4970 lines
146 KiB
Markdown
4970 lines
146 KiB
Markdown
---
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type: document
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title: CPPDC-CEDS-Update-2024-1
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file: ../CPPDC-CEDS-Update-2024-1.pdf
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tags:
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- Cumberland_Plateau_Planning_District_Commission
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docDate: null
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contentType: application/pdf
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contentLength: 2086823
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sha256sum: 7ae1966042493abdb43ba963578a3ee6294378f227303f2be757b13af965bf80
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sha1sum: fa541365a16429f7348a765e45ded592f9ceb028
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---
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Point Broadband installs new fiber optic cable in Lebanon, VA.
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Comprehensive Economic
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Development Strategy
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2024 UPDATE
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Cumberland Plateau Planning District Commission
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224 Clydesway Drive
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Lebanon, VA 24266
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Comprehensive Economic
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Development Strategy
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2024 UPDATE
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Cumberland Plateau Planning District Commission
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224 Clydesway Drive
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Lebanon, VA 24266
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1
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Table of Contents
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Executive Summary ………………………………………………………………………………………………2
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Regional Background……………………………………………………………………………………………..7
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District SWOT Analysis…………………………………………………………………………………………16
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Strategic Direction/Action Plan……………….…………………………………………………………….18
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1. Vision Statement and Goals/Objectives
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2. Action Plan/Implementation
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Evaluation Framework…………………………………………………………………………………………31
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Economic Resilience…………………………………………………………………………………………….32
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1. Planning and Implementing Resilience
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2. Establishing Information Networks
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3. Climate Resilience
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4. Pre-Disaster Recovery Planning
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5. Measuring Resilience
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Appendices…………………………………………………………………………………………………………44
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Table of Contents
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Executive Summary .
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Regional Background...
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||
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District SWOT Analysis.
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||
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Strategic Direction/Action Plan...
|
||
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||
1. Vision Statement and Goals/Objectives
|
||
2. Action Plan/Implementation
|
||
|
||
Evaluation Framework.
|
||
|
||
Economic Resilience.
|
||
|
||
Planning and Implementing Resilience
|
||
Establishing Information Networks
|
||
Climate Resilience
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||
|
||
Pre-Disaster Recovery Planning
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||
Measuring Resilience
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||
|
||
yeep
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Appendices..
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Cumberland? |ateau
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Planning District Commission
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2
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Executive Summary
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||
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The Cumberland Plateau Planning District Commission will celebrate its 56th year as an
|
||
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||
EDD in 2024. The District staff, Board of Directors and local and regional partners
|
||
|
||
stand prepared to continue the District’s economic diversification efforts.
|
||
|
||
The Cumberland Plateau Planning Commission has been working since 1968 with
|
||
|
||
member governments, regional organizations, state and federal agencies and other
|
||
|
||
public and private entities to diversify the regional economy which was based primarily
|
||
|
||
on coal and agriculture. This effort began with the basics of providing public
|
||
|
||
infrastructure to support economic growth. Then came efforts to develop industrial
|
||
|
||
sites, parks and shell buildings to attract new jobs to the region. That effort resulted in
|
||
|
||
major new industries locating in the area in the late 1980s.
|
||
|
||
At the same time, efforts were being made to support the establishment of the
|
||
|
||
Appalachian School of Law in Buchanan County. The success of this endeavor prompted
|
||
|
||
the County to support the establishment of the Appalachian College of Pharmacy.
|
||
|
||
In the early 2000s, the PDC joined with LENOWISCO PDC to initiate a regional fiber
|
||
|
||
optic broadband deployment project with the financial support of EDA and the Virginia
|
||
|
||
Tobacco Commission. With Point Broadband and Scott County Telephone Cooperative
|
||
|
||
as partners, this project now provides state-of-the-art broadband services to thousands
|
||
|
||
of businesses, industries, institutions and governments in the region.
|
||
|
||
A regional 4G wireless project in cooperation with Verizon Wireless, initiated in 2012,
|
||
|
||
was completed in the Fall of 2016, making Southwest Virginia one of the few rural areas
|
||
|
||
in the nation with 4G coverage. This project provides a transformational economic
|
||
|
||
development tool for the Cumberland Plateau and LENOWISCO Planning Districts. The
|
||
|
||
District is committed to making this asset a major piece of local regional and state
|
||
|
||
marketing plans.
|
||
|
||
Executive Summary
|
||
|
||
The Cumberland Plateau Planning District Commission will celebrate its 56th year as an
|
||
EDD in 2024. The District staff, Board of Directors and local and regional partners
|
||
|
||
stand prepared to continue the District's economic diversification efforts.
|
||
|
||
‘The Cumberland Plateau Planning Commission has been working since 1968 with
|
||
member governments, regional organizations, state and federal agencies and other
|
||
public and private entities to diversify the regional economy which was based primarily
|
||
on coal and agriculture. This effort began with the basics of providing public
|
||
infrastructure to support economic growth. Then came efforts to develop industrial
|
||
sites, parks and shell buildings to attract new jobs to the region. That effort resulted in
|
||
|
||
major new industries locating in the area in the late 1980s.
|
||
|
||
At the same time, efforts were being made to support the establishment of the
|
||
Appalachian School of Law in Buchanan County. The success of this endeavor prompted
|
||
|
||
the County to support the establishment of the Appalachian College of Pharmacy.
|
||
|
||
In the early 2000s, the PDC joined with LENOWISCO PDC to initiate a regional fiber
|
||
optic broadband deployment project with the financial support of EDA and the Virginia
|
||
Tobacco Commission. With Point Broadband and Scott County Telephone Cooperative
|
||
as partners, this project now provides state-of-the-art broadband services to thousands
|
||
|
||
of businesses, industries, institutions and governments in the region.
|
||
|
||
A regional 4G wireless project in cooperation with Verizon Wireless, initiated in 2012,
|
||
was completed in the Fall of 2016, making Southwest Virginia one of the few rural areas
|
||
in the nation with 4G coverage. This project provides a transformational economic
|
||
development tool for the Cumberland Plateau and LENOWISCO Planning Districts. The
|
||
District is committed to making this asset a major piece of local regional and state
|
||
|
||
marketing plans.
|
||
|
||
|
||
|
||
|
||
3
|
||
|
||
With the availability of this robust twenty-first century telecommunications network,
|
||
|
||
several major IT companies have located in the district, including CGI, Northrup
|
||
|
||
Grumman, Foundever, AT&T and SAIC. Other companies, such as PBE Group in
|
||
|
||
Tazewell County, have been able to expand due to the availability of our broadband
|
||
|
||
infrastructure. In addition, the PDC is working with its private ownership partner, Point
|
||
|
||
Broadband, to expand the system to serve residential customers. With two major state
|
||
|
||
telecommunication grants awarded in 2021 and 2022, the District will see universal
|
||
|
||
coverage by the end of 2024 following the construction of nearly 15,000 new broadband
|
||
|
||
passings.
|
||
|
||
On the negative side, the late 2000s also saw the loss in the District of several of our
|
||
|
||
largest automotive manufacturers, including IAC, Teleflex and Alcoa Wheels. With these
|
||
|
||
closings largely due to problems in the American auto industry, nearly 1,000
|
||
|
||
good-paying manufacturing jobs were lost. The end result has been that, despite great
|
||
|
||
progress in diversification of the regional economy, the region is still losing jobs and
|
||
|
||
population. The region is supporting regional workforce programs as well as the
|
||
|
||
creation of Centers of Excellence to provide better training for the advanced
|
||
|
||
manufacturing and other industries being recruited to the District.
|
||
|
||
Despite success in attracting IT and higher education jobs to the area, the continued loss
|
||
|
||
of population has made it apparent that more needs to be done to improve the quality of
|
||
|
||
life in the district in support of creating more manufacturing jobs, jobs for which the
|
||
|
||
District workforce is well-suited. This realization has led to the initiation of several
|
||
|
||
cultural heritage tourism efforts and a robust downtown revitalization program that is
|
||
|
||
transforming Southwest Virginia and its small towns into a national and international
|
||
|
||
tourism destination. Based on the unique music and craft traditions of the region and on
|
||
|
||
the magnificent outdoor recreation assets of the area, Southwest Virginia has seen
|
||
|
||
tremendous growth in tourism over the past fifteen-plus years. This has resulted in
|
||
|
||
increased small business entrepreneurship leading to at least three new motels in the
|
||
|
||
district and many new restaurants, bed and breakfast operations, convenience stores,
|
||
|
||
3
|
||
|
||
With the availability of this robust twenty-first century teleeommunications network,
|
||
several major IT companies have located in the district, including CGI, Northrup
|
||
Grumman, Foundever, AT&T and SAIC. Other companies, such as PBE Group in
|
||
Tazewell County, have been able to expand due to the availability of our broadband
|
||
infrastructure. In addition, the PDC is working with its private ownership partner, Point
|
||
Broadband, to expand the system to serve residential customers. With two major state
|
||
telecommunication grants awarded in 2021 and 2022, the District will see universal
|
||
coverage by the end of 2024 following the construction of nearly 15,000 new broadband
|
||
passings.
|
||
|
||
On the negative side, the late 2000s also saw the loss in the District of several of our
|
||
largest automotive manufacturers, including IAC, Teleflex and Alcoa Wheels. With these
|
||
closings largely due to problems in the American auto industry, nearly 1,000
|
||
good-paying manufacturing jobs were lost. The end result has been that, despite great
|
||
progress in diversification of the regional economy, the region is still losing jobs and
|
||
population. The region is supporting regional workforce programs as well as the
|
||
creation of Centers of Excellence to provide better training for the advanced
|
||
|
||
manufacturing and other industries being recruited to the District.
|
||
|
||
Despite success in attracting IT and higher education jobs to the area, the continued loss
|
||
of population has made it apparent that more needs to be done to improve the quality of
|
||
life in the district in support of creating more manufacturing jobs, jobs for which the
|
||
District workforce is well-suited. This realization has led to the initiation of several
|
||
cultural heritage tourism efforts and a robust downtown revitalization program that is
|
||
transforming Southwest Virginia and its small towns into a national and international
|
||
tourism destination, Based on the unique music and craft traditions of the region and on
|
||
the magnificent outdoor recreation assets of the area, Southwest Virginia has seen
|
||
tremendous growth in tourism over the past fifteen-plus years. This has resulted in
|
||
increased small business entrepreneurship leading to at least three new motels in the
|
||
|
||
district and many new restaurants, bed and breakfast operations, convenience stores,
|
||
|
||
|
||
|
||
|
||
4
|
||
|
||
and other tourism-related businesses that greatly enhance the region’s quality of life. A
|
||
|
||
recent trend has been the creation of several breweries, distilleries and wineries in the
|
||
|
||
District, greatly enhancing the region’s quality of life. These new tourism-related
|
||
|
||
businesses and jobs cannot be shipped to other states and other countries and do much
|
||
|
||
to make the region more attractive to young people. Coupled with the availability of
|
||
|
||
state-of-the-art broadband, both fiber and wireless 4G, the region’s quality of life is
|
||
|
||
tremendously improved and the ability to attract new jobs is greatly enhanced. There is
|
||
|
||
a need for a more robust marketing effort to highlight these assets which are rarely
|
||
|
||
found in America’s rural areas. Additionally, CPPDC itself has worked to recruit a
|
||
|
||
diverse staff of planners, project developers and economic development professionals.
|
||
|
||
While the District has been at the forefront of these various economic diversification
|
||
|
||
efforts, other partners, such as the Virginia Coalfield Economic Development Authority,
|
||
|
||
the Virginia Economic Development Partnership, the Southwest Virginia Workforce
|
||
|
||
Development Board and our local IDAs, are the primary entities that market the District
|
||
|
||
to new businesses. These organizations, under the banner of the e-Region, are focusing
|
||
|
||
on advanced manufacturing, electronic information technology, energy, agriculture,
|
||
|
||
higher education, emerging technologies, existing businesses, and enterprise (Made in
|
||
|
||
the USA and Opportunity SWVA). The industry clusters for IT, energy and higher
|
||
|
||
education are already well established and the potential for growth is great. The
|
||
|
||
Crooked Road, ‘Round the Mountain, Southwest Virginia Outdoors, the Southwest
|
||
|
||
Virginia Cultural Heritage Foundation, Southwest Virginia Culture Center and
|
||
|
||
MarketPlace, Heart of Appalachia Tourism Authority, the Virginia Tourism Corporation
|
||
|
||
and our local tourism offices, are marketing the region’s cultural heritage and outdoor
|
||
|
||
recreation assets to the world with great success. The Virginia Coal Heritage Trail, the
|
||
|
||
Spearhead Multi-Use Trail System, the TransAmerica Bike Trail, the Back of The
|
||
|
||
Dragon Motorcycle Trail, the Haysi to the Breaks Trail and other trails are attracting
|
||
|
||
tourists and will bring more in years to come. A major proposed trail, the Clinch
|
||
|
||
4
|
||
———
|
||
|
||
and other tourism-related businesses that greatly enhance the region’s quality of life. A
|
||
recent trend has been the creation of several breweries, distilleries and wineries in the
|
||
District, greatly enhancing the region’s quality of life. These new tourism-related
|
||
businesses and jobs cannot be shipped to other states and other countries and do much
|
||
to make the region more attractive to young people. Coupled with the availability of
|
||
state-of-the-art broadband, both fiber and wireless 4G, the region’s quality of life is
|
||
tremendously improved and the ability to attract new jobs is greatly enhanced. There is
|
||
a need for a more robust marketing effort to highlight these assets which are rarely
|
||
found in America’s rural areas. Additionally, CPPDC itself has worked to recruit a
|
||
|
||
diverse staff of planners, project developers and economic development professionals.
|
||
|
||
While the District has been at the forefront of these various economic diversification
|
||
efforts, other partners, such as the Virginia Coalfield Economic Development Authority,
|
||
the Virginia Economic Development Partnership, the Southwest Virginia Workforce
|
||
Development Board and our local IDAs, are the primary entities that market the District
|
||
to new businesses. These organizations, under the banner of the e-Region, are focusing
|
||
on advanced manufacturing, electronic information technology, energy, agriculture,
|
||
higher education, emerging technologies, existing businesses, and enterprise (Made in
|
||
the USA and Opportunity SWVA). The industry clusters for IT, energy and higher
|
||
education are already well established and the potential for growth is great. The
|
||
Crooked Road, ‘Round the Mountain, Southwest Virginia Outdoors, the Southwest
|
||
Virginia Cultural Heritage Foundation, Southwest Virginia Culture Center and
|
||
MarketPlace, Heart of Appalachia Tourism Authority, the Virginia Tourism Corporation
|
||
and our local tourism offices, are marketing the region’s cultural heritage and outdoor
|
||
recreation assets to the world with great success. The Virginia Coal Heritage Trail, the
|
||
Spearhead Multi-Use Trail System, the TransAmerica Bike Trail, the Back of The
|
||
Dragon Motorcycle Trail, the Haysi to the Breaks Trail and other trails are attracting
|
||
|
||
tourists and will bring more in years to come. A major proposed trail, the Clinch
|
||
|
||
|
||
|
||
|
||
5
|
||
|
||
Mountain Trail, will be a world-class attraction. Southwest Virginia tourism revenue
|
||
|
||
increases have led the state for the last few years.
|
||
|
||
New efforts in agriculture development and agritourism present significant
|
||
|
||
opportunities to reinvigorate farming in the District, especially in the livestock arena. An
|
||
|
||
Agricultural Strategic Plan for the Virginia Coalfield Economic Development Authority
|
||
|
||
was completed in 2017 and is serving as the basis for new agriculture business
|
||
|
||
development in the region. The demand for local, hormone-free and grass-finished beef,
|
||
|
||
sheep and goats is encouraging more young farmers to start new enterprises in the
|
||
|
||
District and has started conversation about a re-emphasis on agriculture education in
|
||
|
||
the District’s high schools to create interest in farming as an occupation that is growing.
|
||
|
||
As of recently, Tazewell County’s IDA was awarded $979,000 through the Tobacco
|
||
|
||
Commission to assist with the construction of a USDA Inspected meat processing
|
||
|
||
facility in Tazewell County. This industry is in high demand for Virginia Farmers, as
|
||
|
||
most have endured financial strains due to time constraints with processing. This
|
||
|
||
project will add capacity and help to alleviate some of that strain for Virginia farmers.
|
||
|
||
Another new initiative led by the Thompson Foundation in Buchanan and Tazewell
|
||
|
||
Counties is focusing on asset-based development in the areas of artisan and musicians,
|
||
|
||
adventure and nature tourism and local agriculture and food. This effort to support
|
||
|
||
economic diversification in these two coal counties is succeeding in bringing
|
||
|
||
entrepreneurs and governmental leaders together. A recent initiative that originated out
|
||
|
||
of this effort is the development of a major hiking trail linking the Appalachian Trail in
|
||
|
||
Tazewell County to the Breaks Interstate Park in Buchanan County. Called the Burkes
|
||
|
||
Garden to the Breaks Trail, it has the opportunity to add a significant link of the
|
||
|
||
Appalachian Trail (AT) to the coalfields region. Another major trail project would link
|
||
|
||
Pisgah in Tazewell County to the Channels in Russell County and on to the Brumley
|
||
|
||
Mountain Trail. This 45-mile trail along Clinch Mountain will be a world-class
|
||
|
||
destination for hiking tourists.
|
||
|
||
5
|
||
|
||
Mountain Trail, will be a world-class attraction. Southwest Virginia tourism revenue
|
||
|
||
increases have led the state for the last few years.
|
||
|
||
New efforts in agriculture development and agritourism present significant
|
||
opportunities to reinvigorate farming in the District, especially in the livestock arena. An
|
||
Agricultural Strategic Plan for the Virginia Coalfield Economie Development Authority
|
||
was completed in 2017 and is serving as the basis for new agriculture business
|
||
development in the region. The demand for local, hormone-free and grass-finished beef,
|
||
sheep and goats is encouraging more young farmers to start new enterprises in the
|
||
District and has started conversation about a re-emphasis on agriculture education in
|
||
the District’s high schools to create interest in farming as an occupation that is growing.
|
||
‘As of recently, Tazewell County’s IDA was awarded $979,000 through the Tobacco
|
||
Commission to assist with the construction of a USDA Inspected meat processing
|
||
facility in Tazewell County. This industry is in high demand for Virginia Farmers, as
|
||
most have endured financial strains due to time constraints with processing. This
|
||
|
||
project will add capacity and help to alleviate some of that strain for Virginia farmers.
|
||
|
||
Another new initiative led by the Thompson Foundation in Buchanan and Tazewell
|
||
Counties is focusing on asset-based development in the areas of artisan and musicians,
|
||
adventure and nature tourism and local agriculture and food. This effort to support
|
||
economic diversification in these two coal counties is succeeding in bringing
|
||
entrepreneurs and governmental leaders together. A recent initiative that originated out
|
||
of this effort is the development of a major hiking trail linking the Appalachian Trail in
|
||
‘Tazewell County to the Breaks Interstate Park in Buchanan County. Called the Burkes
|
||
Garden to the Breaks Trail, it has the opportunity to add a significant link of the
|
||
‘Appalachian Trail (AT) to the coalfields region. Another major trail project would link
|
||
Pisgah in Tazewell County to the Channels in Russell County and on to the Brumley
|
||
|
||
Mountain Trail. This 45-mile trail along Clinch Mountain will be a world-class
|
||
|
||
destination for hiking tourists.
|
||
|
||
|
||
|
||
|
||
6
|
||
|
||
The PDC is participating in the newly-formed Southwest Virginia Solar Workgroup in
|
||
|
||
efforts to develop both residential and utility-scale solar projects in Virginia’s coalfields.
|
||
|
||
The PDC Board has recently offered its support of state legislation to make shared solar
|
||
|
||
programs available in Southwest Virginia. These programs can assist in industrial
|
||
|
||
recruitment efforts in the District.
|
||
|
||
The District also partners with the Small Business Development Center (SBDC) and the
|
||
|
||
Procurement Technical Assistance Center (PTAC) at Southwest Community College in
|
||
|
||
the implementation of its Revolving Loan Fund (RLF). These programs support new
|
||
|
||
business development as well as business expansion in the District.
|
||
|
||
All of these developments to promote economic development in the District and in
|
||
|
||
Southwest Virginia have been supported by the CPPDC and its local governments. The
|
||
|
||
growth in targeted business and industry clusters, especially in advanced
|
||
|
||
manufacturing, is happening and the District’s economy is more diversified. The
|
||
|
||
challenge is to build on the successes and attract more IT, higher education, clean
|
||
|
||
energy, advanced manufacturing and tourism jobs to the region, support a growing
|
||
|
||
interest in agriculture and to further improve the economy and the quality of life in the
|
||
|
||
District.
|
||
|
||
With the support of its many partners, the CPPDC will continue to provide leadership in
|
||
|
||
promoting the economic development action plan set forth in this document that plots a
|
||
|
||
path forward for economic resiliency that addresses the challenges and vulnerabilities of
|
||
|
||
the District. By focusing on the current assets and opportunities identified in this CEDS
|
||
|
||
Update, the region can overcome those challenges identified.
|
||
|
||
6
|
||
|
||
The PDC is participating in the newly-formed Southwest Virginia Solar Workgroup in
|
||
efforts to develop both residential and utility-scale solar projects in Virginia’s coalfields.
|
||
‘The PDC Board has recently offered its support of state legislation to make shared solar
|
||
programs available in Southwest Virginia. These programs can assist in industrial
|
||
recruitment efforts in the District.
|
||
|
||
The District also partners with the Small Business Development Center (SBDC) and the
|
||
Procurement Technical Assistance Center (PTAC) at Southwest Community College in
|
||
the implementation of its Revolving Loan Fund (RLF). These programs support new
|
||
|
||
business development as well as business expansion in the District.
|
||
|
||
All of these developments to promote economic development in the District and in
|
||
Southwest Virginia have been supported by the CPPDC and its local governments. The
|
||
growth in targeted business and industry clusters, especially in advanced
|
||
manufacturing, is happening and the District’s economy is more diversified. The
|
||
challenge is to build on the successes and attract more IT, higher education, clean
|
||
energy, advanced manufacturing and tourism jobs to the region, support a growing
|
||
interest in agriculture and to further improve the economy and the quality of life in the
|
||
District.
|
||
|
||
With the support of its many partners, the CPPDC will continue to provide leadership in
|
||
promoting the economic development action plan set forth in this document that plots a
|
||
path forward for economic resiliency that addresses the challenges and vulnerabilities of
|
||
the District. By focusing on the current assets and opportunities identified in this CEDS
|
||
|
||
Update, the region can overcome those challenges identified.
|
||
|
||
|
||
|
||
|
||
7
|
||
|
||
Regional Background
|
||
|
||
The Cumberland Plateau Planning District is in Southwest Virginia and encompasses
|
||
|
||
the four member counties of Buchanan, Dickenson, Russell and Tazewell and their
|
||
|
||
twelve towns, including Grundy, Clinchco, Clintwood, Haysi, Cleveland, Honaker,
|
||
|
||
Lebanon, Cedar Bluff, Pocahontas, Richlands, Bluefield and Tazewell.
|
||
|
||
Geographically, the district lies within the Cumberland Plateau which is the southern
|
||
|
||
portion of the great Appalachian Plateau. The region is composed of sedimentary rocks
|
||
|
||
and natural resources like coal and gas of which our four-county district has been widely
|
||
|
||
known for. Nestled in Virginia’s coalfields, the district has also been very prosperous in
|
||
|
||
agriculture and cattle farming. A large portion of the district's acreage, specifically
|
||
|
||
through Russell and Tazewell counties, is privately owned farmland.
|
||
|
||
Southwest Virginia is also known as “four season” country and is described by Virginia
|
||
|
||
Tourism as a “goldilocks climate” – not too hot and not too cold. The region's unique
|
||
|
||
climate allows for snowy winters, rainy springs, humid summers and a cool, crisp fall.
|
||
|
||
The district welcomes many visitors year-round to experience the beauty of the outdoors
|
||
|
||
in every season.
|
||
|
||
However, the mountainous terrain can pose a challenge for economic development. Our
|
||
|
||
natural topography leaves little developable land to create industrial business sites,
|
||
|
||
housing developments, retail space, etc., making marketing efforts for the area
|
||
|
||
sometimes difficult. While Virginia’s coalfields are largely insulated from natural
|
||
|
||
disaster conditions, flash floods, as well as occasional large snowfall events, can cause
|
||
|
||
transportation and workforce issues. Due to these geographical and climate-related
|
||
|
||
hurdles, achieving effective economic diversification can be a tall order for the region.
|
||
|
||
Regional Background
|
||
|
||
‘The Cumberland Plateau Planning District is in Southwest Virginia and encompasses
|
||
the four member counties of Buchanan, Dickenson, Russell and Tazewell and their
|
||
twelve towns, including Grundy, Clinchco, Clintwood, Haysi, Cleveland, Honaker,
|
||
Lebanon, Cedar Bluff, Pocahontas, Richlands, Bluefield and Tazewell.
|
||
|
||
Geographically, the district lies within the Cumberland Plateau which is the southern
|
||
portion of the great Appalachian Plateau. The region is composed of sedimentary rocks
|
||
and natural resources like coal and gas of which our four-county district has been widely
|
||
known for. Nestled in Virginia’s coalfields, the district has also been very prosperous in
|
||
agriculture and cattle farming. A large portion of the district's acreage, specifically
|
||
|
||
through Russell and Tazewell counties, is privately owned farmland.
|
||
|
||
Southwest Virginia is also known as “four season” country and is described by Virginia
|
||
Tourism as a “goldilocks climate” — not too hot and not too cold. The region's unique
|
||
climate allows for snowy winters, rainy springs, humid summers and a cool, crisp fall.
|
||
The district welcomes many visitors year-round to experience the beauty of the outdoors
|
||
|
||
in every season.
|
||
|
||
However, the mountainous terrain can pose a challenge for economic development. Our
|
||
natural topography leaves little developable land to create industrial business sites,
|
||
|
||
housing developments, retail space, etc., making marketing efforts for the area
|
||
|
||
sometimes difficult. While Virginia’s coalfields are largely insulated from natural
|
||
disaster conditions, flash floods, as well as occasional large snowfall events, can cause
|
||
transportation and workforce issues. Due to these geographical and climate-related
|
||
|
||
hurdles, achieving effective economic diversification can be a tall order for the region.
|
||
|
||
|
||
|
||
|
||
8
|
||
|
||
Population in the four-county district has experienced a steady decline for years.
|
||
|
||
Between 2010 and 2021, the population in the District decreased
|
||
|
||
11.01 percent, declining from 113,976 to 101,418.
|
||
|
||
Russell and Tazewell counties had the lowest decline rates
|
||
|
||
recorded with Russell County falling by 10.26 percent and
|
||
|
||
Tazewell County declining by 9.90 percent. During that same
|
||
|
||
timeframe, Dickenson County saw a 10.35 percent decline, while
|
||
|
||
Buchanan County’s population fell by 14.45 percent.
|
||
|
||
Population in the four-county district has experienced a steady decline for years.
|
||
Between 2010 and 2021, the population in the District decreased
|
||
11.01 percent, declining from 113,976 to 101,418.
|
||
|
||
Russell and Tazewell counties had the lowest decline rates
|
||
|
||
recorded with Russell County falling by 10.26 percent and
|
||
|
||
— Tazewell County declining by 9.90 percent. During that same
|
||
Toalpepuiionlowsr timeframe, Dickenson County saw a 10.35 percent decline, while
|
||
peloton
|
||
|
||
Buchanan County’s population fell by 14.45 percent.
|
||
Population by County
|
||
aos
|
||
|
||
40,615
|
||
|
||
14256
|
||
|
||
25932
|
||
|
||
buchanan =ickenson = Russ = Tazewell
|
||
|
||
Population by Town (2021)
|
||
|
||
2000 4000
|
||
|
||
Richtands 5300
|
||
|
||
Bluefield
|
||
|
||
ctincneo fj 207
|
||
|
||
rocshontas ff 294
|
||
|
||
|
||
|
||
|
||
9
|
||
|
||
Projections by the University of Virginia Weldon Cooper Center show that the
|
||
|
||
population in all four counties will continue to decline through 2050. The projection
|
||
|
||
shows that by 2050 the Cumberland Plateau Planning District will see a decrease of 33%
|
||
|
||
in population from the year 2020. The decline in the mining industry has contributed to
|
||
|
||
this decline and a much stronger economic recovery will be needed to reverse the
|
||
|
||
population counts and economic trends of the past.
|
||
|
||
According to the US Census Bureau the Cumberland Plateau PDC has an average of
|
||
|
||
27.68% of its population that have a disability, 21.95% that are elderly, 20.88% that are
|
||
|
||
low income and 3.08% that are minority. In comparison, Virginia has 11.80% that have
|
||
|
||
a disability,
|
||
|
||
15.60% that are
|
||
|
||
elderly, 10%
|
||
|
||
that are low
|
||
|
||
income and
|
||
|
||
33.50% that are
|
||
|
||
minority.
|
||
|
||
9
|
||
|
||
Projections by the University of Virginia Weldon Cooper Center show that the
|
||
population in all four counties will continue to decline through 2050. The projection
|
||
shows that by 2050 the Cumberland Plateau Planning District will see a decrease of 33%
|
||
in population from the year 2020. The decline in the mining industry has contributed to
|
||
this decline and a much stronger economic recovery will be needed to reverse the
|
||
|
||
population counts and economic trends of the past.
|
||
|
||
Population Projections
|
||
|
||
~ | [ |
|
||
Loom
|
||
|
||
luchanan——_‘ikeenson sel lazewll evvc
|
||
|
||
MUS Census 2020 = Projection 2080
|
||
|
||
According to the US Census Bureau the Cumberland Plateau PDC has an average of
|
||
27.68% of its population that have a disability, 21.95% that are elderly, 20.88% that are
|
||
|
||
low income and 3.08% that are minority. In comparison, Virginia has 11.80% that have
|
||
|
||
a disability,
|
||
15.60% that are
|
||
|
||
Disability, Elderly, Low Income and Minority for the CPPDC
|
||
|
||
elderly, 10%
|
||
|
||
aco
|
||
that are low
|
||
|
||
25.00%
|
||
income and |...
|
||
33-50% that are | jc
|
||
minority. 10.00%
|
||
|
||
00%
|
||
uchanan Dickson use lavewell Viena
|
||
|
||
viability mtlderly mlouincome- Poverty mMinosiy
|
||
|
||
|
||
|
||
|
||
|
||
10
|
||
|
||
Age is another characteristic that differs significantly from the State's population
|
||
|
||
statistics. The populations of all four counties are slightly older on average than that of
|
||
|
||
the State, ,with median ages of 46.5 (Buchanan), 44.3 (Dickenson), 45.4 (Russell) and
|
||
|
||
44.9 (Tazewell) respectively, in comparison to 38.1 for the State between 2017-2021.
|
||
|
||
Much of the younger generation has steadily relocated out of the region due to quality
|
||
|
||
and quantity of jobs available, housing, wages, and quality of life infrastructure needs.
|
||
|
||
In 2022, unemployment was less in all counties compared to 2021. Buchanan County
|
||
|
||
was at 4.7 percent, Dickenson County was at 4.4 percent, Russell County was at 3.6
|
||
|
||
percent and Tazewell County was at 4.2 percent. In comparison, Virginia's
|
||
|
||
unemployment rate in 2022 was 2.9 percent and the Cumberland Plateau Planning
|
||
|
||
District as a whole posted a rate of 4.1 percent.
|
||
|
||
Employment by industry data shows that the largest percentages of employment in the
|
||
|
||
four county area are in healthcare, retail trade, entrepreneurship, and educational
|
||
|
||
services. The percent of employment in mining was appreciably smaller in Russell
|
||
|
||
County (4.0 percent) and Tazewell County (3.0 percent) than it was in Buchanan
|
||
|
||
County (10.0 percent), or Dickenson County (9.0 percent) reiterating the relative
|
||
|
||
10
|
||
|
||
‘Age is another characteristic that differs significantly from the State's population
|
||
statistics. The populations of all four counties are slightly older on average than that of
|
||
the State, ,with median ages of 46.5 (Buchanan), 44.3 (Dickenson), 45.4 (Russell) and
|
||
44.9 (Tazewell) respectively, in comparison to 38.1 for the State between 2017-2021.
|
||
Much of the younger generation has steadily relocated out of the region due to quality
|
||
|
||
and quantity of jobs available, housing, wages, and quality of life infrastructure needs.
|
||
|
||
CPPDC Median Age Demographics
|
||
|
||
50.0
|
||
|
||
450
|
||
400
|
||
350
|
||
300
|
||
250
|
||
200
|
||
150
|
||
100
|
||
50
|
||
00
|
||
|
||
Buchanan Dickenson Russell Tazewell Virginia
|
||
|
||
In 2022, unemployment was less in all counties compared to 2021. Buchanan County
|
||
was at 4.7 percent, Dickenson County was at 4.4 percent, Russell County was at 3.6
|
||
percent and Tazewell County was at 4.2 percent. In comparison, Virginia's
|
||
unemployment rate in 2022 was 2.9 percent and the Cumberland Plateau Planning
|
||
|
||
District as a whole posted a rate of 4.1 percent.
|
||
|
||
Employment by industry data shows that the largest percentages of employment in the
|
||
four county area are in healthcare, retail trade, entrepreneurship, and educational
|
||
services. The percent of employment in mining was appreciably smaller in Russell
|
||
County (4.0 percent) and Tazewell County (3.0 percent) than it was in Buchanan
|
||
|
||
County (10.0 percent), or Dickenson County (9.0 percent) reiterating the relative
|
||
|
||
|
||
|
||
|
||
11
|
||
|
||
diversity of the economies in Tazewell and Russell as opposed to the other two counties.
|
||
|
||
The figures for mining employment in 2021 are considerably smaller than they were in
|
||
|
||
2010 in all four counties due to the continued downturn in coal production.
|
||
|
||
With the cyclical nature of the coal industry, the development of more educational and
|
||
|
||
vocational training will be vital in addressing segments of the active labor force that may
|
||
|
||
be furloughed.
|
||
|
||
Population bleed throughout the four counties can also be attributed to lower wages and
|
||
|
||
income throughout the district. The CPPDC footprint continues to lag behind the
|
||
|
||
median family income for the State of Virginia. While the median family income in
|
||
|
||
Buchanan, Dickenson, Russell and Tazewell counties increased by 20.43, 34.40, 31.92,
|
||
|
||
and 27.06 percent, respectively, between 2010 and 2021, the State increased by 34.35
|
||
|
||
percent.
|
||
|
||
11
|
||
|
||
diversity of the economies in Tazewell and Russell as opposed to the other two counties.
|
||
The figures for mining employment in 2021 are considerably smaller than they were in
|
||
|
||
2010 in all four counties due to the continued downturn in coal production.
|
||
|
||
Distribution of Employment
|
||
|
||
Proesonal and Yc Soke
|
||
ne
|
||
|
||
pacar, Fors Fai Hang
|
||
|
||
With the cyclical nature of the coal industry, the development of more educational and
|
||
vocational training will be vital in addressing segments of the active labor force that may
|
||
be furloughed.
|
||
|
||
Population bleed throughout the four counties can also be attributed to lower wages and
|
||
income throughout the district. The CPPDC footprint continues to lag behind the
|
||
median family income for the State of Virginia. While the median family income in
|
||
Buchanan, Dickenson, Russell and Tazewell counties increased by 20.43, 34.40, 31.92,
|
||
and 27.06 percent, respectively, between 2010 and 2021, the State increased by 34.35
|
||
|
||
percent.
|
||
|
||
|
||
|
||
|
||
12
|
||
|
||
Even though the counties increased in median family income at a significant rate, there
|
||
|
||
is still a great disparity with the State on the actual dollar amounts of the median family
|
||
|
||
incomes. Average Median Family Income in the 2017-2021 period for the four counties
|
||
|
||
of the planning district was $50,401 compared to $98,771 for the state of Virginia.
|
||
|
||
The same trend holds for per capita income. From 2010 to 2017-2021, average per
|
||
|
||
capita income increased by 31.25% in Buchanan County, 39.56% in Dickenson County,
|
||
|
||
31.44% in Russell County and 33.13% in Tazewell County. State per capita income
|
||
|
||
increased by 34.59% for the same period. The counties of the planning district have
|
||
|
||
grown at a rate comparable to the state, but the per capita income differential between
|
||
|
||
Virginia ($43,267) and the District average of $23,388 is still very large.
|
||
|
||
12
|
||
|
||
Even though the counties increased in median family income at a significant rate, there
|
||
is still a great disparity with the State on the actual dollar amounts of the median family
|
||
|
||
incomes. Average Median Family Income in the 2017-2021 period for the four counties
|
||
|
||
of the planning district was $50,401 compared to $98,771 for the state of Virgil
|
||
|
||
Median Family Income
|
||
129000
|
||
|
||
100,000
|
||
|
||
:
|
||
|
||
The same trend holds for per capita income. From 2010 to 2017-2021, average per
|
||
capita income increased by 31.25% in Buchanan County, 39.56% in Dickenson County,
|
||
31.44% in Russell County and 33.13% in Tazewell County. State per capita income
|
||
increased by 34.59% for the same period. The counties of the planning district have
|
||
grown at a rate comparable to the state, but the per capita income differential between
|
||
|
||
Virginia ($43,267) and the District average of $23,388 is still very large.
|
||
|
||
PerCapita Income
|
||
0,000
|
||
45,000
|
||
40,000
|
||
35,000
|
||
30,000
|
||
|
||
25,000
|
||
|
||
20,000
|
||
15,000
|
||
10,000
|
||
5,000
|
||
©
|
||
|
||
Buchanan County Dickenson County Russell County Tazewell County Virginia
|
||
|
||
|
||
|
||
|
||
13
|
||
|
||
The District has one of the most robust telecommunications networks of any rural area
|
||
|
||
in America. Built by the Cumberland Plateau Company in conjunction with Bristol
|
||
|
||
Virginia Utilities Authority, Virginia Coalfield Economic Development Authority, the
|
||
|
||
Virginia Coalfield Coalition and Scott County Telephone Cooperative, the broadband
|
||
|
||
infrastructure and wireless network now in place provides a critically important tool in
|
||
|
||
the District’s economic development toolbox. An aggressive effort with a new operating
|
||
|
||
partner, Point Broadband, to grow residential services in the District is underway with
|
||
|
||
anticipated completion in late 2024.
|
||
|
||
The district is tourism heavy with numerous outdoor recreation and cultural heritage
|
||
|
||
tourism assets throughout the four county-region. These assets are being aggressively
|
||
|
||
marketed through several regional initiatives, including the Southwest Virginia Cultural
|
||
|
||
Heritage Foundation and the Friends of Southwest Virginia, Heart of Appalachia
|
||
|
||
Tourism Authority and County Tourism Offices. As the umbrella organization for the
|
||
|
||
Crooked Road: Virginia’s Heritage Music Trail, ‘Round the Mountain’: Southwest
|
||
|
||
Virginia’s Artisan Network, and Southwest Virginia’s Outdoor Recreation Initiative, the
|
||
|
||
Friends of Southwest Virginia promotes the 19 counties and four cities of Southwest
|
||
|
||
Virginia to national and international tourists. This effort has brought the region to near
|
||
|
||
the top of Virginia’s tourism destinations.
|
||
|
||
Likewise, Heart of Appalachia promotes the
|
||
|
||
seven-county and one-city area that defines
|
||
|
||
Virginia’s coalfields, including the four
|
||
|
||
CPPDC member counties.
|
||
|
||
Much work lies ahead on the region’s most significant new outdoor recreation initiative,
|
||
|
||
the Clinch River State Park. Once developed, Clinch River State Park will highlight the
|
||
|
||
Clinch River’s natural, historical and recreational resources.
|
||
|
||
13
|
||
|
||
The District has one of the most robust telecommunications networks of any rural area
|
||
in America. Built by the Cumberland Plateau Company in conjunction with Bristol
|
||
Virginia Utilities Authority, Virginia Coalfield Economic Development Authority, the
|
||
Virginia Coalfield Coalition and Scott County Telephone Cooperative, the broadband
|
||
infrastructure and wireless network now in place provides a critically important tool in
|
||
the District's economic development toolbox. An aggressive effort with a new operating
|
||
partner, Point Broadband, to grow residential services in the District is underway with
|
||
|
||
anticipated completion in late 2024.
|
||
|
||
The district is tourism heavy with numerous outdoor recreation and cultural heritage
|
||
tourism assets throughout the four county-region. These assets are being aggressively
|
||
marketed through several regional initiatives, including the Southwest Virginia Cultural
|
||
Heritage Foundation and the Friends of Southwest Virginia, Heart of Appalachia
|
||
Tourism Authority and County Tourism Offices. As the umbrella organization for the
|
||
Crooked Road: Virginia's Heritage Music Trail, ‘Round the Mountain’: Southwest
|
||
Virginia’s Artisan Network, and Southwest Virginia’s Outdoor Recreation Initiative, the
|
||
Friends of Southwest Virginia promotes the 19 counties and four cities of Southwest
|
||
Virginia to national and international tourists. This effort has brought the region to near
|
||
|
||
the top of Virginia’s tourism destinations.
|
||
|
||
Likewise, Heart of Appalachia promotes the gourawest Hes
|
||
seven-county and one-city area that defines
|
||
|
||
Virginia's coalfields, including the four ‘AGE
|
||
CPPDC member counties. UNDATION
|
||
|
||
Much work lies ahead on the region’s most significant new outdoor recreation initiative,
|
||
the Clinch River State Park. Once developed, Clinch River State Park will highlight the
|
||
|
||
Clinch River's natural, historical and recreational resources.
|
||
|
||
|
||
|
||
|
||
14
|
||
|
||
It will be the first blueway state park in Virginia, consisting of several smaller (250-400
|
||
|
||
acres) anchor properties connected by multiple canoe/kayak access points along a
|
||
|
||
100-mile stretch of the Clinch River.
|
||
|
||
Another regional organization, Spearhead Trails, is focused on the development of a
|
||
|
||
multi-use trail system in Virginia’s coalfield counties. Of special importance is the
|
||
|
||
development of an ATV trail system similar to the Hatfield-McCoy Trail in West
|
||
|
||
Virginia. This trail has recently prompted an increase in tourism and economic
|
||
|
||
development in the region.
|
||
|
||
All of the District’s counties have access to Breaks Interstate
|
||
|
||
Park which is located on the Virginia-Kentucky border with
|
||
|
||
most of the Park's 4,500 acres falling within Dickenson
|
||
|
||
County. The Park boasts the largest canyon east of the
|
||
|
||
Mississippi, carved out by the Russell Fork River, and
|
||
|
||
nicknamed the "Grand Canyon of the South.” While only a
|
||
|
||
small portion of The Breaks Park is located in Buchanan
|
||
|
||
County, there is major cooperative effort between the Park and
|
||
|
||
Buchanan County supporting the management of the only elk
|
||
|
||
herd in Virginia. The herd thrives on abandoned mine land in
|
||
|
||
Buchanan County, and The Breaks sponsors bus tours to observe the elk. This effort is
|
||
|
||
drawing tourists to the District in significant numbers.
|
||
|
||
Another significant outdoor recreation site in Dickenson County is the John W.
|
||
|
||
Flannagan Dam and Reservoir which is located five miles from Haysi on the Pound
|
||
|
||
River, a tributary of the Russell Fork River. Visitors to the Reservoir enjoy
|
||
|
||
opportunities to participate in outdoor activities such as picnicking, hiking, camping,
|
||
|
||
swimming, fishing, boating and paddleboarding. The lake is a well-known small-mouth
|
||
|
||
bass and walleye fishing venue.
|
||
|
||
14
|
||
|
||
It will be the first blueway state park in Virginia, consisting of several smaller (250-400
|
||
acres) anchor properties connected by multiple canoe/kayak access points along a
|
||
|
||
100-mile stretch of the Clinch River.
|
||
|
||
Another regional organization, Spearhead Trails, is focused on the development of a
|
||
multi-use trail system in Virginia's coalfield counties. Of special importance is the
|
||
development of an ATV trail system similar to the Hatfield-McCoy Trail in West
|
||
Virginia. This trail has recently prompted an increase in tourism and economic
|
||
development in the region.
|
||
|
||
All of the District's counties have access to Breaks Interstate
|
||
Park which is located on the Virginia-Kentucky border with
|
||
most of the Park's 4,500 acres falling within Dickenson
|
||
County. The Park boasts the largest canyon east of the
|
||
Mississippi, carved out by the Russell Fork River, and
|
||
nicknamed the "Grand Canyon of the South.” While only a
|
||
small portion of The Breaks Park is located in Buchanan
|
||
County, there is major cooperative effort between the Park and
|
||
|
||
Buchanan County supporting the management of the only elk
|
||
|
||
herd in Virginia. The herd thrives on abandoned mine land in
|
||
Buchanan County, and The Breaks sponsors bus tours to observe the elk. This effort is
|
||
|
||
drawing tourists to the District in significant numbers.
|
||
|
||
Another significant outdoor recreation site in Dickenson County is the John W.
|
||
Flannagan Dam and Reservoir which is located five miles from Haysi on the Pound
|
||
River, a tributary of the Russell Fork River. Visitors to the Reservoir enjoy
|
||
opportunities to participate in outdoor activities such as picnicking, hiking, camping,
|
||
swimming, fishing, boating and paddleboarding. ‘The lake is a well-known small-mouth
|
||
|
||
bass and walleye fishing venue.
|
||
|
||
|
||
|
||
|
||
15
|
||
|
||
White water rafting and kayaking are additional activities offered on a seasonal basis on
|
||
|
||
the Russell Fork River below the Flannagan Dam. During October of each year,
|
||
|
||
whitewater enthusiasts from all over the world come to Dickenson County to enjoy one
|
||
|
||
of the best whitewater experiences in North America. Estimates of the regional
|
||
|
||
economic impact of a 21-day rafting season on the Gauley River in West Virginia--$16.8
|
||
|
||
million in total direct and indirect revenues-- provide strong incentive for pursuing the
|
||
|
||
development of rafting and related tourist industries in the area around the Flannagan
|
||
|
||
Dam. Efforts are being made to increase the number of releases from the Dam in the
|
||
|
||
Fall to expand the length of the whitewater season. Another major effort is the
|
||
|
||
development of a hiking/biking trail from the Town of Haysi along the Russell Fork and
|
||
|
||
into the Breaks Gorge. The trail will have international appeal.
|
||
|
||
The four counties in the District share access to Jefferson National Forest, a 690,000
|
||
|
||
acre forest located in Southwest Virginia. Dickenson, Russell and Tazewell Counties
|
||
|
||
claim small portions of this forest's huge acreage and its many recreational attractions.
|
||
|
||
Jefferson National Forest has received media attention for becoming the nation's first
|
||
|
||
forest to actively promote tourism rather than simply waiting for people to ask for
|
||
|
||
information. This bodes well for the District and Southwest Virginia as many
|
||
|
||
world-class outdoor recreation assets are located in the region. In the District, in
|
||
|
||
addition to the aforementioned Breaks Park, John Flannagan Reservoir and Jefferson
|
||
|
||
National Forest, The Channels State Forest, Brumley Mountain Trail, Laurel Bed Lake,
|
||
|
||
the Clinch Mountain Wildlife Management Area, the Appalachian Trail and Burkes
|
||
|
||
Garden are all located along Clinch Mountain on the District’s southern border. In
|
||
|
||
addition, many world-class assets, including the Pinnacle Natural Area Preserve and the
|
||
|
||
Cleveland Barrens are associated with the Clinch River, North America’s most
|
||
|
||
biodiverse river, which runs through Russell and Tazewell counties.
|
||
|
||
15
|
||
|
||
White water rafting and kayaking are additional activities offered on a seasonal basis on
|
||
the Russell Fork River below the Flannagan Dam. During October of each year,
|
||
whitewater enthusiasts from all over the world come to Dickenson County to enjoy one
|
||
of the best whitewater experiences in North America. Estimates of the regional
|
||
economic impact of a 21-day rafting season on the Gauley River in West Virginia--$16.8
|
||
million in total direct and indirect revenues-- provide strong incentive for pursuing the
|
||
development of rafting and related tourist industries in the area around the Flannagan
|
||
Dam. Efforts are being made to increase the number of releases from the Dam in the
|
||
Fall to expand the length of the whitewater season. Another major effort is the
|
||
development of a hiking/biking trail from the Town of Haysi along the Russell Fork and
|
||
|
||
into the Breaks Gorge. The trail will have international appeal.
|
||
|
||
The four counties in the District share access to Jefferson National Forest, a 690,000
|
||
acre forest located in Southwest Virginia. Dickenson, Russell and Tazewell Counties
|
||
claim small portions of this forest's huge acreage and its many recreational attractions.
|
||
Jefferson National Forest has received media attention for becoming the nation's first
|
||
forest to actively promote tourism rather than simply waiting for people to ask for
|
||
information. This bodes well for the District and Southwest Virginia as many
|
||
world-class outdoor recreation assets are located in the region. In the District, in
|
||
addition to the aforementioned Breaks Park, John Flannagan Reservoir and Jefferson
|
||
National Forest, The Channels State Forest, Brumley Mountain Trail, Laurel Bed Lake,
|
||
the Clinch Mountain Wildlife Management Area, the Appalachian Trail and Burkes
|
||
Garden are all located along Clinch Mountain on the Distriet’s southern border. In
|
||
addition, many world-class assets, including the Pinnacle Natural Area Preserve and the
|
||
Cleveland Barrens are associated with the Clinch River, North America’s most
|
||
|
||
biodiverse river, which runs through Russell and Tazewell counties.
|
||
|
||
|
||
|
||
|
||
16
|
||
|
||
The District is also rich in historical sites, including the Historic Crab Orchard Museum
|
||
|
||
and Pioneer Park located on 110 acres of land near Tazewell and designated as a
|
||
|
||
prehistoric and historic site by the Virginia Division of Historic Landmarks and the
|
||
|
||
National Register of Historic Places. The Museum presents the history of Tazewell
|
||
|
||
County and Southwest Virginia from 570 million years ago to the present time. Other
|
||
|
||
sites of historic interest in the District include: The Town of Pocahontas, which has
|
||
|
||
been placed on the Virginia Register and the National Register as a historic preservation
|
||
|
||
zone; the Old Russell County Courthouse, designated as a Virginia historic landmark
|
||
|
||
and placed on the State Register; Honaker Historic Downtown District, and the Cedar
|
||
|
||
Bluff Roller Mills, placed on both the State and National Registers for historic places.
|
||
|
||
The Ralph Stanley Museum and Traditional Mountain Music Center in Clintwood is one
|
||
|
||
of the major venues on “The Crooked Road” Music Trail that attracts thousands of
|
||
|
||
cultural heritage tourists to the Southwest Virginia region. Numerous affiliated venues
|
||
|
||
of The Crooked Road are located throughout the District, and all four counties are on
|
||
|
||
Artisan Trails sponsored by ‘Round the Mountain.
|
||
|
||
District SWOT Analysis
|
||
|
||
The Cumberland Plateau Planning District has been widely known for our coal and gas
|
||
|
||
production. Economic Development has been challenging as production for these
|
||
|
||
industries and their supportive businesses have declined. The decline has caused a
|
||
|
||
domino effect handcuffing displaced workers from the coal industry that were unable to
|
||
|
||
find a new trade or skill set, and by also creating a generational age gap within the
|
||
|
||
workforce as children and family members of those working in our once iconic
|
||
|
||
industries have either moved on to new trades and careers that are not prominent in our
|
||
|
||
region, or possibly suffer a loss of educational training due to their economic status from
|
||
|
||
the downturn of coal and natural gas production.
|
||
|
||
Industry automation combined with cyclical market conditions make the employment
|
||
|
||
base in this sector quite volatile. Between 2012-2022, the mining sector in Virginia
|
||
|
||
decreased by some 4,000 total jobs, according to statistics reported by the Virginia
|
||
|
||
16
|
||
|
||
The District is also rich in historical sites, including the Historic Crab Orchard Museum
|
||
and Pioneer Park located on 110 acres of land near Tazewell and designated as a
|
||
prehistoric and historic site by the Virginia Division of Historic Landmarks and the
|
||
National Register of Historic Places. The Muscum presents the history of Tazewell
|
||
County and Southwest Virginia from 570 million years ago to the present time. Other
|
||
sites of historic interest in the District include: The Town of Pocahontas, which has
|
||
been placed on the Virginia Register and the National Register as a historic preservation
|
||
zone; the Old Russell County Courthouse, designated as a Virginia historic landmark
|
||
and placed on the State Register; Honaker Historic Downtown District, and the Cedar
|
||
Bluff Roller Mills, placed on both the State and National Registers for historic places.
|
||
The Ralph Stanley Museum and Traditional Mountain Music Center in Clintwood is one
|
||
of the major venues on “The Crooked Road” Music Trail that attracts thousands of
|
||
cultural heritage tourists to the Southwest Virginia region. Numerous affiliated venues
|
||
of The Crooked Road are located throughout the District, and all four counties are on
|
||
|
||
Artisan Trails sponsored by ‘Round the Mountain.
|
||
|
||
‘t SWOT Analysis
|
||
|
||
The Cumberland Plateau Planning District has been widely known for our coal and gas
|
||
production. Economic Development has been challenging as production for these
|
||
industries and their supportive businesses have declined. The decline has caused a
|
||
domino effect handcuffing displaced workers from the coal industry that were unable to
|
||
find a new trade or skill set, and by also creating a generational age gap within the
|
||
workforce as children and family members of those working in our once iconic
|
||
industries have either moved on to new trades and careers that are not prominent in our
|
||
region, or possibly suffer a loss of educational training due to their economic status from
|
||
|
||
the downturn of coal and natural gas production.
|
||
|
||
Industry automation combined with cyclical market conditions make the employment
|
||
base in this sector quite volatile. Between 2012-2022, the mining sector in Virginia
|
||
|
||
decreased by some 4,000 total jobs, according to statistics reported by the Virginia
|
||
|
||
|
||
|
||
|
||
17
|
||
|
||
Employment Commission. In addition to direct employment, coal and natural gas
|
||
|
||
severance taxes represent vital budgetary sources for our local governments, many of
|
||
|
||
which rely on these corporate taxes to fund basic services such as police and fire
|
||
|
||
departments, garbage collection, etc. Based on these budgetary numbers, The
|
||
|
||
Appalachian Regional Commission has categorized Buchanan and Dickenson Counties
|
||
|
||
as “distressed” and Tazewell and Russell counties as “at risk” therefore creating a less
|
||
|
||
desired region for those looking to invest.
|
||
|
||
17
|
||
|
||
STRENGTHS
|
||
|
||
Natural Assets, i.e. Clinch River, Breaks Interstate Park,
|
||
Burkes Garden, Cleveland Barrens,
|
||
|
||
* Local, Regional and State support for diversification efforts
|
||
|
||
‘+ Robust Broadband and Wireless 4G Network
|
||
|
||
* Low Cost of Living
|
||
|
||
* Quality higher education and workforce training
|
||
opportunities, ie. Bluefield University, Southwest Virginia
|
||
Community College, Appalachian School of Law,
|
||
Appalachian School of Pharmacy , UVA- Wise, various
|
||
vocational schools
|
||
|
||
* Appalachian cultural heritage, music, and crafts
|
||
|
||
* Outdoor recreational activities to support tourism
|
||
development
|
||
|
||
* Friendly and welcoming communities
|
||
|
||
+ 4- lane highway transportation in 3 member counties
|
||
|
||
OPPORTUNITIES
|
||
|
||
+ Partnership collaboration for new and expanding regional
|
||
efforts
|
||
© Agriculture Workgroup, Solar Workgroup, Cumberland
|
||
Plateau Industrial Facilities Authority
|
||
‘+ Expensive marketing efforts in the region to showcase
|
||
regional assets
|
||
‘+ New and expanding workforce efforts
|
||
© advanced manufacturing, agriculture,
|
||
telecommunications, alternative energy, small business/
|
||
entrepreneurship, and outdoor recreation
|
||
+ Continued efforts with the Coalfield Expressway
|
||
‘+ Take advantage of federal funding specifically targeting rural
|
||
‘America to attract new investment in the region
|
||
+ AlTechnotogies
|
||
|
||
WEAKNESSE.
|
||
|
||
* Mountainous terrain
|
||
© Transportation challenges
|
||
* Quality of life Ecosystems
|
||
» Lack of sewer infrastructure in some areas across the
|
||
district
|
||
+ Lack of investment capital
|
||
+ No interstate Highway
|
||
© Supply chain access
|
||
‘© Demographics challenges
|
||
© Population loss
|
||
© Aging population
|
||
* Opioid epidemic
|
||
© Generational age gap related to workforce
|
||
© lack of treatment facilities
|
||
|
||
THREATS
|
||
|
||
* Inadequate public transportation
|
||
|
||
+ Lack of avaliable and affordable housing
|
||
|
||
* Lack of developable land to support site development
|
||
for industries and housing developers
|
||
|
||
© lack of quality healthcare providers
|
||
|
||
* Population loss and demographic hurdles (i.e. loss of
|
||
younger generation) that negatively impact local
|
||
government budgets and K-12 resources
|
||
|
||
* Lack of technology workforce spe 's and resources
|
||
|
||
‘* Lack of skilled tradesman in the district- causing a
|
||
disruption in infrastructure and development projects
|
||
|
||
* Opioid issue affecting workforce numbers
|
||
|
||
Employment Commission. In addition to direct employment, coal and natural gas
|
||
|
||
severance taxes represent vital budgetary sources for our local governments, many of
|
||
|
||
which rely on these corporate taxes to fund basic services such as police and fire
|
||
|
||
departments, garbage collection, etc. Based on these budgetary numbers, The
|
||
|
||
Appalachian Regional Commission has categorized Buchanan and Dickenson Counties
|
||
|
||
as “distressed” and Tazewell and Russell counties as “at risk” therefore creating a less
|
||
|
||
desired region for those looking to invest.
|
||
|
||
|
||
|
||
|
||
18
|
||
|
||
However, the Cumberland Plateau Planning District Commission strives to promote
|
||
|
||
collaboration and active partnerships, working to solve problems through regional
|
||
|
||
thinking. Despite the challenges notated in our SWOT diagram, the Cumberland
|
||
|
||
Plateau Planning District CEDS Committee is committed to leaning into our known
|
||
|
||
assets and strengths such as our uniquely-positioned, world class tourism assets and our
|
||
|
||
robust Broadband and wireless 4G Network to start thinking outside the box to find
|
||
|
||
meaningful ways to spur new private business investment through telecommunications,
|
||
|
||
advanced manufacturing, clean energy, agriculture, and healthcare.
|
||
|
||
Strategic Goals/Objectives
|
||
|
||
The vision statement developed by the CPPDC takes into consideration the strategic
|
||
|
||
direction of where the District wants to go. The goals and objectives plot the course for
|
||
|
||
how to get there.
|
||
|
||
The Cumberland Plateau Planning District Commission envisions:
|
||
|
||
A future in which all units of government and other public and private
|
||
|
||
institutions work together toward the creation of a vibrant regional
|
||
|
||
economy which will attract and support a wide diversity of economic and
|
||
|
||
community development opportunities, providing meaningful jobs and a
|
||
|
||
high quality of life to benefit the district’s citizens.
|
||
|
||
The goals and objectives were developed collaboratively between CPPDC staff and the
|
||
|
||
CEDS Committee. The Executive Director and the Economic Director of the CPPDC
|
||
|
||
realigned the CEDS Committee to include a more inclusive and diverse group for
|
||
|
||
broader insight and perspective. More than half of the committee is female or from a
|
||
|
||
minority group. The committee also has representatives from each member county and
|
||
|
||
represents various development sectors that pertain to our projects and goals for the
|
||
|
||
region including, tourism, healthcare, transportation, workforce, etc. (CEDS Committee)
|
||
|
||
https://drive.google.com/open?id=1wxpO8dvV-32SLcrM1bc5R7tADEocXfWd
|
||
18
|
||
|
||
However, the Cumberland Plateau Planning District Commission strives to promote
|
||
collaboration and active partnerships, working to solve problems through regional
|
||
thinking. Despite the challenges notated in our SWOT diagram, the Cumberland
|
||
Plateau Planning District CEDS Committee is committed to leaning into our known
|
||
assets and strengths such as our uniquely-positioned, world class tourism assets and our
|
||
robust Broadband and wireless 4G Network to start thinking outside the box to find
|
||
meaningful ways to spur new private business investment through telecommunications,
|
||
|
||
advanced manufacturing, clean energy, agriculture, and healthcare.
|
||
|
||
Strategic Goals/Objectives
|
||
|
||
The vision statement developed by the CPPDC takes into consideration the strategic
|
||
direction of where the District wants to go. The goals and objectives plot the course for
|
||
|
||
how to get there.
|
||
The Cumberland Plateau Planning District Commission envisions:
|
||
|
||
A future in which all units of government and other public and private
|
||
institutions work together toward the creation of a vibrant regional
|
||
economy which will attract and support a wide diversity of economic and
|
||
community development opportunities, providing meaningful jobs and a
|
||
high quality of life to benefit the district’s citizens.
|
||
|
||
The goals and objectives were developed collaboratively between CPPDC staff and the
|
||
CEDS Committee. The Executive Director and the Economic Director of the CPPDC
|
||
realigned the CEDS Committee to include a more inclusive and diverse group for
|
||
broader insight and perspective. More than half of the committee is female or from a
|
||
minority group. The committee also has representatives from each member county and
|
||
represents various development sectors that pertain to our projects and goals for the
|
||
|
||
region including, tourism, healthcare, transportation, workforce, etc. (CEDS Committee)
|
||
|
||
|
||
|
||
|
||
19
|
||
|
||
Other regional organizations’ economic development plans were taken into account as
|
||
|
||
well as the 2022 CPPDC Roadmap to Economic Resiliency planning document, the
|
||
|
||
2023 Tele-pharmacy Strategic Plan, and the upcoming 2024 CPPDC Regional Housing
|
||
|
||
Needs Assessment. These planning documents play a large role in goal-setting for both
|
||
|
||
the economic development staff and planning staff. Goals and objectives were set based
|
||
|
||
on activities and projects already underway, the new opportunities available, and the
|
||
|
||
impact each goal and objective would have on addressing economic development needs
|
||
|
||
in the District.
|
||
|
||
CPPDC Planning and Development Goals
|
||
|
||
Economic Development
|
||
|
||
Focusing on strengthening our region through quality of life infrastructure for
|
||
|
||
community development, job creation and job retention. Work with local
|
||
|
||
governments to foster new and expanding business, especially in the target
|
||
|
||
industries of information technology (cyber security, remote technology services,
|
||
|
||
etc.), advanced manufacturing (battery production), agriculture and aquaculture.
|
||
|
||
Tourism
|
||
|
||
Work closely with tourism partners and member counties to assist in
|
||
|
||
development of new parks and recreational facilities, as well as work on
|
||
|
||
revitalization efforts to existing parks and recreational activities to attract more
|
||
|
||
tourists. Continue to promote our natural assets in outdoor recreation with
|
||
|
||
marketing and projects that are centered around hiking, biking, white water
|
||
|
||
rafting, fishing, hunting, rock climbing, and ATV trail riding . Work with our local
|
||
|
||
communities in support of tourism infrastructure facilities, such as hotels,
|
||
|
||
breweries, distilleries, wineries, restaurants, campgrounds, shooting complexes,
|
||
|
||
etc., as well as focusing on hospitality industry efforts to better serve the local and
|
||
|
||
traveling public.
|
||
|
||
19
|
||
|
||
Other regional organizations’ economic development plans were taken into account as
|
||
well as the 2022 CPPDC Roadmap to Economic Resiliency planning document, the
|
||
2023 Tele-pharmacy Strategic Plan, and the upcoming 2024 CPPDC Regional Housing
|
||
Needs Assessment. These planning documents play a large role in goal-setting for both
|
||
the economic development staff and planning staff. Goals and objectives were set based
|
||
on activities and projects already underway, the new opportunities available, and the
|
||
impact each goal and objective would have on addressing economic development needs
|
||
in the District.
|
||
|
||
CPPDC Planning and Development Goals
|
||
|
||
Economic Development
|
||
|
||
Focusing on strengthening our region through quality of life infrastructure for
|
||
community development, job creation and job retention. Work with local
|
||
governments to foster new and expanding business, especially in the target
|
||
industries of information technology (cyber security, remote technology services,
|
||
etc.), advanced manufacturing (battery production), agriculture and aquaculture.
|
||
Tourism
|
||
|
||
Work closely with tourism partners and member counties to assist in
|
||
development of new parks and recreational facilities, as well as work on
|
||
revitalization efforts to existing parks and recreational activities to attract more
|
||
tourists. Continue to promote our natural assets in outdoor recreation with
|
||
marketing and projects that are centered around hiking, biking, white water
|
||
rafting, fishing, hunting, rock climbing, and ATV trail riding . Work with our local
|
||
communities in support of tourism infrastructure facilities, such as hotels,
|
||
breweries, distilleries, wineries, restaurants, campgrounds, shooting complexes,
|
||
ete., as well as focusing on hospitality industry efforts to better serve the local and
|
||
|
||
traveling public,
|
||
|
||
|
||
|
||
|
||
20
|
||
|
||
Telecommunications
|
||
|
||
Address the challenges throughout the District with broadband and wireless
|
||
|
||
services for residents, businesses, industries, and institutions through the
|
||
|
||
regionally- owned CPC/Point Broadband Network. Continue communicating
|
||
|
||
with Verizon and Old Dominion Power/ Kentucky Utilities through the Virginia
|
||
|
||
Telecommunications Initiative on securing connection throughout the region.
|
||
|
||
Workforce Development and Education
|
||
|
||
Work to provide a highly trained workforce by partnering with K-12 public
|
||
|
||
schools, vocational schools, and our regional higher education facilities to
|
||
|
||
encourage and incentivize students to utilize their knowledge and talents here in
|
||
|
||
Southwest Virginia. Support the SWVAWorkforce organizations in assisting
|
||
|
||
those who have been displaced due to the closure of coal and gas manufacturers
|
||
|
||
or related to the opioid/drug problems. Create new workforce and
|
||
|
||
entrepreneurship opportunities through the use of broadband/ wireless internet.
|
||
|
||
Housing
|
||
|
||
Support the expansion of the range of housing opportunities and options for all
|
||
|
||
District citizens, primarily targeting affordable family homes, townhomes, and
|
||
|
||
retirement homes. Work alongside the Cumberland Plateau Regional Housing
|
||
|
||
Authority and other regional organizations for strategy and planning.
|
||
|
||
Infrastructure Development
|
||
|
||
Working toward the goal of sparking new development through quality of life
|
||
|
||
improvements, specifically aiming to provide public water and sewer services,
|
||
|
||
broadband and wireless communications, and roadway construction and
|
||
|
||
development. Partner with regional organizations to market toward industrial,
|
||
|
||
commercial, and residential development, as well as market available properties
|
||
|
||
for new mega sites in advanced manufacturing.
|
||
|
||
20
|
||
|
||
Telecommunications
|
||
|
||
Address the challenges throughout the District with broadband and wireless
|
||
services for residents, businesses, industries, and institutions through the
|
||
regionally- owned CPC/Point Broadband Network. Continue communicating
|
||
with Verizon and Old Dominion Power/ Kentucky Utilities through the Virginia
|
||
|
||
Telecommunications Initiative on securing connection throughout the region.
|
||
|
||
Workforce Development and Educatio1
|
||
|
||
Work to provide a highly trained workforce by partnering with K-12 public
|
||
schools, vocational schools, and our regional higher education facilities to
|
||
encourage and incentivize students to utilize their knowledge and talents here in
|
||
Southwest Virginia. Support the SWVA Workforce organizations in assisting
|
||
those who have been displaced due to the closure of coal and gas manufacturers
|
||
or related to the opioid/drug problems. Create new workforce and
|
||
|
||
entrepreneurship opportunities through the use of broadband/ wireless internet.
|
||
|
||
Housing
|
||
Support the expansion of the range of housing opportunities and options for all
|
||
District
|
||
|
||
zens, primarily targeting affordable family homes, townhomes, and
|
||
retirement homes. Work alongside the Cumberland Plateau Regional Housing
|
||
|
||
Authority and other regional organizations for strategy and planning.
|
||
|
||
Infrastructure Development
|
||
|
||
Working toward the goal of sparking new development through quality of life
|
||
improvements, specifically aiming to provide public water and sewer services,
|
||
broadband and wireless communications, and roadway construction and
|
||
development. Partner with regional organizations to market toward industrial,
|
||
commercial, and residential development, as well as market available properties
|
||
|
||
for new mega sites in advanced manufacturing.
|
||
|
||
|
||
|
||
|
||
21
|
||
|
||
Transportation
|
||
|
||
Encourage the continued development of a transportation network, especially the
|
||
|
||
Coalfields Expressway and Rt. 80, as well as public transportation that will
|
||
|
||
enhance highway safety and provide better access to the Districts downtowns,
|
||
|
||
cultural heritage and outdoor recreational spaces, and industrial sites. Create
|
||
|
||
alternative transportation options, such as e-bikes, to support regional bike trails.
|
||
|
||
Work with local community airports to develop industrial/commercial sites
|
||
|
||
adjacent to those airports.
|
||
|
||
Entrepreneurship and Small Business Development
|
||
|
||
Work with local district EDD’s , IDA/EDA, and area chambers to ensure small
|
||
|
||
business owners and entrepreneurs are supported with business planning and
|
||
|
||
strategy, financial literacy, marketing, etc. Work with localities to market small
|
||
|
||
business development, especially for the development in the District’s
|
||
|
||
downtowns, through the Cumberland Plateau Revolving Loan Fund, the VCEDA
|
||
|
||
Seed Capital Fund, Opportunity Southwest Virginia, the technical assistance
|
||
|
||
programs of the SBDC and PTAC and other business development programs.
|
||
|
||
Health and Substance Abuse
|
||
|
||
Develop and support the expansion of quality medical care throughout the
|
||
|
||
region, specifically targeting diverse medical modalities and physicians in the
|
||
|
||
areas of pediatrics, cardiology, oncology, orthopedics, and respiratory. Develop
|
||
|
||
and support programs through schools, clinics, and organizations that better
|
||
|
||
serve families, veterans, and those fighting substance abuse. Work to address the
|
||
|
||
needs of mental health of the region’s citizens and its workforce. Support the
|
||
|
||
establishment of residential drug treatment facilities, specifically Wildwood
|
||
|
||
Recovery Center in Dickenson County, as well as Veterans Clinics to support the
|
||
|
||
health needs of the veterans community. Utilize broadband and wireless 4G
|
||
|
||
network to introduce tele-health options to the District.
|
||
|
||
21
|
||
|
||
Transportation
|
||
Encourage the continued development of a transportation network, especially the
|
||
Coalfields Expressway and Rt. 80, as well as public transportation that will
|
||
|
||
enhance highway safety and provide better acc
|
||
|
||
to the Districts downtowns,
|
||
cultural heritage and outdoor recreational spaces, and industrial sites. Create
|
||
alternative transportation options, such as e-bikes, to support regional bike trails.
|
||
Work with local community airports to develop industrial/commercial sites
|
||
|
||
adjacent to those airports.
|
||
|
||
Entrepreneurship and Small Business Development
|
||
|
||
Work with local district EDD’s , IDA/EDA, and area chambers to ensure small
|
||
business owners and entrepreneurs are supported with business planning and
|
||
strategy, financial literacy, marketing, etc. Work with localities to market small
|
||
business development, especially for the development in the District’s
|
||
downtowns, through the Cumberland Plateau Revolving Loan Fund, the VCEDA
|
||
Seed Capital Fund, Opportunity Southwest Virginia, the technical assistance
|
||
programs of the SBDC and PTAC and other business development programs.
|
||
|
||
Health and Substance Abuse
|
||
Develop and support the expansion of quality medical care throughout the
|
||
region, specifically targeting diverse medical modalities and physicians in the
|
||
|
||
areas of pediatrics, cardiology, oncology, orthopedics, and respiratory. Develop
|
||
|
||
and support programs through schools, clinics, and organizations that better
|
||
serve families, veterans, and those fighting substance abuse. Work to address the
|
||
|
||
needs of mental health of the region’s citizens and its workforce. Support the
|
||
|
||
establishment of residential drug treatment facilities, specifically Wildwood
|
||
Recovery Center in Dickenson County, as well as Veterans Clinics to support the
|
||
health needs of the veterans community. Utilize broadband and wireless 4G
|
||
|
||
network to introduce tele-health options to the District.
|
||
|
||
|
||
|
||
|
||
22
|
||
|
||
Physical Environment
|
||
|
||
Create a live, work, play environment through encouraging the achievement of a
|
||
|
||
healthful, pleasing and efficient physical environment which encompasses a
|
||
|
||
diversity of living patterns and provides for a broad range of choice for each
|
||
|
||
citizen. Promote the revitalization of the District’s downtowns and community
|
||
|
||
centers.
|
||
|
||
Agriculture and Non-Timber Forest Products
|
||
|
||
Support and work to enhance and grow the local Agribusiness sector through the
|
||
|
||
forestry, agriculture and non-timber industries, especially in the areas of
|
||
|
||
produce, livestock, bee pollination, wood products (alternative fuels from wood
|
||
|
||
chips), agri-technology (aquaculture), green house, as well as carbon capture and
|
||
|
||
storage.
|
||
|
||
Asset- Based Development
|
||
|
||
Create quality jobs to build sustainable local economies through the support of
|
||
|
||
value-added businesses and asset-based development strategies, especially in the
|
||
|
||
areas of cultural and natural heritage tourism (music, history and craft) and
|
||
|
||
outdoor recreation (trails, campgrounds, etc.).
|
||
|
||
Natural Resources
|
||
|
||
Support and promote the use of local natural resources, such as coal, natural gas
|
||
|
||
and timber. Encourage natural resource development using clean coal
|
||
|
||
technology, alternative energy and hydro-electric technologies that will create the
|
||
|
||
most jobs while protecting the natural environment. Support the development of
|
||
|
||
pump storage, aviation biofuel, and solar energy projects.
|
||
|
||
22
|
||
|
||
Physical Environment
|
||
|
||
Create a live, work, play environment through encouraging the achievement of a
|
||
healthful, pleasing and efficient physical environment which encompasses a
|
||
diversity of living patterns and provides for a broad range of choice for each
|
||
citizen. Promote the revitalization of the District's downtowns and community
|
||
|
||
centers.
|
||
|
||
ris re and Non-Timber For:
|
||
Support and work to enhance and grow the local Agribusiness sector through the
|
||
forestry, agriculture and non-timber industries, especially in the areas of
|
||
produce, livestock, bee pollination, wood products (alternative fuels from wood
|
||
chips), agri-technology (aquaculture), green house, as well as carbon capture and
|
||
|
||
storage.
|
||
|
||
Asset- Based Development
|
||
Create quality jobs to build sustainable local economies through the support of
|
||
|
||
value-added businesses and asset-based development strategies, especially in the
|
||
areas of cultural and natural heritage tourism (music, history and craft) and
|
||
|
||
outdoor recreation (trails, campgrounds, etc.).
|
||
Natural Resources
|
||
|
||
Support and promote the use of local natural resources, such as coal, natural gas
|
||
and timber. Encourage natural resource development using clean coal
|
||
technology, alternative energy and hydro-electric technologies that will create the
|
||
most jobs while protecting the natural environment. Support the development of
|
||
|
||
pump storage, aviation biofuel, and solar energy projects.
|
||
|
||
|
||
|
||
|
||
23
|
||
|
||
Regional Collaboration
|
||
|
||
Continue building and expanding on District partnerships and collaborations to
|
||
|
||
ensure SWVA growth and opportunity within the coalfields. Prioritize
|
||
|
||
commitments with programs and events such as the GO Virginia program, the
|
||
|
||
SWVA Regional Economic Development Forum, the NAco Building Resilient
|
||
|
||
Economies in Coal Communities program (BRECC) and the SWVA Celebrate
|
||
|
||
Tourism Summit, etc.
|
||
|
||
CPPDC Planning and Development Objectives
|
||
|
||
1. Work with regional and local entities to create one large mega-site (200+
|
||
|
||
acres) for industrial growth in the District’s Coalfields region, and support
|
||
|
||
local, regional and state investments into site development and industrial
|
||
|
||
shell building construction throughout the District
|
||
|
||
2. Work with regional and local partners to create and/or maintain a
|
||
|
||
minimum of one thousand (1,000) jobs over the next five (5) year period.
|
||
|
||
3. Develop new and/or promote existing business and technology parks of at
|
||
|
||
least one hundred acres in Buchanan, Dickenson, Russell, and Tazewell
|
||
|
||
Counties.
|
||
|
||
4. Continue to work with Federal and State Agencies to plan and develop
|
||
|
||
water and sewer projects that are essential to future economic growth.
|
||
|
||
The availability of sewer should increase by a minimum of ten percent over
|
||
|
||
the next five (5) years.
|
||
|
||
23
|
||
|
||
Regional Collaboration
|
||
Continue building and expanding on District partnerships and collaborations to
|
||
ensure SWVA growth and opportunity within the coalfields. Prioritize
|
||
commitments with programs and events such as the GO Virginia program, the
|
||
SWVA Regional Economic Development Forum, the NAco Building Resilient
|
||
Economies in Coal Communities program (BRECC) and the SWVA Celebrate
|
||
|
||
Tourism Summit, etc.
|
||
|
||
CPPDC Planning and Development Objectives
|
||
|
||
1. Work with regional and local entities to create one large mega-site (200+
|
||
acres) for industrial growth in the District’s Coalfields region, and support
|
||
local, regional and state investments into site development and industrial
|
||
|
||
shell building construction throughout the District
|
||
|
||
2. Work with regional and local partners to create and/or maintain a
|
||
|
||
minimum of one thousand (1,000) jobs over the next five (5) year period.
|
||
|
||
3. Develop new and/or promote existing business and technology parks of at
|
||
least one hundred acres in Buchanan, Dickenson, Russell, and Tazewell
|
||
|
||
Counties.
|
||
|
||
4. Continue to work with Federal and State Agencies to plan and develop
|
||
water and sewer projects that are essential to future economic growth.
|
||
The availability of sewer should increase by a minimum of ten percent over
|
||
|
||
the next five (5) years.
|
||
|
||
|
||
|
||
|
||
24
|
||
|
||
5. Work with local governments, school boards, Virginia Coalfield Economic
|
||
|
||
Development Authority, Southwest Virginia Cultural Heritage Foundation
|
||
|
||
and other organizations to develop sustainable development programs in
|
||
|
||
the areas of agriculture (produce and livestock), aquaculture and nature
|
||
|
||
tourism.
|
||
|
||
6. Encourage the completion of the Coalfields Expressway, which links the
|
||
|
||
District to I-77 and U.S. 23, U.S. R. 460 and other Smart Scale projects.
|
||
|
||
Work to improve State Route 80 to the Breaks Interstate Park, as well as
|
||
|
||
Rt. 83 at Lover’s Gap and Rt. 460. Also, other secondary highways in the
|
||
|
||
Highway Safety Improvement Program. These projects will substantially
|
||
|
||
improve the District's ability to foster tourism and industrial development
|
||
|
||
growth.
|
||
|
||
7. Work to support the efforts of the Southwest Virginia Cultural Heritage
|
||
|
||
Foundation, The Crooked Road, ‘Round the Mountain, Southwest Virginia
|
||
|
||
Outdoors, the Spearhead Trails, Coal Heritage Trail, and other outdoor
|
||
|
||
recreation organizations to make Southwest Virginia a world-class
|
||
|
||
destination for cultural heritage and outdoor recreational tourism. Work
|
||
|
||
hard to support the continued development of the Haysi to Breaks Trail,
|
||
|
||
and the development of the Burkes to Breaks Trail and the Clinch
|
||
|
||
Mountain Trail as world-class tourism destinations.
|
||
|
||
8. Effectively use the WIOA and other training programs to upgrade and
|
||
|
||
expand the work-force available to industry by providing customized
|
||
|
||
training to meet the needs of individual industries. Support the
|
||
|
||
development of workforce training facilities in the District and Southwest
|
||
|
||
Virginia as part of the Centers of Excellence effort in advanced
|
||
|
||
manufacturing.
|
||
|
||
24
|
||
|
||
5. Work with local governments, school boards, Virginia Coalfield Economic
|
||
Development Authority, Southwest Virginia Cultural Heritage Foundation
|
||
and other organizations to develop sustainable development programs in
|
||
the areas of agriculture (produce and livestock), aquaculture and nature
|
||
|
||
tourism.
|
||
|
||
6. Encourage the completion of the Coalfields Expressway, which links the
|
||
District to 1-77 and U.S. 23, U.S. R. 460 and other Smart Scale projects.
|
||
Work to improve State Route 80 to the Breaks Interstate Park, as well as
|
||
Rt. 83 at Lover's Gap and Rt. 460. Also, other secondary highways in the
|
||
Highway Safety Improvement Program. These projects will substantially
|
||
improve the District's ability to foster tourism and industrial development
|
||
growth,
|
||
|
||
7. Work to support the efforts of the Southwest Virginia Cultural Heritage
|
||
Foundation, The Crooked Road, ‘Round the Mountain, Southwest Virginia
|
||
Outdoors, the Spearhead Trails, Coal Heritage Trail, and other outdoor
|
||
recreation organizations to make Southwest Virginia a world-class
|
||
destination for cultural heritage and outdoor recreational tourism. Work
|
||
hard to support the continued development of the Haysi to Breaks Trail,
|
||
and the development of the Burkes to Breaks Trail and the Clinch
|
||
|
||
Mountain Trail as world-class tourism destinations.
|
||
|
||
8. Effectively use the WIOA and other training programs to upgrade and
|
||
expand the work-force available to industry by providing customized
|
||
training to meet the needs of individual industries. Support the
|
||
development of workforce training facilities in the District and Southwest
|
||
Virginia as part of the Centers of Excellence effort in advanced
|
||
|
||
manufacturing.
|
||
|
||
|
||
|
||
|
||
25
|
||
|
||
9. Develop expanded business and industrial marketing programs targeted to
|
||
|
||
the District and the Virginia Coalfields region. This will be accomplished in
|
||
|
||
association with the Virginia Coalfield Economic Development Authority,
|
||
|
||
the Virginia Tobacco Commission, Southwest Virginia Alliance for
|
||
|
||
Manufacturing, local IDAs and other development partners.
|
||
|
||
10. Expand the Southwest Virginia Regional Broadband and Wireless
|
||
|
||
Networks to bring universal Broadband infrastructure to the District using
|
||
|
||
fiber and wireless technologies.
|
||
|
||
11. Support ongoing downtown revitalization projects in the District’s 12
|
||
|
||
towns.
|
||
|
||
12. Work with GO Virginia and other agencies to address targeted economic
|
||
|
||
and community development initiatives.
|
||
|
||
13. Work to support the development of the Clinch River State Park and a
|
||
|
||
collaborative community development strategy for the towns and
|
||
|
||
communities along the Clinch River through participation in the Clinch
|
||
|
||
River Valley Initiative (CRVI).
|
||
|
||
14. Support continued improvements at the Breaks Interstate Park, The
|
||
|
||
Pinnacle and The Channels Parks, as well as outdoor recreation
|
||
|
||
infrastructure for future projects such as the Clinch Mountain Trail in all
|
||
|
||
District communities.
|
||
|
||
Actionable Steps and Planning:
|
||
The Cumberland Plateau Planning District is a victim of economic dislocations in
|
||
|
||
the coal mining industry. Since the turn of the 20
|
||
th
|
||
century, the District economy
|
||
|
||
has relied on the coal industry to provide jobs for its people. The nature of the
|
||
|
||
coal industry has always been one of “boom” or “bust”, thus creating an unstable
|
||
|
||
economic base. Now that global market changes, regulatory issues and
|
||
|
||
25
|
||
|
||
10.
|
||
|
||
1.
|
||
|
||
12.
|
||
|
||
13.
|
||
|
||
14.
|
||
|
||
ni
|
||
|
||
Develop expanded business and industrial marketing programs targeted to
|
||
the District and the Virginia Coalfields region. This will be accomplished in
|
||
association with the Virginia Coalfield Economic Development Authority,
|
||
the Virginia Tobacco Commission, Southwest Virginia Alliance for
|
||
|
||
Manufacturing, local IDAs and other development partners.
|
||
|
||
Expand the Southwest Virginia Regional Broadband and Wireless
|
||
Networks to bring universal Broadband infrastructure to the District using
|
||
|
||
fiber and wireless technologies.
|
||
|
||
Support ongoing downtown revitalization projects in the District’s 12
|
||
|
||
towns.
|
||
|
||
Work with GO Virginia and other agencies to address targeted economic
|
||
|
||
and community development ini
|
||
|
||
ives.
|
||
|
||
Work to support the development of the Clinch River State Park and a
|
||
collaborative community development strategy for the towns and
|
||
communities along the Clinch River through participation in the Clinch
|
||
|
||
River Valley Initiative (CRVD.
|
||
|
||
Support continued improvements at the Breaks Interstate Park, The
|
||
Pinnacle and The Channels Parks, as well as outdoor recreation
|
||
infrastructure for future projects such as the Clinch Mountain Trail in all
|
||
|
||
District communities.
|
||
|
||
ind Plan:
|
||
|
||
The Cumberland Plateau Planning District is a victim of economic dislocations in
|
||
|
||
the coal mining industry. Since the turn of the 20" century, the District economy
|
||
|
||
has relied on the coal industry to provide jobs for its people. The nature of the
|
||
|
||
coal industry has always been one of “boom” or “bust”, thus creating an unstable
|
||
|
||
economic base. Now that global market changes, regulatory issues and
|
||
|
||
|
||
|
||
|
||
26
|
||
|
||
competition from natural gas and renewables have dramatically impacted the
|
||
|
||
coal industry in the district in an adverse way, it is essential that the CEDS
|
||
|
||
Committee and the Planning District staff understand the changing structure of
|
||
|
||
the District economy and identify the opportunities which are available if the
|
||
|
||
District is to develop and implement an effective action plan for the future.
|
||
|
||
In looking at the goals and objectives derived from the SWOT analysis, the
|
||
|
||
following projects are planned for the District in the coming year as projects that
|
||
|
||
have the greatest potential to contribute to diversification of the District’s
|
||
|
||
economy. Many other projects that relate to ongoing maintenance and operation
|
||
|
||
are not included here.
|
||
|
||
CPPDC 2024 Proposed Projects
|
||
|
||
Project Description Potential Funding Location
|
||
|
||
Energy Storage &
|
||
|
||
Electrification
|
||
|
||
Manufacturing for
|
||
|
||
Jobs
|
||
|
||
Advanced manufacturing
|
||
|
||
project to promote battery
|
||
|
||
manufacturing within the
|
||
|
||
district.
|
||
|
||
EDA
|
||
|
||
VCEDA
|
||
|
||
Thompson Charitable
|
||
|
||
ARC POWER
|
||
|
||
GO Virginia
|
||
|
||
Buchanan
|
||
|
||
Tazewell
|
||
|
||
Regional Housing
|
||
|
||
Needs Assessment
|
||
|
||
Housing planning effort to
|
||
|
||
assess affordable housing
|
||
|
||
needs and develop corrective
|
||
|
||
measures to address
|
||
|
||
inventory.
|
||
|
||
VA Housing
|
||
|
||
Local
|
||
|
||
District
|
||
|
||
Regional
|
||
|
||
Broadband
|
||
|
||
Project
|
||
|
||
Expansion of regional
|
||
|
||
broadband and wireless
|
||
|
||
network projects to achieve
|
||
|
||
universal coverage.
|
||
|
||
VATI
|
||
|
||
Point Broadband
|
||
|
||
CPC
|
||
|
||
District
|
||
|
||
26
|
||
|
||
competition from natural gas and renewables have dramatically impacted the
|
||
coal industry in the district in an adverse way, it is essential that the CEDS
|
||
Committee and the Planning District staff understand the changing structure of
|
||
the District economy and identify the opportunities which are available if the
|
||
|
||
District is to develop and implement an effective action plan for the future.
|
||
|
||
In looking at the goals and objectives derived from the SWOT analysis, the
|
||
following projects are planned for the District in the coming year as projects that
|
||
have the greatest potential to contribute to diversification of the District’s
|
||
economy. Many other projects that relate to ongoing maintenance and operation
|
||
|
||
are not included here.
|
||
|
||
CPPDC 2024 Proposed Projects
|
||
|
||
Project Description Potential Funding Location
|
||
Energy Storage & | Advanced manufacturing | EDA Buchanan
|
||
Electrification _ project to promote battery | VCEDA. Tazewell
|
||
Manufacturing for | manufacturing within the Thompson Charitable
|
||
Jobs district. ARC POWER
|
||
|
||
GO Virginia
|
||
Regional Housing Housing planning effort to VA Housing District
|
||
Needs Assessment assess affordable housing _ Local
|
||
|
||
needs and develop corrective
|
||
|
||
measures to address
|
||
|
||
inventory.
|
||
Regional Expansion of regional vaTI District
|
||
Broadband broadband and wireless Point Broadband
|
||
|
||
Project network projects to achieve CPC
|
||
|
||
universal coverage.
|
||
|
||
|
||
|
||
|
||
27
|
||
|
||
Project Description Potential Funding Location
|
||
|
||
Telepharmacy
|
||
|
||
Initiative Phase II
|
||
|
||
Phase II launch of
|
||
|
||
tele-pharmacy initiative in
|
||
|
||
partnership with
|
||
|
||
Appalachian College of
|
||
|
||
Pharmacy.
|
||
|
||
EDA
|
||
|
||
ARC POWER
|
||
|
||
GO VA
|
||
|
||
Buchanan
|
||
|
||
Tazewell
|
||
|
||
Red Onion
|
||
|
||
Industrial Park
|
||
|
||
Development of a large
|
||
|
||
regional industrial park on
|
||
|
||
the Dickenson and Wise
|
||
|
||
county border.
|
||
|
||
VCEDA
|
||
|
||
EDA
|
||
|
||
Virginia Energy
|
||
|
||
Private
|
||
|
||
ARC
|
||
|
||
Dickenson
|
||
|
||
Southern Gap
|
||
|
||
Industrial Park
|
||
|
||
Development of a 3200- acre
|
||
|
||
site for industrial,
|
||
|
||
commercial, and residential
|
||
|
||
infrastructure.
|
||
|
||
ARC
|
||
|
||
Virginia Energy
|
||
|
||
CDBG
|
||
|
||
GO Virginia
|
||
|
||
EDA
|
||
|
||
VCEDA
|
||
|
||
Buchanan
|
||
|
||
Breaks Regional
|
||
|
||
Airport
|
||
|
||
Infrastructure
|
||
|
||
Project
|
||
|
||
Provide infrastructure to
|
||
|
||
expand the airport for new
|
||
|
||
business sites.
|
||
|
||
Virginia Energy
|
||
|
||
CDBG
|
||
|
||
ARC
|
||
|
||
EDA
|
||
|
||
other
|
||
|
||
Buchanan
|
||
|
||
Clinch Mountain
|
||
|
||
Trail
|
||
|
||
Development of 30 mile
|
||
|
||
hiking trail with connectivity
|
||
|
||
to The Channels.
|
||
|
||
Ratcliffe Foundation
|
||
|
||
EDA
|
||
|
||
ARC
|
||
|
||
Friends of SWVA
|
||
|
||
Russell
|
||
|
||
Tazewell
|
||
|
||
Cavitt’s Creek
|
||
|
||
Park Development
|
||
|
||
Development of accessible
|
||
|
||
trails and other recreational
|
||
|
||
amenities as well as
|
||
|
||
camping/lodging.
|
||
|
||
ARC
|
||
|
||
EDA
|
||
|
||
CPROP
|
||
|
||
DCR
|
||
|
||
Local
|
||
|
||
Tazewell
|
||
|
||
County
|
||
|
||
Project
|
||
|
||
‘Telepharmacy
|
||
Initiative Phase II
|
||
|
||
Red Onion
|
||
Industrial Park
|
||
|
||
Southern Gap
|
||
Industrial Park
|
||
|
||
Breaks Regional
|
||
Airport
|
||
Infrastructure
|
||
Project
|
||
|
||
Clinch Mountain
|
||
|
||
‘Trail
|
||
|
||
Cavitt’s Creek
|
||
|
||
Park Development
|
||
|
||
Description
|
||
|
||
Phase II launch of
|
||
tele-pharmacy initiative in
|
||
partnership with
|
||
Appalachian College of
|
||
Pharmacy.
|
||
|
||
Development of a large
|
||
regional industrial park on
|
||
the Dickenson and Wise
|
||
|
||
county border.
|
||
|
||
Development of a 3200- acre
|
||
site for industrial,
|
||
commercial, and residential
|
||
infrastructure.
|
||
|
||
Provide infrastructure to
|
||
expand the airport for new
|
||
|
||
business sites.
|
||
|
||
Development of 30 mile
|
||
hiking trail with connectivity
|
||
to The Channels.
|
||
|
||
Development of accessible
|
||
trails and other recreational
|
||
|
||
amenities as well as
|
||
|
||
camping/lodging.
|
||
|
||
Potential Funding | Location
|
||
|
||
EDA
|
||
ARC POWER
|
||
GOVA
|
||
|
||
VCEDA
|
||
EDA
|
||
|
||
Virginia Energy
|
||
Private
|
||
|
||
ARC
|
||
|
||
ARC
|
||
Virginia Energy
|
||
CDBG
|
||
|
||
GO Virginia
|
||
EDA
|
||
|
||
VCEDA
|
||
|
||
Virginia Energy
|
||
cDBG
|
||
|
||
ARC
|
||
|
||
EDA
|
||
|
||
other
|
||
|
||
Ratcliffe Foundation
|
||
EDA
|
||
|
||
ARC
|
||
|
||
Friends of SWVA
|
||
|
||
ARC
|
||
EDA
|
||
PROP.
|
||
DcR
|
||
Local
|
||
|
||
Buchanan,
|
||
‘Tazewell
|
||
|
||
Dickenson
|
||
|
||
Buchanan,
|
||
|
||
Buchanan
|
||
|
||
Russell
|
||
|
||
Tazewell
|
||
|
||
Tazewell
|
||
|
||
County
|
||
|
||
27
|
||
|
||
|
||
|
||
|
||
28
|
||
|
||
Project Description Potential Funding Location
|
||
|
||
Coalfields Pump
|
||
|
||
Storage and Solar
|
||
|
||
Project
|
||
|
||
Development of one pump
|
||
|
||
storage facility with solar
|
||
|
||
arrays on AML Lands.
|
||
|
||
Dominion Energy
|
||
|
||
Virginia Energy
|
||
|
||
Tobacco Commission
|
||
|
||
VCEDA
|
||
|
||
ARC
|
||
|
||
District
|
||
|
||
Dante Regional
|
||
|
||
Sewer Project
|
||
|
||
Sewer line extension from
|
||
|
||
Dante to St. Paul STP.
|
||
|
||
CDBG
|
||
|
||
ARC
|
||
|
||
Local
|
||
|
||
Russell
|
||
|
||
Honaker Welcome
|
||
|
||
Center
|
||
|
||
Development of a welcome
|
||
|
||
center for the TransAmerica
|
||
|
||
bicycle trail.
|
||
|
||
CPROP
|
||
|
||
Local
|
||
|
||
Russell
|
||
|
||
Buchanan County
|
||
|
||
WasteWater
|
||
|
||
Treatment Plant
|
||
|
||
Construction of a
|
||
|
||
replacement waste water
|
||
|
||
treatment plant for
|
||
|
||
Buchanan County Sewer
|
||
|
||
System.
|
||
|
||
EDA
|
||
|
||
CDBG
|
||
|
||
ARC
|
||
|
||
DEQ
|
||
|
||
Local
|
||
|
||
Buchanan
|
||
|
||
Southwest
|
||
|
||
Virginia Regional
|
||
|
||
Agriculture
|
||
|
||
Industrial Park
|
||
|
||
Development of an industrial
|
||
|
||
agriculture park to house a
|
||
|
||
meat processing facility and
|
||
|
||
other agriculture business.
|
||
|
||
VCEDA
|
||
|
||
Tobacco Commission
|
||
|
||
ARC
|
||
|
||
GO Virginia
|
||
|
||
CBDG
|
||
|
||
AML
|
||
|
||
Region
|
||
|
||
Breaks Park
|
||
|
||
WasteWater
|
||
|
||
Treatment Plant
|
||
|
||
Relocation of waste water
|
||
|
||
plant.
|
||
|
||
Virginia Energy
|
||
|
||
ARC
|
||
|
||
VCEDA
|
||
|
||
CBDG
|
||
|
||
Dickenson
|
||
|
||
Project Reclaim Development of a 232 acre
|
||
|
||
megasite on reclaimed coal
|
||
|
||
property.
|
||
|
||
AMLER
|
||
|
||
Tobacco Commission
|
||
|
||
ARC
|
||
|
||
Virginia Energy
|
||
|
||
Private
|
||
|
||
Russell
|
||
|
||
County
|
||
|
||
Project
|
||
|
||
Coalfields Pump
|
||
Storage and Solar
|
||
Project
|
||
|
||
Dante Regional
|
||
|
||
Sewer Project
|
||
|
||
Honaker Welcome
|
||
Center
|
||
|
||
Buchanan County
|
||
WasteWater
|
||
‘Treatment Plant
|
||
|
||
Southwest
|
||
Virginia Regional
|
||
Agriculture
|
||
Industrial Park
|
||
|
||
Breaks Park
|
||
‘WasteWater
|
||
‘Treatment Plant
|
||
|
||
Project Reclaim
|
||
|
||
Description
|
||
|
||
Development of one pump
|
||
storage facility with solar
|
||
arrays on AML Lands.
|
||
|
||
Sewer line extension from
|
||
Dante to St. Paul STP.
|
||
|
||
Development of a welcome
|
||
center for the TransAmerica
|
||
Dieycle trail.
|
||
|
||
Construction of a
|
||
replacement waste water
|
||
‘treatment plant for
|
||
Buchanan County Sewer
|
||
System.
|
||
|
||
Development of an industrial
|
||
agriculture park to house a
|
||
meat processing facility and
|
||
other agriculture business.
|
||
|
||
Relocation of waste water
|
||
|
||
plant.
|
||
|
||
Development of a 232 acre
|
||
megasite on reclaimed coal
|
||
property.
|
||
|
||
Potential Funding | Location
|
||
|
||
Dominion Energy
|
||
Virginia Energy
|
||
‘Tobacco Commission
|
||
VCEDA
|
||
|
||
ARC
|
||
|
||
cDBG
|
||
ARC
|
||
Local
|
||
|
||
CPROP.
|
||
Local
|
||
|
||
EDA
|
||
cDBG
|
||
ARC
|
||
DEQ
|
||
Local
|
||
|
||
VCEDA
|
||
‘Tobacco Commission
|
||
ARC
|
||
|
||
GO Virginia
|
||
|
||
cBDG
|
||
|
||
AML
|
||
|
||
ia Energy
|
||
|
||
ARC
|
||
|
||
VCEDA
|
||
cEDG
|
||
|
||
AMLER
|
||
‘Tobacco Commission
|
||
ARC
|
||
|
||
Virginia Energy
|
||
Private
|
||
|
||
District
|
||
|
||
Russell
|
||
|
||
Russell
|
||
|
||
Buchanan
|
||
|
||
Region
|
||
|
||
Dickenson
|
||
|
||
Russell
|
||
County
|
||
|
||
28
|
||
|
||
|
||
|
||
|
||
29
|
||
|
||
Project Description Potential Funding Location
|
||
|
||
Spearhead Trails Multi-use trail system. Thompson Charitable
|
||
|
||
VCEDA
|
||
|
||
GO Virginia
|
||
|
||
ARC Power
|
||
|
||
EDA
|
||
|
||
Region
|
||
|
||
Bluestone
|
||
|
||
Business and
|
||
|
||
Technology
|
||
|
||
Center
|
||
|
||
Development of sites and
|
||
|
||
infrastructure in the
|
||
|
||
businessess and technology
|
||
|
||
park.
|
||
|
||
EDA
|
||
|
||
ARC
|
||
|
||
CBDG
|
||
|
||
VCEDA
|
||
|
||
Tobacco Commission
|
||
|
||
Local
|
||
|
||
Tazewell
|
||
|
||
Friends of SWVA
|
||
|
||
Outdoor
|
||
|
||
Recreation
|
||
|
||
Regional outdoor
|
||
|
||
recreational initiatives.
|
||
|
||
Thompson Charitable
|
||
|
||
CDBG
|
||
|
||
ARC Power
|
||
|
||
Local
|
||
|
||
Region
|
||
|
||
VA Dept. of
|
||
|
||
Transportation
|
||
|
||
SMART SCALE
|
||
|
||
Project
|
||
|
||
Safety intersection study
|
||
|
||
through VDOT and CPPDC
|
||
|
||
Localities.
|
||
|
||
SMART SCALE
|
||
|
||
ARC
|
||
|
||
Local
|
||
|
||
District
|
||
|
||
Skilled Trades
|
||
|
||
Workforce
|
||
|
||
Development
|
||
|
||
Center
|
||
|
||
Development of trade skill
|
||
|
||
facility at the Education and
|
||
|
||
Research Center for
|
||
|
||
community and rehab facility
|
||
|
||
focusing primarily on heavy
|
||
|
||
equipment, plumbing,
|
||
|
||
electrician, and construction.
|
||
|
||
EDA
|
||
|
||
ARC Power
|
||
|
||
Tobacco Commission
|
||
|
||
Dickenson
|
||
|
||
Project Planet
|
||
|
||
Infrastructure
|
||
|
||
Site development and
|
||
|
||
infrastructure for food
|
||
|
||
service and multi-use facility
|
||
|
||
at Southern Gap
|
||
|
||
EDA
|
||
|
||
ARC
|
||
|
||
CPROP
|
||
|
||
Local
|
||
|
||
Buchanan
|
||
|
||
Project
|
||
|
||
Spearhead Trails
|
||
|
||
Bluestone
|
||
Business and
|
||
Technology
|
||
|
||
Center
|
||
|
||
Friends of SWVA
|
||
Outdoor
|
||
|
||
Recreation
|
||
|
||
VA Dept. of
|
||
‘Transportation
|
||
SMART SCALE
|
||
|
||
Project
|
||
|
||
Skilled Trades
|
||
Workforce
|
||
Development
|
||
|
||
Center
|
||
|
||
Project Planet
|
||
Infrastructure
|
||
|
||
Description
|
||
|
||
Multi-use trail system.
|
||
|
||
Development of sites and
|
||
infrastructure in the
|
||
businessess and technology
|
||
|
||
park.
|
||
|
||
Regional outdoor
|
||
|
||
recreational initiatives.
|
||
|
||
Safety intersection study
|
||
through VDOT and CPPDC
|
||
Localities.
|
||
|
||
Development of trade skill
|
||
facility at the Education and
|
||
Research Center for
|
||
|
||
community and rehab facility
|
||
|
||
ily on heavy
|
||
equipment, plumbing,
|
||
|
||
electrician, and construction.
|
||
|
||
site development and
|
||
infrastructure for food
|
||
service and multi-use facility
|
||
|
||
at Southern Gap
|
||
|
||
29
|
||
|
||
Potential Funding | Location
|
||
|
||
‘Thompson Charitable
|
||
VCEDA
|
||
|
||
GO Virginia
|
||
|
||
ARC Power
|
||
|
||
EDA
|
||
|
||
EDA
|
||
ARC
|
||
|
||
cEpG
|
||
|
||
VCEDA
|
||
|
||
‘Tobacco Commission
|
||
Local
|
||
|
||
‘Thompson Charitable
|
||
CDBG
|
||
|
||
ARC Power
|
||
|
||
Local
|
||
|
||
SMART SCALE
|
||
ARC
|
||
Local
|
||
|
||
EDA
|
||
ARC Power
|
||
|
||
‘Tobacco Commission
|
||
|
||
EDA
|
||
ARC
|
||
PROP
|
||
Local
|
||
|
||
Region
|
||
|
||
Tazewell
|
||
|
||
Region
|
||
|
||
District
|
||
|
||
Dickenson
|
||
|
||
Buchanan
|
||
|
||
|
||
|
||
|
||
30
|
||
|
||
Project Description Potential Funding Location
|
||
|
||
Substance Use
|
||
|
||
Disorder Project
|
||
|
||
Rehab center development
|
||
|
||
and expansion in
|
||
|
||
collaboration with Addiction
|
||
|
||
Recovery Cares (ARC)
|
||
|
||
VCEDA
|
||
|
||
ARC
|
||
|
||
EDA
|
||
|
||
Local
|
||
|
||
Dickenson
|
||
|
||
Comprehensive
|
||
|
||
Wireless Needs
|
||
|
||
Assessment and
|
||
|
||
Future
|
||
|
||
Deployment
|
||
|
||
Comprehensive regional
|
||
|
||
study that will identify
|
||
|
||
remaining cellular deficits
|
||
|
||
and set priorities for future
|
||
|
||
cell tower development
|
||
|
||
VCC
|
||
|
||
Tobacco Commission
|
||
|
||
Region
|
||
|
||
Laurel Bed Lake
|
||
|
||
Access
|
||
|
||
Development
|
||
|
||
Development of a new access
|
||
|
||
road from Russell County to
|
||
|
||
330-acre lake property with
|
||
|
||
significant tourism potential.
|
||
|
||
VCEDA
|
||
|
||
CPROP
|
||
|
||
Local
|
||
|
||
Russell
|
||
|
||
County
|
||
|
||
Project Jonah Critical infrastructure,
|
||
|
||
including water, wastewater
|
||
|
||
and natural gas, to support
|
||
|
||
aquaculture projects adjacent
|
||
|
||
to Southwest Virginia
|
||
|
||
Community College.
|
||
|
||
VCEDA
|
||
|
||
EDA
|
||
|
||
ARC
|
||
|
||
VDH
|
||
|
||
Local
|
||
|
||
District
|
||
|
||
Haysi Industrial
|
||
|
||
Site Development
|
||
|
||
Repurposing of the previous
|
||
|
||
high school for an industrial
|
||
|
||
site.
|
||
|
||
VCEDA
|
||
|
||
ARC
|
||
|
||
Virginia Energy
|
||
|
||
Local
|
||
|
||
Dickenson
|
||
|
||
County
|
||
|
||
Meat Processing Construction of meat packing
|
||
|
||
facility.
|
||
|
||
USDA
|
||
|
||
Tobacco Commission
|
||
|
||
VCEDA
|
||
|
||
Tazewell
|
||
|
||
County
|
||
|
||
Three Rivers
|
||
|
||
Pedestrian Bridge
|
||
|
||
Development of bridge/
|
||
|
||
walkway connecting to Three
|
||
|
||
Rivers Destination Center
|
||
|
||
Local
|
||
|
||
VDOT
|
||
|
||
Congressional Direct
|
||
|
||
Spending (CDS)
|
||
|
||
Russell
|
||
|
||
County
|
||
|
||
Project
|
||
|
||
Substance Use
|
||
Disorder Project
|
||
|
||
Comprehensive
|
||
Wireless Needs
|
||
Assessment and
|
||
Future
|
||
|
||
Deployment
|
||
|
||
Laurel Bed Lake
|
||
Access
|
||
|
||
Development
|
||
|
||
Project Jonah
|
||
|
||
Haysi Industrial
|
||
|
||
Site Development
|
||
|
||
Meat Processing
|
||
|
||
‘Three Rivers
|
||
|
||
Pedestrian Bridge
|
||
|
||
Description
|
||
|
||
Rehab center development
|
||
and expansion in
|
||
collaboration with Addiction
|
||
Recovery Cares (ARC)
|
||
|
||
Comprehensive regional
|
||
study that will identify
|
||
remaining cellular deficits
|
||
and set priorities for future
|
||
|
||
cell tower development
|
||
|
||
Development of a new acces
|
||
road from Russell County to
|
||
330-aere lake property with
|
||
|
||
significant tourism potential.
|
||
|
||
Critical infrastructure,
|
||
including water, wastewater
|
||
and natural gas, to support
|
||
aquaculture projects adjacent
|
||
to Southwest Virginia
|
||
Community College.
|
||
|
||
Repurposing of the previous
|
||
high school for an industrial
|
||
|
||
site,
|
||
|
||
Construction of meat packing
|
||
facility.
|
||
|
||
Development of bridge/
|
||
walkway connecting to Three
|
||
|
||
Rivers Destination Center
|
||
|
||
30
|
||
|
||
Potential Funding | Location
|
||
|
||
VCEDA
|
||
ARC
|
||
EDA
|
||
|
||
Local
|
||
|
||
vec
|
||
|
||
‘Tobacco Commission
|
||
|
||
VCEDA
|
||
PROP.
|
||
Local
|
||
|
||
VCEDA
|
||
EDA
|
||
ARC
|
||
VDH
|
||
|
||
Local
|
||
|
||
VCEDA
|
||
ARC
|
||
Virginia Energy
|
||
|
||
Local
|
||
|
||
USDA
|
||
‘Tobacco Commission
|
||
VCEDA
|
||
|
||
Local
|
||
|
||
vpor
|
||
Congressional Direct
|
||
Spending (CDS)
|
||
|
||
Dickenson
|
||
|
||
Region
|
||
|
||
Russell
|
||
|
||
County
|
||
|
||
District
|
||
|
||
Dickenson
|
||
|
||
County
|
||
|
||
Tazewell
|
||
County
|
||
|
||
Russell
|
||
|
||
County
|
||
|
||
|
||
|
||
|
||
31
|
||
|
||
Evaluation Framework:
|
||
|
||
The Cumberland Plateau Planning District Commission staff, in collaboration with the
|
||
|
||
CEDS Committee, local governments and other partners, will evaluate progress towards
|
||
|
||
economic diversification as it relates to the CEDS Action Plan on an annual basis. This
|
||
|
||
evaluation will quantify progress toward achieving the goals outlined in the
|
||
|
||
Comprehensive Economic Development Strategy based on number of jobs created,
|
||
|
||
number of business locations and investments, number of jobs retained, amount of
|
||
|
||
private sector investment, and significant changes in the region’s economy. Such
|
||
|
||
changes might include employment shifts from coal mining and related industries to
|
||
|
||
advanced manufacturing, healthcare, and tourism. Groundwork for a sustainable future
|
||
|
||
is being done, however, progress takes time.
|
||
|
||
In Virginia’s coalfields, economic and community development is considered a team
|
||
|
||
exercise. These processes will rely on the Virginia Coalfield Economic Development
|
||
|
||
Authority, the Virginia Economic Development Partnership, the Virginia Coalfield
|
||
|
||
Coalition, the Virginia Tobacco Commission, the Virginia Employment Commission, our
|
||
|
||
local governments and IDA’s and other agencies and organizations that track the effects
|
||
|
||
of existing as well as new economic activities in determining which areas of our
|
||
|
||
economic and development program might require additional attention.
|
||
|
||
Updates on progress being made on the Action Plan’s top priority projects will be given
|
||
|
||
at CEDS Committee meetings and PDC Board of Directors by staff. Should progress on
|
||
|
||
any project be behind schedule, staff assignments will be given to identify problems and
|
||
|
||
determine any alternative actions required to get the project back on schedule.
|
||
|
||
Evaluation will also include progress made on the CEDS goals and objective set forth in
|
||
|
||
this Update. Success will depend greatly on the effectiveness of the various partners the
|
||
|
||
District has engaged to address its strengths and weaknesses.
|
||
|
||
31
|
||
|
||
Evaluation Framework:
|
||
|
||
The Cumberland Plateau Planning District Commission staff, in collaboration with the
|
||
CEDS Committee, local governments and other partners, will evaluate progress towards
|
||
economic diversification as it relates to the CEDS Action Plan on an annual basis. This
|
||
evaluation will quantify progress toward achieving the goals outlined in the
|
||
Comprehensive Economic Development Strategy based on number of jobs created,
|
||
number of business locations and investments, number of jobs retained, amount of
|
||
private sector investment, and significant changes in the region’s economy. Such
|
||
changes might include employment shifts from coal mining and related industries to.
|
||
advanced manufacturing, healthcare, and tourism. Groundwork for a sustainable future
|
||
is being done, however, progress takes time.
|
||
|
||
In Virginia’s coalfields, economic and community development is considered a team
|
||
exercise. These processes will rely on the Virginia Coalfield Economic Development
|
||
Authority, the Virginia Economic Development Partnership, the Virginia Coalfield
|
||
Coalition, the Virginia Tobacco Commission, the Virginia Employment Commission, our
|
||
local governments and IDA’s and other agencies and organizations that track the effects
|
||
of existing as well as new economic activities in determining which areas of our
|
||
|
||
economic and development program might require additional attention.
|
||
|
||
Updates on progress being made on the Action Plan's top priority projects will be given
|
||
at CEDS Committee meetings and PDC Board of Directors by staff. Should progress on
|
||
any project be behind schedule, staff assignments will be given to identify problems and
|
||
|
||
determine any alternative actions required to get the project back on schedule.
|
||
|
||
Evaluation will also include progress made on the CEDS goals and objective set forth in
|
||
this Update. Success will depend greatly on the effectiveness of the various partners the
|
||
|
||
District has engaged to address its strengths and weaknesses.
|
||
|
||
|
||
|
||
|
||
32
|
||
|
||
Economic Resilience:
|
||
The economy of the Cumberland Plateau Planning District has historically been largely a
|
||
|
||
resource-based economy – timber, coal and agriculture. All of these sectors are subject
|
||
|
||
to boom or bust cycles, resource depletion and/or market conditions. Having been
|
||
|
||
tasked with addressing the need for economic diversification, the CPPDC staff has
|
||
|
||
worked with its local, regional, state and federal partners to support numerous
|
||
|
||
economic diversification efforts that fall into the category of steady-state initiatives. The
|
||
|
||
impacts of these initiatives, which have included partnerships in alternative energy
|
||
|
||
projects, deployment of a robust broadband and wireless 4G infrastructure network, as
|
||
|
||
well as several asset-based initiatives in cultural heritage and outdoor recreation
|
||
|
||
tourism and sustainable agriculture, have somewhat mitigated the recent dramatic
|
||
|
||
losses in coal and coal-related employment in the District.
|
||
|
||
These positive diversification initiatives are a result of planning efforts with a multitude
|
||
|
||
of partners, including local, regional, state and federal agencies and organizations as
|
||
|
||
well as many non-profit and private entities. No stone is left unturned in efforts to fund
|
||
|
||
such transformative initiatives. Most recently, the PDC is partnering with the Thompson
|
||
|
||
Foundation in an economic diversification initiative in Buchanan and Tazewell Counties
|
||
|
||
that is focusing on local assets, particularly trail development. All of the asset-based
|
||
|
||
initiatives in the region have built on unique local and regional cultural and natural
|
||
|
||
assets that can’t be shipped overseas. And the broadband and wireless network was
|
||
|
||
funded through federal funding partners (EDA and NTIA), state partners, (the Virginia
|
||
|
||
Tobacco Commission and the Virginia Department of Housing and Community
|
||
|
||
Development), regional partners (Virginia Coalfield Economic Development Authority)
|
||
|
||
and private carrier partners. This robust telecommunications network provides the
|
||
|
||
redundancy that past, current and future network customers such as Northrup
|
||
|
||
Grumman and CGI require in support of their business needs and employment of
|
||
|
||
hundreds of people in the District. Significant efforts are being made to expand
|
||
|
||
broadband deployment focusing on residential connections. Major progress was made
|
||
|
||
32
|
||
|
||
Economic Resilience:
|
||
|
||
‘The economy of the Cumberland Plateau Planning District has historically been largely a
|
||
resource-based economy — timber, coal and agriculture. All of these sectors are subject
|
||
to boom or bust cycles, resource depletion and/or market conditions. Having been
|
||
tasked with addressing the need for economic diversification, the CPPDC staff has
|
||
worked with its local, regional, state and federal partners to support numerous
|
||
economic diversification efforts that fall into the category of steady-state initiatives. The
|
||
impacts of these initiatives, which have included partnerships in alternative energy
|
||
projects, deployment of a robust broadband and wireless 4G infrastructure network, as
|
||
well as several asset-based initiatives in cultural heritage and outdoor recreation
|
||
tourism and sustainable agriculture, have somewhat mitigated the recent dramatic
|
||
|
||
losses in coal and coal-related employment in the District.
|
||
|
||
These positive diversification initiatives are a result of planning efforts with a multitude
|
||
of partners, including local, regional, state and federal agencies and organizations as
|
||
well as many non-profit and private entities. No stone is left unturned in efforts to fund
|
||
such transformative initiatives. Most recently, the PDC is partnering with the Thompson
|
||
Foundation in an economic diversification initiative in Buchanan and Tazewell Counties
|
||
that is focusing on local assets, particularly trail development. All of the asset-based
|
||
initiatives in the region have built on unique local and regional cultural and natural
|
||
assets that can’t be shipped overseas. And the broadband and wireless network was
|
||
funded through federal funding partners (EDA and NTIA), state partners, (the Virginia
|
||
Tobacco Commission and the Virginia Department of Housing and Community
|
||
Development), regional partners (Virginia Coalfield Economic Development Authority)
|
||
and private carrier partners. This robust telecommunications network provides the
|
||
redundancy that past, current and future network customers such as Northrup
|
||
Grumman and CGI require in support of their business needs and employment of
|
||
hundreds of people in the District. Significant efforts are being made to expand
|
||
|
||
broadband deployment focusing on residential connections. Major progress was made
|
||
|
||
|
||
|
||
|
||
33
|
||
|
||
between 2020-2023 with over 9,000 new connections made in partnership with Point
|
||
|
||
Broadband, the private company that operates the Cumberland Plateau Broadband
|
||
|
||
System. Two major VATI applications for state funding were approved in 2021 and 2022
|
||
|
||
that will serve nearly 15,000 passings by the end of 2024.
|
||
|
||
The CPPDC has spent and continues to spend significant staff time in support of
|
||
|
||
business retention and expansion programs targeted at downtown revitalization and
|
||
|
||
entrepreneurship. For example, the Cumberland Plateau Planning District Commission
|
||
|
||
is among the first cohort in the Building Resilient Economic Coal Communities
|
||
|
||
(BRECC) Action Challenge through NaCO and EDA. The CPPDC Action Challenge
|
||
|
||
Team made up of regional stakeholders, will present to federal partners in February
|
||
|
||
2024, the Cumberland Plateau Entrepreneurship Innovation Strategy, a planning
|
||
|
||
strategy that will assist in promoting wealth replacement/growth in local
|
||
|
||
entrepreneurial efforts, promote government sector table-setting efforts that support
|
||
|
||
new small business investments through facility acquisition and reuse, infrastructure
|
||
|
||
improvements and recyclable concept plans that can be deployed in any number of our
|
||
|
||
communities, and to explore why existing businesses that provide needed community
|
||
|
||
amenities often close their doors, and what can be done to prevent it. Currently, at least
|
||
|
||
9 of the District’s 12 towns, as well as about 20 others in the region, have completed or
|
||
|
||
are currently engaging in downtown revitalization construction projects to enhance their
|
||
|
||
downtown communities by creating attractive locations for new and expanding
|
||
|
||
businesses to increase consumer traffic and revenues.
|
||
|
||
These planning efforts are economic drivers for regional collaboration in Southwest
|
||
|
||
Virginia involving 19 counties, 54 towns and four cities to promote national and
|
||
|
||
international outdoor recreation tourism excitement while also highlighting the small
|
||
|
||
town vibe based on our unique music and craft traditions of the region.
|
||
|
||
33
|
||
|
||
between 2020-2023 with over 9,000 new connections made in partnership with Point
|
||
Broadband, the private company that operates the Cumberland Plateau Broadband
|
||
System. Two major VATI applications for state funding were approved in 2021 and 2022
|
||
that will serve nearly 15,000 passings by the end of 2024.
|
||
|
||
The CPPDC has spent and continues to spend significant staff time in support of
|
||
business retention and expansion programs targeted at downtown revitalization and
|
||
entrepreneurship. For example, the Cumberland Plateau Planning District Commission
|
||
is among the first cohort in the Building Resilient Economic Coal Communities
|
||
(BRECC) Action Challenge through NaCO and EDA. The CPPDC Action Challenge
|
||
Team made up of regional stakeholders, will present to federal partners in February
|
||
2024, the Cumberland Plateau Entrepreneurship Innovation Strategy, a planning
|
||
strategy that will assist in promoting wealth replacement/growth in local
|
||
entrepreneurial efforts, promote government sector table-setting efforts that support
|
||
new small business investments through facility acquisition and reuse, infrastructure
|
||
improvements and recyclable concept plans that can be deployed in any number of our
|
||
communities, and to explore why existing businesses that provide needed community
|
||
amenities often close their doors, and what can be done to prevent it. Currently, at least
|
||
9 of the District’s 12 towns, as well as about 20 others in the region, have completed or
|
||
are currently engaging in downtown revitalization construction projects to enhance their
|
||
downtown communities by creating attractive locations for new and expanding
|
||
|
||
businesses to increase consumer traffic and revenues.
|
||
|
||
These planning efforts are economic drivers for regional collaboration in Southwest
|
||
Virginia involving 19 counties, 54 towns and four cities to promote national and
|
||
international outdoor recreation tourism excitement while also highlighting the small
|
||
|
||
town vibe based on our unique music and craft traditions of the region.
|
||
|
||
|
||
|
||
|
||
34
|
||
|
||
In 2022, stated by The Virginia Tourism Corporation (VTC), Virginia’s tourism industry
|
||
|
||
generated $30.3 billion in visitor spending, an increase of 20.3% from 2021, exceeding
|
||
|
||
2019 spending by 4.4%. Dramatic increases in tourism and tourism-related tax revenues
|
||
|
||
within the District, the region, and the State prove that planning strategies in this sector
|
||
|
||
are working.
|
||
|
||
The staff of the District is working in support of recent efforts to build a resilient
|
||
|
||
workforce, a difficult challenge in light of the large numbers of dislocated industry
|
||
|
||
workers, the lack of childcare, the lack of transportation, and scarce opportunity for
|
||
|
||
meaningful employment and high wage positions in the region. Several workforce
|
||
|
||
initiatives hold promise, including at least two POWER-funded programs that run
|
||
|
||
through the Virginia Community College system and regional workforce agencies.
|
||
|
||
Another effort, the Centers of Excellence, which is funded by the Virginia Tobacco
|
||
|
||
Commission, is focusing on transferable skill sets from mining employment to advanced
|
||
|
||
manufacturing. A satellite training facility in Tazewell County is targeting credentialing
|
||
|
||
in advanced welding, for example. An aquaculture facility funded by EDA, ARC, VDH,
|
||
|
||
and others is in development phase to produce fresh farm salmon on the Tazewell and
|
||
|
||
Russell County border. This will be the world's largest vertically integrated indoor
|
||
|
||
aquaculture facility and will produce 200+ jobs for the district.
|
||
|
||
In addition, the CPPDC staff recently completed its District Hazard Mitigation Plan
|
||
|
||
Update which identified and prioritized potential hazards that can likely impact District
|
||
|
||
localities and developed a risk assessment targeted to the high and medium-high hazard
|
||
|
||
classifications. This plan identifies and builds support for mitigation activities and
|
||
|
||
incorporates them into post-disaster recovery activities. In response, some District
|
||
|
||
localities have initiated pre-disaster planning activities. All District counties and towns
|
||
|
||
have approved the latest update.
|
||
|
||
34
|
||
|
||
In 2022, stated by The Virginia Tourism Corporation (VTC), Virginia’s tourism industry
|
||
generated $30.3 billion in visitor spending, an increase of 20.3% from 2021, exceeding
|
||
2019 spending by 4.4%. Dramatic increases in tourism and tourism-related tax revenues
|
||
within the District, the region, and the State prove that planning strategies in this sector
|
||
|
||
are working.
|
||
|
||
The staff of the District is working in support of recent efforts to build a resilient
|
||
workforce, a difficult challenge in light of the large numbers of dislocated industry
|
||
workers, the lack of childcare, the lack of transportation, and scarce opportunity for
|
||
meaningful employment and high wage positions in the region. Several workforce
|
||
initiatives hold promise, including at least two POWER-funded programs that run
|
||
through the Virginia Community College system and regional workforce agencies.
|
||
Another effort, the Centers of Excellence, which is funded by the Virginia Tobacco
|
||
Commission, is focusing on transferable skill sets from mining employment to advanced
|
||
manufacturing. A satellite training facility in Tazewell County is targeting credentialing
|
||
in advanced welding, for example. An aquaculture facility funded by EDA, ARC, VDH,
|
||
and others is in development phase to produce fresh farm salmon on the Tazewell and
|
||
Russell County border. This will be the world’s largest vertically integrated indoor
|
||
aquaculture facility and will produce 200+ jobs for the district.
|
||
|
||
In addition, the CPPDC staff recently completed its District Hazard Mitigation Plan
|
||
Update which identified and prioritized potential hazards that can likely impact District
|
||
localities and developed a risk assessment targeted to the high and medium-high hazard
|
||
classifications. This plan identifies and builds support for mitigation activities and
|
||
incorporates them into post-disaster recovery activities. In response, some District
|
||
localities have initiated pre-disaster planning activities. All District counties and towns
|
||
|
||
have approved the latest update.
|
||
|
||
|
||
|
||
|
||
35
|
||
|
||
Planning For and Implementing Resilience
|
||
|
||
The Cumberland Plateau CEDS Committee in conjunction with PDC staff, local,
|
||
|
||
regional, state and federal economic development agencies, as well as community
|
||
|
||
development professionals, has plotted a course to economic resiliency through a robust
|
||
|
||
economic diversification effort. With the sobering realization that the coal, timber and
|
||
|
||
tobacco industries were in decline, this effort began years ago and has evolved through a
|
||
|
||
thoughtful progression of infrastructure development and asset-based strategies.
|
||
|
||
The CEDS Committee has identified the major economic challenges of the District in the
|
||
|
||
previous SWOT analysis section and developed Goals and Objectives and actions to
|
||
|
||
address vulnerabilities in support of the District’s long-term recovery. The mountainous
|
||
|
||
terrain and high costs of infrastructure, transportation and site development steered the
|
||
|
||
PDC staff about 15 years ago to take an active role in broadband deployment and
|
||
|
||
cultural heritage and outdoor recreation tourism development. These initiatives support
|
||
|
||
the significant downtown revitalization projects in the District which provide attractive,
|
||
|
||
low-cost alternatives for small businesses to locate and expand.
|
||
|
||
A robust entrepreneurship initiative, Opportunity SWVA, of which the CPPDC is a
|
||
|
||
Steering Team member, is providing training and challenge incentives for new business
|
||
|
||
development.
|
||
|
||
These initiatives have led to a broader regional approach to economic development in
|
||
|
||
the 54-town, four-city region of Southwest Virginia which includes four EDDs. A
|
||
|
||
branding initiative was recently completed, and, for the first time, Southwest Virginia
|
||
|
||
has a unified presence in the Virginia Travel Guide issued each year by the Virginia
|
||
|
||
Tourism Corporation. This collaborative approach to marketing Southwest Virginia’s
|
||
|
||
unique music, craft and outdoor recreation assets to the world is paying significant
|
||
|
||
dividends. These marketing approaches hope to make the region and its communities
|
||
|
||
more attractive to a younger and more diverse population who are looking for more
|
||
|
||
tele-work opportunities. With the implementation of our world-class broadband and
|
||
|
||
wireless network, we are reversing the brain drain and improving the demographics of
|
||
|
||
35
|
||
|
||
Planning For and Implementing Resilience
|
||
The Cumberland Plateau CEDS Committee in conjunction with PDC staff, local,
|
||
|
||
regional, state and federal economic development agencies, as well as community
|
||
development professionals, has plotted a course to economic resiliency through a robust
|
||
economic diversification effort. With the sobering realization that the coal, timber and
|
||
tobacco industries were in decline, this effort began years ago and has evolved through a
|
||
|
||
thoughtful progression of infrastructure development and asset-based strategies.
|
||
|
||
The CEDS Committee has identified the major economic challenges of the District in the
|
||
previous SWOT analysis section and developed Goals and Objectives and actions to
|
||
address vulnerabilities in support of the District’s long-term recovery. The mountainous
|
||
terrain and high costs of infrastructure, transportation and site development steered the
|
||
PDC staff about 15 years ago to take an active role in broadband deployment and
|
||
cultural heritage and outdoor recreation tourism development. These initiatives support
|
||
the significant downtown revitalization projects in the District which provide attractive,
|
||
low-cost alternatives for small businesses to locate and expand.
|
||
|
||
A robust entrepreneurship initiative, Opportunity SWVA, of which the CPPDC is a
|
||
Steering Team member, is providing training and challenge incentives for new business
|
||
development.
|
||
|
||
These initiatives have led to a broader regional approach to economic development in
|
||
the 54-town, four-city region of Southwest Virginia which includes four EDDs. A
|
||
branding initiative was recently completed, and, for the first time, Southwest Virginia
|
||
has a unified presence in the Virginia Travel Guide issued each year by the Virginia
|
||
Tourism Corporation. This collaborative approach to marketing Southwest Virginia’s
|
||
unique music, craft and outdoor recreation assets to the world is paying significant
|
||
dividends. These marketing approaches hope to make the region and its communities
|
||
more attractive to a younger and more diverse population who are looking for more
|
||
tele-work opportunities. With the implementation of our world-class broadband and
|
||
|
||
wireless network, we are reversing the brain drain and improving the demographics of
|
||
|
||
|
||
|
||
|
||
36
|
||
|
||
our workforce. All of this is building economic resilience in the District and in Southwest
|
||
|
||
Virginia and supports job creation opportunities in all economic sectors.
|
||
|
||
Establishing Information Networks
|
||
|
||
The CPPDC serves as a source of information to deal with economic challenges through
|
||
|
||
its website and the inclusion of our CEDS and a wealth of Census data on the website.
|
||
|
||
The CPPDC, along with its sister PDCs in the region and state, acts as a convener of the
|
||
|
||
region’s stakeholders to discuss and react to economic and community development
|
||
|
||
challenges.
|
||
|
||
A good example is the role that the CPPDC is taking to expand the dialogue about
|
||
|
||
alternative energy opportunities in solar and pump storage. Another example is the role
|
||
|
||
of the states’ PDCs in convening numerous stakeholders, public and private, in
|
||
|
||
implementing GO Virginia, the state’s newest initiative to address Virginia’s loss of
|
||
|
||
defense-related jobs and jobs in other sectors. A state council headed by private sector
|
||
|
||
representatives, as well as legislative and Administration appointees, has designated
|
||
|
||
nine regions across the state and has tasked each region to form a council to implement
|
||
|
||
the program. The goal is to incentivize collaboration in job creation and governmental
|
||
|
||
efficiency activities to bring back Virginia’s status as the number one state for business
|
||
|
||
in the country.
|
||
|
||
The Cumberland Plateau, LENOWISCO and Mt. Rogers PDCs are very involved in this
|
||
|
||
effort in our three Planning Districts which make up Region One in the GO Virginia
|
||
|
||
structure. The Cumberland Plateau Executive Director is a member of the GO VA
|
||
|
||
Region Board. The coalfields region of Virginia has faced many economic challenges
|
||
|
||
since the turn of the 20
|
||
th
|
||
Century, but most especially since mechanization allowed coal
|
||
|
||
companies to mine coal with far fewer coal miners. This led to mass out migration in the
|
||
|
||
1950’s to the industrialized cities of the North and Midwest. Overcoming the
|
||
|
||
topographic and access challenges that our remote, mountainous location poses has not
|
||
|
||
36
|
||
|
||
our workforce. All of this is building economic resilience in the District and in Southwest
|
||
|
||
Virginia and supports job creation opportunities in all economic sectors.
|
||
|
||
Establishing Information Networks
|
||
|
||
The CPPDC serves as a source of information to deal with economic challenges through
|
||
its website and the inclusion of our CEDS and a wealth of Census data on the website.
|
||
The CPPDC, along with its sister PDCs in the region and state, acts as a convener of the
|
||
region’s stakeholders to discuss and react to economic and community development
|
||
challenges.
|
||
|
||
‘A good example is the role that the CPPDC is taking to expand the dialogue about
|
||
alternative energy opportunities in solar and pump storage. Another example is the role
|
||
of the states’ PDCs in convening numerous stakeholders, public and private, in
|
||
implementing GO Virginia, the state’s newest initiative to address Virginia’s loss of
|
||
defense-related jobs and jobs in other sectors. A state council headed by private sector
|
||
representatives, as well as legislative and Administration appointees, has designated
|
||
nine regions across the state and has tasked each region to form a council to implement
|
||
the program. The goal is to incentivize collaboration in job creation and governmental
|
||
efficiency activities to bring back Virginia’s status as the number one state for business
|
||
in the country.
|
||
|
||
The Cumberland Plateau, LENOWISCO and Mt. Rogers PDCs are very involved in this
|
||
effort in our three Planning Districts which make up Region One in the GO Virginia
|
||
structure. The Cumberland Plateau Executive Director is a member of the GO VA
|
||
Region Board. The coalfields region of Virginia has faced many economic challenges
|
||
since the turn of the 20"" Century, but most especially since mechanization allowed coal
|
||
companies to mine coal with far fewer coal miners. This led to mass out migration in the
|
||
1950's to the industrialized cities of the North and Midwest. Overcoming the
|
||
|
||
topographic and access challenges that our remote, mountainous location poses has not
|
||
|
||
|
||
|
||
|
||
37
|
||
|
||
been easy. But we now have effective strategies that can provide for a prosperous way
|
||
|
||
forward.
|
||
|
||
Climate Resiliency and Pre-Disaster Recovery Planning
|
||
|
||
The Cumberland Plateau member counties have experienced alarming weather
|
||
|
||
disruptions throughout the years. The region can identify, utilizing The District’s Hazard
|
||
|
||
Mitigation Plan and the Covid-19 Implementation Plan from the 2022 CEDS document,
|
||
|
||
that the main natural threats are flooding, winter storms, wildfires and landslides, with
|
||
|
||
flooding the only one posing a high hazard level. The District’s terrain increases the
|
||
|
||
likelihood of our counties experiencing severe flooding disasters in various parts of the
|
||
|
||
year. The CPPDC serves very rural, vulnerable and distressed communities, which can
|
||
|
||
result in challenging recovery efforts following these extreme conditions.
|
||
|
||
Flooding is not new to the coalfields region. In fact, efforts have already been underway
|
||
|
||
throughout the District to relocate areas directly affected by flooding. The Town of
|
||
|
||
Grundy in Buchanan County moved its entire downtown district to a new site out of the
|
||
|
||
floodplain. Following the completion of that project, Buchanan County has continued to
|
||
|
||
advance additional Army Corps of Engineers flood proofing efforts, including an
|
||
|
||
in-progress initiative to address a number of Vansant-area structures eligible for
|
||
|
||
elevation or removal. Other significant relocation and mitigation activities have been
|
||
|
||
implemented in the Town of Bluefield in Tazewell County and the Town of Cleveland in
|
||
|
||
Russell County. A major Army Corps of Engineers project in Dickenson County resulted
|
||
|
||
in the consolidation of multiple schools to new locations out of the floodplain.
|
||
|
||
Buchanan and Tazewell counties recently have experienced more extreme disasters out
|
||
|
||
of the four member counties. In July 2022, Buchanan County braved severe flooding in
|
||
|
||
the communities of Patterson, Hale Creek, Pilgrims Knob, Whitewood, and Jewell
|
||
|
||
Valley. This flood event followed a similar disaster in the Hurley community one year
|
||
|
||
prior. To date, these communities are navigating the aftermath as they attempt to
|
||
|
||
rebuild community buildings, bridges, and houses that were destroyed.
|
||
|
||
37
|
||
|
||
been easy. But we now have effective strategies that can provide for a prosperous way
|
||
forward.
|
||
|
||
limate Resiliency and Pre-Di: r Re Plannin;
|
||
|
||
The Cumberland Plateau member counties have experienced alarming weather
|
||
disruptions throughout the years. The region can identify, utilizing The District’s Hazard
|
||
Mitigation Plan and the Covid-19 Implementation Plan from the 2022 CEDS document,
|
||
that the main natural threats are flooding, winter storms, wildfires and landslides, with
|
||
flooding the only one posing a high hazard level. ‘The District’s terrain increases the
|
||
likelihood of our counties experiencing severe flooding disasters in various parts of the
|
||
year, The CPPDC serves very rural, vulnerable and distressed communities, which can
|
||
|
||
result in challenging recovery efforts following these extreme conditions.
|
||
|
||
Flooding is not new to the coalfields region. In fact, efforts have already been underway
|
||
throughout the District to relocate areas directly affected by flooding. The Town of
|
||
Grundy in Buchanan County moved its entire downtown district to a new site out of the
|
||
floodplain. Following the completion of that project, Buchanan County has continued to.
|
||
advance additional Army Corps of Engineers flood proofing efforts, including an
|
||
in-progress initiative to address a number of Vansant-area structures eligible for
|
||
elevation or removal. Other significant relocation and mitigation activities have been
|
||
implemented in the Town of Bluefield in Tazewell County and the Town of Cleveland in
|
||
Russell County. A major Army Corps of Engineers project in Dickenson County resulted
|
||
|
||
in the consolidation of multiple schools to new locations out of the floodplain.
|
||
|
||
Buchanan and Tazewell counties recently have experienced more extreme disasters out
|
||
of the four member counties. In July 2022, Buchanan County braved severe flooding in
|
||
the communities of Patterson, Hale Creek, Pilgrims Knob, Whitewood, and Jewell
|
||
Valley. This flood event followed a similar disaster in the Hurley community one year
|
||
prior. To date, these communities are navigating the aftermath as they attempt to
|
||
|
||
rebuild community buildings, bridges, and houses that were destroyed.
|
||
|
||
|
||
|
||
|
||
38
|
||
|
||
This past May 2023, Tazewell County endured major flooding, including a documented
|
||
|
||
3.5 inches of rainfall by the National Weather Service. The flooding spanned most of
|
||
|
||
Bluefield, VA in areas the Town had not seen impacted for years, including sections of
|
||
|
||
Abbs Valley, Pocahontas, Baptist Valley, Cedar Bluff, and Bandy. The disastrous effects
|
||
|
||
of this flood opened caves because of the heavy standing water. Local businesses in
|
||
|
||
downtown Bluefield, VA spent weeks cleaning floors of water and debris. Recreational
|
||
|
||
fields across the county experienced major damage, halting recreational activities for the
|
||
|
||
community.
|
||
|
||
These major flooding incidents resulted in responses both locally and at the state level,
|
||
|
||
with area legislators supporting state budget funds for flood relief assistance in the
|
||
|
||
FY2024 state budget. Additionally, the Tazewell County Board of Supervisors has
|
||
|
||
started work on a county-wide flood study to address issues for those communities.
|
||
|
||
Officials in Buchanan had already begun the same efforts at the time of the flood
|
||
|
||
activity.
|
||
|
||
The Cumberland Plateau Planning District CEDS Committee is committed to creating
|
||
|
||
key partnerships and collaboration efforts with local and state officials as the region
|
||
|
||
works toward goals and strategies that will better assist our communities when
|
||
|
||
climate-related disasters strike.
|
||
|
||
The 2023 CEDS Committee has deemed the following concerns and vulnerabilities
|
||
|
||
worthy of notation as the District and its partners work to safeguard the region’s
|
||
|
||
investments to the extent possible. (see chart below)
|
||
|
||
38
|
||
|
||
This past May 2023, Tazewell County endured major flooding, including a documented
|
||
3.5 inches of rainfall by the National Weather Service. The flooding spanned most of
|
||
Bluefield, VA in areas the Town had not seen impacted for years, including sections of
|
||
Abbs Valley, Pocahontas, Baptist Valley, Cedar Bluff, and Bandy. The disastrous effects
|
||
of this flood opened caves because of the heavy standing water. Local businesses in
|
||
downtown Bluefield, VA spent weeks cleaning floors of water and debris. Recreational
|
||
fields across the county experienced major damage, halting recreational activities for the
|
||
|
||
community.
|
||
|
||
These major flooding incidents resulted in responses both locally and at the state level,
|
||
with area legislators supporting state budget funds for flood relief assistance in the
|
||
FY2024 state budget. Additionally, the Tazewell County Board of Supervisors has
|
||
started work on a county-wide flood study to address issues for those communities.
|
||
Officials in Buchanan had already begun the same efforts at the time of the flood
|
||
activity.
|
||
|
||
The Cumberland Plateau Planning District CEDS Committee is committed to creating
|
||
key partnerships and collaboration efforts with local and state officials as the region
|
||
works toward goals and strategies that will better assist our communities when
|
||
|
||
climate-related disasters strike.
|
||
|
||
The 2023 CEDS Committee has deemed the following concerns and vulnerabilities
|
||
worthy of notation as the District and its partners work to safeguard the region’s
|
||
|
||
investments to the extent possible. (see chart below)
|
||
|
||
|
||
|
||
|
||
39
|
||
|
||
Community Partner Concern Strategy
|
||
|
||
CPPDC/ Local Emergency Service
|
||
|
||
Personnel
|
||
|
||
Emergency Communication The CPPDC is completing a region
|
||
|
||
wide Broadband initiative. With
|
||
|
||
these resources in place, the district
|
||
|
||
can work with emergency personnel
|
||
|
||
to roll out emergency
|
||
|
||
communication plans.
|
||
|
||
Healthcare Providers / SWVA
|
||
|
||
Workforce / colleges and
|
||
|
||
universities
|
||
|
||
Patient care/ emergency health care Offer training for emergency safety
|
||
|
||
precautions in each district to
|
||
|
||
healthcare workers and community
|
||
|
||
members to provide more
|
||
|
||
assistance from trained staff and
|
||
|
||
volunteers.
|
||
|
||
DCHD/ Virginia Housing/
|
||
|
||
AmeriCorps
|
||
|
||
Flood Plains Work with organizations and
|
||
|
||
localities to establish and keep a
|
||
|
||
document of flood plains within the
|
||
|
||
district to ensure housing and
|
||
|
||
infrastructure is not built in those
|
||
|
||
areas for safety hazards.
|
||
|
||
DHCD/ Virginia Housing/ Virginia
|
||
|
||
Energy
|
||
|
||
Energy Efficient Infrastructure Upgrades to current or new
|
||
|
||
infrastructure with energy efficient
|
||
|
||
components and storm/ weather
|
||
|
||
proof materials to deter severe
|
||
|
||
damage.
|
||
|
||
Clinch River Valley Initiative
|
||
|
||
Authority
|
||
|
||
Community Connection Work together to educate younger
|
||
|
||
generations and the communities on
|
||
|
||
keeping a clean environment, and
|
||
|
||
protecting the natural assets SWVA
|
||
|
||
possesses.
|
||
|
||
The Nature Conservancy Agriculture Complete a study indicating what
|
||
|
||
specific plants and vegetation can be
|
||
|
||
planted and used to mitigate
|
||
|
||
flooding.
|
||
|
||
39
|
||
|
||
Community Partner
|
||
|
||
Concern
|
||
|
||
Strategy
|
||
|
||
CPPDC/ Local Emergency Service
|
||
|
||
Personnel
|
||
|
||
Emergency Communication
|
||
|
||
‘The CPPDCis completing a region
|
||
wide Broadband initiative. With
|
||
these resources in place, the district
|
||
‘can work with emergeney personnel
|
||
to roll out emergeney
|
||
communication plans.
|
||
|
||
Healthcare Providers / SWVA
|
||
Workforce / colleges and
|
||
|
||
universities
|
||
|
||
Patient care/ emergency health care
|
||
|
||
Offer training for emergency safety
|
||
precautions in each district to
|
||
healthcare workers and community
|
||
members to provide more
|
||
assistance from trained staff and
|
||
|
||
volunteers.
|
||
|
||
DCHD/ Virginia Housing/
|
||
AmeriCorps
|
||
|
||
Flood Plains
|
||
|
||
Work with organizations and
|
||
localities to establish and keep a
|
||
document of flood plains within the
|
||
district to ensure housing and
|
||
infrastructure is not builtin those
|
||
|
||
areas for safety hazards.
|
||
|
||
DHCD/ Virginia Housing/ Virginia
|
||
Energy
|
||
|
||
Energy Efficient Infrastructure
|
||
|
||
Upgrades to current or new
|
||
infrastructure with energy efficient
|
||
components and storm/ weather
|
||
proof materials to deter severe
|
||
|
||
damage.
|
||
|
||
Clinch River Valley Initiative
|
||
Authority
|
||
|
||
Community Connection
|
||
|
||
‘Work together to edueate younger
|
||
‘generations and the communities on
|
||
keeping a clean environment, and
|
||
protecting the natural assets SWVA,
|
||
|
||
possesses.
|
||
|
||
‘The Nature Conservancy
|
||
|
||
Agriculture
|
||
|
||
Complete a study indicating what
|
||
|
||
specific plants and vegetation can be
|
||
planted and used to mitigate
|
||
|
||
flooding,
|
||
|
||
|
||
|
||
|
||
|
||
40
|
||
|
||
Pre-Disaster Recovery Planning
|
||
|
||
Pandemic conditions brought about by COVID-19 have necessitated a retooling of the
|
||
|
||
economic development strategy within the District. The District staff, in conjunction
|
||
|
||
with community leaders throughout Cumberland Plateau counties and towns, will
|
||
|
||
continue to implement direct pandemic response measures triggered by future
|
||
|
||
widespread health events, as well as long-term strategic approaches to soften the
|
||
|
||
economic impact of a future pandemic within the District.
|
||
|
||
To quickly and effectively implement any and all necessary measures in response to the
|
||
|
||
COVID-19 pandemic, as well as in the event of new pandemic conditions, the District
|
||
|
||
will work to facilitate the formation of a local Pandemic Response Task Force whose
|
||
|
||
membership will ideally consist of the current county administrators, emergency
|
||
|
||
management coordinators, economic development directors, tourism directors and
|
||
|
||
chamber of commerce directors in the counties of Buchanan, Dickenson, Russell and
|
||
|
||
Tazewell, in addition to other community stakeholders.
|
||
|
||
The planning district will also work to facilitate the development of an online
|
||
|
||
information-sharing portal that consolidates resources pertaining to the pandemic as
|
||
|
||
well as future economic disruptions. Ideally, the portal will contain all known economic
|
||
|
||
recovery resources available to the local business community. This web portal will also
|
||
|
||
ideally provide the general public with information on best practices for supporting
|
||
|
||
businesses in our communities by means other than traditional patronage, including
|
||
|
||
options for home deliveries and revised services that adhere to evolving pandemic
|
||
|
||
response guidelines.
|
||
|
||
While many aspects of the COVID-19 response in 2020 created greater challenges for
|
||
|
||
our region, other effects of the pandemic created new opportunities. The District will
|
||
|
||
work with state, regional and local groups to advance the development of programs that
|
||
|
||
promote the Cumberland Plateau counties and towns as ideal landing spots for tech
|
||
|
||
employees who seek to take advantage of the remote working boom that has resulted
|
||
|
||
40
|
||
|
||
Pre-Disaster Recovery Planning
|
||
|
||
Pandemic conditions brought about by COVID-19 have necessitated a retooling of the
|
||
economic development strategy within the District. The District staff, in conjunction
|
||
with community leaders throughout Cumberland Plateau counties and towns, will
|
||
continue to implement direct pandemic response measures triggered by future
|
||
widespread health events, as well as long-term strategic approaches to soften the
|
||
|
||
economic impact of a future pandemic within the District.
|
||
|
||
To quickly and effectively implement any and all necessary measures in response to the
|
||
COVID-19 pandemic, as well as in the event of new pandemic conditions, the District
|
||
will work to facilitate the formation of a local Pandemic Response Task Force whose
|
||
membership will ideally consist of the current county administrators, emergency
|
||
management coordinators, economic development directors, tourism directors and
|
||
chamber of commerce directors in the counties of Buchanan, Dickenson, Russell and
|
||
|
||
Tazewell, in addition to other community stakeholders.
|
||
|
||
The planning district will also work to facilitate the development of an online
|
||
information-sharing portal that consolidates resources pertaining to the pandemic as
|
||
well as future economic disruptions. Ideally, the portal will contain all known economic
|
||
recovery resources available to the local business community. This web portal will also
|
||
ideally provide the general public with information on best practices for supporting
|
||
businesses in our communities by means other than traditional patronage, including
|
||
options for home deliveries and revised services that adhere to evolving pandemic
|
||
|
||
response guidelines.
|
||
|
||
While many aspects of the COVID-19 response in 2020 created greater challenges for
|
||
our region, other effects of the pandemic created new opportunities. The District will
|
||
work with state, regional and local groups to advance the development of programs that
|
||
promote the Cumberland Plateau counties and towns as ideal landing spots for tech
|
||
|
||
employees who seek to take advantage of the remote working boom that has resulted
|
||
|
||
|
||
|
||
|
||
41
|
||
|
||
from the nationwide COVID-19 response. This relocation or, in some cases,
|
||
|
||
“repatriation,” initiative will aim to appeal to workers in tech sectors who are permitted
|
||
|
||
by their employers to work from any location of their choosing. Summer 2020 reports
|
||
|
||
indicated tech giants – such as Google and Facebook, among others – are now open to
|
||
|
||
allowing a certain percentage of their workforce to perform their duties from anywhere.
|
||
|
||
Business surveys also indicate two-thirds of tech workers in San Francisco would live
|
||
|
||
and work from other areas if given the option. The District recognizes this movement as
|
||
|
||
an opportunity to reinvigorate its workforce and population levels within its respective
|
||
|
||
counties and towns where infrastructure exists to support such an initiative.
|
||
|
||
With the District’s high quality of life, low cost of living and considerable access to
|
||
|
||
outdoor recreation opportunities available as marketing assets, the Cumberland Plateau
|
||
|
||
region appears as poised as any comparable locality to advance such initiatives
|
||
|
||
alongside community development partners.
|
||
|
||
In light of negative economic impacts related to COVID-19 within our region, the
|
||
|
||
District will double-down on efforts to develop and support an Outdoor Economy in the
|
||
|
||
four Cumberland Plateau counties, which has been identified as a key priority for the
|
||
|
||
District. The pursuit of a successful Outdoor Economy will:
|
||
|
||
· Result in the fostering and support of job growth initiatives within the
|
||
|
||
outdoor environment, outdoor adventure, wildlife management and tourism
|
||
|
||
entrepreneurship sectors where, in many cases, employment is less-likely to
|
||
|
||
be severely impacted by future pandemic conditions
|
||
|
||
· Support new investments in agriculture, aquaculture, livestock, forestry,
|
||
|
||
farming and other initiatives that specifically enhance and bolster the region’s
|
||
|
||
food supply chain and access to family-sustaining commodities
|
||
|
||
· When and where possible, preserve the natural environment, which will
|
||
|
||
support the overall objective of building a successful Outdoor Economy
|
||
|
||
around the region’s unique natural assets
|
||
|
||
41
|
||
|
||
from the nationwide COVID-19 response. This relocation or, in some cases,
|
||
“repatriation,” initiative will aim to appeal to workers in tech sectors who are permitted
|
||
by their employers to work from any location of their choosing. Summer 2020 reports
|
||
indicated tech giants — such as Google and Facebook, among others — are now open to
|
||
allowing a certain percentage of their workforce to perform their duties from anywhere.
|
||
Business surveys also indicate two-thirds of tech workers in San Francisco would live
|
||
and work from other areas if given the option. The District recognizes this movement as
|
||
an opportunity to reinvigorate its workforce and population levels within its respective
|
||
|
||
counties and towns where infrastructure exists to support such an initiative,
|
||
|
||
With the District’s high quality of life, low cost of living and considerable access to
|
||
outdoor recreation opportunities available as marketing assets, the Cumberland Plateau
|
||
region appears as poised as any comparable locality to advance such initiatives
|
||
|
||
alongside community development partners.
|
||
|
||
In light of negative economic impacts related to COVID-19 within our region, the
|
||
District will double-down on efforts to develop and support an Outdoor Economy in the
|
||
four Cumberland Plateau counties, which has been identified as a key priority for the
|
||
|
||
District. The pursuit of a successful Outdoor Economy will:
|
||
|
||
Result in the fostering and support of job growth initiatives within the
|
||
outdoor environment, outdoor adventure, wildlife management and tourism
|
||
entrepreneurship sectors where, in many cases, employment is less-likely to
|
||
|
||
be severely impacted by future pandemic conditions
|
||
|
||
Support new investments in agriculture, aquaculture, livestock, forestry,
|
||
farming and other initiatives that specifically enhance and bolster the region’s
|
||
|
||
food supply chain and access to family-sustaining commodities
|
||
|
||
When and where possible, preserve the natural environment, which will
|
||
support the overall objective of building a successful Outdoor Economy
|
||
|
||
around the region’s unique natural assets
|
||
|
||
|
||
|
||
|
||
42
|
||
|
||
· Prop up the aforementioned CEDS goals related to creating a desirable
|
||
|
||
living environment within the Cumberland Plateau counties in an effort to
|
||
|
||
attract and lure potential workforce talent who desire to relocate from more
|
||
|
||
densely-populated regions of the U.S.
|
||
|
||
The development and retention of other industry sectors projected to boast varying
|
||
|
||
degrees of insulation from future pandemic conditions will also receive underscored
|
||
|
||
support from the District, including, but not limited to, the following sectors:
|
||
|
||
· Tech and data
|
||
|
||
· Healthcare
|
||
|
||
· Shared Services and IT
|
||
|
||
· Warehousing and delivery
|
||
|
||
· Construction
|
||
|
||
· Meat preparation and processing
|
||
|
||
· Machinery and equipment manufacturing
|
||
|
||
· Fabricated metal manufacturing
|
||
|
||
· Tourism
|
||
|
||
While work is active and constant between the District and Point Broadband to achieve
|
||
|
||
universal fiber broadband coverage within the region, COVID-19 very effectively
|
||
|
||
exposed the most glaring holes within the region’s high-speed internet infrastructure
|
||
|
||
grid, particularly as it pertained to broadband access for school-age children and
|
||
|
||
working adults who desire -- or are required to -- telework within the District. In an
|
||
|
||
effort to shore up these deficiencies, District staff will:
|
||
|
||
· Strive to more accurately identify potential project zones for future fiber
|
||
|
||
broadband deployment beyond areas already targeted in two large Virginia
|
||
|
||
42
|
||
|
||
Prop up the aforementioned CEDS goals related to creating a desirable
|
||
living environment within the Cumberland Plateau counties in an effort to
|
||
attract and lure potential workforce talent who desire to relocate from more
|
||
densely-populated regions of the U.S.
|
||
|
||
The development and retention of other industry sectors projected to boast varying
|
||
degrees of insulation from future pandemic conditions will also receive underscored
|
||
|
||
support from the District, including, but not limited to, the following sectors:
|
||
Tech and data
|
||
Healthcare
|
||
Shared Services and IT
|
||
Warehousing and delivery
|
||
Construction
|
||
Meat preparation and processing
|
||
Machinery and equipment manufacturing
|
||
Fabricated metal manufacturing
|
||
Tourism
|
||
|
||
While work is active and constant between the District and Point Broadband to achieve
|
||
universal fiber broadband coverage within the region, COVID-19 very effectively
|
||
exposed the most glaring holes within the region’s high-speed internet infrastructure
|
||
grid, particularly as it pertained to broadband access for school-age children and
|
||
working adults who desire -- or are required to -- telework within the District. In an
|
||
effort to shore up these deficiencies, District staff will:
|
||
|
||
Strive to more accurately identify potential project zones for future fiber
|
||
|
||
broadband deployment beyond areas already targeted in two large Virginia
|
||
|
||
|
||
|
||
|
||
43
|
||
|
||
Telecommunications Initiative projects, both of which are underway following
|
||
|
||
funding approvals at the state level
|
||
|
||
· Conduct an assessment of proposed publicly-accessible Wi-Fi hotspot
|
||
|
||
locations to supplement hotspot projects already completed or underway by
|
||
|
||
the PDC, where quick deployment of fiber is neither feasible nor practical
|
||
|
||
· Work to identify and solve gaps in Wi-Fi and cellular connectivity at
|
||
|
||
recreational locations, including trails, parks and conservation areas
|
||
|
||
· Work to identify and solve gaps in Wi-Fi and cellular connectivity in
|
||
|
||
residential areas not already served by the local wireless network
|
||
|
||
_______________________________________________________
|
||
|
||
Measuring Resilience
|
||
|
||
The PDC staff maintains data that measures population income and employment by
|
||
|
||
industry data compared with state and national statistics as a means of determining
|
||
|
||
progress toward diversification. The staff also attempts to align changes in this data
|
||
|
||
with the several initiatives identified in the CEDS. A good example is the continuation of
|
||
|
||
broadband and wireless 4G fiber internet. As this project continues to roll out giving
|
||
|
||
more access to residents and commercial business owners, components of our
|
||
|
||
downtown revitalization efforts and the creation of more amenities such as nicer
|
||
|
||
restaurants, craft-breweries and performance venues will bring growth in the 25-34 age
|
||
|
||
group in the region, thus increasing population. This growth corresponds with the live,
|
||
|
||
work, play environment and the cultural heritage initiative, The Crooked Road, the
|
||
|
||
outdoor recreation initiative, and Southwest Virginia Outdoors.
|
||
|
||
The Cumberland Plateau Planning Staff has made great strides in economic
|
||
|
||
diversification this year and will continue to monitor the data and measure progress
|
||
|
||
toward economic resilience.
|
||
|
||
43
|
||
|
||
‘Telecommunications Initiative projects, both of which are underway following
|
||
|
||
funding approvals at the state level
|
||
|
||
Conduct an assessment of proposed publicly-accessible Wi-Fi hotspot
|
||
locations to supplement hotspot projects already completed or underway by
|
||
|
||
the PDC, where quick deployment of fiber is neither feasible nor practical
|
||
|
||
Work to identify and solve gaps in Wi-Fi and cellular connectivity at
|
||
|
||
recreational locations, including trails, parks and conservation areas
|
||
|
||
Work to identify and solve gaps in Wi-Fi and cellular connectivity in
|
||
|
||
residential areas not already served by the local wireless network
|
||
|
||
Measuring Resilience
|
||
|
||
The PDC staff maintains data that measures population income and employment by
|
||
industry data compared with state and national statistics as a means of determining
|
||
progress toward diversification. The staff also attempts to align changes in this data
|
||
with the several initiatives identified in the CEDS. A good example is the continuation of
|
||
broadband and wireless 4G fiber internet. As this project continues to roll out giving
|
||
more access to residents and commercial business owners, components of our
|
||
downtown revitalization efforts and the creation of more amenities such as nicer
|
||
restaurants, craft-breweries and performance venues will bring growth in the 25-34 age
|
||
group in the region, thus increasing population. This growth corresponds with the live,
|
||
work, play environment and the cultural heritage initiative, The Crooked Road, the
|
||
|
||
outdoor recreation initiative, and Southwest Virginia Outdoors.
|
||
|
||
The Cumberland Plateau Planning Staff has made great strides in economic
|
||
diversification this year and will continue to monitor the data and measure progress.
|
||
|
||
toward economic resilience.
|
||
|
||
|
||
|
||
|
||
44
|
||
|
||
Appendices:
|
||
|
||
Hazard Mitigation Plan
|
||
|
||
Roadmap to Economic Resiliency
|
||
|
||
Cumberland Plateau TelePharmacy Strategic Plan
|
||
|
||
CEDS Committee
|
||
|
||
https://cppdc.com/cppdc-reports/
|
||
https://cppdc.com/cppdc-reports/
|
||
https://drive.google.com/file/d/14bnhSvZi-qD5ObrOC-7YuzRXfXjWx_Oy/view?usp=drive_link
|
||
https://drive.google.com/file/d/1wxpO8dvV-32SLcrM1bc5R7tADEocXfWd/view?usp=drive_link
|
||
Appendices:
|
||
Hazard Mitigation Plan
|
||
Roadm: Economic Resilien
|
||
|
||
Cumberland Plateau TelePharmacy Strategic Plan
|
||
|
||
CEDS Committee
|
||
|
||
44
|
||
|
||
|
||
|
||
|
||
UCHANAN COUNTY BOARD OF SUPERVISORS
|
||
Tim Hess, Chaioman SNCON Raventcidg
|
||
duress Dist Comey Age
|
||
Dew Keo View Cainen
|
||
truer Dia Lawrence L Moise Eq
|
||
seit Cope Cy anions
|
||
|
||
Garden District
|
||
G, Roger Rife
|
||
|
||
South Grundy District
|
||
James Carroll Branhasn
|
||
|
||
‘North Grundy District
|
||
Craig Stiltner
|
||
|
||
Rocklick District
|
||
Trey Adkins
|
||
|
||
Knox District
|
||
|
||
November 6, 2023
|
||
|
||
US. Department of Commerce
|
||
Economic Development Administration
|
||
Philadelphia Regional Office, Curtis Center
|
||
Independence Square West, Suite 1408
|
||
Philadelphia, PA 19106
|
||
|
||
Dear Sir or Madam:
|
||
|
||
Itis the intent of Buchanan County, Virginia to continue participating under the Cumberland
|
||
Plateau Planning District Commission’s Comprehensive Economic Development Strategy
|
||
(CEDS). This letter represents a formal acknowledgement for Buchanan County to be covered
|
||
under the 2024 CEDS Update.
|
||
|
||
Please don’t hesitate to let me know if further action or information is needed.
|
||
|
||
Sincerely,
|
||
|
||
Flat fla
|
||
|
||
Robert C. Hom
|
||
County Administrator
|
||
|
||
Administrative Office, 4447, Suite 310, Slate Creek Road, GRUNDY, VIRGINIA 24614
|
||
‘www buchanancountyontine.com
|
||
‘Telephone (276) 935-6503
|
||
Fax: (276) 933-4479
|
||
|
||
|
||
|
||
|
||
Russell County Virginia
|
||
“The Heart of Southwest Virginia”
|
||
|
||
Tim Lovelace Stove Brooding
|
||
District 6
|
||
Lou Ann Wallace, Chairperson Rebecca Dye
|
||
District 2 District 6
|
||
David Eaton Otis Christian, Vice-Chairman Lonzo Lester
|
||
District 4 AtLarge County Administrator
|
||
|
||
December 11, 2023
|
||
|
||
U. S. Department of Commerce
|
||
|
||
Economic Development Administration
|
||
Philadelphia Regional Office, Curtis Center
|
||
Independence Square West, Suite 140S
|
||
Philadelphia, PA 19106
|
||
|
||
Dear Sir or Madam:
|
||
|
||
It is the intent of Russell County, Virginia to continue participating under the Cumberland
|
||
Plateau Planning District Commission's Comprehensive Economic Development Strategy (CEDS).
|
||
This letter represents a formal acknowledgement for Russell County to be covered under the
|
||
2024 CEDS Update.
|
||
|
||
Please don’t hesitate to let me know if further action or information is needed.
|
||
|
||
Sincerely,
|
||
|
||
nzo Lester
|
||
County Administrator
|
||
|
||
Russell County Government Center
|
||
137 Highland Drive: Suite A: Lebanon, Virginia 24266 - (276) 889-8000 - Fax (276) 889-8011
|
||
www.russellcountyva.us
|
||
|
||
|
||
|
||
|
||
a DICKENSON COUNTY BOARD OF SUPERVISORS
|
||
SS suevste WILLIS, Chair RICHARD THACKER CHRIS HALL
|
||
|
||
Kenady District Sandlick District Willis District
|
||
PEGGYKISER, Vice Chair RHONDA SLUSS
|
||
DICKENSON fiewaeueucs Cintwood District
|
||
|
||
COUNTY,
|
||
|
||
January 24, 2024
|
||
|
||
U.S. Department of Commerce Economic
|
||
Development Administration
|
||
|
||
Philadelphia Regional Office, Curtis Center
|
||
Independence Square West, Suite 140S
|
||
Philadelphia, PA 19106
|
||
|
||
Dear Sir or Madam:
|
||
|
||
County Administrator
|
||
LARRY K.BARTON
|
||
|
||
County Attorney
|
||
WILLIAM J. STURGILL
|
||
|
||
It is the intent of Dickenson County, Virginia to continue participating under the Cumberland
|
||
Plateau Planning District Commission's Comprehensive Economic Development Strategy (CEDS).
|
||
This letter represents a formal acknowledgement for Dickenson County to be covered under
|
||
|
||
the 2024 CEDS Update.
|
||
|
||
If further information is needed, please don’t hesitate to contact me.
|
||
|
||
Sincerely,
|
||
|
||
Lary ne ‘Administrator
|
||
|
||
|
||
|
||
|
||
|
||
TAZEWELL COUNTY VIRGINIA
|
||
|
||
“Bound For Progress”
|
||
Andy Hrovaie, Chair ‘Aaron Gillespie, Vice Chir
|
||
Wester Distt Souther District
|
||
Kyle Cruey, Member ‘Chuck Presley Member
|
||
Northern Distt Ease District,
|
||
|
||
‘Shanna Plaster, Member
|
||
‘Northwestern District
|
||
|
||
. Erie Young
|
||
County Administrator
|
||
|
||
January 29, 2024
|
||
|
||
U.S. Department of Commerce
|
||
Economic Development Administration
|
||
Philadelphia Regional Office, Curtis Center
|
||
Independence Square West, Suite 140S
|
||
Philadelphia, PA 19106
|
||
|
||
Dear Sir or Madam:
|
||
|
||
1 am writing on behalf of Tazewell County, VA, acknowledging the continued support
|
||
and participation in the 2024 Comprehensive Economic Development Strategic Planning
|
||
document (CEDS) executed and delivered through the Cumberland Plateau Planning
|
||
District Commission.
|
||
|
||
Please contact me if you have any questions or need any further information concerning
|
||
Tazewell County.
|
||
|
||
Sincerely,
|
||
|
||
LL BE
|
||
|
||
C. Eric Young, Esq.
|
||
Tazewell County Administrator
|
||
|
||
197 Main Street + Tazewell, Virginia 24651 « (276) 385-1200 « Fax (276) 988-4246
|
||
www.tazewellcountyva.org
|
||
|
||
|
||
|
||
|
||
|