the area seeks to establish itself better as a tourism destination, having a season opening event or season closing event can extend the time period in which the region is presented to tourists as open and viable for outdoor recreation. ¢ Other cycling events of larger scale start as early as April and are largely concluded by mid- November. ¢ As this would be an entirely outdoor event, caution must be taken as to selecting a time where the weather is likely to be good. Good weather in this case should be defined as unlikely to cause hazardous conditions. This would include road conditions as well as health factors like risk of heat stroke. ¢ If the route is posted online and published as a brochure which highlights attractions along the way and the route itself as an informal bike touring trail for the region, this provides year-round use options for individual travelers 210 211 4.8.1 Cumberland Plateau Bike Rally A Festival on Two Wheels Predicted Economic Impact • The average cyclist to the Shenandoah Valley was found to generate $155 per person per day in direct spending. • Assuming a fairly conservative participation number of 200 cyclists this festival would generate $124,000 in direct spending before ticket price. • A recommended ticket price for this event would be $250 per cyclist generating an additional $50,000 in spending. • Using the Shenandoah Valley’s modeling, another $52,200 would be likely in indirect impact and $43,500 in induced impact SPENDING TYPE ESTIMATED DOLLAR AMOUNT Direct Spending $124,000 Ticket Revenue $50,000 Indirect Impact $52,200 Induced Impact $43,500 Total Predict Impact from Cyclists $269,700 Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley. 4.8.1 Cumberland Plateau Bike Rally A Festival on Two Wheels Predicted Economic Impact ° The average cyclist to the Shenandoah Valley was found to generate $155 per person per day in direct spending. e Assuming a fairly conservative participation number of 200 cyclists this festival would generate $124,000 in direct spending before ticket price. e A recommended ticket price for this event would be $250 per cyclist generating an additional $50,000 in spending. e Using the Shenandoah Valley’s modeling, another $52,200 would be likely in indirect impact and $43,500 in induced impact Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley. SPENDING TYPE | ESTIMATED DOLLAR AMOUNT Direct Spending $124,000 Ticket Revenue $50,000 Indirect Impact $52,200 Induced Impact $43,500 $269,700 Total Predict Impact from Cyclists 211 212 4.8.2 Cumberland Plateau Bike Rally A Festival on Two Wheels Predicted Economic Impact Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley. Additional spending associated with this event would be likely considering the increased spend of: • The nighttime events and festivals • Non-cyclist, festival-only participants The economic reach of this event is likely to extend beyond the festival itself by prompting return visits to the area for outdoor recreation. The structure of this festival with overnight stays in the region assured also eliminates most traditional sources of tourism leakage. The event would also have additional economic impacts by establishing the Cumberland Plateau as a destination in Virginia for cycling. The Shenandoah Valley found a total annual impact from cycling tourism to be $13.6 million. By hosting this event, the Cumberland Plateau would position itself to see these higher annual economic impact numbers from cycling tourism. 4.8.2 Cumberland Plateau Bike Rally A Festival on Two Wheels Predicted Economic Impact » Additional spending associated with this event would be likely considering the increased spend of: e The nighttime events and festivals e Non-cyclist, festival-only participants » The economic reach of this event is likely to extend beyond the festival itself by prompting return visits to the area for outdoor recreation. >» The event would also have additional economic impacts by » The structure of this festival with overnight stays in the region assured also eliminates most traditional sources of tourism leakage. Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley. establishing the Cumberland Plateau as a destination in Virginia for cycling. The Shenandoah Valley found a total annual impact from cycling tourism to be $13.6 million. By hosting this event, the Cumberland Plateau would position itself to see these higher annual economic impact numbers from cycling tourism. 213 4.9.1 Additional Ideas EDA Travel, Tourism and Outdoor Recreation Funding To be developed as part of Tourism Master Plan Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley. Water access for fishing and kayaking could grow to become a key asset for the area. Additional water access is needed throughout the county to accommodate activity usage without threatening native species. EDA grant funding in conjunction with the American Rescue Plan could be used to create a water trails system. This trail network should be connected where possible to allow for multi-day water trips. However, the trail system can also just be a regionally organized series of trails. Continued access should be actively planned for including ownership planning for boat launches, access ramps, and fishing platforms or piers. 4.9.\| Additional ldeas EDA Travel, Tourism and Outdoor Recreation Funding To be developed as part of Tourism Master Plan » Water access for fishing and kayaking could grow to become > This trail network should be connected where possible to a key asset for the area. allow for multi-day water trips. However, the trail system can also just be a regionally organized series of trails. » Additional water access is needed throughout the county to accommodate activity usage without threatening native » Continued access should be actively planned for including species. ownership planning for boat launches, access ramps, and fishing platforms or piers. » EDA grant funding in conjunction with the American Rescue Plan could be used to create a water trails system. Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley. 213 214 4.9.2 Additional Ideas EDA Travel, Tourism and Outdoor Recreation Funding Idea for future mine closure Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley. If there is a mine or quarry closure which leaves an open pit style area, it could potentially be developed into a mining play park. This could follow a similar model to Diggerland USA, but with a regionally specific mining theme allowing young people to use heavy machinery and mining equipment under appropriate supervision. Similar mining adventure tours have been implemented in Australia in the Central Deborah Mine to great success with active drilling demonstrations and surface tours where people enjoy the experience of getting to look into a pit mine. These types of developments provide job opportunities for displaced workers who have experience with heavy machinery. Image: diggerlandusa.org 4.9.2 Additional ldeas EDA Travel, Tourism and Outdoor Recreation Funding Idea for future mine closure » If there is a mine or quarry closure which leaves an open pit style area, it could potentially be developed into a mining play park. » This could follow a similar model to Diggerland USA, but with a regionally specific mining theme allowing young people to use heavy machinery and mining equipment under appropriate supervision. >» Similar mining adventure tours have been implemented in Australia in the Central Deborah Mine to great success with active drilling demonstrations and surface tours where people enjoy the experience of getting to look into a pit mine. » These types of developments provide job opportunities for displaced workers who have experience with heavy machinery. Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley. 214 Proprietary & Confidential © 2021 Hickey Global. All Rights Reserved. Title Date Company name or logoBarry I. Matherly, CEcD, FM, HLM President & CEO, Hickey Global +1 917-410-4626 bmatherly@hickeyglobal.com 125 Park Avenue, 25th Floor New York, NY 10017 hickeyglobal.com mailto:bmatherly@hickeyglobal.com http://www.hickeyglobal.com/ Barry I. Matherly, CEcD, FM, HLM President & CEO, Hickey Global +1 917-410-4626 bmatherly@hickeyglobal.com 125 Park Avenue, 25th Floor New York, NY 10017 ogo! hickeyglobal.com HICKEY GLOBAL ECONOMIC DEVELOPMENT CONSULTING