nm3clol-public/Cumberland_Plateau_Planning_District_Commission/Cumberland-Plateau-PDC-Roadmap-to-Economic-Resiliency/README.md

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title: Cumberland-Plateau-PDC-Roadmap-to-Economic-Resiliency
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Roadmap to 

Economic Resiliency

September  2021 

Cumberland Plateau 

Planning District 

Commission

Cumberland Plateau
Planning District
Commission

Roadmap to
Economic Resiliency

Ea eR ee  HICKEYGLOBAR




2

Table of Contents

Yes
53%

003 - Executive Summary

007 - Stakeholder Engagement Responses

054 - Cluster Verification

083 - Asset Mapping

122 - Business Resiliency Strategy

160 - Tourism Resiliency Strategy

Table of Contents

003 - Executive Summary

007 - Stakeholder Engagement Responses
054 - Cluster Verification

083 - Asset Mapping

122 - Business Resiliency Strategy

160 - Tourism Resiliency Strategy




3

Executive Summary 
Recovery and Resiliency Planning for Cumberland Plateau PDC

Yes
53%

The Cumberland Plateau Planning District Commission engaged the help of Hickey Global in researching and analyzing economic opportunities and 

concerns for business resiliency and recovery from economic shocks including the COVID-19 pandemic. In order to make these recommendations, 

Hickey Global conducted stakeholder surveying, asset mapping, and cluster analysis within the region and combined these results with prevailing 

industry research and thought.

This analysis revealed an image of a region with reliable legacy industries, cutting edge technological positioning, and rich natural beauty on which to 

continue to capitalize. Also uncovered were opportunities in developing education, transportation infrastructure, and workforce engagement which 

could lead to resiliency difficulties in the future if not adequately addressed. Overall, the Cumberland Plateau region is better situated than many similar 

regions to maintain economic vibrancy in the face of economic shocks and possibly utilize current market conditions to grow into the future with remote 

worker recruitment and strategic engagement with the current workforce.

Stakeholder surveying was conducted in person and online over the course of two weeks and included representatives of small and large business 

owners, local and regional officials, park staff, food and beverage industry, information technology sector, manufacturing and industrial sector, 

accommodations and lodging, and economic development groups. 52% of those surveyed where in the private industry and tourism sector with 48% in 

the government and non-profit sector. Stakeholders were evenly distributed across the region with 24% from Buchanan County, 29% from Dickenson 

County, 35% from Tazewell County, and 18% from Russel County.

Surveying revealed that many groups had taken at least some amount of pandemic assistance funding with the most popular being PPP loans followed 

by County and Town IDA Grants and Town Cares Act Grants at an even split for the second most popular. While the funding made available was listed as 

a highlight of pandemic response in both the private industry and tourism sectors, stakeholders also noted the need for better community engagement 

and flow of information in helping these industries learn about available programs and application and eligibility requirements. Notably, government and 

non-profit entities also agreed that clarity of information flow would have made regional pandemic response more affective. Overall, government and 

non-profit entities felt better informed about pandemic information and were gaining that information through official and more reliable sources. This 

lead Hickey Global to suggest the structure of a pandemic response board for the region which could assess and appropriately disseminate information 

from better informed local authorities to private and tourism industry stakeholders within the region.

Executive Summary
Recovery and Resiliency Planning for Cumberland Plateau PDC

The Cumberland Plateau Planning District Commission engaged the help of Hickey Global in researching and analyzing economic opportunities and
concerns for business resiliency and recovery from economic shocks including the COVID-19 pandemic. In order to make these recommendations,
Hickey Global conducted stakeholder surveying, asset mapping, and cluster analysis within the region and combined these results with prevailing
industry research and thought.

This analysis revealed an image of a region with reliable legacy industries, cutting edge technological positioning, and rich natural beauty on which to
continue to capitalize. Also uncovered were opportunities in developing education, transportation infrastructure, and workforce engagement which
could lead to resiliency difficulties in the future if not adequately addressed. Overall, the Cumberland Plateau region is better situated than many similar
regions to maintain economic vibrancy in the face of economic shocks and possibly utilize current market conditions to grow into the future with remote
worker recruitment and strategic engagement with the current workforce.

Stakeholder surveying was conducted in person and online over the course of two weeks and included representatives of small and large business
owners, local and regional officials, park staff, food and beverage industry, information technology sector, manufacturing and industrial sector,
accommodations and lodging, and economic development groups. 52% of those surveyed where in the private industry and tourism sector with 48% in
the government and non-profit sector. Stakeholders were evenly distributed across the region with 24% from Buchanan County, 29% from Dickenson
County, 35% from Tazewell County, and 18% from Russel County.

Surveying revealed that many groups had taken at least some amount of pandemic assistance funding with the most popular being PPP loans followed
by County and Town IDA Grants and Town Cares Act Grants at an even split for the second most popular. While the funding made available was listed as
a highlight of pandemic response in both the private industry and tourism sectors, stakeholders also noted the need for better community engagement
and flow of information in helping these industries learn about available programs and application and eligibility requirements. Notably, government and
non-profit entities also agreed that clarity of information flow would have made regional pandemic response more affective. Overall, government and
non-profit entities felt better informed about pandemic information and were gaining that information through official and more reliable sources. This
lead Hickey Global to suggest the structure of a pandemic response board for the region which could assess and appropriately disseminate information
from better informed local authorities to private and tourism industry stakeholders within the region.




4

Executive Summary 
Recovery and Resiliency Planning for Cumberland Plateau PDC

Yes
53%

There was also agreement across stakeholder groups about workforce concerns and remote worker recruitment potential. All stakeholder groups 

identified job opportunities and wages as primary reasons why workers may leave the region. There were also varying levels of causal weight given to 

recreation opportunities in the area across stakeholder groups. While a very small percentage of jobs currently in the region were able to be transitioned 

to remote work during the pandemic and an even smaller percentage are anticipated to remain remote, there is nearly universal support and belief across 

stakeholder groups for a remote worker recruitment campaign to bring workers made permanently remote into the region. Hickey Global recommends 

that this campaign be crafted to not only recruit workers but also to leverage best-in-class broadband capabilities to create IT pipelines for remote work 

between the Cumberland Plateau region and companies in areas like Northern Virginia and Washington DC which could be attracted to the regions lower 

labor costs.

Asset mapping revealed three primary assets which distinguish the region for workers and business recruitment—exceptional broadband capacity, low 

cost of living and labor, and availability of outdoor recreation and natural beauty. These three key assets have also proven critical in the pandemic 

recovery environment and can be immediately leveraged for growth as workers and companies are placing a higher value than ever on these assets. The 

tourism industry can be particularly leveraged in regional recovery and resiliency efforts by making the region more attractive to a migrating workforce 

and in helping to improve community services by becoming a catalyst for eliminating blight and advertising the community for potential relocation. This 

would assist in mitigating two of the key regional deficiencies revealed by asset mapping—lower technology usage among households and lack of human 

capitol.

Two additional key deficiencies were identified through asset mapping which should become a key focus of the region when planning for future 

resiliency—transportation infrastructure and education including elementary school performance and low graduation rates from high-demand post-

secondary programs. Transportation infrastructure was identified as an essential resiliency area in both private industry and tourism sector assessment. 

Current transportation infrastructure limits shipping access for materials and manufactured goods and limits tourist access to standout natural assets. 

Investment in education would serve to propel the region’s investment in technology-based jobs. Additionally, high quality entrepreneurial education was 

seen as a key need by private and tourism industry in ensuring the successful establishment and staying power of business in the region. Investment in 

education within the region could serve to limit ‘brain-drain’ while also attracting new jobs to the region.

Asset mapping done on industrial parks in the region has shown good development and growth of industrial parks while noting some considerations for 

future resiliency. Current industrial parks have good utility infrastructure planning and implementation with good strategy around reuse of existing “shell” 

buildings. Key deficiencies are the size of available sites limiting larger scale projects and distance of existing parks from a major highway for efficient 

transportation and general difficulty of road access.

Executive Summary
Recovery and Resiliency Planning for Cumberland Plateau PDC

There was also agreement across stakeholder groups about workforce concerns and remote worker recruitment potential. All stakeholder groups
identified job opportunities and wages as primary reasons why workers may leave the region. There were also varying levels of causal weight given to
recreation opportunities in the area across stakeholder groups. While a very small percentage of jobs currently in the region were able to be transitioned
to remote work during the pandemic and an even smaller percentage are anticipated to remain remote, there is nearly universal support and belief across
stakeholder groups for a remote worker recruitment campaign to bring workers made permanently remote into the region. Hickey Global recommends
that this campaign be crafted to not only recruit workers but also to leverage best-in-class broadband capabilities to create IT pipelines for remote work
between the Cumberland Plateau region and companies in areas like Northern Virginia and Washington DC which could be attracted to the regions lower
labor costs.

Asset mapping revealed three primary assets which distinguish the region for workers and business recruitment—exceptional broadband capacity, low
cost of living and labor, and availability of outdoor recreation and natural beauty. These three key assets have also proven critical in the pandemic
recovery environment and can be immediately leveraged for growth as workers and companies are placing a higher value than ever on these assets. The
tourism industry can be particularly leveraged in regional recovery and resiliency efforts by making the region more attractive to a migrating workforce
and in helping to improve community services by becoming a catalyst for eliminating blight and advertising the community for potential relocation. This
would assist in mitigating two of the key regional deficiencies revealed by asset mapping—lower technology usage among households and lack of human
capitol.

Two additional key deficiencies were identified through asset mapping which should become a key focus of the region when planning for future
resiliency—transportation infrastructure and education including elementary school performance and low graduation rates from high-demand post-
secondary programs. Transportation infrastructure was identified as an essential resiliency area in both private industry and tourism sector assessment.
Current transportation infrastructure limits shipping access for materials and manufactured goods and limits tourist access to standout natural assets.
Investment in education would serve to propel the region’s investment in technology-based jobs. Additionally, high quality entrepreneurial education was
seen as a key need by private and tourism industry in ensuring the successful establishment and staying power of business in the region. Investment in
education within the region could serve to limit ‘brain-drain’ while also attracting new jobs to the region.

Asset mapping done on industrial parks in the region has shown good development and growth of industrial parks while noting some considerations for
future resiliency. Current industrial parks have good utility infrastructure planning and implementation with good strategy around reuse of existing “shell”
buildings. Key deficiencies are the size of available sites limiting larger scale projects and distance of existing parks from a major highway for efficient
transportation and general difficulty of road access.




5

Executive Summary 
Recovery and Resiliency Planning for Cumberland Plateau PDC

Yes
53%

Cluster studies identified six key clusters for regional growth. These clusters were also assessed against industry data from prior economic shocks and 

shown to be acceptably diversified to work in combination to propel growth in the region without placing it in a precarious position for future resiliency. 

The six key development clusters are mining, fabricated metal manufacturing, machinery and equipment manufacturing, shared services and IT, tourism, 

and healthcare. Mining strategy should focus on growing demand for metal commodities, addressing pressing challenges within the industry growing the 

area as a thought leader, and promoting current capabilities via an online database to advertising these capacities outside the region. Fabricated mental 

manufacturing strategies should focus on expanding and marketing specialized knowledge within the region, investigate prototyping and product 

customization, and piloting new technology in Industry 4.0 components. Machinery and equipment manufacturing strategy should center diversification 

of mining manufacturers into new markets, developing this cluster portfolio by promoting key skills and inputs, and taking advantage of existing inputs to 

reinforce the value chain. Shared services and IT should pursue growth by capitalizing on best-in-class broadband capabilities to recruit remote workers, 

developing a shared services program supporting Northern Virginia and DC, and training and supporting residents working from or wishing to work from 

home. Tourism strategy should be centered around expanding infrastructure to increase access to natural and outdoor recreation assets, developing a 

mixed accommodations industry with equal representation of RV parks, campgrounds, and traditional accommodations to improve resiliency, and tying 

tourism offerings to more resilient regional enterprises such as agriculture and mining. Healthcare strategy should follow its current trajectory to cater to 

an aging populace while leveraging the Appalachian College of Pharmacy to recruit on-line pharmacy operations such as shared services and distribution. 

A healthcare leakage study is also recommended to determine needed or improved services within the region to ensure income created within the region 

remains local.

Tourism strategy for the region was requested as a breakout industry with planning and suggestions made in support of this industry. Analysis revealed 

that tourism in the region may be best thought of at present as aligned with resident needs. Larger tourism events can be leveraged to bring areas up to a 

standard of readiness by mitigating blight and developing needed visitor services for the region. Resident support and patronage of new and existing 

tourism ventures is critical within the region currently and is made more pressing during economic downturns. Tourism development should therefore 

seek to benefit both groups equally. Outdoor recreation tourism should remain the focus of regional tourism development efforts as it has been shown to 

be more resilient in a pandemic environment than other types of tourism and has been shown to increase area appeal for remote worker relocation. 

Tourism development should be considered based on which key activity the area is question is best suited for. Visitor services can then be built out 

around the central activity to ensure a tourism ecosystem which reduces leakage.

Executive Summary
Recovery and Resiliency Planning for Cumberland Plateau PDC

Cluster studies identified six key clusters for regional growth. These clusters were also assessed against industry data from prior economic shocks and
shown to be acceptably diversified to work in combination to propel growth in the region without placing it in a precarious position for future resiliency.
The six key development clusters are mining, fabricated metal manufacturing, machinery and equipment manufacturing, shared services and IT, tourism,
and healthcare. Mining strategy should focus on growing demand for metal commodities, addressing pressing challenges within the industry growing the
area as a thought leader, and promoting current capabilities via an online database to advertising these capacities outside the region. Fabricated mental
manufacturing strategies should focus on expanding and marketing specialized knowledge within the region, investigate prototyping and product
customization, and piloting new technology in Industry 4.0 components. Machinery and equipment manufacturing strategy should center diversification
of mining manufacturers into new markets, developing this cluster portfolio by promoting key skills and inputs, and taking advantage of existing inputs to
reinforce the value chain. Shared services and IT should pursue growth by capitalizing on best-in-class broadband capabilities to recruit remote workers,
developing a shared services program supporting Northern Virginia and DC, and training and supporting residents working from or wishing to work from
home. Tourism strategy should be centered around expanding infrastructure to increase access to natural and outdoor recreation assets, developing a
mixed accommodations industry with equal representation of RV parks, campgrounds, and traditional accommodations to improve resiliency, and tying
tourism offerings to more resilient regional enterprises such as agriculture and mining. Healthcare strategy should follow its current trajectory to cater to
an aging populace while leveraging the Appalachian College of Pharmacy to recruit on-line pharmacy operations such as shared services and distribution.
A healthcare leakage study is also recommended to determine needed or improved services within the region to ensure income created within the region
remains local.

Tourism strategy for the region was requested as a breakout industry with planning and suggestions made in support of this industry. Analysis revealed
that tourism in the region may be best thought of at present as aligned with resident needs. Larger tourism events can be leveraged to bring areas up to a
standard of readiness by mitigating blight and developing needed visitor services for the region. Resident support and patronage of new and existing
tourism ventures is critical within the region currently and is made more pressing during economic downturns. Tourism development should therefore
seek to benefit both groups equally. Outdoor recreation tourism should remain the focus of regional tourism development efforts as it has been shown to
be more resilient in a pandemic environment than other types of tourism and has been shown to increase area appeal for remote worker relocation.
Tourism development should be considered based on which key activity the area is question is best suited for. Visitor services can then be built out
around the central activity to ensure a tourism ecosystem which reduces leakage.




6

Executive Summary 
Recovery and Resiliency Planning for Cumberland Plateau PDC

Yes
53%

Additionally, it was requested that Hickey Global propose a large-scale tourism asset for the region. To this end Hickey Global has laid out the foundations 

and required support mechanisms to suggest the region capitalize on its preexisting assets by hosting a cycling rally. This rally would incorporate heritage 

and agritourism stops with nights spent in each county to ensure full regional activation in planning and in economic benefit. Additional, proposed event 

details and necessary support infrastructure aligns tourism needs with identified opportunities in other areas of the report as well as addressing identified 

improvement areas. Tourism is most resilient when thoroughly supported by the host community and tied to key regional industries which are also proven 

to be resilient.

These three key analysis exercises led to the creation of a private industry and tourism resiliency strategy which addresses historic and current market 

disruptions and seeks to envision the Cumberland Plateau’s fiscally sustainable future. Information was used from the International Economic 

Development Council’s work on disaster recovery, the US Travel Association’s work on mitigating pandemic impacts in tourism, and current research in 

recovery and value shifts as a result of the COVID-19 pandemic. The visions of the future of the region revealed in stakeholder surveying were highly 

aligned between business and community leaders. Business leaders envisioned increased livability, a strong industrial base, more people and jobs, and a 

strong tourism economy. Community leaders envisioned new industry, more jobs, more people, and an expanded tourism industry. The furtherance of 

these visions is found in recommendations presented in each section of this report based on stakeholder engagement, cluster analysis, asset mapping, 

and tourism planning. These findings should be incorporated into regional and more localized preparedness plans which should be created to support 

businesses during an economic crises and during the recovery process. 

Greater detail on all of the assessment and recommendations made within this summery can be found in the sections of the report below which have 

been divided out to show results and associated recommendations from each analytical assessment and recommended planning initiatives from business 

and tourism resiliency.

Executive Summary
Recovery and Resiliency Planning for Cumberland Plateau PDC

Additionally, it was requested that Hickey Global propose a large-scale tourism asset for the region. To this end Hickey Global has laid out the foundations
and required support mechanisms to suggest the region capitalize on its preexisting assets by hosting a cycling rally. This rally would incorporate heritage
and agritourism stops with nights spent in each county to ensure full regional activation in planning and in economic benefit. Additional, proposed event

details and necessary support infrastructure aligns tourism needs with identified opportunities in other areas of the report as well as addressing identified

improvement areas. Tourism is most resilient when thoroughly supported by the host community and tied to key regional industries which are also proven
to be resilient.

These three key analysis exercises led to the creation of a private industry and tourism resiliency strategy which addresses historic and current market
disruptions and seeks to envision the Cumberland Plateau’s fiscally sustainable future. Information was used from the International Economic
Development Council’s work on disaster recovery, the US Travel Association’s work on mitigating pandemic impacts in tourism, and current research in
recovery and value shifts as a result of the COVID-19 pandemic. The visions of the future of the region revealed in stakeholder surveying were highly
aligned between business and community leaders. Business leaders envisioned increased livability, a strong industrial base, more people and jobs, anda
strong tourism economy. Community leaders envisioned new industry, more jobs, more people, and an expanded tourism industry. The furtherance of
these visions is found in recommendations presented in each section of this report based on stakeholder engagement, cluster analysis, asset mapping,
and tourism planning. These findings should be incorporated into regional and more localized preparedness plans which should be created to support
businesses during an economic crises and during the recovery process.

Greater detail on all of the assessment and recommendations made within this summery can be found in the sections of the report below which have
been divided out to show results and associated recommendations from each analytical assessment and recommended planning initiatives from business
and tourism resiliency.




Stakeholder Engagement 

Responses

Responses received May 17 
through May 28, 2021 

Cumberland Plateau 

Planning District 

Commission

Cumberland Plateau
Planning District
Commission

Stakeholder Engagement
Responses

Sie Ae eee HICKEYGLOBAL




8

Stakeholder Feedback
Response Findings

‣Both sectors agreed that better information flows and better clarity of 

information would improve future responses.

‣Private businesses also had numerous comments on improving 

financial support while it was barely mentioned on public 

responses. However, the private sector did list Funding as what was 

done well during the response.

‣The private sector also gave high marks to Health Services.

‣Government officials relied heavy on Federal, State and Local 

government sources for pandemic information. Private business used 

more sources for their information but also listed the Government as 

their main source of information.

‣Overwhelmingly, respondents felt adequately informed by their 

sources.

‣For private businesses, only 31 percent of their workforce transitioned 

to working from home during the pandemic. Moving forward, 

businesses might or will transition up to 16 percent to home-based 

work.

‣There is tremendous support by all respondents for a remote-worker 

recruitment campaign to increase population and wealth in the area.

‣Businesses cite job availability and wages as why they lose workers to 

other companies or out of the region.

‣Government leaders also think job opportunities and wages are a 

reasons why workers leave the region. They also think lack of things to 

do, shopping and healthcare contribute.

‣71 percent of private businesses are having challenges rehiring or 

hiring employees with many listing Federal aid as the reason.

‣Considering new businesses that would do well in the area, the top 

responses were industry, restaurants, accommodations, and outdoor 

recreation.

‣For public leaders, infrastructure needs focused on continuing to 

increase broadband in the region.

‣Private sector leaders focused more on support programs for business, 

education & training and entrepreneurship.

‣To strengthen the tourism industry, more guides & outfitters, better food 

offerings and more retail & lodging received most of the responses.

‣ In envisioning the future, the top responses were more people & jobs, 

increased livability, a strong tourism economy, and a strong industrial 

base.

takeholder Feedback

esponse Findings

> Both sectors agreed that better information flows and better clarity of
information would improve future responses.

» Private businesses also had numerous comments on improving
financial support while it was barely mentioned on public
responses. However, the private sector did list Funding as what was
done well during the response.

» The private sector also gave high marks to Health Services.

>» Government officials relied heavy on Federal, State and Local
government sources for pandemic information. Private business used
more sources for their information but also listed the Government as
their main source of information.

> Overwhelmingly, respondents felt adequately informed by their
sources.

> For private businesses, only 31 percent of their workforce transitioned
to working from home during the pandemic. Moving forward,
businesses might or will transition up to 16 percent to home-based
work.

> There is tremendous support by all respondents for a remote-worker
recruitment campaign to increase population and wealth in the area.

» Businesses cite job availability and wages as why they lose workers to
other companies or out of the region.

>» Government leaders also think job opportunities and wages are a
reasons why workers leave the region. They also think lack of things to
do, shopping and healthcare contribute.

>» 71 percent of private businesses are having challenges rehiring or
hiring employees with many listing Federal aid as the reason.

> Considering new businesses that would do well in the area, the top
responses were industry, restaurants, accommodations, and outdoor
recreation.

> For public leaders, infrastructure needs focused on continuing to
increase broadband in the region.

» Private sector leaders focused more on support programs for business,
education & training and entrepreneurship.

> To strengthen the tourism industry, more guides & outfitters, better food
offerings and more retail & lodging received most of the responses.

> In envisioning the future, the top responses were more people & jobs,
increased livability, a strong tourism economy, and a strong industrial
base.




9

Stakeholder Feedback
Private and Government Sectors

The overall response rate 

was 49% with responses 

almost evenly split between 

the Private and Government 

sectors.

Government & Non-profit
48%

Private & Tourism Sectors
52%

Stakeholder insights are a very important element in developing a resiliency plan.  Stakeholders provided 

input during in person and small group meetings and through an online survey platform.  

Stakeholder Feedback

Private and Government Sectors

Stakeholder insights are a very important element in developing a resiliency plan. Stakeholders provided
input during in person and small group meetings and through an online survey platform.

Government & Non-profit
° The overall response rate
48%

was 49% with responses
almost evenly split between
the Private and Government

Private & Tourism Sectors
52%

sectors.





10

Private and Tourism Sector 

Responses

Stakeholder Feedback

Stakeholder Feedback

Private and Tourism Sector

Responses





11

Stakeholder Feedback
Industry Breakdown

Parks & Recreation
6%

Information Technology
(Call Centers)

6%

Accommodations
& Lodging
12%

Arts &
Entertainment

6%

Food & Beverage
29%

Retail
6%

Manufacturing & Industrial
35%

Stake older Feedback
Inaus

try Breakdown

Parks & Recreation .
6% Accommodations
& Lodging Arts &
Information Technology 12% Entertainment
(Call Centers) 6%
6%

Food & Beverage
29%

Manufacturing & Industrial
35%

Retail
6%

a




12

Stakeholder Feedback
Location

Buchanan County
24% Dickenson County

29%

Russel County
18%Tazewell County

35%

Stakeholder Feedback

Location

Buchanan County
24%

Dickenson County
29%

Russel County

Tazewell County 18%

35%




13

Stakeholder Feedback
COVID-19 Assistance

Did you use or receive 

assistance from pandemic 

response programs?
County/Town IDA Grant

23%

PPP
46%

Town Cares Act Grant
23%

Cumberland RLF
4% Rebuild VA Program

(State Grant)
4%

SKB ggesback

Cumberland RLF
4% Rebuild VA Program

/ (State Grant)

Did you use or receive
assistance from pandemic

County/Town IDA Grant
response programs?

23%

4%

PPP

46%
Town Cares Act Grant

23%

13,




14

Stakeholder Feedback
More Effective Pandemic Response

What would have made 

the region's business-

related pandemic 

response efforts more 

effective?

• More involvement from county and town. Feels like business owners 

are on their own.

• Coordination between States (border communities).

• Need better regional connection to SBDC.

• Needed better pandemic exit strategy.

Community Involvement

• Education component was missing.

• Rules and actual business education around response and 

guideline.

• Education on the vaccines was lacking.

• More information on actual guidelines as well as information on the 

reasoning behind those guidelines.

• Banks not informed of grant guidelines. 

• Better instructions

• Not much guidance on how to handle COVID guidelines.

• No singular vision for how to handle restrictions and get educated on 

health needs and safety standards.

• No clear leadership from health department on business specific 

guidelines.

• Better information

• Difficult to maintain policies for staff and guests due to lack of time, 

depth of info, lack of clarification.

• Target businesses specifically for information. 

• Need better local information source.

• More timely information. Announcements on Friday evenings after 

close not helpful because you couldn't receive further guidance. 

Information

• Better promotion and active engagement with marketing materials 

especially when put online.

• Instead of pouring money into individual payments, preferred to see 

the community colleges funded and staffed with educational 

programs that can provide skilled workers to the manufacturing 

industry. 

• PPE availability.

• More testing needed.

• Help with Supply Chain issues. 

Miscellaneous

• Would've liked more county support for grants through pandemic 

and into the future. Matching through VCEDA.

• State grant assistance and PPP wasn't sufficient for small business 

needs

• Funding a vocational skills program would have been essential to 

post pandemic recovery.

• Difficulty to get money through larger funds due to restrictions 

around qualifications. 

• Resources got a bit swamped, and grant systems got overwhelmed. 

• Costs went up due to reinvestment in businesses and that wasn't 

covered by grant funding.

• Had to make an investment to meet COVID standards without 

sufficient funding support for those needs.

• Filled out numerous grants but got bumped back due to grant 

qualifications. Feels like a waste of time. 

• Help with upfront costs to new business to meet pandemic needs.

• People had no information that grant money was being made 

available.

• Needed funding faster.

Cost

Stakeholder Feedback

More Effective Pandemic Response

What would have made
the region's business-
related pandemic
response efforts more
effective?

Information =

Education component was missing.

Rules and actual business education around response and
guideline.

Education on the vaccines was lacking.

More information on actual guidelines as well as information on the
reasoning behind those guidelines.

Banks not informed of grant guidelines.
Better instructions
Not much guidance on how to handle COVID guidelines.

No singular vision for how to handle restrictions and get educated on
health needs and safety standards.

No clear leadership from health department on business specific
guidelines.

Better information

Difficult to maintain policies for staff and guests due to lack of time,
depth of info, lack of clarification.

Target businesses specifically for information.
Need better local information source.

More timely information. Announcements on Friday evenings after
close not helpful because you couldn't receive further guidance.

Community Involvement

More involvement from county and town. Feels like business owners
are on their own.

Coordination between States (border communities).
Need better regional connection to SBDC.
Needed better pandemic exit strategy.

14

Cost

» Would've liked more county support for grants through pandemic
and into the future. Matching through VCEDA.

« State grant assistance and PPP wasn't sufficient for small business
needs

* Funding a vocational skills program would have been essential to
post pandemic recovery.

° Difficulty to get money through larger funds due to restrictions
around qualifications.

» Resources got a bit swamped, and grant systems got overwhelmed.

* Costs went up due to reinvestment in businesses and that wasn't
covered by grant funding.

» Had to make an investment to meet COVID standards without
sufficient funding support for those needs.

« Filled out numerous grants but got bumped back due to grant
qualifications. Feels like a waste of time.

- Help with upfront costs to new business to meet pandemic needs.

- People had no information that grant money was being made
available.

» Needed funding faster.

Miscellaneous

» Better promotion and active engagement with marketing materials
especially when put online.

Instead of pouring money into individual payments, preferred to see
the community colleges funded and staffed with educational
programs that can provide skilled workers to the manufacturing
industry.

PPE availability.

More testing needed.

Help with Supply Chain issues.




15

Stakeholder Feedback
Business-related pandemic response

And what was done well 

(with region's business-

related pandemic 

response efforts)?

• Board of supervisors were supportive of businesses.

• Help with navigating the language of the mandates. 

• County tourism called to check in on reopening; fairly 

regular communications. 

• Everyone worked together.

• Overall, good. Proactive reach out.

Community Response

• Grant funding was well run and distributed effectively.

• CARES money was distributed well.

• IDA had funds available quickly. Application process was 

very easy. 

• Turnaround on funds was fast to get people reopened. 

• Grant access was smooth and there was assistance in 

getting funding. 

• PPP distribution was done well. Business wouldn't have 

survived without it. 

• The Cumberland Plateau provided me with easy access to 

funds to build our capabilities which allowed me to hire 

additional workers.

Funding

• Promotion for grant programs was done well. 

• UVA Wise program helped to develop a website. 

• Mask billboards did well.

Marketing 

• Did a great job working with local health department on what 

was expected. 

• Health care stepped up with testing.

• Vaccine rollout did well. 

• Contact with local health department office and covid clinics.

• Acted quickly to protect the aging population.

• Rollout of the vaccines went well.

• Hands-on health department. Had active outreach from 

health department for events.

Health Services

Stakeholder Feedback

Business-related pandemic response

And what was done well —-Fuiding —_-_________________ Health Services

* Grant funding was well run and distributed effectively. * Did a great job working with local health department on what
. . ' .
(with region's business- » CARES money was distributed well. was expected.
related pandemic + IDA had funds available quickly. Application process was * Health care stepped up with testing.

very easy. Vaccine rollout did well.

response efforts)?

* Turnaround on funds was fast to get people reopened. Contact with local health department office and covid clinics.

* Grant access was smooth and there was assistance in
getting funding.

Acted quickly to protect the aging population.

Rollout of the vaccines went well.
« PPP distribution was done well. Business wouldn't have
survived without it.

Hands-on health department. Had active outreach from
health department for events.
* The Cumberland Plateau provided me with easy access to

funds to build our capabilities which allowed me to hire

additional workers.

Community Response Marketing

¢ Board of supervisors were supportive of businesses. « Promotion for grant programs was done well.
° Help with navigating the language of the mandates. » UVA Wise program helped to develop a website.
* County tourism called to check in on reopening; fairly ° Mask billboards did well.

regular communications.
« Everyone worked together.

° Overall, good. Proactive reach out.

15




16

Stakeholder Feedback
Sources

What sources did you 

use to gain information 

about pandemic 

response, guidelines, 

and recovery resources?

• CDC website.

• SBA website

• County did active outreach. 

• County website

• CDC website

• SBDC

• Workforce Development Board

• Used small business assistance center at the 

college. 

• County officials 

• Heart of Appalachian pushed out recovery 

information and grant funding

• State briefings

• CDC

• Workforce board

• Workforce development board

• Press releases from governor's office

• DCR had updated and recently refreshed 

documents. 

• Received information from the county with 

emails. 

• IDA let owners know about grant program.

• CDC website. 

• Governor’s press conferences.

• Local health department on local guidelines and 

differences.

• Health department for information.

• Straight from health department. 

• Health department guidance. Although 

sometimes document would be issued and then 

changes.

• Health department provided information, but also 

acted as enforcement.

Government & Nonprofit
• Person to person. 

• Word of mouth

• Word of mouth

• Lots of word of mouth. 

Person-to-Person

• Online news sources.

• Internet

• Internet

• Internet

• Internet

• Emails

• Facebook

• Found out about grants through Facebook. 

• Facebook

Online

• CPA did application for PPP. 

• Information on loans from local banks.

• Accountant

• Chamber

• Chamber emails.

• SVAM - Southwest Virginia Association of 

Manufactures

Professionals & Organizations

• News

• National news but messages were 

very mixed.

• News

• General news sources. 

• Newspaper

News

• Made a lot of outgoing calls to prepare 

and ensure within compliance.

• Dual state situation required multi-

state coordination. KY and VA 

response differences.

• Consultant stayed up on information 

and pushed that out.

• No common leadership sources of 

information.

• Corporate HQ.

Miscellaneous

takeholder Feedback

ources
. Government & Nonprofit Person-to-Person News
What sources did you CDG webs
. ebsite. * Person to person. « News

use to gain information
about pandemic
response, guidelines,
and recovery resources?

* SBA website

* County did active outreach.

* County website

» CDC website

* SBDC

* Workforce Development Board

» Used small business assistance center at the
college.

* County officials

* Heart of Appalachian pushed out recovery
information and grant funding

* State briefings

+ CDC

* Workforce board

° Workforce development board

* Press releases from governor's office

* DCR had updated and recently refreshed
documents.

* Received information from the county with
emails.

* IDA let owners know about grant program.

» CDC website.

* Governor's press conferences.

* Local health department on local guidelines and
differences.

° Health department for information.

* Straight from health department.

* Health department guidance. Although
sometimes document would be issued and then
changes.

* Health department provided information, but also
acted as enforcement.

16

* Word of mouth
* Word of mouth
* Lots of word of mouth.

Online

* Online news sources.

* Internet

* Internet

* Internet

Internet

° Emails

* Facebook

* Found out about grants through Facebook.
* Facebook

Professionals & Organizations
* CPA did application for PPP.
Information on loans from local banks.

Accountant
Chamber
Chamber emails.

SVAM - Southwest Virginia Association of
Manufactures

National news but messages were
very mixed.

News

General news sources.

Newspaper

Miscellaneous

» Made a lot of outgoing calls to prepare
and ensure within compliance.

° Dual state situation required multi-
state coordination. KY and VA
response differences.

* Consultant stayed up on information
and pushed that out.

» No common leadership sources of
information.

* Corporate HQ.




17

Stakeholder Feedback
Information Sources

And did you feel adequately 

informed by those sources?

Somewhat
29%

Yes
53%

No
18%

Sta kehol er Feedback

nis ormation Sources

And did you feel adequately
informed by those sources?

Somewhat

17




18

Stakeholder Feedback
Remote Workforce

What percentage of your 

workforce transitioned to 

remote work at the height of 

the pandemic?

75 to 95
8%

Zero
69%

10 to 25
23%

tak he r Feedback

emote gids orce

What percentage of your 75 to 95
workforce transitioned to 8%
remote work at the height of
the pandemic?

18




19

Stakeholder Feedback
Remote Workforce - Permanent

What percentage of your 

workforce could or will 

transition on a permanent 

basis?

26 to 50
8%

Zero
85%

10 to 25
8%

Stokenolder, Feedback

emote ermanent

What percentage of your
workforce could or will
transition on a permanent
basis?

10 to 25
8%

26 to 50
8%

19




20

Stakeholder Feedback
Remote Workforce - Permanent

If the region embarked on 

an aggressive remote-

worker recruitment 

campaign to import a tech-

savvy workforce, would it 

benefit the region?
Yes
82%

No
18%

Stokenelggs Feesoack

emote ermanent

If the region embarked on
an aggressive remote-
worker recruitment
campaign to import a tech-
savvy workforce, would it
benefit the region?

20




21

Stakeholder Feedback
Why or Why Not?

… if the region embarked 

on an aggressive 

remote-worker 

recruitment campaign to 

import a tech-savvy 

workforce, would it 

benefit the region?

• There would be a substantial increase in outsiders settling in the area. 

• Has seen an increase since the pandemic in remote workers coming to 

town for travel.

• Would help with population loss.

• Would be helpful for locals increasing restaurant demand.

• Area offers low cost of living.

• Would assist with building back population base. 

• More time and space to remote work because the commute is replaced 

by time to enjoy the community.

• Tax dollar improvement. Additional local support for businesses and 

buying power of new people coming into town.

• Already seeing some remote worker resettlement in the area. 

• Brings in young people with children. 

• Anything to get more people to live here.

• Yes, for tech savvy and general workers.

• Need more workers in skilled labor in addition to tech.

• Need IT and cybersecurity staff - FT and PT

• Need IT skills and drafting and engineering.

• Already seeing remote worker relocation. 

• Interest in purchasing vacation homes first and then working remote.

• Stemming young population decline and replacing it with remote work.

• Bringing population in from outside to maintain houses and the area. 

• Could help support service industry.

• Bring in industry, ideas and experience with new people coming into 

area.

• Need more technology and marketing workers.

• See more engagement with remote workers who are looking for a break. 

• See temporary workers wanting to stay.

• More tax base.

• Fill empty available housing.

• Have seen some remote workers. Can envision a workforce that wants 

to get away from it all but can also work remotely. Wifi allows that ability. 

• Could see the business benefiting, have had some remote workers work 

from the campsite. 

Why?

• May become a challenge with housing availability. Rental properties are 

hard to come by. 

• Worried about quality of life. 

• Looking to draw in more industry in the county.

• Would love to see the county invest in outdoor recreation tourism instead.

• This region is specifically suited for hands on workers. The tech sector 

requires access to high-speed infrastructure which does not exist in this 

county.

• No great housing options, most need renovation. 

• Our workers built mines and powered the country. We need to capitalize 

on those inherent skills. 

• Just need basic trainable workers.

• Region has challenges with remote work options, improving access to fast 

internet. 

• Cell service.

• Most people visiting see it as being too far away from major population 

centers and services.

Why Not?

ya! kehplder feed back

... if the region embarked
on an aggressive
remote-worker
recruitment campaign to
import a tech-savvy
workforce, would it
benefit the region?

Why?

.

There would be a substantial increase in outsiders settling in the area.

Has seen an increase since the pandemic in remote workers coming to
town for travel.

Would help with population loss.

Would be helpful for locals increasing restaurant demand.
Area offers low cost of living.

Would assist with building back population base.

More time and space to remote work because the commute is replaced
by time to enjoy the community.

Tax dollar improvement. Additional local support for businesses and
buying power of new people coming into town.

Already seeing some remote worker resettlement in the area.
Brings in young people with children.

Anything to get more people to live here.

Yes, for tech savvy and general workers.

Need more workers in skilled labor in addition to tech.

Need IT and cybersecurity staff - FT and PT

* Need IT skills and drafting and engineering.

* Already seeing remote worker relocation.

* Interest in purchasing vacation homes first and then working remote.
* Stemming young population decline and replacing it with remote work.
* Bringing population in from outside to maintain houses and the area.

* Could help support service industry.

* Bring in industry, ideas and experience with new people coming into
area.

* Need more technology and marketing workers.

» See more engagement with remote workers who are looking for a break.
* See temporary workers wanting to stay.

» More tax base.

* Fill empty available housing.

» Have seen some remote workers. Can envision a workforce that wants
to get away from it all but can also work remotely. Wifi allows that ability.

* Could see the business benefiting, have had some remote workers work
from the campsite.

Why Not?

May become a challenge with housing availability. Rental properties are
hard to come by.

Worried about quality of life.
Looking to draw in more industry in the county.
Would love to see the county invest in outdoor recreation tourism instead.

This region is specifically suited for hands on workers. The tech sector
requires access to high-speed infrastructure which does not exist in this
county.

No great housing options, most need renovation.

21

Our workers built mines and powered the country. We need to capitalize
on those inherent skills.

Just need basic trainable workers.

Region has challenges with remote work options, improving access to fast
internet.

Cell service.

Most people visiting see it as being too far away from major population
centers and services.




22

Stakeholder Feedback
Factors in Losing Employees

If your company is 

routinely losing quality 

employees, what are 

they telling you about 

the factors that led to 

those decisions?

• Fighting against government unemployment. 

• No real issues with people leaving prior to pandemic. Now, 

employees requested layoffs to collect unemployment

Unemployment Benefits

• Issues with minimum wage increase. 

• Wage issues

• Wages

• Job availability and wages availability. 

• Job availability- seasonality

• Leave because they need more hours.

• Work is a draw, but as options dry up, people are leaving. 

Job Related

• Nothing to do. More activities needed.

• Lebanon is so close to Bristol and Abington that people go 

there on the weekends and end up moving there.

• Housing

• Lack of daycare

• State parks and tourism have high turnover with seasonal 

employees. 

• Younger population isn't seeing as much opportunity and 

are going to larger cities for shopping, restaurants, 

attractions. 

Miscellaneous 

• Losing to other companies for driving distance or pay.

• To another business because not a good fit with work.

• Go to another employer for more money and less hours.

• Just go to other businesses.

• Bigger factories are drawing people out of the area. All work 

related

• People leaving the area are heading to Alabama and 

Pennsylvania for more steady and higher paid coal mining 

jobs. 

Other Companies

Stakeholder Feedback

actors in Losing Employees

If your company is Job Related Other Companies

« Issues with minimum wage increase. « Losing to other companies for driving distance or pay.

routinely losing quality
employees, what are
they telling you about
the factors that led to
those decisions?

- Wage issues To another business because not a good fit with work.

Wages Go to another employer for more money and less hours.

Job availability and wages availability. Just go to other businesses.

Job availability- seasonality Bigger factories are drawing people out of the area. All work

related

Leave because they need more hours.

People leaving the area are heading to Alabama and
Pennsylvania for more steady and higher paid coal mining
jobs.

Work is a draw, but as options dry up, people are leaving.

Unemployment Benefits Miscellaneous

* Fighting against government unemployment. » Nothing to do. More activities needed.
» No real issues with people leaving prior to pandemic. Now, * Lebanon is so close to Bristol and Abington that people go
employees requested layoffs to collect unemployment there on the weekends and end up moving there.
° Housing

* Lack of daycare

« State parks and tourism have high turnover with seasonal
employees.

« Younger population isn't seeing as much opportunity and
are going to larger cities for shopping, restaurants,
attractions.

22




23

Stakeholder Feedback
Challenges Rehiring or Hiring Employees

Are you having challenges 

rehiring or hiring 

employees as business 

demand increases?

Yes
71%

No
29%

Stakeholder Feedback

Challenges Rehiring or Hiring Employees

Are you having challenges
rehiring or hiring
employees as business
demand increases?

23




24

Stakeholder Feedback
Why or Why Not?

… are you having 

challenges rehiring or 

hiring employees as 

business demand 

increases?

• Initially people were afraid of the virus and exposure.

• Many people just don't want to work weekends.

• Fighting against unemployment insurance 

• Unemployment insurance competition

• Dislike of restaurant work

• The county lacks skilled workers 

• Federal and State aid

• Uptick of drug use

• Government benefits reducing available labor pool.

• Childcare issues

• No general labor

• Federal stimulus money

• Economic decision based on unemployment benefits. 

• Can't pay to compete against Federal aid.

• Cyclical employment.

• People moving out to start their careers. 

Why?
• No

• Was able to hire out of customer base.

• Have retained entire workforce

• No, small staff

Why Not?

yakehplaer feedback

hy or

... are you having
challenges rehiring or
hiring employees as
business demand
increases?

Why?

« Initially people were afraid of the virus and exposure.
» Many people just don't want to work weekends.

» Fighting against unemployment insurance

« Unemployment insurance competition

» Dislike of restaurant work

* The county lacks skilled workers

» Federal and State aid

« Uptick of drug use

» Government benefits reducing available labor pool.

* Childcare issues

» No general labor

» Federal stimulus money

» Economic decision based on unemployment benefits.
* Can't pay to compete against Federal aid.

* Cyclical employment.

« People moving out to start their careers.

24

Why Not?

° No
» Was able to hire out of customer base.
« Have retained entire workforce

° No, small staff




25

Stakeholder Feedback
New Businesses

What types of new 

businesses would do 

well in the region now 

and in the future?

• Miscellaneous

• Retail stores.

• Business with roots

• Need accommodation. 

• Need a grocery store. 

Miscellaneous

• Manufacturing using skills from coal; hands-on work.

• Manufacturing that complements current businesses

• Additional large companies added to the region as a major 

employment draw. Love small businesses but sees more 

opportunity with large companies.

• Manufacturing 

• Manufacturing - physical work

• Light steel fabrication

• Mobile home manufacturing

• Boats building

• Windmills 

• Industries where people work with their hands

• Aerospace with airport upgrade

• Pallet company

• Trucking (in-bound) 

• Battery related businesses

• Energy storage

• Steel manufacturing

Industry

• Outfitter with shuttle, tour, and trip options.

• At headwaters of the Clinch need an outfitters store and 

sporting goods store. 

• Canoe and kayak services. 

• Boat launches in the area.

• Bike shop and services like a bike wash. 

• Additional water activities on the Clinch River.

Outdoor Recreation

• More restaurants with a greater variety of food. 

• Visitors ask for restaurant options with sit down dinning. 

Currently going outside of the county. 

• Restaurant. Currently no place for people to go late night. 

Need a nicer, sit-down restaurant.

• Restaurants

• Restaurants, especially breakfast. 

• Restaurants - better

Restaurants 

Stakeholder Feedback

New Businesses

What types of new
businesses would do
well in the region now
and in the future?

Industry

« Manufacturing using skills from coal; hands-on work.
« Manufacturing that complements current businesses

« Additional large companies added to the region as a major
employment draw. Love small businesses but sees more
opportunity with large companies.

« Manufacturing

* Manufacturing - physical work
« Light steel fabrication

» Mobile home manufacturing

* Boats building

° Windmills

« Industries where people work with their hands
« Aerospace with airport upgrade
« Pallet company

* Trucking (in-bound)

° Battery related businesses

° Energy storage

Steel manufacturing

Miscellaneous

° Miscellaneous

Retail stores.
Business with roots
Need accommodation.
Need a grocery store.

25

Restaurants

« More restaurants with a greater variety of food.

Visitors ask for restaurant options with sit down dinning.
Currently going outside of the county.

Restaurant. Currently no place for people to go late night.
Need a nicer, sit-down restaurant.

Restaurants

Restaurants, especially breakfast.

Restaurants - better

Outdoor Recreation

° Outfitter with shuttle, tour, and trip options.

At headwaters of the Clinch need an outfitters store and
sporting goods store.

Canoe and kayak services.

Boat launches in the area.

Bike shop and services like a bike wash.

Additional water activities on the Clinch River.




26

Stakeholder Feedback
Needed Infrastructure

What infrastructure or 

support services are 

needed to strengthen the 

region?

• Entrepreneurial services for business start up. 

• Entrepreneurial support services for people who are interested.

• Start up capital to assist entrepreneurs.

• Grant writing assistance for small business.

• Small business incubator type concept.

• Entrepreneurial support.

Entrepreneurship Support

• Better support for business for emergency events in the future. 

• Central information source through the government for business 

continuation.

• Post pandemic support for how to avoid closures in the future. 

• Better centralization of business support offerings going forward to 

assist locals interested in starting and keeping a business in the 

area.

• Better building support.

• Construction support for new businesses and buildings. 

• Money allocated towards storefront beautification.

• Money towards assistance with staying in business.

Business Support

• Additional collective marketing needs. 

• Social media marketing support because when social media has 

been used, people have arrived directly citing it for visiting. 

• More online regional promotion of area itineraries

Marketing

• Better rail access (rail spur)

• Roads have improved but more work needed.

• Logistics hub in region.

• Better rail service.

• Better roads 

Infrastructure 

• Better trade education and funding.

• Education focus - PreK to Community College

• Make UVA Wise more of a high-tech school.

• College trade school is improving but needs a lot of improvement, 

needs more funding.

• Vocational education 

• More certified welders and laser equipment operators.

• Better soft skills training. 

Education & Training

• Continuation of fiber broadband deployment.

• Better cell coverage on 460.

• More daycare options.

• Better hospital services

Miscellaneous 

Stakeholder Feedback

Needed Infrastructure

What infrastructure or Business Support Education & Trainin

- Better support for business for emergency events in the future. - Better trade education and funding.

su pport services are * Central information source through the government for business + Education focus - PreK to Community College
continuation.

needed to strengthen the - Make UVA Wise more of a high-tech school.

°

Post pandemic support for how to avoid closures in the future.

oa . . . * College trade school is improving but needs a lot of improvement,
- Better centralization of business support offerings going forward to 9 P g p

i needs more funding.
region? assist locals interested in starting and keeping a business in the g
area. * Vocational education
° Better building support. * More certified welders and laser equipment operators.
* Construction support for new businesses and buildings. * Better soft skills training.
» Money allocated towards storefront beautification.
» Money towards assistance with staying in business. Infrastructu re

Entre reneurshi Su ort ° Better rail access (rail spur)
Entrepreneurship support

« Entrepreneurial services for business start up.

Roads have improved but more work needed.

Logistics hub in region.
« Entrepreneurial support services for people who are interested.

Better rail service.

Start up capital to assist entrepreneurs.

.

Better roads

Grant writing assistance for small business.

Small business incubator type concept. Miscellaneous

Entrepreneurial support.

* Continuation of fiber broadband deployment.

Marketing + Better cell coverage on 460.

- Additional collective marketing needs. * More daycare options.

+ Social media marketing support because when social media has * Better hospital services
been used, people have arrived directly citing it for visiting.

* More online regional promotion of area itineraries

26




27

Stakeholder Feedback
Vision for the Region

What is your vision of 

the region 10 years from 

now?

• A manufacturing center of excellence.

• Business leaders (small businesses) leading the 

change or advising leaders.

• Better community networking and support 

between small business owners and county 

officials.

• A collective business voice for region for all.

• Prosperity.

• Diversified economy.

• Strong manufacturing

• Stability in metalogical coal

• More manufacturing

• Diversified businesses - new and existing

• Better regional cooperation around economy

• Coal will never be replaced, but opportunities in 

tech. 

Strong Industrial Base
• A walkable, shoppable downtown area. 

• Vibrant downtown. 

• More main street development.

• Additional retail and restaurants on main street. 

• Vibrant storefronts with shopping options and 

able to walk downtown. 

• Coffee shop, outdoor theater for music and arts.

• More walking trails and bike trails. 

• Better dining.

• Maintain unique quality and friendliness with 

expanded business opportunities. 

• More for families to do (movies, theaters).

• More cultural activities.

• Better services for younger people. 

• Nice parks and water feature for kids.

• Better housing options.

Increased Livability
• More modernization but maintaining community 

historic beauty. 

• Natural beauty preserved. 

• Trashcans and dumping out on the side of the 

road need to go.

• Clean up the community a bit. 

Protecting Environment

• Community growth through additional jobs.

• More available jobs.

• More high paying jobs

• Improve job growth.

• Need more middle-income jobs

• Job opportunities at all levels needed to retain 

kids.

• Returning people.

• More full-time permanent residents.

• Higher population

• Want to see a vibrant community to attract 

people to the area

• Recruit more IT jobs.

More People and Jobs

• Steady progression, just doesn't want to see a 

backslide. 

• Change mindset, be more self sufficient.

• Quality medical care needs to stay. 

• Graduates staying in the area and able to find 

jobs.

Miscellaneous 

• More tourism friendly.  Pushing out into the 

community with signage and communication 

from major tourism draws which already exist. 

• See outdoor activities become the center piece 

of the community's tourism efforts. 

• Opportunities for local people to become 

entrepreneurs in outdoor industry.

• Additional emphasis on the tourism market. 

• Bike shops.

• More accommodations.

• Tying ATV and 4-wheel trails into the Tazewell 

area. 

• More services to capture people once they are

here. 

• More inter-county cooperation in tourism 

• More development with smaller lodging, privately 

owned

• Trail expansion

• A destination for trails and camping. 

• Additional rental housing inventory. 

Strong Tourism Economy

Tee Rep e IK

What is your vision of
the region 10 years from
now?

Increased Livability Strong Industrial Base Protecting Environment

* Awalkable, shoppable downtown area.

* Vibrant downtown.

* More main street development.

* Additional retail and restaurants on main street.

- Vibrant storefronts with shopping options and
able to walk downtown.

* Coffee shop, outdoor theater for music and arts.
* More walking trails and bike trails.
* Better dining.

* Maintain unique quality and friendliness with
expanded business opportunities.

* More for families to do (movies, theaters).
* More cultural activities.

* Better services for younger people.

* Nice parks and water feature for kids.

* Better housing options.

Miscellaneous

* Steady progression, just doesn't want to see a
backslide.

* Change mindset, be more self sufficient.
* Quality medical care needs to stay.

* Graduates staying in the area and able to find
jobs.

27

» Amanufacturing center of excellence.

* Business leaders (small businesses) leading the
change or advising leaders.

* Better community networking and support
between small business owners and county
officials.

* Acollective business voice for region for all.
* Prosperity.

° Diversified economy.

« Strong manufacturing

* Stability in metalogical coal

* More manufacturing

* Diversified businesses - new and existing

° Better regional cooperation around economy

* Coal will never be replaced, but opportunities in
tech.

More People and Jobs

* Community growth through additional jobs.

* More available jobs.

* More high paying jobs

* Improve job growth.

» Need more middle-income jobs

* Job opportunities at all levels needed to retain
kids.

« Returning people.

* More full-time permanent residents.

« Higher population

« Want to see a vibrant community to attract
people to the area

« Recruit more IT jobs.

» More modernization but maintaining community
historic beauty.

- Natural beauty preserved.

* Trashcans and dumping out on the side of the
road need to go.

* Clean up the community a bit.

Strong Tourism Economy

* More tourism friendly. Pushing out into the
community with signage and communication
from major tourism draws which already exist.

* See outdoor activities become the center piece
of the community's tourism efforts.

* Opportunities for local people to become
entrepreneurs in outdoor industry.

* Additional emphasis on the tourism market.
* Bike shops.
» More accommodations.

* Tying ATV and 4-wheel trails into the Tazewell
area.

* More services to capture people once they are
here.

* More inter-county cooperation in tourism

* More development with smaller lodging, privately
owned

* Trail expansion
» Adestination for trails and camping.
* Additional rental housing inventory.




28

Stakeholder Feedback
More Questions

What did we not ask, that 

we should have asked? • Leadership

• More diversity of investing between different businesses 

and business owners.

• Not enough for tourists in the winter, indoor activity, things 

for kids to do. 

• Moonshine business gets additional notoriety due to 

current TV trends. 

• Lots of engagement on social media.

• Trying to get more local help with promoting area.

• When events come to the area, would like to see cross-

promotion of local business..

• Social media support. 

• Home prices increasing. Shortage of housing

• Customers impacted in other more restrictive states hurting 

our business.

• Lack of childcare.

• School closures preventing work

• Keep progressing.

• Support existing business

• More lodging is the biggest factor. Only a few rental 

properties

• Would like to see more trail expansion. More people 

interested in coming back for new trail miles, would 

eventually lead to business decline with no additional trails 

added.

• County promotion of Pocahontas Exhibition Mine. 

• Would like to see it billed as ATV friendly.

• Wish more people could see the area as a tourist area.

• Lots of preconceived notions about coal towns, towns have 

a lot to offer. 

• There is a lot to offer, and people like it once they’re here. 

What did we not ask, that we should have asked?

stakeholder Feedback

More esTIONS

What did we not ask, that
we should have asked?

W

Leadership

More diversity of investing between different businesses
and business owners.

Not enough for tourists in the winter, indoor activity, things
for kids to do.

Moonshine business gets additional notoriety due to
current TV trends.

Lots of engagement on social media.
Trying to get more local help with promoting area.

When events come to the area, would like to see cross-
promotion of local business..

Social media support.
Home prices increasing. Shortage of housing

Customers impacted in other more restrictive states hurting
our business.

Lack of childcare.
School closures preventing work

Keep progressing.

28

hat did we not ask, that we should have asked?

* Support existing business

More lodging is the biggest factor. Only a few rental
properties

Would like to see more trail expansion. More people
interested in coming back for new trail miles, would
eventually lead to business decline with no additional trails
added.

County promotion of Pocahontas Exhibition Mine.
Would like to see it billed as ATV friendly.
Wish more people could see the area as a tourist area.

Lots of preconceived notions about coal towns, towns have
a lot to offer.

There is a lot to offer, and people like it once they’re here.




29

Stakeholder Feedback
Additional Thoughts? – Part 1

• Regional and cross-county cooperation. 

• More interaction between county officials and small business owners. 

• Has noticed a decline in small business interaction and support within the 

community.

• More signage and banners between businesses. 

• In Summer months we get a lot of people staying in Airbnb properties over Abington 

due to low cost. 

• People using the Lebanon area to push out to other areas. 

• Younger people who need lower cost of travel. Most young people traveling are 

asking about hiking.

• Need additional information on hiking difficulty and trail length. Need online 

resources for this. 

• People are happy to sit on owned properties instead of making those spaces 

available for businesses to open and develop. 

• Weather and water level has been a deterrent for this year. Mostly weekend 

demand. Lots of local kayaking demand. 70/30 leans local.

• Rental properties are the biggest money makers over the stores. Rentals are 

somewhat protected from minimum wage increases. 

• Had to adjust to seasonal demands to create year-round products. Need to import 

nearly all products due to supply line issues. 

• Back of the Dragon has kept the area's tourism economy strong. 

• Need more and better accommodations. 

• Competition between communities with trailheads with advantage going to those 

with better accommodations. 

• Locals are using tourism assets in the area- can be seen as a QoL improvement. 

• Need additional tourism, but also need local workforce to support increase in 

demand. 

• Hard to find workers staying home with Federal money.

• Need daycare facilities.

• Need schools open to allow workers to come to facility..

• Once stimulus gone, economy will improve; clear example of government and 

economy disconnect.  

• Shift from mining to related strengths.

• Supports tourism for culture.

• Use SVAM to train welders and leadership training.

• Use vocational center students.

• 20% of business comes from Canada. International closures were a huge issue. 

• Trying to figure out how to package the BOTD experience into a wider vacation. 

• Some shifts in demographics - pulling more from Charlotte region and new biking 

visitors. 

• People find spots on Airbnb and just take the opportunities to get away.

• Supply Chain issues, needed distribution hub for region.

• Stop recruiting coal related industries.

• Need more trade scholarships.

• VEDP Valet Program has helped expand customer base.

RENE sug Hee Ref

Regional and cross-county cooperation.
More interaction between county officials and small business owners.

Has noticed a decline in small business interaction and support within the
community.

More signage and banners between businesses.

In Summer months we get a lot of people staying in Airbnb properties over Abington
due to low cost.

People using the Lebanon area to push out to other areas.

Younger people who need lower cost of travel. Most young people traveling are
asking about hiking.

Need additional information on hiking difficulty and trail length. Need online
resources for this.

People are happy to sit on owned properties instead of making those spaces
available for businesses to open and develop.

Weather and water level has been a deterrent for this year. Mostly weekend
demand. Lots of local kayaking demand. 70/30 leans local.

Rental properties are the biggest money makers over the stores. Rentals are
somewhat protected from minimum wage increases.

Had to adjust to seasonal demands to create year-round products. Need to import
nearly all products due to supply line issues.

Back of the Dragon has kept the area's tourism economy strong.
Need more and better accommodations.

Competition between communities with trailheads with advantage going to those
with better accommodations.

29

* Locals are using tourism assets in the area- can be seen as a QoL improvement.

« Need additional tourism, but also need local workforce to support increase in
demand.

¢ Hard to find workers staying home with Federal money.
« Need daycare facilities.
« Need schools open to allow workers to come to facility..

* Once stimulus gone, economy will improve; clear example of government and
economy disconnect.

° Shift from mining to related strengths.

¢ Supports tourism for culture.

» Use SVAM to train welders and leadership training.

» Use vocational center students.

* 20% of business comes from Canada. International closures were a huge issue.
* Trying to figure out how to package the BOTD experience into a wider vacation.

» Some shifts in demographics - pulling more from Charlotte region and new biking
visitors.

* People find spots on Airbnb and just take the opportunities to get away.
» Supply Chain issues, needed distribution hub for region.

* Stop recruiting coal related industries.

° Need more trade scholarships.

« VEDP Valet Program has helped expand customer base.




30

Stakeholder Feedback
Additional Thoughts? – Part 2

• Residents see the area as declining; tourists see the area as developing. 

• Community is transitioning away from extractive resources. 

• Would like to see those responsible for decision making go to neighboring communities for partnerships and ideas. 

• Currently using Facebook to promote regional attractions to ATV groups and history groups. 

• People can find the area and the Pocahontas Exhibition Mine on social media. Have looked at paid social media advertising and rack cards. 

• Had a few new businesses open but need additional development. 

• UTV Takeover at Southern Gap has been good. More of those kinds of events. 

• Have the ideas but finding the people in terms of manpower and finding talent and employees. 

• People want more services but are  not sure of the community support to actually keep it running in the community. 

• Tourism could increase demand but could also be a source of community pride. 

• Started business to draw people to the area and support the area.

RENE hougHEe RSS

« Residents see the area as declining; tourists see the area as developing.

* Community is transitioning away from extractive resources.

« Would like to see those responsible for decision making go to neighboring communities for partnerships and ideas.

¢ Currently using Facebook to promote regional attractions to ATV groups and history groups.

° People can find the area and the Pocahontas Exhibition Mine on social media. Have looked at paid social media advertising and rack cards.
« Had a few new businesses open but need additional development.

e UTV Takeover at Southern Gap has been good. More of those kinds of events.

° Have the ideas but finding the people in terms of manpower and finding talent and employees.

° People want more services but are not sure of the community support to actually keep it running in the community.

* Tourism could increase demand but could also be a source of community pride.

« Started business to draw people to the area and support the area.

30




31

Tourism Specific Responses

Stakeholder Feedback

Stakeholder Feedback

Tourism Specific Responses





32

Stakeholder Feedback
Business Generated by Tourism

How dependent is your 

business on visitor traffic 

generated by area tourism? 

(Excludes Tourism 

Exclusive Establishments)

Totally Dependent
23%

Not Dependent
46%

Very Dependent
15%

Somewhat Dependent
15%

Sstakeho Ider Feedback

USINESS Gensratea by Tourism

How dependent is your

Very Dependent

business on visitor traffic Totally Dependent 15%
°

generated by area tourism? 23%
(Excludes Tourism

Exclusive Establishments)
Somewhat Dependent

15%

Not Dependent
46%

32




33

Stakeholder Feedback
Non-local Tourism

How much of your business 

comes from tourists 

outside the region as 

opposed to local sources? 

(Tourism Only)

10-25%
25%

100%
25%

25-50%
25%

75-95%
25%

Sta keh \der Feedback

Non-local Tourism

How much of your business
comes from tourists
outside the region as
opposed to local sources?
(Tourism Only)

10-25%
25% 25-50%

25%

100% 75-95%
25% 25%

33




34

Stakeholder Feedback
Needed Businesses & Services

What additional 

businesses or services 

are needed to strengthen 

the tourism industry?

• Convenience store

• Gas station

• ATV wash. 

• Gas.

• Lodging. 

• Rental market for ATVs exists

Retail and Lodging
• Lack of outfitters. Newbies to outfitting haven't succeeded. 

• Outfitters with guided tours. 

• Guides for activities. 

• Additional activity guide services. 

• Additional guiding services.

More Guides and Outfitters

• More regional approach to activities with rotation between 

recreation sources.

• Additional activities in the Breaks Interstate Park. 

• Could use community guide for helping to start new 

businesses.

• Need additional signage to find trailheads and parking 

areas for hiking

• Business support related to spearhead trail. 

Miscellaneous 
• Nice culinary scene. 

• Have had a tough time finding concessionaires. 

• Restaurants

• Restaurant

Better Food Offerings

Stakeholder Feedback

Nee USINESSES eCrvices
What additional More Guides and Outfitters Retail and Lodging
« Lack of outfitters. Newbies to outfitting haven't succeeded. » Convenience store

businesses or services ¢ Outfitters with guided tours.

Gas station

are needed to strengthen — - Guides for activities. ATV wash.

the tourism industry? « Additional activity guide services. ° Gas.
» Additional guiding services. Lodging.

Rental market for ATVs exists

Better Food Offerings Miscellaneous
» Nice culinary scene. * More regional approach to activities with rotation between

» Have had a tough time finding concessionaires. recreation sources.

» Restaurants Additional activities in the Breaks Interstate Park.

Could use community guide for helping to start new
businesses.

« Restaurant

Need additional signage to find trailheads and parking
areas for hiking

Business support related to spearhead trail.

34




35

Stakeholder Feedback
Complaints from Tourists

What complaints or 

frustrations do you hear 

from tourists about the 

area?

• Tech complaints- difference in cell 

coverage between carriers. 

• Somewhat of an escape destination, 

but not a particularly off-grid 

destination. 

Connectivity

• Remoteness, difficulty of travel to the 

area. People expect short drive to 

everything. 

• Lots to do in area but need willingness 

to drive. 

• Some people aren't willing to make the 

drive to get to these places. 

• Roads, and the difficulty of getting to 

the site.

Accessibility
• No sit-down mom and pop restaurants. 

Looking for all local experiences. 

• Need more restaurants. 

• Need sit down style restaurants and a 

place to get a drink.

• Restaurants are lacking in variety

Restaurants Choices

• Lack of lodging. 

• Desire for trail-accessible rustic lodging. 

Heavy cabin bookings, but desire for 

larger group facilities. 

• Not much lodging. 

Lodging Choices

• Desire for water feature- pond, lake, 

pool- any non-motorized recreational 

opportunities.

• No place to get gas in town. 

• Most satisfied guests are the ones 

seeking a remote outdoor experience. 

• Campfire access, out of the way, 

reclusive for trail traffic.

Miscellaneous

tak holder Feedback

omplaints trom Tours

What complaints or
frustrations do you hear
from tourists about the
area?

Accessibility

« Remoteness, difficulty of travel to the
area. People expect short drive to
everything.

° Lots to do in area but need willingness
to drive.

« Some people aren't willing to make the
drive to get to these places.

» Roads, and the difficulty of getting to
the site.

Connectivity Lodging Choices

* Tech complaints- difference in cell
coverage between carriers.

» Somewhat of an escape destination,
but not a particularly off-grid
destination.

35

Restaurants Choices

* No sit-down mom and pop restaurants.
Looking for all local experiences.

« Need more restaurants.

» Need sit down style restaurants and a
place to get a drink.

¢ Restaurants are lacking in variety

« Lack of lodging.

° Desire for trail-accessible rustic lodging.
Heavy cabin bookings, but desire for
larger group facilities.

» Not much lodging.

Miscellaneous

° Desire for water feature- pond, lake,
pool- any non-motorized recreational
opportunities.

* No place to get gas in town.

« Most satisfied guests are the ones
seeking a remote outdoor experience.

° Campfire access, out of the way,
reclusive for trail traffic.




36

Stakeholder Feedback
Shift in Tourist Demographics

Have you seen a shift in 

tourist demographics 

during the pandemic? 

(Examples include age, 

income, location of 

origin, interests upon 

arrival, etc.)

• Usually pulling from neighboring states.

• 50% of business comes from VA and KY

• Pandemic changes not particularly high. Still seeing similar demographics. 

• Big boom in camping. Shifted slightly more local during pandemic. 

• Ongoing shift away from older, less experienced community toward more outdoorsy and younger demographic. 

• Emphasis on natural assets as opposed to the facilities. 

• Anecdotal increase in rock climbing. 

• Classic destinations are getting crowded, so people are spreading out. Getting away from urban areas and crowding. 

• Mostly returning guests from NC and Ohio. Have seen a pandemic uptick from Pike County and Lecher County KY.

• Shift towards farther flung markets. Heavy influx from NY. Major draw was the ATV trails. 

• Most travelers outside of the immediate area are coming from outside of the state entirely. Lots of NC, SC, PA, OH

• Not much shift

Observations

Sigkeholder Feedback

Have you seen a shift in Observations

tourist demographics » Usually pulling from neighboring states.

. P * 50% of business comes from VA and KY
during the pandemic?

« Pandemic changes not particularly high. Still seeing similar demographics.
(Examples include age, * Big boom in camping. Shifted slightly more local during pandemic.
income, location of * Ongoing shift away from older, less experienced community toward more outdoorsy and younger demographic.
origin, interests upon « Emphasis on natural assets as opposed to the facilities.

. ° Anecdotal increase in rock climbing.
arrival, etc.) * Classic destinations are getting crowded, so people are spreading out. Getting away from urban areas and crowding.
* Mostly returning guests from NC and Ohio. Have seen a pandemic uptick from Pike County and Lecher County KY.

° Shift towards farther flung markets. Heavy influx from NY. Major draw was the ATV trails.

¢ Most travelers outside of the immediate area are coming from outside of the state entirely. Lots of NC, SC, PA, OH

« Not much shift

36




37

Government and Nonprofit Sector 

Responses

Stakeholder Feedback

Responses

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Stakeholder Feedback





38

Stakeholder Feedback
Sector Breakdown

Nonprofit
25%

Education
6%

Government
50%

Tourism Board
25%

Stakeholder Feedback

Sector Breakdown

Nonprofit
25%

Education Government
6% 50%
Tourism Board
25%





39

Stakeholder Feedback
Location 

Entire Area
25%

Russel
County
6%

Buchanan
County
25%

Dickenson 
County
19%

Tazewell
County
25%

Stakeholder Feedback

Location

Russel
County
6%

Entire Area
25%

Dickenson
County
19%

Buchanan
County
25%

Tazewell
County
25%





40

Stakeholder Feedback
Pandemic Response Efforts

What would have made 

the region's business-

related pandemic 

response efforts more 

effective?

• I think it was handled well.

• Nothing.

• I think business response was about right. It was as 

effective as could be expected.

Nothing

• Lack of clarification and diverse interpretation of information 

available, clearer direction was needed.

• Lots of confusion around qualifications.

• Needed clear process.

• Could have been a central information source since each 

county also had its own grants so confusion around criteria.

• Early confusion over what would be helpful, try to create a 

universal application to be able to update each year, have 

those numbers available, would allow them to know when 

anything happens what they might be able to do and how 

they could apply.

• Orders came quickly which caused business panic, 

business adjustments and learning, right way kept changing, 

trying to stay up to date, and find unified approach.

• Lack of steady information, info changed constantly with lots 

of uncertainty of federal and state info.

• More straightforward application.

Clarity 

• More community outreach for info in rural areas. 

• No town representatives to give info for what they can be 

doing to help the public. 

• Federal grants need to be prepared in advance.

• Banks were having a hard time knowing how to loan and 

distribute funds; PPP loans were hardest

Miscellaneous 

• Had over reaction and then under reaction.

• The "shut down" imposed by the State should have been 

imposed on a regional basis. Our economy was 

prematurely "shut down" when the virus was not present or 

at least not prevalent here. 

• Then when the virus came in the fall residents were fatigued 

with the limitations. This led to less public cooperation at 

the critical juncture in October and November. 

• Ironically, the "shut down" made the problem worse here 

and prolonged it. 

• Response delayed due to cases in area delayed.

Reaction  

;

takeholder Feedback

andemic Response

What would have made
the region's business-
related pandemic
response efforts more
effective?

Clarity

« Lack of clarification and diverse interpretation of information
available, clearer direction was needed.

« Lots of confusion around qualifications.

» Needed clear process.

Could have been a central information source since each
county also had its own grants so confusion around criteria.

« Early confusion over what would be helpful, try to create a
universal application to be able to update each year, have
those numbers available, would allow them to know when
anything happens what they might be able to do and how
they could apply.

° Orders came quickly which caused business panic,
business adjustments and learning, right way kept changing,
trying to stay up to date, and find unified approach.

« Lack of steady information, info changed constantly with lots
of uncertainty of federal and state info.

« More straightforward application.

Nothing

« | think it was handled well.
° Nothing.

« | think business response was about right. It was as
effective as could be expected.

40

Reaction

° Had over reaction and then under reaction.

° The "shut down" imposed by the State should have been
imposed on a regional basis. Our economy was
prematurely "shut down" when the virus was not present or
at least not prevalent here.

° Then when the virus came in the fall residents were fatigued
with the limitations. This led to less public cooperation at
the critical juncture in October and November.

* Ironically, the "shut down" made the problem worse here
and prolonged it.

« Response delayed due to cases in area delayed.

Miscellaneous

« More community outreach for info in rural areas.

» No town representatives to give info for what they can be
doing to help the public.

° Federal grants need to be prepared in advance.

« Banks were having a hard time knowing how to loan and
distribute funds; PPP loans were hardest




41

Stakeholder Feedback
Pandemic Response Efforts

And what was done 

well?
• Funding grants

• We were awash in funding to help businesses. 

Funding
• Rally calls gathered info and group camaraderie, 

communication between organizations increased.

• Calls together plus individual outreach.

• Keeping people updated.

• VTC did industry meetings, monthly calls were helpful.

• Partnered with UVA WISE, gather regularly to provide a 

resource for those at high level in the industry within gov 

and non-profit orgs. 

• Marketing efforts, pushing people towards time saving tech.

• Rally calls were useful for keeping people calm.

• Communication and togetherness. We were supported from 

multiple sources. 

Communication  

• Scarecrow campaign.

• Followed recommendations from State.

• To some extent , quick reaction from business owners.

Miscellaneous 

• Comprehensive response.

• No complaints

• Good job overall

• In general, went well.

• I think it was handled well.

Overall Effort  

;

takeholder Feedback

andemic Response

And what was done
well?

Communication

Rally calls gathered info and group camaraderie,
communication between organizations increased.

Calls together plus individual outreach.
Keeping people updated.
VTC did industry meetings, monthly calls were helpful.

Partnered with UVA WISE, gather regularly to provide a
resource for those at high level in the industry within gov
and non-profit orgs.

Marketing efforts, pushing people towards time saving tech.
Rally calls were useful for keeping people calm.

Communication and togetherness. We were supported from
multiple sources.

4l

Funding

* Funding grants

« We were awash in funding to help businesses.

Overall Effort

* Comprehensive response.

No complaints

Good job overall

In general, went well.

| think it was handled well.

Miscellaneous

» Scarecrow campaign.
« Followed recommendations from State.

* To some extent , quick reaction from business owners.




42

Stakeholder Feedback
Sources of Information

What sources did you 

use to gain information 

about pandemic 

response, guidelines, 

and recovery resources?

• County

• County Administration

• County emergency management

• County administrator

• Local gov’t website

• Health Departments

• Health department

• Local Health Department

Local Government
• VEDP

• Virginia health webpage

• SBDC

• State Gov

• State Government

• State government

• State

• Department of Treasury

• VDH

• Virginia Department of Health

• Governor’s calls were not useful for 

tourism and funding.

• Governor calls were useful for 

guidelines

• Gov. Northam's office

• State website

• VDH

• CICV (Council of Independent Colleges 

in Virginia)

State Government

• Downtown happy hours. 

• RALLY calls

• Internal communications

• Pharmacy school

• Large restaurant chain

• Private organizations

Miscellaneous 
• Federal website

• CDC

• CDC

• CDC

• CDC

• Federal Government

• Federal Government

Federal Government

• Social media

• Facebook

• Social media

• Industry tourism group on Facebook

Social Media

takeholder Feedback

ources of Information

What sources did you
use to gain information
about pandemic
response, guidelines,
and recovery resources?

State Government
» VEDP

° Virginia health webpage
* SBDC

* State Gov

* State Government

* State government

* State

« Department of Treasury
» VDH

* Virginia Department of Health

* Governor's calls were not useful for
tourism and funding.

« Governor calls were useful for
guidelines

* Gov. Northam's office
* State website
° VDH

* CICV (Council of Independent Colleges

in Virginia)

42

Local Government
* County
* County Administration

* County emergency management

County administrator

Local gov't website

Health Departments

Health department

Local Health Department

Federal Government
° Federal website

* CDC

* CDC

* CDC

+ CDC

Federal Government

Federal Government

Social Media

* Social media
° Facebook
° Social media

° Industry tourism group on Facebook

Miscellaneous

« Downtown happy hours.

RALLY calls

Internal communications

Pharmacy school

Large restaurant chain

Private organizations




43

Stakeholder Feedback
Source Satisfaction 

No 7%

Yes
72%

Sometimes
21%

And did you feel 

adequately informed by 

those sources?

stakeholder Feedback

ource Satisfaction

And did you feel
adequately informed by
those sources?

No 7%

Sometimes
21%

43




44

Stakeholder Feedback
Source Satisfaction 

Yes
88%

To Some Degree
12%

Did you feel you played a 

leadership role in 

pandemic response in 

your sector?

stakeholder Feedback

ource Satisfaction

Did you feel you played a
leadership role in
pandemic response in
your sector?

To Some Degree

12%

44




45

Stakeholder Feedback
Role Capability 

Yes
68%

Sometimes
19%

And did you feel capable 

in that role?

No
13%

takeholas r Feedback

And did you feel capable
in that role?

Sometimes
19%





46

Stakeholder Feedback
Remote Recruitment

Yes
100%

If the region embarked 

on an aggressive 

remote-worker 

recruitment campaign to 

import a tech-savvy 

workforce, would it 

benefit the region?

Stak holder Feedback

emote Recruitment

If the region embarked
on an aggressive
remote-worker
recruitment campaign to
import a tech-savvy
workforce, would it
benefit the region?

46




47

Stakeholder Feedback
Why or Why Not?

… If the region embarked 

on an aggressive 

remote-worker 

recruitment campaign to 

import a tech-savvy 

workforce, would it 

benefit the region?

• Due to internet, now easier.

• Easier after pandemic.

• Easier here now but also everywhere else too.

• Do you recruit jobs first or workers first.

• Already have top robotics team in area.

• Yes, but jobs as well as workers.

• Remote workers will not necessarily solve population loss and lack of 

workforce; however, there spouses and children will in the long term.

• Such workers likely will have more discretionary income to support 

the amenities necessary to attract and retain businesses.

• It's needed.

• I think the region would be very attractive to such a workforce.

• Tide began to shift before pandemic, 25% of real estate was from out 

of state.

• Seen a shift in work to remote work, pushing office staff towards 

working at home. 

• Communities in the area could use remote workers if internet 

infrastructure goes forward.

• Frustrating because there is broadband, but people are still using 

cable instead.

• Remote healthcare might help bring fresh ideas to the table

• Businesses doing a better job at providing for visitors.

• People are looking to small towns for outdoor rec and good outdoor 

access.

• Realized how vital broadband is, more people means more 

entrepreneurial opportunities and greater demand for outdoor rec.

• People who have a positive tourism experience are more likely to 

relocate, outsiders view assets differently than locals.

Why?
• Technology in this area is currently hit or miss; had the 

struggle of not being able to continue working due to limited 

service. 

• There is not much space for brick and mortar, so how do 

you increase residents without additional buildings. 

• Some homes so remote that a fiber connection is hard to 

establish.

Why Not?

sia kehplder feed back

hy or

... If the region embarked
on an aggressive
remote-worker
recruitment campaign to
import a tech-savvy
workforce, would it
benefit the region?

Why?

* Due to internet, now easier.

* Easier after pandemic.

« Easier here now but also everywhere else too.
* Do you recruit jobs first or workers first.

* Already have top robotics team in area.

* Yes, but jobs as well as workers.

+ Remote workers will not necessarily solve population loss and lack of
workforce; however, there spouses and children will in the long term.

* Such workers likely will have more discretionary income to support
the amenities necessary to attract and retain businesses.

° It's needed.
* | think the region would be very attractive to such a workforce.

* Tide began to shift before pandemic, 25% of real estate was from out
of state.

* Seen a shift in work to remote work, pushing office staff towards
working at home.

* Communities in the area could use remote workers if internet
infrastructure goes forward.

* Frustrating because there is broadband, but people are still using
cable instead.

* Remote healthcare might help bring fresh ideas to the table
* Businesses doing a better job at providing for visitors.

* People are looking to small towns for outdoor rec and good outdoor
access.

* Realized how vital broadband is, more people means more
entrepreneurial opportunities and greater demand for outdoor rec.

* People who have a positive tourism experience are more likely to
relocate, outsiders view assets differently than locals.

47

Why Not?

* Technology in this area is currently hit or miss; had the
struggle of not being able to continue working due to limited
service.

« There is not much space for brick and mortar, so how do
you increase residents without additional buildings.

» Some homes so remote that a fiber connection is hard to
establish.




48

Stakeholder Feedback
Workers Leaving the Region

Why do you think 

workers are leaving the 

region (wages, housing 

availability, public 

access to recreational 

trails/parks, not enough 

nightlife)?

• Healthcare

• Access to health care specialist.

• People do not want to come back and 

retire due to healthcare.

• Fear of opioid epidemic.

Healthcare 
• Lack of things to do

• Need more to do

• More to do. 

• Restaurants

• Entertainment and Nightlife

• Better quality of life

• No bars or nightlife

• Not enough restaurants

• Quality of life remains low

• Nightlife and entertainment

• Family activities and workout groups.

• Lack of things for kids to do.

Entertainment 

• Younger people like to have the 

technology. 

• No one likes to drive across the 

mountain for access to activities. 

• Cell coverage. 

• Moving your parents to you instead of 

moving to be near them.

• Housing availability. 

• There is a desperate lack of middle-

class housing in our area.

Miscellaneous 
• Left for mining jobs outside region.

• Lack of job opportunities

• Lack of jobs

• Not enough opportunities for college 

degree workers.

• Lack of jobs

• Lack of work, no industry

• Jobs mostly.

• More opportunity.

• Lack of jobs for higher educated 

workers.

Job Opportunities

• Workers are leaving due to low wages. 

• Wages

• Availability of high paying jobs

• Wages

Wages 

• Without nationally known retail establishments 

that cater to middle class shoppers, we 

cannot retain the middle class. 

• Younger generations buy online. They do not 

necessarily "go shopping." So, the lack of 

retail shopping will decline as an impediment.

• Lack of retail distribution center in the region, 

as younger persons will expect same day or 

next day delivery. 

Shopping

Stakeholder Feedback

orkers Leaving Region

Why do you think Entertainment Healthcare Wages

* Lack of things to do ° Healthcare « Workers are leaving due to low wages.
workers are leaving the » Need more to do » Access to health care specialist. » Wages
region (wages, housing * More to do. * People do not want to come back and —* Availability of high paying jobs
« Restaurants retire due to healthcare. Wa
. ays . . ges
availability, public « Entertainment and Nightlife + Fear of opioid epidemic.
access to recreational * Better quality of life

* No bars or nightlife

trails/parks, not enough N
« Not enough restaurants _— .
nightlife)? ~ Quality of life remains low Job Opportunities Miscellaneous

» Nightlife and entertainment « Left for mining jobs outside region. » Younger people like to have the

Lack of job opportunities technology.

No one likes to drive across the
mountain for access to activities.

* Family activities and workout groups.

« Lack of things for kids to do.

Shoppin

« Without nationally known retail establishments
that cater to middle class shoppers, we
cannot retain the middle class.

Lack of jobs

Not enough opportunities for college
degree workers.

Cell coverage.

Moving your parents to you instead of
moving to be near them.

° Lack of jobs

Lack of work, no industry

* Younger generations buy online. They do not Jobs mostly. Housing availability.

necessarily "go shopping." So, the lack of ; » There is a desperate lack of middle-
retail shopping will decline as an impediment. More opportunity. class housing in our area.

* Lack of retail distribution center in the region, Lack of jobs for higher educated
as younger persons will expect same day or workers.

next day delivery.

48




49

Stakeholder Feedback
Types of New Businesses

What types of new 

businesses would do 

well in the region now 

and in the future?

• Tech

• IT

• Data centers

• Data centers

Information Technology
• Manufacturing

• Manufacturing

• Materials mfg.

• Parts mfg.

• Manufacturing 

• Medical devise mfg.

• Metal manufacturing and machining is the future here. 

• Manufacturing jobs with middle of the road skills.

• Bigger industry relocation with stable, good pay jobs.

• Distribution in parts of region.

Industry   

• Food

• Restaurants for tourist needs.

• More restaurants

Federal Government  

• Airbnb's are doing well, even the more remote ones.

• Smaller lodging options

• People expanding their own businesses to accommodate 

additional tourist needs.

• Campgrounds

• Lodging is a missing component which is not allowing 

tourism expansion.

• Motorcyclists do not want to stay at an Airbnb, demand for 

more traditional hotel accommodations.

Accommodations 

• More specialty small shops with local involvement -

outfitters, general retailers, snacks and camping supplies, 

general store. 

• Outdoor industry businesses who put a high value on quality 

of life.

• A boxing club.

• Movie theater, putt-putt, and music.

• Though I do foresee some undercurrent of robotic 

metallurgical mining

• Remote working.

• Sports Complex

• Energy

• Medical services

• Healthcare

Miscellaneous 

stakeholder Feedback

ypes of New Businesses

What types of new
businesses would do
well in the region now
and in the future?

Industry

« Manufacturing

° Manufacturing

» Materials mfg.

° Parts mfg.

° Manufacturing

» Medical devise mfg.

« Metal manufacturing and machining is the future here.
¢ Manufacturing jobs with middle of the road skills.

° Bigger industry relocation with stable, good pay jobs.

° Distribution in parts of region.

Accommodations

» Airbnb's are doing well, even the more remote ones.

* Smaller lodging options

People expanding their own businesses to accommodate
additional tourist needs.

Campgrounds

Lodging is a missing component which is not allowing
tourism expansion.

Motorcyclists do not want to stay at an Airbnb, demand for
more traditional hotel accommodations.

49

Information Technology

Tech

IT

Data centers
Data centers

Federal Government

Food
Restaurants for tourist needs.
More restaurants

Miscellaneous

More specialty small shops with local involvement -
outfitters, general retailers, snacks and camping supplies,
general store.

Outdoor industry businesses who put a high value on quality
of life.

A boxing club.
Movie theater, putt-putt, and music.

Though | do foresee some undercurrent of robotic
metallurgical mining

Remote working.
Sports Complex
Energy

Medical services
Healthcare




50

Stakeholder Feedback
Infrastructure

What infrastructure or 

support services are 

needed to strengthen the 

region?

• Passenger rail is another amenity I believe is overlooked. If 

we are serious about recruiting remote workers, we need an 

Amtrack station. 

• Commuter air travel would help 

• Road improvements

Transportation 
• Broadband

• Broadband

• More Broadband

• Broadband good

• Continue broadband deployment

• Broadband

• Residential Broadband would be very helpful. 

• High Speed Internet 

• Trending up with internet. 

Broadband    

• More sites and larger acre sites

• Shell buildings

• More sites

Sites & Buildings

• Natural gas

• More natural gas

• Really good trade schools in each area of our region.

• Wayfinding and signage to area attractions for people 

coming through the area.

• Aging community- need for elderly support services. 

• Support services for small businesses.

• Existing businesses need better support.

• Industry partnerships on bulk ordering.

• Need for shuttle services to local attractions 

Miscellaneous 

St lakeh Ider Feedback

Infrastructure

What infrastructure or Broadband ——“*ws—S—s—C—C—CC—C—CC_CSC@ransportation

° Broadband « Passenger rail is another amenity | believe is overlooked. If
we are serious about recruiting remote workers, we need an
Amtrack station.

support services are
needed to strengthen the

Broadband
More Broadband

* Commuter air travel would help

region? * Broadband good » Road improvements
* Continue broadband deployment
» Broadband
» Residential Broadband would be very helpful.
* High Speed Internet Miscellaneous
* Trending up with internet. * Natural gas

More natural gas

Really good trade schools in each area of our region.

Sites & Buildings

° More sites and larger acre sites

° Shell buildings

Wayfinding and signage to area attractions for people
coming through the area.

Aging community- need for elderly support services.
» More sites

Support services for small businesses.

Existing businesses need better support.

Industry partnerships on bulk ordering.

Need for shuttle services to local attractions

50




51

Stakeholder Feedback
10-Year Vision

What is your vision of 

the region 10 years from 

now?

• Expanded tourism and recreation opportunities for the 

public.

• Welcoming area with tourism economy. 

• Appalachian Mountain wisdom and traditions with focus on 

remedies, arts and crafts. 

• Heart of Appalachia itinerary planning including day trips 

working out from other attractions outside the area.

• Sufficient lodging.

• Demand for boutique accommodations and attached dining.

Expanded Tourism 
• More job opportunities.

• More jobs.

• Better jobs.

• Jobs to retain workers.

• More IT jobs.

• More IT jobs.

• Promote our area as a great place to live and work 

remotely.

• Remote workers.

More Jobs    

• More people.

• Population increase.

• Low cost of living, low taxes and scenic beauty will see us 

growing in population again. 

• Growth - people, activities, and options.

More People
• If we don't do something DIFFERENT it will fall apart.

• Package based businesses.

• Thriving community of cooperative residents. 

• More recreation.

• More entrepreneurs.

• Remote medical care also will serve most of our residents.

• Better health care.

Miscellaneous 

• New manufacturing.

• Diversification of manufacturing.

• Robotic manufacturing and high skilled machining.

• Business recruitment for industry

New Industry

shakehc Ider Feedback

ISION

What is your vision of More Jobs Expanded Tourism

* More job opportunities. » Expanded tourism and recreation opportunities for the
the region 10 years from » More jobs. public.
. j » Welcoming area with tourism economy.
now? Better jobs. 9 y
« Jobs to retain workers. * Appalachian Mountain wisdom and traditions with focus on
* More IT jobs. remedies, arts and crafts.
» More IT jobs. * Heart of Appalachia itinerary planning including day trips

* Promote our area as a great place to live and work working out from other attractions outside the area.

remotely. ° Sufficient lodging.

* Remote workers. * Demand for boutique accommodations and attached dining.
More People Miscellaneous
* More people. ° If we don't do something DIFFERENT it will fall apart.

« Population increase. Package based businesses.

* Low cost of living, low taxes and scenic beauty will see us
growing in population again.

Thriving community of cooperative residents.

ae . More recreation.
* Growth - people, activities, and options.

More entrepreneurs.

Remote medical care also will serve most of our residents.

New Industry

New manufacturing.

Better health care.

Diversification of manufacturing.

Robotic manufacturing and high skilled machining.

Business recruitment for industry

51




52

Stakeholder Feedback
More Questions

What did we not ask, that 

we should have asked? • More workforce preparedness.

• More education training in general.

• Better medical care.

• Better schools

• Population loss.

• School consolidation to improve cost.

• Youth leadership

• Training future leaders - public and elected.

• Reducing coal revenues.

• Education and how the schools could do a better job of getting our youth ready for the job market. 

• Plateau is excelling with infrastructure. Things with government take time but have a good team in place. 

• Continuing outreach to other communities.

• Police outreach. 

• Community communication and support within the county.

• Sewer treatment will need a long-term solution, recent flood heavily affected it. 

What did we not ask, that we should have asked?

lakeholder Feedback

More Questions

What did we not ask, that What did we not ask, that we should have asked?

we should have asked? More workforce preparedness.

° More education training in general.

* Better medical care.

* Better schools

° Population loss.

* School consolidation to improve cost.

* Youth leadership

° Training future leaders - public and elected.

e Reducing coal revenues.

» Education and how the schools could do a better job of getting our youth ready for the job market.
° Plateau is excelling with infrastructure. Things with government take time but have a good team in place.
* Continuing outreach to other communities.

* Police outreach.

* Community communication and support within the county.

° Sewer treatment will need a long-term solution, recent flood heavily affected it.

52




53

Stakeholder Feedback
Additional Thoughts

• Remote worker some potential.

• Info clearing house concept.

• Lack of people to take advantage of new technology.

• Track working from home option to retain people.

• Losing lodging business to Marion and Wytheville and Bristol, more hotels would 

allow for more group tours.

• One-bedroom public housing- mostly seniors but also families, county did support 

during the pandemic. 

• Need for more teachers who are paid well to compete with surrounding counties. 

• Need to do a better job of tracking visitors to be able to market and appeal to 

them. 

• Trying to cross-county partner to push people through the region as an extended 

vacation, people who have already driven a long distance do not mind additional 

driving.

• Lodging along already established byways like Crooked Road like glamping with 

low barrier to entry and homestead lodging with nicer cabins.

• Accommodations anywhere in the region supports the region, having to work to 

find the lodging, campgrounds, cabins, yurts.

• More activities or options for individuals to come and stay not just stop by for a 

few years. 

Stakeholder Feedback

itional Thoughts

» Remote worker some potential. vacation, people who have already driven a long distance do not mind additional

* Info clearing house concept. driving.

« Lodging along already established byways like Crooked Road like glamping with

» Lack of people to take advantage of new technology.
peop 9 oY low barrier to entry and homestead lodging with nicer cabins.

* Track working from home option to retain people. . . ; : ,
» Accommodations anywhere in the region supports the region, having to work to

» Losing lodging business to Marion and Wytheville and Bristol, more hotels would find the lodging, campgrounds, cabins, yurts.

allow for more group tours. an . wo .
° More activities or options for individuals to come and stay not just stop by for a

» One-bedroom public housing- mostly seniors but also families, county did support few years.
during the pandemic.

» Need for more teachers who are paid well to compete with surrounding counties.

» Need to do a better job of tracking visitors to be able to market and appeal to
them.

° Trying to cross-county partner to push people through the region as an extended

53




Proprietary & Confidential  © 2021 Hickey Global.  All Rights Reserved.

Cluster Verification

August 2021

Cumberland Plateau PDC

Virginia

Proprietary & Confidential  © 2021 Hickey Global.  All Rights Reserved.

Cumberland Plateau PDC
Virginia

Cluster Verification

a Sky ye nt typ
August 2021 ; EOI | P
HICKEYGEOBAT.

ECONOMIC DEVELOPMENT CONSULTING





55

Overview
The Cluster Verification Process

As part of an ongoing resiliency study, Cumberland Plateau PDC requested Hickey Global identify business 

and industry targets that are well-suited for the region’s geography and demographics and take into 

consideration the negative economic impacts of future economic downturns.  

A cluster verification study was conducted to understand the region’s business environment and build a 

portfolio of clusters that blends risk over multiple industry sectors.  

An analysis of the updated clusters as of August 2021 appears on the following pages.

Initially, seven clusters were identified after an analysis of each sector was conducted. In the end six clusters 

remained, with clear areas of focus in each.  In addition to the information contained in this report, clusters 

were determined using other studies completed as part of the entire project as well as input from 

stakeholders and staff.

Overview
The Cluster Verification Process

As part of an ongoing resiliency study, Cumberland Plateau PDC requested Hickey Global identify business
and industry targets that are well-suited for the region’s geography and demographics and take into
consideration the negative economic impacts of future economic downturns.

A cluster verification study was conducted to understand the region’s business environment and build a
portfolio of clusters that blends risk over multiple industry sectors.

An analysis of the updated clusters as of August 2021 appears on the following pages.

Initially, seven clusters were identified after an analysis of each sector was conducted. In the end six clusters
remained, with clear areas of focus in each. In addition to the information contained in this report, clusters
were determined using other studies completed as part of the entire project as well as input from
stakeholders and staff.

55




56

Cluster Strategy
Definition

WHAT IS A “CLUSTER”?

The U.S. Small Business Administration defines clusters as geographic concentrations of organically 

interconnected small, medium and large businesses, universities, non-governmental organizations, and 

economic development organizations in a particular field. Cluster activities increase opportunities for these 

segments to participate and promote innovation, identify research, create jobs and attract capital within a 

particular industry and generally enhance regional economic growth.

Cluster Strategy

Definition

WHAT IS A “CLUSTER”?

The U.S. Small Business Administration defines clusters as geographic concentrations of organically
interconnected small, medium and large businesses, universities, non-governmental organizations, and
economic development organizations in a particular field. Cluster activities increase opportunities for these

segments to participate and promote innovation, identify research, create jobs and attract capital within a
particular industry and generally enhance regional economic growth.

56




Proprietary & Confidential  © 2021 Hickey Global.  All Rights Reserved.

1.0 FINDINGS  

BINIBIINIES





58

1.1 Cumberland Plateau
Cluster Focus

To grow the Cumberland Plateau Region, the community should focus on the following six clusters.

Mining Fabricated
Metal

Manufacturing

Shared Services 
& IT

Machinery and 
Equipment 

Manufacturing

Tourism Healthcare

|.] Cumberland Plateau
Cluster Focus

To grow the Cumberland Plateau Region, the community should focus on the following six clusters.

Mining Fabricated Machinery and Shared Services Tourism Healthcare
Metal Equipment & IT
Manufacturing Manufacturing




59

1.2 Cluster Strategies Overview

• Take advantage of value chain opportunities as demand grows for metal commodities.

• Bring together industry leaders, entrepreneurs and academics to address the mining 

industry's most pressing challenges around efficiencies, future of the workforce, data 

optimization and reducing carbon footprint.

• Promote the capabilities of existing mine supply, manufacturing,  and service businesses 

via an online database to grow opportunities beyond the region. 

Mining

Fabricated Metal Manufacturing 

Machinery & Equipment Manufacturing 

Shared Services & IT 

Healthcare

Tourism

• Expand upon and market specialized knowledge base to increase company presence in 

the region. 

• Investigate prototyping and short-run manufacturing capabilities to build local 

manufacturing capacity for product customization.

• Pilot new technologies with local manufacturing companies in Industry 4.0 components 

and/or partner with research institutions.

• Continue to explore BRE and industrial recruitment initiatives in high-growth sub-sectors 

including batter storage and electrification.

• Assist in continued diversification of mining manufacturers into new clusters and markets.

• Develop Machinery & Equipment Manufacturing portfolio by promoting key skills and 

inputs. 

• Take advantage of existing inputs such as coal and fabricated metals to reinforce value 

chain and offer streamlining to businesses from outside of the region. 

• Capitalize on in-region expertise and best-in-class broadband capabilities to generate 

growth through a remote-worker campaign.

• Develop a shared services program supporting Northern Virginia and DC based companies 

through a “pipeline” to the Cumberland Plateau.

• With continued residential broadband deployment, train and support citizens working 

from home.

• Continue to expand tourist access to outdoor recreation opportunities due to their 

recession resiliency among tourism enterprises.

• Develop a mixed accommodations industry with more traditional hotels alongside RV 

parks and campgrounds which are experiencing high levels of growth in response to 

current market demands.

• Increase tourism resiliency by tying in with other industries in which the region does well 

such as agriculture and mining.

• Follow current trajectory to capture revenue and meet the needs of an aging populace.

• Leverage Appalachian College of Pharmacy in recruiting on-line pharmacy operations 

such as shared services and distribution.

• Conduct a healthcare leakage study to determine needed or improved services to ensure 

income created in region stays in region. 

|.2 Cluster Strategies Overview

— H
we
e Take advantage of value chain opportunities as demand grows for metal commodities.
e Bring together industry leaders, entrepreneurs and academics to address the mining
industry's most pressing challenges around efficiencies, future of the workforce, data

optimization and reducing carbon footprint.

e Promote the capabilities of existing mine supply, manufacturing, and service businesses
via an online database to grow opportunities beyond the region.

‘Ye

“¥#” Fabricated Metal Manufacturing

e Expand upon and market specialized knowledge base to increase company presence in
the region.

e Investigate prototyping and short-run manufacturing capabilities to build local
manufacturing capacity for product customization.

e Pilot new technologies with local manufacturing companies in Industry 4.0 components
and/or partner with research institutions.

e Continue to explore BRE and industrial recruitment initiatives in high-growth sub-sectors
including batter storage and electrification.

| Machinery & Equipment Manufacturing

e Assist in continued diversification of mining manufacturers into new clusters and markets.

e Develop Machinery & Equipment Manufacturing portfolio by promoting key skills and
inputs.

e Take advantage of existing inputs such as coal and fabricated metals to reinforce value
chain and offer streamlining to businesses from outside of the region.

59

A

Ry Shared Services & IT

e Capitalize on in-region expertise and best-in-class broadband capabilities to generate
growth through a remote-worker campaign.

e Develop a shared services program supporting Northern Virginia and DC based companies
through a “pipeline” to the Cumberland Plateau.

e With continued residential broadband deployment, train and support citizens working
from home.

Tourism

\ e Continue to expand tourist access to outdoor recreation opportunities due to their
recession resiliency among tourism enterprises.

e Develop a mixed accommodations industry with more traditional hotels alongside RV
parks and campgrounds which are experiencing high levels of growth in response to
current market demands.

e Increase tourism resiliency by tying in with other industries in which the region does well
such as agriculture and mining.

r AA | Healthcare
Ww.

e Leverage Appalachian College of Pharmacy in recruiting on-line pharmacy operations
such as shared services and distribution.

Follow current trajectory to capture revenue and meet the needs of an aging populace.

e Conduct a healthcare leakage study to determine needed or improved services to ensure
income created in region stays in region.




60

1.3 Recession Cluster Analysis
Industry Sector Performance During 

Recessions

Resiliency planning takes into consideration the negative economic impacts 

of future economic downturns.   One aspect is to understand how clusters 

perform during historic  economic downturns.   The accompanying chart 

averages the past two major recessions in 2001 and 2008.  Although the 

total economy declined some industry sectors grew.  

Two of the Cumberland Plateau’s largest industry clusters – Manufacturing 

and Tourism - suffer deep declines during recessions.  While its major cluster 

– Mining – performs well during such events.  

Because a sector is hard hit as a whole, it does not mean all the components 

decline.  For instance, outdoor tourism increased during the pandemic as 

the industry as a whole decrease.

Traded clusters are an important consideration as they are the foundational 

base of a regional economy.  It is not practical to abandon a base cluster 

solely based on its economic downturn performance.

This cluster strategy takes all of this into consideration by blending a 

portfolio of clusters to lessen the impacts of an economic downturn while 

growing the economy in the long-term.

AVERAGE QUARTERLY GDP CHANGE BY INDUSTRY 2001 & GREAT RECESSION

1.3 Recession Cluster Analysis

Industry Sector Performance During

Recessions

Resiliency planning takes into consideration the negative economic impacts
of future economic downturns. One aspect is to understand how clusters
perform during historic economic downturns. The accompanying chart
averages the past two major recessions in 2001 and 2008. Although the
total economy declined some industry sectors grew.

Two of the Cumberland Plateau’s largest industry clusters — Manufacturing
and Tourism - suffer deep declines during recessions. While its major cluster
— Mining — performs well during such events.

Because a sector is hard hit as a whole, it does not mean all the components
decline. For instance, outdoor tourism increased during the pandemic as
the industry as a whole decrease.

Traded clusters are an important consideration as they are the foundational
base of a regional economy. It is not practical to abandon a base cluster
solely based on its economic downturn performance.

This cluster strategy takes all of this into consideration by blending a

portfolio of clusters to lessen the impacts of an economic downturn while
growing the economy in the long-term.

60

AVERAGE QUARTERLY GDP CHANGE BY INDUSTRY 2001 & GREAT RECESSION

Mining, Oil & Gas Extraction
Healthcare & Social Assistance
Finance & Insurance
Government

Real Estate & Rental & Leasing
Educational Services
Information

Professional, Scientific, & Technical

Agriculture, Forestry, Fishing, & Hunting
Arts, Entertainment, & Recreation
Support Activities for Mining
Management of Companies & Enterprises
Mining (except oil & gas)

Utilities

Admin & Waste Management
Transportation & Warehousing
Accommodation & Food Service

Other Services (except government)
Retail Trade

Manufacturing, non-durable goods
Wholesale Trade

Construction

Manufacturing, durable goods

Total

-12%

-10% -8% -6% -4% -2% 0% 2%

4%




61

1.4 Cumberland Plateau PDC Blended Cluster Portfolio
Economic Downturn Impact 

Mining Fabricated
Metal

Manufacturing

Shared Services 
& IT

Machinery and 
Equipment 

Manufacturing

Tourism Healthcare

TRADED CLUSTERS LOCAL CLUSTERBLENDED CLUSTERS

Cumberland Plateau PDC Blended Cluster Portfolio

Economic Downturn Impact

te:

Tourism Healthcare

TRADED BLENDED CLUSTERS LOCAL CLUSTER

61




62

1.5 Target Industry Verification
Cluster Quadrant Key

1.5 Target Industry Verification

Cluster Quadrant Key

GROWTH POTENTIAL

3 BEST BET
5 This the optimal quadrant. These sectors have the best
© © é skill composition and growth potential.
<=
=
So
7 ©
© a . © DUAL TRANSITION ZONE
POTENTIAL i S Small changes could drive
These sectors have strong growth potential, but a y ia strategy considerations.
weaker composition for required skills. . N

Ss

Skill Concentration

required skill

be changed with refocused economic development efforts.

Viable sectors as they already have str

LEGACY
rong concentrations of
Is. Growth is projected to be low, but this could

SKILL CONCENTRATION

62

HIGHER




63

1.6 Cumberland Plateau Location Quotient vs. Growth Rate
Location Quotient vs. Projected U.S. Compound Annual Growth Rate by Sector

Cumberland Plateau’s mining industry is 

exceptional compared to the rest of the 

country, but the region has low Location 

Quotients in each of the remaining sectors.

LOCATION QUOTIENT

• The Cumberland Plateau has the largest 

competitive advantage (as measured by 

location quotient) in Mining, Health Care, 

and Construction.  With the exception of 

Health Care, these industries are projected 

to decline over the next five years.

• Although Manufacturing and Professional 

Services have below-average location 

quotients, those sectors make up a 

significant portion of the overall workforce 

and are projected to increase.

• Roughly 8 percent of the region’s total 

workforce is in Mining, resulting in a high 

location quotient. The pace by which the 

Mining sector is expected to decline is a 

moderate compound annual rate of -0.78% 

but may be higher depending on market 

trends.

Source: U.S. Census, EMSI, Hickey Global

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents 
Total Employment within 

Occupation Group

1,000 Employees

P
R

O
JE

C
T

E
D

 C
.A

.G
.R

. 
2

0
2

0
 -

2
0

2
5

LOCATION QUOTIENT
1 = U.S. Average

1.6 Cumberland Plateau Location Quotient vs. Growth Rate
Location Quotient vs. Projected U.S. Compound Annual Growth Rate by Sector

S Mining Traded'Idustry Cumberland Plateau’s mining industry is
SZ xceptional compared to the rest of th
A) ry exceptioi Cana RHEE onestertite
PD @ country, but the region has low Location
§ Local Industry Quotients in each of the remaining sectors.
6% @
Blendet"ndustry LOCATION QUOTIENT
Administrative & Support/Waste Management e
5% |0 5 10 15 20 25 1000 BRployees ° The Cumberland Plateau has the largest
a . . competitive advantage (as measured by
qi | Professona’ Services Note: Dot Size represents location quotient) in Mining, Health Care,
1 + Manufacturing ; - Total Employment within q 8, ’
o 3% - | — Utilities 7 + Accommodation, Food & Service Occupation Group and Construction. With the exception of
Sg Educational Services - JE J | + Other Services . ; .
nN Wholesale Trade » _/ + Health Care & Social Assistance Health Care, these industries are projected
eo Agriculture * ~ WA y, Z to decline over the next five years.
5 fe 7 SY
4 J f Yd . .
§ Information 5) / e Although Manufacturing and Professional
9 0% © > / 2 | Services have below-average location
5 L © quotients, those sectors make up a
3 So Real Estate significant portion of the overall workforce
x 2% Pa + Management of Companines and are projected to increase.
A i . & Enterprises + Construction
rts, Entertainment, J .
& Recreation cs) e Roughly 8 percent of the region’s total
-3% © workforce is in Mining, resulting in a high
© location quotient. The pace by which the
5% Transportation & Warehousing » ; Mining sector is expected to decline is a
Finance & Insurance =~ moderate compound annual rate of -0.78%
but may be higher depending on market
6% © trends.
0.0 0.8 15

LOCATION QUOTIENT
1=U.S. Average

Source: U.S. Census, EMSI, Hickey Global

63




Proprietary & Confidential  © 2021 Hickey Global.  All Rights Reserved.

2.0 Focus Cluster Information  

2.0 Focus Cluster Information

~ Sp eS tet
HICKEYGLOBAL

ECONOMIC DEVELOPMENT CONSULTING





65

2.1.1 Mining - Cluster Overview
Mining

CASE TO WIN

• The Cumberland Plateau’s mining footprint is massive, producing 85% of Virginia’s total 

output. 

• Strong skill density in the region with extraordinarily high location quotients in nearly all 

industries.

• Bituminous Coal and Limestone production supports auxiliary services such as tunneling 

and exploration.

• High tech operations allow flexible responses to economic downturns and major health 

events. 

• While production has decreased in the U.S., global demand has remained relatively 

stable, and exports continue apace.

POTENTIAL STRATEGIES

• Take advantage of value chain opportunities as demand grows for metal commodities.

• Bring together industry leaders, entrepreneurs and academics to address the mining 

industry's most pressing challenges around efficiencies, future of the workforce, data 

optimization and reducing carbon footprint.

• Promote the capabilities of existing mine supply, manufacturing,  and service businesses 

via an online database to grow opportunities beyond the region. 

CLUSTER INFORMATIONTake advantage of value chain opportunities as demand grows for 
metal commodities.

Source: : U.S. Energy Information Administration, Annual Coal Report  

AVERAGE PRICE PER SHORT TON (DOLLARS)
Electric Power

Coke Producers

Other Industrial

Commercial/
Institutional

NUMBER OF EMPLOYEES BY MINE TYPE
TOTAL

Surface Employees
Underground
Employees

Mining - Cluster Overview
Mining
Take advantage of value chain opportunities as demand grows for » CLUSTER INFORMATION
metal commodities. AVERAGE PRICE PER SHORT TON (DOLLARS)

» CASE TO WIN

The Cumberland Plateau’s mining footprint is massive, producing 85% of Virginia’s total
output.

ctric Power

Strong skill density in the region with extraordinarily high location quotients in nearly all
industries.

Bituminous Coal and Limestone production supports auxiliary services such as tunneling
and exploration.

High tech operations allow flexible responses to economic downturns and major health
events.

While production has decreased in the U.S., global demand has remained relatively

stable, and exports continue apace.

2009 2010 2011

NUMBER OF EMPL'

» POTENTIAL STRATEGIES

@ tom

. se age ¢ Surface Emplo
Take advantage of value chain opportunities as demand grows for metal commodities. J Underground

Bring together industry leaders, entrepreneurs and academics to address the mining
industry's most pressing challenges around efficiencies, future of the workforce, data
optimization and reducing carbon footprint.

Promote the capabilities of existing mine supply, manufacturing, and service businesses
via an online database to grow opportunities beyond the region.

100,000

65




66

2.1.2 Cumberland Plateau Cluster Study
Mining

LOCATION QUOTIENT

• Mining factors heavily in the employment 

landscape for the Cumberland Plateau 

region, with high employment density in 

nearly all represented mining industries.

• Projected employment trends show major 

growth or losses depending on the 

industry. The highest projected growth is 

found in Support Activities for Nonmetallic 

Minerals.

• The location quotient for Bituminous Coal 

and Lignite Surface Mining is nearly 250 

times the national average.

Source: U.S. Census, EMSI, Hickey Global

P
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2

0
2

0
 -

2
0

2
5

LOCATION QUOTIENT
1 = U.S. Average

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents 
Total Employment within 

Occupation Group

1,000 Employees

2.1.2 Cumberland Plateau Cluster Study
Mining

20%
LOCATION QUOTIENT

-——« Support Activities for Nonmetallic . ae
© Minerals (except Fuels) Mining e Mining factors heavily in the employment

15% | landscape for the Cumberland Plateau
region, with high employment density in
nearly all represented mining industries.

10% + Natural Gas Extraction

Drilling Oil & Gas Wells e Projected employment trends show major

growth or losses depending on the
industry. The highest projected growth is
found in Support Activities for Nonmetallic
Minerals.

» Crushed & Broken Limestone Mining & Quarrying
5% a
Bituminous Coal & »

Lignite Surface Mining

¢ The location quotient for Bituminous Coal
and Lignite Surface Mining is nearly 250
times the national average.

0%

5% | Crude Petroleum Extraction

+ Support Activities for Oil & Gas Operations Bituminous Coal Underground Mining

Tradedihdustry

PROJECTED C.A.G.R. 2020 - 2025

-10%
Support Activities for Coal Mining _— e
Local Industry
-15%
@
Blended Industry
@
-20% 1,000 Effiployees
-50 0 50 100 150 200 250

Note: Dot Size represents

Source: U.S. Census, EMSI, Hickey Global

LOCATION QUOTIENT
1=U.S. Average

66

Total Employment within
Occupation Group




NAICS CODES IN CLUSTER

67

2.1.3 Mining Cluster

211120 Crude Petroleum Extraction

211130 Natural Gas Extraction

212111 Bituminous Coal and Lignite Surface Mining

212112 Bituminous Coal Underground Mining

212312 Crushed and Broken Limestone Mining

212399 All Other Nonmetallic Mineral Mining

213111 Drilling Oil and Gas Wells

213112 Support Activities for Oil and Gas Operations

213113 Support Activities for Coal Mining

213115 Support Activities for Nonmetallic Minerals

Source: U.S. Energy Information Administration, Monthly Energy Review, Table 6.1, May 2021, preliminary data for 2020

U.S. COAL PRODUCTION, CONSUMPTION, & NET EXPORTS 1950 - 2020

Million short tons

Production

Consumption

Net Export

2.1.3 Mining Cluster

U.S. COAL PRODUCTION, CONSUMPTION, & NET EXPORTS 1950 - 2020

Million short tons

1,200
1,000
800
600 ° .
400
200

1950 1956 1962 1968 1974 1980 1986 1992 1998 2004 2010 2016 2020
t ) Production
@)_ Consumption

@)_ Net Export

Source: U.S. Energy Info jonthly Energy Review, Table 6.1, May 2021, p

67

NAICS CODES IN CLUSTER

211120 — Crude Petroleum Extraction

211130 —_ Natural Gas Extraction

212111 Bituminous Coal and Lignite Surface Mining
212112 Bituminous Coal Underground Mining
212312 — Crushed and Broken Limestone Mining
212399 _ All Other Nonmetallic Mineral Mining
213111 Drilling Oil and Gas Wells

213112 Support Activities for Oil and Gas Operations
213113 Support Activities for Coal Mining

213115 — Support Activities for Nonmetallic Minerals




68

2.2.1 Fabricated Metal Manufacturing - Cluster Overview
Primary Sub-Clusters: Metal Tank and 

Plate Work Manufacturing

CASE TO WIN

• Large location quotients in Structural Metals and Boiler, Tank, and Shipping container 

manufacturing indicate competitiveness in a high-skill, in-demand workforce. 

• The most prominent Fabricated Metal Product Manufacturing industries in the Cumberland 

Plateau Region make up a large proportion of the cluster’s payroll and annual sales. 

• Demand for metal fabricated projects is rising globally.

• Growth opportunities may arise as Fabricated Metal Manufacturing companies engage in 

reshoring due to increasing global wages. 

• Introduction of new technologies into the fabrication process – including automation and 

IoT – can lead to greater efficiencies and revenue for local businesses. IoT in particular is 

amplified by the Cumberland Plateau’s broadband capabilities.   

POTENTIAL STRATEGIES

• Expand upon and market specialized knowledge base to increase company presence in 

the region. 

• Investigate prototyping and short-run manufacturing capabilities to build local 

manufacturing capacity for product customization.

• Pilot new technologies with local manufacturing companies in Industry 4.0 components 

and/or partner with research institutions.

• Educate local industries on the capabilities of new Industry 4.0 technologies and the 

benefits of adopting them.

CLUSTER INFORMATIONExpand upon and market specialized knowledge base to increase 
company presence in the region. 

Source: : U.S. Energy Information Administration, Annual Coal Report  

ANNUAL PAYROLL, ($1,000) SALES, VALUE OF SHIPMENTS, OR REVENUE ($1,000) 

Annual Payroll 

($1000)(RCPTOT)

Sales, Value of Shipments or 

Revenue ($1000)(PAYANN)

Fabricated Metal Manufacturing - Cluster Overview

Primary Sub-Clusters: Metal Tank and

Plate Work Manufacturing
Expand upon and market specialized knowledge base to increase

company presence in the region.

» CASE TO WIN

Large location quotients in Structural Metals and Boiler, Tank, and Shipping container
manufacturing indicate competitiveness in a high-skill, in-demand workforce.

The most prominent Fabricated Metal Product Manufacturing industries in the Cumberland
Plateau Region make up a large proportion of the cluster’s payroll and annual sales.

Demand for metal fabricated projects is rising globally.

Growth opportunities may arise as Fabricated Metal Manufacturing companies engage in
reshoring due to increasing global wages.

Introduction of new technologies into the fabrication process — including automation and
loT — can lead to greater efficiencies and revenue for local businesses. loT in particular is
amplified by the Cumberland Plateau’s broadband capabilities.

» POTENTIAL STRATEGIES

Expand upon and market specialized knowledge base to increase company presence in
the region.

Investigate prototyping and short-run manufacturing capabilities to build local
manufacturing capacity for product customization.

Pilot new technologies with local manufacturing companies in Industry 4.0 components
and/or partner with research institutions.

Educate local industries on the capabilities of new Industry 4.0 technologies and the
benefits of adopting them.

68

» CLUSTER INFORMATION

ANNUAL PAYROLL, ($4,000) SALES, VALUE OF SHIPMENTS, OR REVENUE ($1,000)

Fabrested Metal Product Manutectinng

Architectural and Structural Metals — | $100,323,468

Other Fabritated Metal Product | aes $76,378,561
Machine Shops; Turned Product; $crew, Nut, and Bolt — | $71,304,307
Boiler, Tank, and Shipping Container = | $37,570,331
Forging and Stamping | $33,166,341
Coating, Engraving, Heat treating, and Allied activities | $28,289,690
Cutlery and Handtool | $9,952,926
Spring and Wire Product I $9,889,443

Hardware Manufacturing i $9,145,253

200,000,000

400,000,000





69

2.2.2 Cumberland Plateau Cluster Study
Fabricated Metal Manufacturing – Comparable View

LOCATION QUOTIENT

• Fabricated Metal Manufacturing in the 

region is largely concentrated in the Metal 

Tank, Plate Work,  and Fabricated 

Structural Metal Manufacturing industries. 

Each of these also project positive 

employment growth over the next five 

years.

• Aside from Machine Shops, the low-growth 

industries within Fabricated Metal 

Manufacturing that are present in 

Cumberland Plateau make up a smaller 

portion of the region’s workforce, 

presenting opportunities for successful job 

transfers. 

Source: U.S. Census, EMSI, Hickey Global

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2

0
2

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 -

2
0

2
5

LOCATION QUOTIENT
1 = U.S. Average

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents 
Total Employment within 

Occupation Group

1,000 Employees

2.2.2 Cumberland Plateau Cluster Study

Fabricated Metal Manufacturi

15%

10%

5%

0%

-5%

PROJECTED C.A.G.R. 2020 - 2025

-10%

-15%

Source: U.S. Census, EMSI, Hickey Global

ng - Comparable View

Metal Tank (Heavy Guage) Manufacturing

LOCATION QUOTIENT
1=U.S. Average

69

Plate Work Manufacturing
Fabricated Structural
Metal Manufacturing
©
@
TradedIhdustry
| C)
Machine Shops Local dustry
° hit Nut, Screw, Rivet, & Washer Manufacturing
» Ball & Roller Bearing Manufacturing e
Blended Industry
@
1,000 Employees
Note: Dot Size represents
\ Total Employment within
| Sheet Metal Work Manufacturing Occupation Group
10 15 20 25 30 35 40

LOCATION QUOTIENT

e Fabricated Metal Manufacturing in the
region is largely concentrated in the Metal
Tank, Plate Work, and Fabricated
Structural Metal Manufacturing industries.
Each of these also project positive
employment growth over the next five
years.

e Aside from Machine Shops, the low-growth
industries within Fabricated Metal
Manufacturing that are present in
Cumberland Plateau make up a smaller
portion of the region’s workforce,
presenting opportunities for successful job
transfers.




NAICS CODES IN CLUSTER

70

2.2.3 Fabricated Metal Manufacturing Cluster 

332111 Iron and Steel Forging

332112 Nonferrous Forging

332114 Custom Roll Forming

332117 Powder Metallurgy Part Manufacturing

332119 Metal Crown, Closure, and Other Metal 

Stamping (Except Automotive)

332215 Metal Kitchen Cookware, Utensil, Cutlery, and 

Flatware (Except Precious) Manufacturing

332216 Saw Blade and Handtool Manufacturing

332311 Prefabricated Metal Building and Component 

Manufacturing

332312 Fabricated Structural Metal Manufacturing

332313 Plate Work Manufacturing

332321 Metal Window and Door Manufacturing

332322 Sheet Metal Work Manufacturing

332323 Ornamental and Architectural Metal Work 

Manufacturing

332410 Power Boiler and Heat Exchanger 

Manufacturing

332420 Metal Tank (Heavy Gauge) Manufacturing

332431 Metal Can Manufacturing

332439 Other Metal Container Manufacturing

332510 Hardware Manufacturing

332613 Spring Manufacturing

332618 Other Fabricated Wire Product Manufacturing

332710 Machine Shops

332721 Precision Turned Product Manufacturing

332722 Bolt, Nut, Screw, Rivet, and Washer 

Manufacturing

332811 Metal Heat Treating

332812 Metal Coating, Engraving (except Jewelry and 

Silverware), and Allied Services to 

Manufacturers

332813 Electroplating, Plating, Polishing, Anodizing, and 

Coloring

332911 Industrial Valve Manufacturing

332912 Fluid Power Valve and Hose Fitting 

Manufacturing

332913 Plumbing Fixture Fitting and Trim 

Manufacturing

332919 Other Metal Valve and Pipe Fitting 

Manufacturing

332991 Ball and Roller Bearing Manufacturing

332992 Small Arms Ammunition Manufacturing

332993 Ammunition (except Small Arms) Manufacturing

332994 Small Arms, Ordnance, and Ordnance 

Accessories Manufacturing

332996 Fabricated Pipe and Pipe Fitting Manufacturing

332999 All Other Miscellaneous Fabricated Metal 

Product Manufacturing

2.2.3 Fabricated Metal Manufacturing Cluster

_ eee

70

Silverware), and Allied Services to
Manufacturers

ee — —_—-——
a — ; NAICS CODES IN CLUSTER

“ 332111 Iron and Steel Forging 332813 Electroplating, Plating, Polishing, Anodizing, and
> 332112 Nonferrous Forging Coloring
332114 — Custom Roll Forming 332911 —_ Industrial Valve Manufacturing
332117 Powder Metallurgy Part Manufacturing 332912 Fluid Power Valve and Hose Fitting
“ 332119 — Metal Crown, Closure, and Other Metal Manufacturing
a Stamping (Except Automotive) 332913 Plumbing Fixture Fitting and Trim
a 332215 Metal Kitchen Cookware, Utensil, Cutlery, and Manufacturing
Flatware (Except Precious) Manufacturing 332919 Other Metal Valve and Pipe Fitting
° 332216 Saw Blade and Handtool Manufacturing Manufacturing
332311 Prefabricated Metal Building and Component 332991 Ball and Roller Bearing Manufacturing
Manufacturing 332992 Small Arms Ammunition Manufacturing
332312 Fabricated Structural Metal Manufacturing 332993 Ammunition (except Small Arms) Manufacturing
332313 Plate Work Manufacturing 332994 Small Arms, Ordnance, and Ordnance
332321 Metal Window and Door Manufacturing Accessories Manufacturing
332322 Sheet Metal Work Manufacturing 332996 _ Fabricated Pipe and Pipe Fitting Manufacturing
332323 Ornamental and Architectural Metal Work 332999 All Other Miscellaneous Fabricated Metal
Manufacturing Product Manufacturing
332410 — Power Boiler and Heat Exchanger
Manufacturing
332420 Metal Tank (Heavy Gauge) Manufacturing
332431 Metal Can Manufacturing
332439 Other Metal Container Manufacturing
332510 Hardware Manufacturing
332613 Spring Manufacturing
332618 Other Fabricated Wire Product Manufacturing
332710 — Machine Shops
332721 Precision Turned Product Manufacturing
332722 Bolt, Nut, Screw, Rivet, and Washer
Manufacturing
332811 Metal Heat Treating
332812 Metal Coating, Engraving (except Jewelry and




71

2.3.1 Machinery & Equipment Manufacturing - Cluster Overview
Primary Sub-Cluster: Mining Machinery and Equipment Manufacturing

CASE TO WIN

• Strong density of the current Machinery & Equipment Manufacturing workforce can attract 

similar firms among other verticals.

• Improved workflows and manufacturing processes have created larger market share for 

smaller OEMs with high growth potential. 

• Growth in equipment rentals and distribution chains will sustain positive industry trends in 

the coming years. 

POTENTIAL STRATEGIES

• Assist in continued diversification of mining manufacturers into new clusters and markets.

• Develop Machinery & Equipment Manufacturing portfolio by promoting key skills and 

inputs. 

• Take advantage of existing inputs such as coal and fabricated metals to reinforce value 

chain and offer streamlining to businesses from outside of the region. 

CLUSTER INFORMATIONAssist in continued diversification of mining manufacturers into 
new clusters and markets.

Source: : U.S. Energy Information Administration, Annual Coal Report  

GROSS REGIONAL PRODUCT (GRP) FOR MINING MACHINERY AND EQUIPMENT 
MANUFACTURING IN THE U.S.

G
R

O
S

S
 R

E
G

IO
N

A
L

 P
R

O
D

U
C

T

$835.3M
Earnings (2020)

$220.4M
Property Income (2020)

$25.6
Taxes (2020)

$1.1B
Total GRP (2020)

Machinery & Equipment Manufacturing - Cluster Overview
Primary Sub-Cluster: Mining Machinery and Equipment Manufacturing

Assist in continued diversification of mining manufacturers into » CLUSTER INFORMATION
new clusters and markets.

$835.3M| $220.4M $25.6 $1.1B

Strong density of the current Machinery & Equipment Manufacturing workforce can attract Earnings (2020) Property Income (2020) Taxes (2020) Total GRP (2020)
similar firms among other verticals.

Improved workflows and manufacturing processes have created larger market share for

smaller OEMs with high growth potential. GROSS REGIONAL PRODUCT (GRP) FOR MINING MACHINERY AND EQUIPMENT
MANUFACTURING IN THE U.S.

Growth in equipment rentals and distribution chains will sustain positive industry trends in
the coming years.

>» POTENTIAL STRATEGIES

Assist in continued diversification of mining manufacturers into new clusters and markets.

b
1S}
2
a
fe)
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a
o
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Develop Machinery & Equipment Manufacturing portfolio by promoting key skills and
inputs.

Take advantage of existing inputs such as coal and fabricated metals to reinforce value | | | J
chain and offer streamlining to businesses from outside of the region. 2007 2008 2009) 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020





72

2.3.2 Cumberland Plateau Cluster Study
Machinery & Equipment Manufacturing – Comparable View

LOCATION QUOTIENT

• Machinery & Equipment Manufacturing in 

the Cumberland Plateau Region is 

predominantly found in Mining Machinery 

and Equipment Manufacturing as a 

supplier industry to the Mining sector.

• The Mining Machinery and Equipment 

Manufacturing industry has an exceptional 

location quotient of 215, with a much 

higher employment density than the 

national average.. 

Source: U.S. Census, EMSI, Hickey Global

P
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2

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 -

2
0

2
5

LOCATION QUOTIENT
1 = U.S. Average

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents 
Total Employment within 

Occupation Group

1,000 Employees

2.3.2 Cumberland Plateau Cluster Study

15% r

11%

8%

Machinery & Equipment Manufacturing - Comparable View
15 © Mining Machinery & Equipment Manufacturing ~

( ) @e ©

Traded dustry
Construction Machinery
C) . Lawn & Garden Tractor and Home Lawn
Localimuustry © / & Garden Equipement Manufacturing
©

{ ) i) 50 100 150 200 250

Blended Industry

4%

0% — 6

4%

PROJECTED C.A.G.R. 2020 - 2025

-8%

-11%

-15% o
0

Source: U.S. Census, EMSI, Hickey Global

1,000 Employees

Note: Dot Size represents
Total Employment within

Occupation Group Conveyers & Conveying Equipment »

+ Industrial Truck, Tractor, Trailer, & Stacker
Machinery Manufacturing

Sporting & Athletic Goods

5 LOCATION QUOTIENT 10 15

1=U.S. Average

72

LOCATION QUOTIENT

e Machinery & Equipment Manufacturing in
the Cumberland Plateau Region is
predominantly found in Mining Machinery
and Equipment Manufacturing as a
supplier industry to the Mining sector.

e The Mining Machinery and Equipment
Manufacturing industry has an exceptional
location quotient of 215, with a much
higher employment density than the
national average..




NAICS CODES IN CLUSTER

73

2.3.3 Machinery & Equipment Manufacturing Cluster  

332111 Iron and Steel Forging

333111 Farm Machinery and Equipment Manufacturing

333112 Lawn and Garden Tractor and Home Lawn and 

Garden Equipment Manufacturing

333120 Construction Machinery Manufacturing

333131 Mining Machinery and Equipment 

Manufacturing

333132 Oil and Gas Field Machinery and Equipment 

Manufacturing

333241 Food Product Machinery Manufacturing

333242 Semiconductor Machinery Manufacturing

333243 Sawmill, Woodworking, and Paper Machinery 

Manufacturing

333244 Printing Machinery and Equipment 

Manufacturing

333249 Other Industrial Machinery Manufacturing

333314 Optical Instrument and Lens Manufacturing

333316 Photographic and Photocopying Equipment 

Manufacturing

333318 Other Commercial and Service Industry 

Machinery Manufacturing

333413 Industrial and Commercial Fan and Blower and 

Air Purification Equipment Manufacturing

333414 Heating Equipment (except Warm Air Furnaces) 

Manufacturing

333415 Air-Conditioning and Warm Air Heating 

Equipment and Commercial and Industrial 

Refrigeration Equipment Manufacturing

333511 Industrial Mold Manufacturing

333514 Special Die and Tool, Die Set, Jig, and Fixture 

Manufacturing

333515 Cutting Tool and Machine Tool Accessory 

Manufacturing

333517 Machine Tool Manufacturing

333519 Rolling Mill and Other Metalworking Machinery 

Manufacturing

333611 Turbine and Turbine Generator Set Units 

Manufacturing

333612 Speed Changer, Industrial High-Speed Drive, 

and Gear Manufacturing

333613 Mechanical Power Transmission Equipment 

Manufacturing

333618 Other Engine Equipment Manufacturing

333912 Air and Gas Compressor Manufacturing

333914 Measuring, Dispensing, and Other Pumping 

Equipment Manufacturing

333921 Elevator and Moving Stairway Manufacturing

333922 Conveyor and Conveying Equipment 

Manufacturing

333923 Overhead Traveling Crane, Hoist, and Monorail 

System Manufacturing

333924 Industrial Truck, Tractor, Trailer, and Stacker 

Machinery Manufacturing

333991 Power-Driven Handtool Manufacturing

333992 Welding and Soldering Equipment 

Manufacturing

333993 Packaging Machinery Manufacturing

333994 Industrial Process Furnace and Oven 

Manufacturing

333995 Fluid Power Cylinder and Actuator 

Manufacturing

333996 Fluid Power Pump and Motor Manufacturing

333997 Scale and Balance Manufacturing

333999 All Other Miscellaneous General Purpose 

Machinery Manufacturing

336111 Automobile Manufacturing

336112 Light Truck and Utility Vehicle Manufacturing

336120 Heavy Duty Truck Manufacturing
336211 Motor Vehicle Body Manufacturing

336212 Truck Trailer Manufacturing

336213 Motor Home Manufacturing

336214 Travel Trailer and Camper Manufacturing

336310 Motor Vehicle Gasoline Engine and Engine Parts 

Manufacturing

336320 Motor Vehicle Electrical and Electronic 

Equipment Manufacturing

336330 Motor Vehicle Steering and Suspension 

Components (except Spring) Manufacturing

336340 Motor Vehicle Brake System Manufacturing

336350 Motor Vehicle Transmission and Power Train 

Parts Manufacturing

336360 Motor Vehicle Seating and Interior Trim 

Manufacturing

336370 Motor Vehicle Metal Stamping

336390 Other Motor Vehicle Parts Manufacturing

336411 Aircraft Manufacturing

336412 Aircraft Engine and Engine Parts Manufacturing

336413 Other Aircraft Parts and Auxiliary Equipment 

Manufacturing

336414 Guided Missile and Space Vehicle 

Manufacturing

336415 Guided Missile and Space Vehicle Propulsion 

Unit and Propulsion Unit Parts Manufacturing

336419 Other Guided Missile and Space Vehicle Parts 

and Auxiliary Equipment Manufacturing

336510 Railroad Rolling Stock Manufacturing

336611 Ship Building and Repairing

336612 Boat Building

336991 Motorcycle, Bicycle, and Parts Manufacturing

336992 Military Armored Vehicle, Tank, and Tank 

Component Manufacturing

336999 All Other Transportation Equipment 

Manufacturing

2.3.3 Machinery & Equipment Manufacturing Cluster

NAICS CODES IN CLUSTER

332111
333111
333112

333120
333131

333132
333241
333242
333243
333244
333249
333314
333316
333318
333413
333414
333415
333511
333514

333515

Iron and Steel Forging

Farm Machinery and Equipment Manufacturing
Lawn and Garden Tractor and Home Lawn and
Garden Equipment Manufacturing
Construction Machinery Manufacturing
Mining Machinery and Equipment
Manufacturing

Oil and Gas Field Machinery and Equipment
Manufacturing

Food Product Machinery Manufacturing
Semiconductor Machinery Manufacturing
Sawmill, Woodworking, and Paper Machinery
Manufacturing

Printing Machinery and Equipment
Manufacturing

Other Industrial Machinery Manufacturing
Optical Instrument and Lens Manufacturing
Photographic and Photocopying Equipment
Manufacturing

Other Commercial and Service Industry
Machinery Manufacturing

Industrial and Commercial Fan and Blower and
Air Purification Equipment Manufacturing
Heating Equipment (except Warm Air Furnaces)
Manufacturing

Air-Conditioning and Warm Air Heating
Equipment and Commercial and Industrial
Refrigeration Equipment Manufacturing
Industrial Mold Manufacturing

Special Die and Tool, Die Set, Jig, and Fixture
Manufacturing

Cutting Tool and Machine Tool Accessory
Manufacturing

333517
333519

333611
333612
333613
333618
333912
333914

333921
333922

333923

333924

333991
333992

333993
333994

Machine Tool Manufacturing

Rolling Mill and Other Metalworking Machinery
Manufacturing

Turbine and Turbine Generator Set Units
Manufacturing

Speed Changer, Industrial High-Speed Drive,
and Gear Manufacturing

Mechanical Power Transmission Equipment
Manufacturing

Other Engine Equipment Manufacturing

Air and Gas Compressor Manufacturing
Measuring, Dispensing, and Other Pumping
Equipment Manufacturing

Elevator and Moving Stairway Manufacturing
Conveyor and Conveying Equipment
Manufacturing

Overhead Traveling Crane, Hoist, and Monorail
System Manufacturing

Industrial Truck, Tractor, Trailer, and Stacker
Machinery Manufacturing

Power-Driven Handtool Manufacturing
Welding and Soldering Equipment
Manufacturing

Packaging Machinery Manufacturing
Industrial Process Furnace and Oven
Manufacturing

73

333995

333996
333997
333999

336111
336112
336120
336211
336212
336213
336214
336310

336320

336330

336340
336350

336360
336370
336390
336411
336412
336413
336414

336415

Fluid Power Cylinder and Actuator
Manufacturing

Fluid Power Pump and Motor Manufacturing
Scale and Balance Manufacturing

All Other Miscellaneous General Purpose
Machinery Manufacturing

Automobile Manufacturing

Light Truck and Utility Vehicle Manufacturing
Heavy Duty Truck Manufacturing

Motor Vehicle Body Manufacturing

Truck Trailer Manufacturing

Motor Home Manufacturing

Travel Trailer and Camper Manufacturing
Motor Vehicle Gasoline Engine and Engine Parts
Manufacturing

Motor Vehicle Electrical and Electronic
Equipment Manufacturing

Motor Vehicle Steering and Suspension
Components (except Spring) Manufacturing
Motor Vehicle Brake System Manufacturing
Motor Vehicle Transmission and Power Train
Parts Manufacturing

Motor Vehicle Seating and Interior Trim
Manufacturing

Motor Vehicle Metal Stamping

Other Motor Vehicle Parts Manufacturing
Aircraft Manufacturing

Aircraft Engine and Engine Parts Manufacturing
Other Aircraft Parts and Auxiliary Equipment
Manufacturing

Guided Missile and Space Vehicle
Manufacturing

Guided Missile and Space Vehicle Propulsion

336419

336510
336611
336612
336991
336992

336999

Unit and Propulsion Unit Parts Manufacturing
Other Guided Missile and Space Vehicle Parts
and Auxiliary Equipment Manufacturing
Railroad Rolling Stock Manufacturing

Ship Building and Repairing

Boat Building

Motorcycle, Bicycle, and Parts Manufacturing
Military Armored Vehicle, Tank, and Tank
Component Manufacturing

All Other Transportation Equipment
Manufacturing




74

2.4.1 Shared Services & IT - Cluster Overview
Primary Sub-Clusters: Computer Systems Design Services and Telemarketing Bureaus

CASE TO WIN

• Cumberland Plateau’s Information Technology cluster is driven by employers in the 

Computer Systems Design Services industry, a high-wage and skill-intensive industry with 

positive projected growth. 

• In June 2021, Governor Northam announced the largest award for broadband in the 

history of the Commonwealth in the Cumberland Plateau region. 

• Above average fiber connectivity and broadband capabilities within the region can be used 

to attract remote workers as companies continue to pursue flexible office arrangements.

• Call Centers within the region are expected to grow at a Compound Annual Rate of six 

percent over the next five years.

• A low cost of living paired with strong amenities  is important to Call Center employees, 

creating an avenue for in-migration to the region.

POTENTIAL STRATEGIES

• Capitalize on in-region expertise and best-in-class broadband capabilities to generate 

growth through a remote-worker campaign.

• Develop a shared services program supporting Northern Virginia and DC based 

companies through a “pipeline” to the Cumberland Plateau.

• With continued residential broadband deployment, train and support citizens working from 

home.

CLUSTER INFORMATIONCapitalize on in-region expertise and best-in-class broadband 
capabilities to generate growth through a remote-worker campaign.

U.S. CALL CENTER EMPLOYMENT 2015-2025

YEAR OVER YEAR EMPLOYMENT GROWTH IN CONTACT CENTERS 2015-2025
(PERCENTAGE)

Cumberland Plateau 

United States

Shared Services & IT - Cluster Overview
Primary Sub-Clusters: Computer Systems Design Services and Telemarketing Bureaus

Capitalize on in-region expertise and best-in-class broadband CLUSTER INFORMATION
capabilities to generate growth through a remote-worker campaign.

U.S. CALL CENTER EMPLOYMENT 2015-2025

CASE TO WIN ee

Cumberland Plateau’s Information Technology cluster is driven by employers in the 500,000
Computer Systems Design Services industry, a high-wage and skill-intensive industry with

positive projected growth. 480,000
* In June 2021, Governor Northam announced the largest award for broadband in the
history of the Commonwealth in the Cumberland Plateau region. 460,000 ~ N
* Above average fiber connectivity and broadband capabilities within the region can be used wagi —
to attract remote workers as companies continue to pursue flexible office arrangements. ’

Call Centers within the region are expected to grow at a Compound Annual Rate of six 420,000
percent over the next five years. 2015 2016 2017 #2018 2019 2020 2021 2022 2023 2024 2025

* A low cost of living paired with strong amenities is important to Call Center employees, YEAR OVER YEAR EMPLOYMENT GROWTH IN CONTACT CENTERS 2015-2025
creating an avenue for in-migration to the region. (PERCENTAGE)

POTENTIAL STRATEGIES

* Capitalize on in-region expertise and best-in-class broadband capabilities to generate
growth through a remote-worker campaign.

* Develop a shared services program supporting Northern Virginia and DC based
companies through a “pipeline” to the Cumberland Plateau.

With continued residential broadband deployment, train and support citizens working from 0. 1 1 1
home. 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

74




75

2.4.2 Cumberland Plateau Cluster Study
Shared Services & IT – Comparable View

LOCATION QUOTIENT

• Call Centers and Shared Services are high-

growth industries with a strong presence in 

the Cumberland Plateau Region, 

particularly in Telemarketing Bureaus and 

Other Contact Centers.

• Information Technology employment in the 

region is predominantly in Computer 

Systems Design Services, with additional 

employment in Other Computer Related 

Services. 

Source: U.S. Census, EMSI, Hickey Global

P
R

O
JE

C
T

E
D

 C
.A

.G
.R

. 
2

0
2

0
 -

2
0

2
5

LOCATION QUOTIENT
1 = U.S. Average

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents 
Total Employment within 

Occupation Group

1,000 Employees

2.4.2 Cumberland Plateau Cluster Study

Shared Services & IT - Comparable View

LOCATION QUOTIENT

Call Centers and Shared Services are high-

9% Other Computer Related Services | _ .
growth industries with a strong presence in
C ) the Cumberland Plateau Region,
Telemarketing Bureaus & Other Contact Centers Traded Tidustry particularly in Telemarketing Bureaus and
7h \ e Other Contact Centers.
Local dustry e Information Technology employment in the
a 5 Computer Systems Design Services -— region is predominantly in Computer
a 7% e@ Systems Design Services, with additional
S BlendedfTndustry employment in Other Computer Related
a e Services.
“ 3% All Other Business Support Services 1,000 EMployees
G lo
< Note: Dot sre represents
‘otal Employment within
3 ran
1% ka
oO fo
lu
aw
E ©
[a
a

-1%

-3%

-5%
0 1 2 3 4
LOCATION QUOTIENT
1=U.S. Average

Source: U.S. Census, EMSI, Hickey Global

75




NAICS CODES IN CLUSTER

76

2.4.3 Shared Services & IT Cluster 

423430 Computer and Software Merchant Wholesalers

519130 Internet Publishing and Web Search Portals

541511 Custom Computer Programming Services

541512 Computer Systems Design Services

541513 Computer Facilities Management Services

541519 Other Computer Related Services

56142 Telephone Call Centers

56143 Business Service Centers

56149 Other Business Support Services

611420 Computer Training

811212 Computer and Office Machine Repair

2.4.3 Shared Services & IT Cluster

NAICS CODES IN CLUSTER

423430 Computer and Software Merchant Wholesalers
519130 Internet Publishing and Web Search Portals
541511 Custom Computer Programming Services
541512 Computer Systems Design Services
541513 Computer Facilities Management Services
541519 Other Computer Related Services

56142 Telephone Call Centers

56143 Business Service Centers

56149 Other Business Support Services

611420 Computer Training

811212 Computer and Office Machine Repair

76




77

2.5.1 Tourism - Cluster Overview
Restaurants, RV Parks, Hotels, and Recreational Centers

CASE TO WIN

• Cumberland Plateau’s Tourism is largely based on natural attractions such as state parks 

and forests.

• Restaurants make up the largest portion of the region’s Tourism-related workforce with 

over 1,800 employees. 

• Despite few employees in traditional hotels, Cumberland Plateau has a high location 

quotient for RV Parks and Campgrounds, a growing industry that will benefit from the 

development of the Clinch River State Park.

POTENTIAL STRATEGIES

• Continue to expand tourist access to outdoor recreation opportunities due to their 

recession resiliency among tourism enterprises and strong natural assets.

• Develop a mixed accommodations industry with more traditional hotels alongside RV 

parks and campgrounds which are experiencing high levels of growth in response to 

current market demands.

• Increase tourism resiliency by tying in with other industries in which the region does well 

such as agriculture and mining.

CLUSTER INFORMATIONBuild infrastructure to support interest created by national trends in 
natural resources and eco-tourism.

TOTAL U.S. TOURISM-RELATED OUTPUT IN 2016-2019 

Source: U.S. Bureau of Economic Analysis

Billions of Current Dollars

Direct TotalIndirect

Tourism - Cluster Overview
Restaurants, RV Parks, Hotels, and Recreational Centers

Build infrastructure to support interest created by national trends in » CLUSTER INFORMATION
natural resources and eco-tourism.

» CASE TO WIN

Cumberland Plateau’s Tourism is largely based on natural attractions such as state parks
and forests.

TOTAL U.S. TOURISM-RELATED OUTPUT IN 2016-2019

Restaurants make up the largest portion of the region’s Tourism-related workforce with Billions of Current Dollars

over 1,800 employees.
2000
Despite few employees in traditional hotels, Cumberland Plateau has a high location

quotient for RV Parks and Campgrounds, a growing industry that will benefit from the
development of the Clinch River State Park.

» POTENTIAL STRATEGIES
Continue to expand tourist access to outdoor recreation opportunities due to their
recession resiliency among tourism enterprises and strong natural assets.
Develop a mixed accommodations industry with more traditional hotels alongside RV
parks and campgrounds which are experiencing high levels of growth in response to |

current market demands. 0 2016 2017 2018

Increase tourism resiliency by tying in with other industries in which the region does well

such as agriculture and mining. @
Direct O Indirect () Total

Source: U.S. Bureat

77




78

2.5.2 Cumberland Plateau Cluster Study
Tourism – Comparable View

LOCATION QUOTIENT

• Currently, tourism infrastructure industries 

such as hotels and full-service restaurants 

do not have a high employment 

concentration in Cumberland Plateau.

• Limited-Service Restaurants is the largest 

industry by employment within the Tourism 

sector with a location quotient of 1.5.

• Although the RV Parks and Campgrounds 

industry does not require large scale 

employment for operations, the region is 

relatively advantaged with both a high 

growth rate and location quotient.  

Source: U.S. Census, EMSI, Hickey Global

P
R

O
JE

C
T

E
D

 C
.A

.G
.R

. 
2

0
2

0
 -

2
0

2
5

LOCATION QUOTIENT
1 = U.S. Average

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents 
Total Employment within 

Occupation Group

1,000 Employees

2.5.2 Cumberland Plateau Cluster Study

Tourism — Comparable View

15% &
©
9 ZL
10% RV (Recreational Vehicle) Parks ~
& Campgrounds
in -—-+ Hotels (except Casino Hotels) & Motels
N 9 -—~* Food Service Contractors
9° 5%
“ * Golf Courses & Country Clubs
S
a Limited Service Restaurants
a
Son -®
3)
a
lu
=
re
3 ~~ Full-Service Restaurants
& -5% e@
Traded'Industry
* Fitness & Recreational Sports Centers fe. ty
-10% + Cafeterias, Grill Buffets, & Buffets
Blended Industry
-15% 1,000 EMiployees
0 1 2 3 4

Source: U.S. Census, EMSI, Hickey Global

LOCATION QUOTIENT
1=U.S. Average

78

Note: Dot Size represents
Total Employment within
Occupation Group

LOCATION QUOTIENT

¢ Currently, tourism infrastructure industries
such as hotels and full-service restaurants
do not have a high employment
concentration in Cumberland Plateau.

e Limited-Service Restaurants is the largest
industry by employment within the Tourism
sector with a location quotient of 1.5.

e Although the RV Parks and Campgrounds
industry does not require large scale
employment for operations, the region is
relatively advantaged with both a high
growth rate and location quotient.




NAICS CODES IN CLUSTER

79

2.5.3 Tourism Cluster

487210 Scenic and Sightseeing Transportation, Water

561510 Travel Agencies

561591 Convention and Visitors’ Bureaus

713910 Golf Courses and Country Clubs

713930 Marinas

713940 Fitness and Recreational Sports Centers

721110 Hotels and Motels, Except Casino Hotels

721211 RV Parks and Campgrounds

722310 Food Service Contractors

722320 Caterers

722511 Full-service Restaurants

722513 Limited-service Restaurants

722514 Cafeterias, Grill Buffets, & Buffets

722515 Snack & Nonalcoholic Beverage Bars 

CONTRIBUTIONS TO NATIONAL ANNUAL GROWTH IN REAL TOURISM OUTPUT IN 2016-2019CONTRIBUTIONS TO NATIONAL ANNUAL GROWTH IN REAL TOURISM OUTPUT IN 2016-2019

Traveler Accommodations

Food & Beverage Services

Transportation

Recreation, Entertainment, & 
shopping

ANNUAL OVERALL TOURISM GROWTH

Source: U.S. Bureau of Economic Analysis

2.5.3 Tourism Cluster

CONTRIBUTIONS TO NATIONAL ANNUAL GROWTH IN REAL TOURISM OUTPUT IN 2016-2019
3.0%

487210 Scenic and Sightseeing Transportation, Water

e@ Traveler Accommodations 561510 ‘Travel Agencies
561591 Convention and Visitors’ Bureaus
_ Food & Beverage Services
2.5% e 6 713910 Golf Courses and Country Clubs
@ Transportation 713930 Marinas
@ Recreation, Entertainment, & 713940 Fitness and Recreational Sports Centers
shopping 721110 Hotels and Motels, Except Casino Hotels
2.0% 721211 RV Parks and Campgrounds
722310 Food Service Contractors
722320 Caterers
722511 ‘Full-service Restaurants
1.5% 722513 __Limited-service Restaurants
722514 Cafeterias, Grill Buffets, & Buffets
722515 Snack & Nonalcoholic Beverage Bars
1.0% ji
0.5% ¥ "| r
0.0% |
-0.5% 2016 2017 2018 2019

ANNUAL OVERALL TOURISM GROWTH

a ee

" 2.7%
2.0% 1.5%

Source: U.S. Bureau of Economic Analysis

79




80

2.6.1 Healthcare - Cluster Overview

CASE TO WIN

• Wide range of services offered in the region due to demographics.

• Many industries within Cumberland Plateau’s Healthcare cluster have a location quotient 

above the national average, providing a high density of skills for potential employers. 

• A large number of care providers leads to quality-of-life benefits that extend to other 

clusters. 

• With few exceptions, industries within the Healthcare cluster are expected to experience 

positive growth over the next five years.

POTENTIAL STRATEGIES

• Follow current trajectory to capture revenue and meet the needs of an aging populace.

• Leverage Appalachian College of Pharmacy in recruiting on-line pharmacy operations 

such as shared services and distribution.

• Conduct a healthcare leakage study to determine needed or improved services to ensure 

income created in region stays in region. 

CLUSTER INFORMATIONFollow current trajectory to capture revenue and meet the needs of an 
aging populace.

DISTRIBUTION OF NATIONAL HEALTH EXPENDITURES

Source: U.S. Bureau of Economic Analysis

NHE Per Capita % ChangeAnnual % change in Personal Consumption Expenditure Price Index

Hospitals

Physicians & Clinics

Dental

Home Health Care

Prescription Drugs

Nursing Care

Other Health

% CHANGE IN HEALTHCARE SPENDING VS INFLATION   

27 31

20
43

10

5 

Healthcare - Cluster Overview

Follow current trajectory to capture revenue and meet the needs of an
aging populace.

» CASE TO WIN

Wide range of services offered in the region due to demographics.

Many industries within Cumberland Plateau’s Healthcare cluster have a location quotient
above the national average, providing a high density of skills for potential employers.

A large number of care providers leads to quality-of-life benefits that extend to other
clusters.

With few exceptions, industries within the Healthcare cluster are expected to experience
positive growth over the next five years.

>» POTENTIAL STRATEGIES

Follow current trajectory to capture revenue and meet the needs of an aging populace.

Leverage Appalachian College of Pharmacy in recruiting on-line pharmacy operations
such as shared services and distribution.

Conduct a healthcare leakage study to determine needed or improved services to ensure
income created in region stays in region.

U.S. Bureai

80

» CLUSTER INFORMATION
DISTRIBUTION OF NATIONAL HEALTH EXPENDITURES

O Hospitals
@ Physicians & Clinics 31

<A

@ Dental

@ Home Health Care
(@) Prescription Drugs

7% CHANGE IN HEALTHCARE SPENDING VS INFLATION

Lot Ll
1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018
1981 1983 1985 1987 1991 1993 1995 1997 1999 2001 2003 2005 2007 «2009-2011 «2013 «2015 «2017-2019

oO Annua

% change in Personal Consumption Expenditure Price Index () NHE Per Capita % Change





81

2.6.2 Cumberland Plateau Cluster Study
Healthcare – Comparable View

LOCATION QUOTIENT

• Hospitals, Nursing Care Facilities, and 

Services for the Elderly and Persons with 

Disabilities are the highest employment 

Healthcare industries in the Cumberland 

Plateau Region.

• By number of industries, a third of the 

Healthcare sector in Cumberland Plateau 

is dedicated to elderly care. 

• Ambulance Services has triple the location 

quotient of the next densest Healthcare 

industry at 5.4.

Source: U.S. Census, EMSI, Hickey Global

P
R

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C
T

E
D

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.A

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. 
2

0
2

0
 -

2
0

2
5

LOCATION QUOTIENT
1 = U.S. Average

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents 
Total Employment within 

Occupation Group

1,000 Employees

2.6.2 Cumberland Plateau Cluster Study

Hea

20%

15%

10%

5%

0% ©

PROJECTED C.A.G.R. 2020 - 2025

-10%

-15%

-20%
“1

Source: U.S. Census, EMSI, Hickey Global

-5% Medical Laboratories - N

°

thcare — Comparable View

———+ Other Individual & Family Services

—— Residential Mental Health & Substance Abuse Facilities

©

+ Services for the Elderly & Persons with Disabilities

Community Food Services

* Continuing Care Retirement Communities
* Kidney Dialysis Centers
Nursing Care Facilities

o

* Ambulance Services

~~ Assisted Living Facilities

CE Diagnostic Imaging Centers

Vocational Rehabilitation Services
@ * Offices of Physical, Occupational & Speech Therapists, & Audiologists

+ Freestanding Ambulatory Surgical & Emergency Centers

-——+ Child & Youth Services

1 2

3 4

LOCATION QUOTIENT
1=U.S. Average

81

Traded Industry

Local Industry

Blended industry

1,000 Effiployees

Note: Dot Size represents
Total Employment within
Occupation Group

LOCATION QUOTIENT

e Hospitals, Nursing Care Facilities, and
Services for the Elderly and Persons with
Disabilities are the highest employment
Healthcare industries in the Cumberland
Plateau Region.

e By number of industries, a third of the
Healthcare sector in Cumberland Plateau
is dedicated to elderly care.

e Ambulance Services has triple the location
quotient of the next densest Healthcare
industry at 5.4.




NAICS CODES IN CLUSTER

82

2.6.3 Healthcare Cluster

CONTRIBUTIONS TO NATIONAL ANNUAL GROWTH IN REAL TOURISM OUTPUT IN 2016-2019SHARE OF SPENDING BY MEDICAL CONDITION

Source: KFF analysis of BEA Health Care Satellite Account (Blended Account)

524114 Direct Health and Medical Insurance Carriers

621340 Offices of Specialty Therapists

621492 Kidney Dialysis Centers

621493 Freestanding Emergency Medical Centers

621498 All Other Outpatient Care Centers

621511 Medical Laboratories

621512 Diagnostic Imaging Centers

621910 Ambulance Services

622110 General Medical and Surgical Hospitals

623110 Nursing Care Facilities, Skilled Nursing

623210 Residential Developmental Disability Homes

623220 Residential Mental and Substance Abuse Care

623311 Continuing Care Retirement Communities

623312 Assisted Living Facilities for the Elderly

623990 Other Residential Care Facilities

624110 Child and Youth Services

624120 Services for the Elderly and Disabled

624190 Other Individual and Family Services

624210 Community Food Services

624310 Vocational Rehabilitation Services

Ill-Defined Conditions
14%

Circulatory System
11%

Musculoskeletal
10%

Nervous System
8%

Respiratory
8%

Endocrine
7%

Cancers & Tumors
6%

Injury & Poisoning
6%

Infectious Diseases
5%

Digestive
5%

Genitourinary
5%

Mental Illness
5%

Other
4%

Dermatological
3%

Pregnancy & Childbirth
2%

TOTAL

$2,350

Distribution of total medical services expenditures (US $ billions), by medical condition, 2017

2.6.3 Healthcare Cluster

SHARE OF SPENDING BY MEDICAL CONDITION

Distribution of total medical services expenditures (US $ billions), by medical condition, 2017

NAICS CODES IN CLUSTER

524114 _ Direct Health and Medical Insurance Carriers
ce 621340 Offices of Specialty Therapists
Pregnancy & eat - 621492 _ Kidney Dialysis Centers
621493 Freestanding Emergency Medical Centers
Dermatological _ 621498 All Other Outpatient Care Centers
3% 621511 Medical Laboratories
Other . nee 621512 Diagnostic Imaging Centers
4% 2 Conditions 621910 Ambulance Services
Mental IlIness 622110 General Medical and Surgical Hospitals
5% 623110 Nursing Care Facilities, Skilled Nursing
623210 __ Residential Developmental Disability Homes
Genitourinary _ 623220 _ Residential Mental and Substance Abuse Care
5% 623311 Continuing Care Retirement Communities
Creatas sya 623312 Assisted Living Facilities for the Elderly
oe 623990 Other Residential Care Facilities
Digestive 11% ¥ '
5% 624110 Child and Youth Services
624120 Services for the Elderly and Disabled
624190 Other Individual and Family Services
Infectious Diseases 624210 Community Food Services
5% 624310 Vocational Rehabilitation Services
Musculoskeletal
Injury & Poisoning 10%
6%
Cancers & Tumors
6% iawn System
Endocri
° aa - Respiratory
8%

Source: KFF analysis of BEA Health Care Satellite Account (Blended Account)

82




Proprietary & Confidential  © 2021 Hickey Global.  All Rights Reserved.

Asset Mapping

August 2021

Cumberland Plateau PDC

Virginia

Cumberland Plateau PDC
Virginia

Asset Mapping

August 2021





84

Overview
The Cluster Verification Process

As part of an ongoing resiliency study, Cumberland Plateau PDC requested 

Hickey Global identify infrastructure deficits within the four counties that 

inhibit future economic resiliency as well as assets that support 

recovery/resiliency.

A gap analysis was completed taking into consideration current and future 

infrastructure needs based on growth opportunities.

The gap analysis as of August 2021 appears on the following pages.

Overview
The Cluster Verification Process

As part of an ongoing resiliency study, Cumberland Plateau PDC requested
Hickey Global identify infrastructure deficits within the four counties that
inhibit future economic resiliency as well as assets that support
recovery/resiliency.

A gap analysis was completed taking into consideration current and future
infrastructure needs based on growth opportunities.

The gap analysis as of August 2021 appears on the following pages.

84




Proprietary & Confidential  © 2021 Hickey Global.  All Rights Reserved.

1.0 FINDINGS  

BINIBIINIES





86

1.1 Regional Assets
Broadband, Outdoor Activities, Low Cost

Source: Virginia Department of Conversation and Recreation

Outdoor Activities & Natural Beauty

• Plentiful outdoor activities (driving, bicycling, hiking, 

fishing, hunting, water sports, camping, etc.)

• 52 parks

• 49 natural areas

• 45 trails

• 43 scenic drives

• 37 historical areas

• 15 playing fields, sports, and golf facilitiesLow cost

• Low labor costs

• Low real estate costs

• Low cost of living

Broadband is a star asset in the region

• Broadband capabilities are very strong in the 

Cumberland Plateau.

• The Cumberland Plateau’s broadband capabilities are 

not just locally exceptional but rank highly when 

compared against the entire nation. 

• All four counties rank in the top one-third of the counties 

and county equivalents across the U.S. 

1.1 Regional Assets
Broadband, Outdoor Activities, Low Cost

Broadband is a star asset in the region Outdoor Activities & Natural Beauty
e Broadband capabilities are very strong in the e Plentiful outdoor activities (driving, bicycling, hiking,
Cumberland Plateau. fishing, hunting, water sports, camping, etc.)
e The Cumberland Plateau’s broadband capabilities are e 52 parks
not just locally exceptional but rank highly when e AO natural areas
compared against the entire nation. © 5 trails
e All four counties rank in the top one-third of the counties

e 43 scenic drives

and county equivalents across the U.S. oo
e 37 historical areas

Low cost e 15 playing fields, sports, and golf facilities
e Low labor costs
e Low real estate costs

e Low cost of living

86




87

1.2 Regional Deficiencies

• There are presently no commercial airports in the region making 

accessibility challenging and increasing time costs.  The nearest 

commercial airport is the Tri-Cities Airport in Blountville, TN.

• There are no Interstate Highways in the region.   

Deficiencies in the transportation Infrastructure

Elementary school performance and low 
graduation from high-demand post-secondary 
programs

Lower technology usage among households

Lack of human capital (labor & consumers)

• Two of the four regional school districts are low-performing.  Students in 

Buchanan County School District perform well below the state average 

(63% below).  Students in Russell County School District perform 11% 

below the state average.  The other two major school districts perform at 

or above the state average.

• In addition to professional degreed programs (pharmacy and law), nearby 

Bluefield College serves the region.  However, there is still a ‘brain drain’ 

of high-performing high school graduates as they leave the region looking 

for higher educational institutions.

• Low completion numbers from high-demand, high-growth programs such 

as computer science and business administration.

• While broadband capabilities are very strong in the Cumberland Plateau, 

computer and internet usage are low, as evident by the lower percentage 

of households that own a computer (72% vs. the U.S. average 77%) and 

small percentage of households with a broadband subscription (47% vs. 

69% U.S. average).

• The region’s low participation rate (43% vs the U.S. average of 63%), 

coupled with its small population, gives it a low labor force under 38,000 

people.  This will create challenges in drawing sizeable employers into the 

region as many will believe that the region doesn’t have a sufficient 

workforce to support their operations. Labor force participation is 

particularly low amongst females (38.6%)

• At a rate less than half that of the national average and one-third of the 

state average, the supply of university graduates is low in the Cumberland 

Plateau region.  However, the supply of graduates from 2-year colleges is 

slightly above average.

• The number of people in the region with less than a high school degree is 

almost twice the U.S. average, indicating this should be a focal area for 

economic development efforts.Education Sources: greatschools.org, Local School District

Human Capital Sources: US Census; American Community Survey, EASI Analytics

1.2 Regional Deficiencies

LC Deficiencies in the transportation Infrastructure

mt
w
2a

e There are presently no commercial airports in the region making
accessibility challenging and increasing time costs. The nearest
commercial airport is the Tri-Cities Airport in Blountville, TN.

e There are no Interstate Highways in the region.

Elementary school performance and low
graduation from high-demand post-secondary
programs

e Two of the four regional school districts are low-performing. Students in
Buchanan County School District perform well below the state average
(63% below). Students in Russell County School District perform 11%
below the state average. The other two major school districts perform at
or above the state average.

e In addition to professional degreed programs (pharmacy and law), nearby
Bluefield College serves the region. However, there is still a ‘brain drain’
of high-performing high school graduates as they leave the region looking
for higher educational institutions.

e Low completion numbers from high-demand, high-growth programs such
as computer science and business administration.

Education Sources: greatschools.org, Local School District

Human Capital Sources: US Census; American Community Survey, EASI Analytics

87

KN Lower technology usage among households

e While broadband capabilities are very strong in the Cumberland Plateau,
computer and internet usage are low, as evident by the lower percentage
of households that own a computer (72% vs. the U.S. average 77%) and
small percentage of households with a broadband subscription (47% vs.
69% U.S. average).

e
we Lack of human capital (labor & consumers)

e The region’s low participation rate (43% vs the U.S. average of 63%),
coupled with its small population, gives it a low labor force under 38,000
people. This will create challenges in drawing sizeable employers into the
region as many will believe that the region doesn’t have a sufficient
workforce to support their operations. Labor force participation is
particularly low amongst females (38.6%)

e Ata rate less than half that of the national average and one-third of the
state average, the supply of university graduates is low in the Cumberland
Plateau region. However, the supply of graduates from 2-year colleges is
slightly above average.

e The number of people in the region with less than a high school degree is
almost twice the U.S. average, indicating this should be a focal area for
economic development efforts.




88

1.3 Business and Industrial Park Parks
Regional Assets & Deficiences

• Overall, the Cumberland Plateau region has done a good job 

continuing to develop industrial parks.

• Industrial parks have good utility infrastructure in place or have 

plans to do so.

• Although limited in marketability, having a shell building does 

attract prospects to the region.

• The reuse of existing industrial buildings as “shell” buildings is a 

good strategy.

Regional DeficienciesRegional Assets

• Although there are sites throughout the region, most are smaller 

parcels limiting larger impact projects.

• The great majority of sites in region are over 30 minutes from an 

interstate highway.

• Road access can be challenging for truck traffic.

• Current shell building has limited potential due to design.

1.3 Business and Industrial Park Parks
Regional Assets & Deficiences

Regional Assets Regional Deficiencies

e Overall, the Cumberland Plateau region has done a good job e Although there are sites throughout the region, most are smaller
continuing to develop industrial parks. parcels limiting larger impact projects.

e Industrial parks have good utility infrastructure in place or have ¢ The great majority of sites in region are over 30 minutes from an
plans to do so. interstate highway.

e Although limited in marketability, having a shell building does * Road access can be challenging for truck traffic.
attract prospects to the region. e Current shell building has limited potential due to design.

e The reuse of existing industrial buildings as “shell” buildings is a

good strategy.

88




Proprietary & Confidential  © 2021 Hickey Global.  All Rights Reserved.

2.0 Infrastructure Assessment  

2.0 Infrastructure Assessment

HICKEYGLOBAL

ECONOMIC DEVELOPMENT CONSULTING





There are approximately 263 miles of freight railroad track in the Cumberland Plateau, VA.

Rail

Air
The only significant public airport in the region is Tazewell County Airport.  There are three other 

small private airfields in the region – Caney Ridge Airport, Flying W Airport, and Burkes Garden 

Airport.

Highway Network
There are approximately 4,876 miles of highway infrastructure in the Cumberland Plateau, VA.

Source: Hickey Global Research Services

90

2.1 Infrastructure Assessment – Transportation
Air, Rail, and Highway Network

Public Transportation
Four County Transit provides low-cost transit services to all residents and 

visitors of Buchanan, Dickenson, Russell, and Tazewell counties.  There are 

16 public and 9 college routes that run throughout the day.  Four-County 

Transit also offers a ‘route deviation’ service that, upon request, will deviate 

up to three-quarters of a mile from their regular fixed route.

COUNTY LARGEST AIRPORT
NON-

COMMERCIAL 
AIRPORTS

COMMERCIAL 
AIRPORTS

Buchanan County, VA
Grundy Municipal Airport closed in October 2019, estimated 
to reopen in 2025 as Breaks Regional Airport

None None

Dickenson County, VA None None None

Russell County, VA None None None

Tazewell County, VA Tazewell County Airport 1 None

Source: Virginia Department of Transportation

Source: Bureau of Transportation Statistics

COUNTY
TOTAL 

HIGHWAYS
INTERSTATE HWYS

(Total Miles)
PRIMARY ROADS

(Total Miles)

SECONDARY 
ROADS

(Total Miles)

FRONTAGE ROADS
(Total Miles)

Buchanan County, VA 1,119 0 192 927 0

Dickenson County, VA 980 0 168 812 0

Russell County, VA 1,469 0 284 1,185 0

Tazewell County, VA 1,308 0 367 939 2

HIGHWAY INFRASTRUCTURE

DAILY VEHICLE MILES OF TRAVEL

COUNTY TOTAL DVMT1 MILES OF ROADWAY
per 1,000 persons

TOTAL DVMT2

(Per Capita)

ANNUAL AVERAGE
Daily Traffic on 

Highways

Buchanan County, VA 501,451 2.2 24.0 1,374

Dickenson County, VA 274,981 3.6 19.2 753

Russell County, VA 656,372 2.2 24.7 1,798

Tazewell County, VA 690,200 1.9 17.0 1,891

MILES OF FREIGHT RAILROAD

2.\ Infrastructure Assessment — Transportation
Air, Rail, and Highway Network

Public Transportation Rail
Four County Transit provides low-cost transit services to all residents and A There are approximately 263 miles of freight railroad track in the Cumberland Plateau, VA.
visitors of Buchanan, Dickenson, Russell, and Tazewell counties. There are

MILES OF FREIGHT RAILROAD

_ Oreo)
16 public and 9 college routes that run throughout the day. Four-County fo u i

Transit also offers a ‘route deviation’ service that, upon request, will deviate county Tazewell County
up to three-quarters of a mile from their regular fixed route. =Stransit
Russell County

Highway Network

There are approximately 4,876 miles of highway infrastructure in the Cumberland Plateau, VA. Dickenson County
HIGHWAY INFRASTRUCTURE Buchanan County
SECONDARY

TOTAL INTERSTATE HWYS. PRIMARY ROADS

FRONTAGE ROADS

COUNTY, HIGHWAYS (Total Miles) (Total Miles) mettre) (Total Miles) 0 20 40 60 80 100
Buchanan County, VA 1,119 .
Dickenson County, VA 980 Ai r
Russell County, VA 1,469 The only significant public airport in the region is Tazewell County Airport. There are three other
Tazewell County, VA 1,308 small private airfields in the region — Caney Ridge Airport, Flying W Airport, and Burkes Garden

Airport.
DAILY VEHICLE MILES OF TRAVEL NON- COMMERCIAL
. BRNO ADAVERACE COUNTY LARGEST AIRPORT COMMERCIAL AIRPORTS
COUNTY TOTAL DVMT! a See ELEN eae Daily Trafic on AIRPORTS
ites Buchanan County, VA Grundy Municipal Airport closed in October 2019, estimated None None

Buchanan County, VA 501,451 2.2 24.0 1,374 ’ to reopen in 2025 as Breaks Regional Airport
Dickenson County, VA 274,981 3.6 19.2 753 Dickenson County, VA None None None
Russell County, VA 656,372 Russell County, VA None None None
‘Tazewell County, VA 690,200 d Tazewell County, VA Tazewell County Airport 1 None

Source: Hickey Global Research Services

90




91

2.2 Infrastructure Assessment - Transportation
Cumberland Plateau - Airports, Highways, & Railroad Lines

Source: U.S. Census, Bureau of Transportation Statistics, Openstreetmaps, Hickey Global Consulting Services

2.2 Infrastructure Assessment - Transportation
Cumberland Plateau - 7 Highways, & Railroad Lines

£

]7| Pikeville
sats = * Airport 4
ivaviand 9 2 4 q s = Hi
; Ke Sh XA North Maat gk ighways
f McDowell County i, /' Mercer, County: Railroad line He
Sat 46 s a Maybeury ie :
Knott County,

& Floyd ounty ¥/ eri 1 uD 7 } : ,
eee an Coal Run;\ a Phelps Ks 7 Map Key
“ Se A ¥ ;

7 Princeton.
Bradshaw, F K.\ Montcalm Cities
PR Pippa Passes. none Virgie Buchanan (County; 83 , Anawalt \X Ty ne, ‘rrr :

i Pocahontas yet") County Boundaries |}

160 s ; iles'Col
- u q16) rea Giles'Co\

rag 598!
ee

~

letther County < a Mazewelll County] Graton Bland County
whitesbug fa

er iste Bluff, Bland
Raven 77

STAZEWELL (COUNTY, AIRPORT;
Claypool Hil

ae

Goebi 29)
en Norton County S

nal '58 Saint-Paul
JBI Steps Gap jpannnnnennnnnannnnnnon AT Castlewood Saltuile

Dungannon

tats
;MeMullin

20 mi - Carroll Cou)
lickelswille . : ;
= Ak Washington comp

Source: U.S. Census, Bureau of Transportation Statistics, Qpenstreetmaps, Hickey Global Consulting Services

91




92

2.3.1 Infrastructure - Technology
Broadband

Companies and site selectors have taken note of a shift in perception around 

broadband, as reliable high-speed connections become more important for offices 

and their employees. Fortunately, broadband capabilities are very strong in the 

Cumberland Plateau.  Buchanan County is the strongest county in the region with 

100% fiber penetration and 100% of the region’s census tracts with access to wired 

broadband coverage.  In the U.S. County Broadband Statistics for 2020 report, by 

BroadbandNow, Buchanan County ranks 8th highest in the nation (out of 3,143 

counties and county equivalents) for broadband service availability.

COUNTY
BROADBAND 

SERVICE RANK
FIBER 

PENETRATION

# OF WIRED 
BROADBAND 
PROVIDERS

LOWEST MONTHLY 
PRICE

% OF CENSUS 
TRACKS WITH WIRED 

BROADBAND 
COVERAGE

Buchanan County, VA 8 100.00% 3 $61.99 100.00%

Dickenson County, VA 423 84.10% 3 $70.00 97.70%

Russell County, VA 1,131 69.10% 4 $67.00 88.70%

Tazewell County, VA 611 43.30% 3 $71.66 95.60%

*Note: Broadband Now is an initiative developed in the aftermath of the FCC’s decision to cut funding for
broadband mapping. The analysis is based on FCC and Census data, as well as proprietary datasets such as
submissions from ISPs. The Broadband Service Rank is derived from the percentage of census tracks with wired
broadband coverage for each U.S. county and independent city (county equivalent).

Source: BroadbandNow (https://broadbandnow.com/research/county-broadband-statistics)

BROADBAND CAPABILITIES

F
IB

E
R

 P
E

N
E

T
R

A
T

IO
N

#
 O

F
 W

IR
E

D
 B

B
 P

R
O

V
ID

E
R

S

2.3.1 Infrastructure - Technology
Broadband

Companies and site selectors have taken note of a shift in perception around BROADBAND CAPABILITIES
broadband, as reliable high-speed connections become more important for offices

and their employees. Fortunately, broadband capabilities are very strong in the 100%
Cumberland Plateau. Buchanan County is the strongest county in the region with
100% fiber penetration and 100% of the region’s census tracts with access to wired
broadband coverage. In the U.S. County Broadband Statistics for 2020 report, by
BroadbandNow, Buchanan County ranks 8th highest in the nation (out of 3,143
counties and county equivalents) for broadband service availability.

80%

60%

FIBER PENETRATION

# OF WIRED % OF CENSUS ;
BROADBAND LOWEST MONTHLY TRACKS WITH WIRED 40%

PROVIDERS Ale? one

Buchanan County, VA 8 100.00% 3 $61.99 100.00%

BROADBAND FIBER

COUNTY SERVICERANK — PENETRATION

w
# OF WIRED BB PROVIDERS

Dickenson County, VA 423 84.10% 3 $70.00 97.70% 20%

Russell County, VA 1,131 69.10% 4 $67.00 88.70%

Tazewell County, VA 611 43.30% 3 $71.66 95.60% 0% 0

Buchanan County Dickenson County RussellCounty Tazewell County

*Note: Broadband Now is an initiative developed in the aftermath of the FCC’s decision to cut funding for
broadband mapping. The analysis is based on FCC and Census data, as well as proprietary datasets such as
submissions from ISPs. The Broadband Service Rank is derived from the percentage of census tracks with wired
broadband coverage for each U.S. county and independent city (county equivalent).

Source: BroadbandNow (https://broadbandnow.com/research/county-broadband-statistics)

92




100 MBPS

1 GBPS

93

2.3.2 Infrastructure - Technology
Broadband

Virginia’s broadband coverage is well distributed throughout the state, as 65% of 

the state’s counties and independent cities have broadband coverage of 80% or 

more. Cumberland Plateau is well positioned in this competitive environment: in 

addition to Buchanan County’s best-in-class broadband coverage, Dickenson and 

Tazewell perform above the state’s average and Tazewell’s 88.7% coverage is equal 

to the state’s median. Outside of Southwestern Virginia, the state’s most connected 

regions are largely concentrated along the eastern border. 

AREA NATIONAL RANK

Buchanan County 8

Bristol 11

Franklin City 17

Bland County 23

Bedford City 24

Manassas Park 82

Lexington 89

Winchester 118

Covington 126

Radford 130

… …

Dickenson County 423

Tazewell County 611

Russell County 1,131

Source: BroadbandNow

TOP VIRGINIA COUNTIES/INDEPENDENT CITIES FOR BROADBAND COVERAGE

2.3.2 Infrastructure - Technology

Broadband

Virginia’s broadband coverage is well distributed throughout the state, as 65% of TOP VIRGINIA COUNTIES/INDEPENDENT CITIES FOR BROADBAND COVERAGE

the state’s counties and independent cities have broadband coverage of 80% or

more. Cumberland Plateau is well positioned in this competitive environment: in

addition to Buchanan County’s best-in-class broadband coverage, Dickenson and Buchanan County 8

Tazewell perform above the state’s average and Tazewell’s 88.7% coverage is equal Bristol ll

to the state’s median. Outside of Southwestern Virginia, the state’s most connected Franklin City 7

regions are largely concentrated along the eastern border. bland County 33
Bedford City 24
Manassas Park 82
Lexington 89
Winchester 118

100 MBPS Covington 126

Radford 130
Dickenson County 423
Tazewell County 611

Russell County 1,131

93




94

2.3.3 Infrastructure - Technology
Broadband – National Overview

The Cumberland Plateau’s

broadband capabilities are not

just locally exceptional, but rank

highly when compared against

the entire nation. Buchanan

County’s rank of 8 is out of

3,143 total regions. Even the

lowest ranking county in the

region, Russell County, ranks

higher than two-thirds of the

counties and county equivalents

across the U.S.

NATIONAL RANK COUNTY STATE

1 Nassau New York

2 Richmond New York

3 Sullivan Tennessee

4 Whitfield Georgia

5 Bulloch Georgia

6 Hamblen Tennessee

7 Meade Kentucky

8 Buchanan Virginia

9 Morgan Tennessee

10 McCreary Kentucky

… … …

423 Dickenson Virginia

611 Tazewell Virginia

1,131 Russell Virginia

… … …

3,141 Esmeralda Nevada

3,142 Banner Nebraska

3,143 Yakutat Alaska
Source: BroadbandNow

TOTAL TOP COUNTIES FOR BROADBAND COVERAGE

2.3.3 Infrastructure - Technology

Broadband — National Overview

The

Cumberland  Plateau’s

broadband capabilities are not
just locally exceptional, but rank
highly when compared against
the entire nation. Buchanan
County’s rank of 8 is out of
3,143 total regions. Even the
lowest ranking county in the
region, Russell County, ranks
higher than two-thirds of the
counties and county equivalents
across the U.S.

Source: BroadbandNow

TOTAL TOP COUNTIES FOR BROADBAND COVERAGE

NATIONAL RANK

Oo ON Do BW DY

an
[o)

423
611
1,131

3,141
3,142
3,143

COUNTY

Nassau
Richmond
Sullivan
Whitfield
Bulloch
Hamblen
Meade
Buchanan
Morgan
McCreary

Dickenson
Tazewell

Russell

Esmeralda
Banner

Yakutat

STATE
New York
New York

Tennessee
Georgia
Georgia

Tennessee

Kentucky
Virginia
Tennessee

Kentucky

Virginia
Virginia

Virginia

Nevada

Nebraska
Alaska

94





95

2.4.1 Infrastructure – School System
Elementary, Middle, and Secondary 

Schools
High school graduation rates are well above the U.S. average (86%  

in 2018-2019) in the Cumberland Plateau.  The Buchanan County 

School District is reportedly the lowest performing in the region with 

63% of its students performing academically below the state’s 

average.  Zero percent of students in Tazewell and Dickenson 

counties, and 11% of students in Russell County were below the 

state’s average.  Close to 60% of students in Dickenson, Russell, 

and Tazewell reported ‘above average’ academic progress.

DISTRICT NAME
PUBLIC 

SCHOOLS
PUBLIC SCHOOL 

STUDENTS
STUDENTS PER 

TEACHER

TOTAL DISTRICT 
SPENDING
(Millions)

AVERAGE 
SPENDING PER 

STUDENT

% STUDENT 
PROFICIENCY IN 

SCIENCE

% STUDENT 
PROFICIENCY IN 
READING/ENGLI

SH

% STUDENT 
PROFICIENCY IN 

MATH

4-YEAR HIGH 
SCHOOL 

GRADUATION 
RATE

Buchanan County, VA 10 2,758 13 $33.5 $10,875 81% 70% 81% 87%

Dickenson County, VA 5 2,054 14 $25.2 $10,651 78% 83% 89% 95%

Russell County, VA 14 3,785 14 $39.3 $9,307 90% 83% 93% 92%

Tazewell County, VA 16 5,653 14 $61.5 $9,259 86% 82% 86% 92%

Source: greatschools.org, Local School District

AVERAGE SPENDING PER STUDENT TOTAL DISTRICT SPENDING
(Millions of Dollars)

2.4.\ Infrastructure — School System
Elementary, Middle, and Secondary
Schools

High school graduation rates are well above the U.S. average (86%
in 2018-2019) in the Cumberland Plateau. The Buchanan County
School District is reportedly the lowest performing in the region with
63% of its students performing academically below the state’s
average. Zero percent of students in Tazewell and Dickenson
counties, and 11% of students in Russell County were below the
state’s average. Close to 60% of students in Dickenson, Russell,
and Tazewell reported ‘above average’ academic progress.

DISTRICT NAME

Buchanan County, VA
Dickenson County, VA
Russell County, VA

Tazewell County, VA

AVERAGE SPENDING PER STUDENT

$10,600

9,200

7,800

6,400

$9,259

5,000
Buchanan County Dickenson County Russell County Tazewell County

Public Schools — Public Schools = Public Schools ~— Public Schools

Source: greatschools.org, Local Schoo! District

95

4-YEAR HIGH
SCHOOL

% STUDENT

TOTAL DISTRICT PROFICIENCY IN

AVERAGE % STUDENT % STUDENT

PUBLIC

PUBLIC SCHOOL STUDENTS PER

SPENDING SPENDING PER PROFICIENCY IN i PROFICIENCY IN
SCHOOLS STUDENTS TEACHER (Millions) STUDENT SCIENCE READING! ENGLI MATH GRA oN
10 2,758 13 $33.5 $10,875 81% 70% 81% 87%
S) 2,054 14 $25.2 $10,651 78% 83% 89% 95%
14 3,785 14 $39.3 $9,307 90% 83% 93% 92%
16 5,653 14 $61.5 $9,259 86% 82% 86% 92%
TOTAL DISTRICT SPENDING
(Millions of Dollars)
60
$61.5 M
50
40
30
20
10
$0

Buchanan County Dickenson County Russell County
Public Schools

Tazewell County

Public Schools Public Schools — Public Schools




96

2.4.2 Infrastructure – School System
Post-Secondary Schools

Southwest Virginia Community College is the largest post-secondary school in 

the region.  The Cumberland Plateau also has two institutions specializing in 

professional degrees with the Appalachian School of Law and Appalachian 

College of Pharmacy.  Altogether, these institutions produced over 600 

graduates, with a majority coming from the community college.  The largest 

number of graduates from Southwest Virginia Community College were from 

Liberal Arts (152), Healthcare (131) , Child Care (36), Electronical/Electronics 

Maintenance (31), and Business Administration (28) programs.  There were only 

7 graduates from Computer and Information Sciences programs. In addition, 

nearby Bluefield College serves the region as a four-year university.

UNIVERSITY/COLLEGE
ENROLLME

NT
GRADUATES CITY STATE COUNTY

Appalachian School of Law 164 90 Grundy VA Buchanan County

Appalachian College of Pharmacy 216 63 Oakwood VA Buchanan County

Southwest VA Community College 2,338 482 Cedar Bluff VA Tazewell County

Source: U.S. Census, Bureau of Transportation Statistics, Openstreetmaps, Hickey Global Consulting Services, NCES IPEDs

POST-SECONDARY SCHOOLS

2.4.2 Infrastructure — School System
Post-Secondary Schools

Southwest Virginia Community College is the largest post-secondary school in POST-SECONDARY SCHOOLS
the region. The Cumberland Plateau also has two institutions specializing in
professional degrees with the Appalachian School of Law and Appalachian

College of Pharmacy. Altogether, these institutions produced over 600 Appalachian School of Law 164 90 Grundy VA Buchanan County
graduates, with a majority coming from the community college. The largest

UNIVERSITY/COLLEGE EERO ME GRADUATES city STATE COUNTY

Appalachian College of Pharmacy 216 63 Oakwood VA Buchanan County
number of graduates from Southwest Virginia Community College were from
Liberal Arts (152), Healthcare (131), Child Care (36), Electronical/Electronics Southwest VA Community College 2,338 482 Cedar Bluff = VA Tazewell County
Maintenance (31), and Business Administration (28) programs. There were only
7 graduates from Computer and Information Sciences programs. In addition, ee Ae AC an

nearby Bluefield College serves the region as a four-year university. =) E  Pmeicounty ° % hoa oe
Pg A aging Crutibler Safe

McDowell County
bstiey ‘Anawalt
, Py f

sored @ ppalche Pe Bionats :

Washington County

source: U.S. Census, Bureau of Transportation Statistics, Openstreetmaps, Hickey Global Consulting Services, NCES IPEDs

96




97

2.5.1 Infrastructure Assessment – Major Employers
Cumberland Plateau

COMPANY CITY EMPL
Aasc Cedar Bluff 100 to 249

Alcoa Wheel Products Lebanon 250 to 499

Appalachian Agency For Sr Cedar Bluff 100 to 249

Appalachian Power Co Clinch Cleveland 100 to 249

Appalachian School Of Law Grundy 100 to 249

Applebee's Grill + Bar Bluefield 100 to 249

Aramark Uniform Svc Bluefield 100 to 249

AT&T Wireless Lebanon 250 to 499

Austin Sales Inc Vansant 100 to 249

Bluefield Beverage Co Bluefield 100 to 249

Bluefield College Bluefield 100 to 249

Buchanan General Hospital Grundy 100 to 249

Cardno Bluefield 100 to 249

CGI Lebanon 250 to 499

Cimarron Coach Of Virginia Falls Mills 100 to 249

Clinch Valley Health Richlands 500 to 999

Clinch Valley Med Ctr Senior Richlands 500 to 999

CNX Gas Corporation Cedar Bluff 250 to 499

Coronado Global Resources Raven 250 to 499

E Dillon & Co Swords Creek 100 to 249

Emats Inc Cedar Bluff 100 to 249

First Community Bankshares Inc Bluefield 100 to 249

Food City Bluefield 100 to 249

Food City Cedar Bluff 100 to 249

Food City Lebanon 100 to 249

Food City Vansant 100 to 249

Food City Vansant 100 to 249

Gasco Drilling Inc Cedar Bluff 100 to 249

Genesis Health Care LLC Bluefield 100 to 249

Genesis Healthcare LLC Bluefield 100 to 249

Hawk's Nest Grundy 100 to 249

Heritage Hall Grundy Grundy 100 to 249

Heritage Hall Tazewell Tazewell 100 to 249

Honaker Elem & Middle Sch Honaker 100 to 249

Honaker Elementary School Honaker 100 to 249

Issues & Answers Network Inc Grundy 100 to 249

JENNMAR Cedar Bluff 100 to 249

K S & J Roustabout North Tazewell 100 to 249

Kindred Healthcare Grundy 100 to 249

KNOX Creek Coal Corp Raven 100 to 249

COMPANY CITY EMPL
Komatsu Mining Corp Bluefield 100 to 249

Kroger Bluefield 100 to 249

Kroger Bluefield 100 to 249

Kroger Richlands 100 to 249

K-VA-T Food Stores Cedar Bluff 100 to 249

Lear Corp Lebanon 100 to 249

Lebanon Apparel Corp Lebanon 100 to 249

Local Net Lebanon 100 to 249

Local Net Richlands 100 to 249

Lowe's Home Improvement Bluefield 100 to 249

Lowe's Home Improvement Pounding Mill 100 to 249

Mountain Materials Castlewood 100 to 249

Murray American Energy Inc Mavisdale 250 to 499

Murray American Energy Inc Raven 500 to 999

New Peoples Bank Inc Honaker 250 to 499

New Peoples Bankshares Inc Honaker 100 to 249

Noah W Horn Well Drilling Inc Oakwood 100 to 249

Northrop Grumman Lebanon 250 to 499

Pemco Corp Bluefield 100 to 249

Pounding Mill Quarry Corp Bluefield 100 to 249

Pyott-Boone Electronics Inc North Tazewell 100 to 249

Richlands High School Richlands 100 to 249

Richlands Middle School Richlands 100 to 249

Riverview Elementary/Mddl Schl Grundy 100 to 249

Russell County Medical Ctr Lebanon 100 to 249

Russell Loungewear Lebanon 250 to 499

S T Pipeline Clintwood 100 to 249

Sam's Club Bluefield 100 to 249

Samuel Pressure Vessel Group Lebanon 250 to 499

School Board-Tazewell County Tazewell 100 to 249

Serco Clintwood Up to 100

Southern Railway System Grundy 100 to 249

Tadano Mantis Corporation Richlands 250 to 499

Tazewell Community Hospital Tazewell 100 to 249

Walmart Supercenter Grundy 250 to 499

Walmart Supercenter Lebanon 250 to 499

Walmart Supercenter Pounding Mill 250 to 499

2.5.1 Infrastructure Assessment — Major Employers
Cumberland Plateau

Zebulon Majed Mingo County mR - hal d COMPANY CITY EMPL COMPANY CITY EMPL
a Phelps On ad Wyoming County “S, ‘Aasc Cedar Bluff 100 to 249 Komatsu Mining Corp Bluefield 100 to 249
Kimper call * Major Employers ‘Alcoa Wheel Products Lebanon 250 to 499 Kroger Bluefield 100 to 249
wakes wy ‘Appalachian Agency For Sr Cedar Butt 100t0249 Kroger Bluefield 100 to 249
Kroger Richlands 100 to 249
hag} {isa} ieaestote @ 1-20 ‘Appalachian Power Co Clinch Cleveland 100 to 249 KYAT Food Stores Cedar Bluff 100 to 249
Shelbiana
[a19} [7a9)) Pike County oral Kdetiton Say @ 250 - 500 ‘Appalachian School Of Law Grundy 100 to 249 Lear Corp Lebanon 100 to 249
RY
RY iene wan Coen wy foman j YY | Applebee's Gil + Bar Bluefield 100 to249 Lebanon Apparel Corp Lebanon 100 to 249
Maaytisurh, © call ‘Aramark Uniform Svc Bluefield 100 to 249 Local Net Lebanon 100 to 249
Bradshaw bo pation ; ‘AT&T Wireless Lebanon 250to499 Local Net Richlands 100 to 249
\Béitley a en Cin, — ‘Austin Sales Inc Vansant 100to249 Lowe's Home Improvement Bluefield 100 to 249
Aramark Uniforn® Sve Bluefield Beverage Co Bluefield 100t0249 Lowe's Home Improvement Pounding Mill 100 to 249
we a JenkinjonBlue field Be’ t : Bluefield College Bluefield 1000249 “Mountain Materials Castlewood 100 to. 249
Berwind ’ t cel nl General Hospital — 7 . 7 Murray American Energy Inc Mavisdale 250 to 499
Hawk's Nest ® rou cry eeyaiey msc: cel Lebanon 25010499 Muay American Energyinc Raven Santo 388
% ") Cimarron Coach Of Virginia Falls Mills 100t0.249 New Peoples Bank nc Honaker 26010499
Tiptop Kroger : " re ; New Peoples Bankshares Inc Honaker 100 to 249
Ok ner Pane Famonste) Po 4 Lowe; en ran Clinch Valley Health Richlands 500 to 999 Noah W Horn Well Diline i 10010249
b Pyott-Boone Electronics )fz9} ee a (clinch Valley Med Ctr Senior Richlands 500 to 999 Nth om nung ne a hal : 7
Reena srart 8] .
God ‘School Board-Tazewell ‘ CNX Gas Corporation Cedar Bluff 250 to 499 Pema con Bluteld 100 bo 249
i oe
Clinch Valley Health | rc PO cvivage at ‘Bland County | _[°%0"#40 Global Resources Raven 25010499 bounding Mill Quarry Corp Bluefield 100 to 249
Kroger) sp Murray American Energy) Tazewell Hospital EDillon & Co Swords Creek 100 to 249 . 5
[s0} avenge rood. City Emats Inc Cedar Bluff 100 to 249 ne a secre Inc Nort Teel 10 2
Emats inc wane First Community Bankshares Inc Bluefield 1o0te 249 NeNands igh Soto venvan’s °
HoNaker Elem & le Sch ‘Claypool Hill ~ Richlands Middle School Richlands 100 to 249
-Honiaker Elem & Middle Sch{ i i
fev? asco Dilling fees a a 5 iat a a Riverview Elementary/Mddl Schl Grundy 100 to 249
or PER aol So sAasc 7 Food City Lebanon 100to.249 Russell County Medical Ctr Lebanon 100 to 249
{as} 5 Food City Vansant 100 to 249 Russell Loungewear Lebanon 250 to 499
Food City Vansant 100 to 249 ST Pipeline Clintwood 100 to 249
Gasco Drilling Inc Cedar Bluff 100 to 249 Sam's Club Bluefield 100 to 249
Genesis Health Care LLC Bluefield 100to249 Samuel Pressure Vessel Group Lebanon 250 to. 499
Suttson.6 . JGenesis Healthcare LLC Bluefield 100 to 249 School Board-Tazewell County Tazewell 100 to 249
sense. 10 Hawk's Nest Grundy 100 to 249 .
altville 9 4 “ a Serco Clintwood Up to 100
Heritage Hall Grundy Grundy 100 to 249 Southern Railway Syst Grund 100 to. 249
Heritage Hall Tazewell Tazewell 100 to 249 ournem alway ys em run y °
Dungannon Honaker Elem & Middle Sch Honaker 10010249 [adanoMantis Corporation _—Richlands 260 0 499
Wires Mettu Tazewell Community Hospital Tazewell 100 to. 249
Brumley Gap aie yo Honaker Elementary School Honaker 100 to 249 zee Comune ese azewe °
Scott Count Glade Spring Adwolt Walmart Supercenter Grundy 250 to 499
Washington Countyz2.,,, Sugar/Grove Issues & Answers Network Inc Grundy 100to249 Walmart Supercenter Lebanon 250 to 499
eas JENNMAR Cedar Bluff 100 to 249 Walmart Supercenter Pounding Mill 250 to 499
0 Gray c { KS &J Roustabout North Tazewell 100 to 249
a x yson County) | kindred Healthcare Grundy 100 to 249
$55458 Source: US Census, Bureau of Transportation Statistics, Openstreeimaps, VCEDA, Data Ade Reference Solutions, Hickay Global Research Senvices KNOX Creek Coal Corp Raven 100 to 249

97





98

2.5.2 Infrastructure Assessment – Natural Resources
Timber and Forestry

Cumberland Plateau’s total timberland area is 

862,527 acres, roughly 6% of Virginia’s total. The 

vast majority of timberlands are privately owned. 

Products created by Cumberland Plateau’s 

roundwood timber include bioenergy, pulpwood, and 

saw logs. The Cumberland Plateau had two mills 

listed in the 2019 survey, one in Buchanan County 

and the other in Tazewell County, both producing 

saw logs. 

Source: USDA Forest Service

TOTAL VOLUME OF TIMBER PRODUCT TOTAL AREA OF TIMBERLAND
(1000 Cubic Feet)

VOLUME OF TIMBER PRODUCT BY COUNTY 2019

(Acres)

REGION
TOTAL VOLUME OF 
TIMBER PRODUCT 

(MCF)

VOLUME OF ROUNDWOOD 
(GREEN TONS)

Buchanan County 4,618 169,306

Dickenson County 13,364 493,054

Russell County 1,191 44,184

Tazewell County 13,159 486,422

Cumberland Plateau 32,332 1,192,966

AREA OF TIMBERLAND BY COUNTY AND MAJOR OWNERSHIP GROUP

REGION TOTAL PUBLIC OWNERSHIP PRIVATE OWNERSHIP

Buchanan County 294,555 6,138 288,417

Dickenson County 195,999 17,261 178,738

Russell County 147,344 11,360 135,984

Tazewell County 224,629 2,939 221,690

Cumberland Plateau 862,527 37,698 824,829

2.5.2 Infrastructure Assessment — Natural Resources
Timber and Forestry

Cumberland Plateau’s total timberland area is VOLUME OF TIMBER PRODUCT BY COUNTY 2019 AREA OF TIMBERLAND BY COUNTY AND MAJOR OWNERSHIP GROUP
862,527 acres, roughly 6% of Virginia’s total. The REGION TIMBER PRODUCT SEER ON eal REGION TOTAL PUBLIC OWNERSHIP PRIVATE OWNERSHIP
vast majority of timberlands are privately owned. uchanan Count 169.306
uchanan Coun 7 A
Products created by Cumberland Plateau’s y Buchanan County 294,995 6138 288,417
roundwood timber include bioenergy, pulpwood, and_ Dickenson County 13,364 493,054 Dickenson County 195,999 17,261 178,738
saw logs. The Cumberland Plateau had two mills Russell County 1,191 44,184 Russell County 147,344 11,360 135,984
listed in the 2019 survey, one in Buchanan County Tazewell County nee 486,422 Tazewell County 224,629 2.939 201,690
and the other in Tazewell County, both producing
saw logs. Cumberland Plateau 32,332 1,192,966 Cumberland Plateau 862,527 37,698 824,829
TOTAL VOLUME OF TIMBER PRODUCT 300,000 TOTAL AREA OF TIMBERLAND
15,000 (1000 Cubic Feet) , (Acres)
250,000
12,000
200,000
9,000
150,000
6,000
100,000 Va = ~t Ss
3,000 oO a — Ov eS ys
) = — 50,000 [NI Ww Ro Nt
oD Oo oO i N
— ff fn SS ie Eee Es
0

0
Source: USDA Forest Service Buchanan County Dickenson County Russell County Tazewell County Buchanan County Dickenson County Russell County Tazewell County

98




99

2.5.3 Infrastructure Assessment – Natural Resources
Coal Production

With 34 mines within the region, Cumberland 

Plateau has two-thirds of the state’s mines and 84% 

of the state’s total production. While operations are 

spread throughout the region, over half of the total 

production occurs in Buchanan County’s 8 

underground and 10 surface mines. Dickenson 

County rounds out much of the remaining 

production, making those two regions the most 

vulnerable to market movements away from coal.  

Source: U.S. Department of Labor, Mine Safety and Health 

Administration Form 7000-2, ‘Quarterly Mine Employment and Coal 

Production Report.’

NUMBER OF MINES TOTAL PRODUCTION

COAL PRODUCTION AND NUMBER OF MINES BY STATE, COUNTY, AND MINE TYPE 2019

(Thousand Short Tons)

UNDERGROUND SURFACE TOTAL

Mines Production Mines Production Mines Production

Cumberland Plateau 15 8,056 19 2,333 34 10,388

Buchanan 8 5,600 10 1,007 18 6,606

Dickenson 6 2,455 3 1,058 9 3,513

Russell - - 3 46 3 46

Tazewell 1 1 3 222 4 223

U.S. Total 226 267,373 432 438,445 669 706,309

Virginia 20 8,716 33 3,582 53 12,297

(Thousand Short Tons)

2.5.3 Infrastructure Assessment — Natural Resources

Coal Production

With 34 mines within the region, Cumberland
Plateau has two-thirds of the state’s mines and 84%
of the state’s total production. While operations are
spread throughout the region, over half of the total
production occurs in Buchanan County’s 8

underground and 10 surface mines. Dickenson
County rounds out much of the remaining

production, making those two regions the most
vulnerable to market movements away from coal.

Source: U.S. Department of Labor, Mine Safety and Health
Administration Form 7000-2, ‘Quarterly Mine Employment and Coal
Production Report.’

20

15

10

NUMBER OF MINES

18

Buchanan

>

Dickenson

umberland Plateau
Buchanan
Dickenson
Russell
Tazewell

U.S. Total

Virginia

Russell

Tazewell

99

UNDERGROUND

Mines

8,000

7,000

6,000

5,000

4,000

3,000

2,000

1,000

267,373
8,716

Production

TOTAL PRODUCTION

(Thousand Short Tons)

6,606

Buchanan

Dickenson

Russell

SURFACE

Production

COAL PRODUCTION AND NUMBER OF MINES BY STATE, COUNTY, AND MINE TYPE 2019 (thousand Short Tons)

Production

10,388
1,007 18 6,606
1,058 &) Sil)
46 3 46
222 4 223
438,445 669 706,309

3,582 12,297

|223

Tazewell




100

2.6.1 Labor Market
Workforce Demographics – Basic 

Demographic Characteristics
• The region has only seen around 3.4% of 

total population growth over the last ten 

years (the United States grew 7.6% in that 

same period of time).  The area’s 

population from 2020 to 2025 is projected 

to decline slightly.

• The Cumberland Plateau has a larger group 

of workers in prime working years (40-64).  

Likewise, the composition of younger 

generations (up to 39 years) is well below 

the U.S. average (41.1% vs. 48.8%).

• 68% of households are families, which is 

slightly higher than the U.S. average.

• The population of Tazewell County is about 

38% of the entire Cumberland Plateau 

region.

UNITED STATESSTATE OF VIRGINIA
BUCHANAN 
COUNTY, VA

DICKENSON 
COUNTY, VA

RUSSELL COUNTY, 
VA

TAZEWELL 
COUNTY, VA

CUMBERLAND 
PLATEAU

POPULATION SIZE AND GROWTH
2010 Total Population 308,745,538 8,001,024 24,098 15,903 28,897 45,078 113,976
2020 Total Population 333,793,107 8,684,166 25,340 16,374 31,537 44,784 118,035
2025 Total Population Projection 346,021,282 9,008,218 25,187 16,125 32,074 43,280 116,666
2010-2020 Population: Annual Growth Rate 0.76% 0.80% 0.49% 0.29% 0.86% -0.06% 0.34%
2020-2025 Population: Projected Annual 
Growth Rate 0.72% 0.74% -0.12% -0.31% 0.34% -0.68% -0.23%

HOUSEHOLD COMPOSITION, 2020
Total Households 126,083,849 3,306,451 10,695 6,733 13,154 18,455 49,037
Total Family Households 82,747,156 2,187,607 7,263 4,614 9,108 12,561 33,546
Average Family Size 3.16 3.09 2.77 2.86 2.85 2.83 2.82

AGE OF RESIDENTS, 2020
19 and Younger 23.2% 23.0% 18.1% 20.1% 19.6% 19.1% 19.2%
20 to 39 25.6% 26.0% 22.4% 22.3% 21.4% 22.0% 21.9%
40 to 64 29.5% 30.8% 35.2% 34.4% 34.5% 33.1% 34.1%
65 to 74 9.2% 9.2% 12.7% 12.8% 12.9% 13.0% 12.9%
75 and Older 6.4% 6.1% 7.6% 7.7% 7.6% 8.4% 7.9%

RACE IDENTIFICATION 0.96
2020 White Population 231,522,079 5,667,763 24,137 16,036 30,591 42,224 112,988
2020 Black/African American Population 43,241,563 1,687,062 800 78 304 1,386 2,568
2020 American Indian/Alaska Native Population 3,287,423 33,483 29 31 93 97 250
2020 Asian Population 19,671,498 609,644 135 34 69 299 537
2020 Pacific Islander Population 657,766 7,727 2 0 1 7 10
2020 Other Race Population 23,546,963 349,290 42 48 194 162 446
2020 Population of Two or More Races 11,865,815 329,197 195 147 285 609 1,236
2020 Hispanic Population 62,637,732 880,213 197 178 425 505 1,305

BASIC DEMOGRAPHIC CHARACTERISTICS

Source: US Census; American Community Survey, EASI Analytics

2.6.) Labor Market

Workforce Demographics — Basic
Demographic Characteristics

e The region has only seen around 3.4% of BASIC DEMOGRAPHIC CHARACTERISTICS
F BUCHANAN DICKENSON RUSSELL COUNTY, TAZEWELL
total population growth over the last ten UNITED STATESSTATE OF VIRGINIA COUNTY, a COUNTY, VA i COUNTY, VA
years (the United States grew 7.6% in that POPULATION SIZE AND GROWTH
same period of time). The area’s 2010 Total Population 308,745,538 8,001,024 24,098 15,903 28,897 45,078 113,976
; ; . 2020 Total Population 333,793,107 8,684,166 25,340 16,374 31,537 44,784 118,035
population from 2020 to 2025 is projected 2025 Total Population Projection 346,021,282 9,008,218 25,187 16,125 32,074 43,280 116,666
to decline slightly. 2010-2020 Population: Annual Growth Rate 0.76% 0.80% 0.49% 0.29% 0.86% -0.06% 0.34%
2020-2025 Population: Projected Annual
e The Cumberland Plateau has a larger group Growth Rate 0.72% 0.74% -0.12% -0.31% 0.34% -0.68% -0.23%
of workers in prime working years (40-64). HOUSEHOLD COMPOSITION, 2020
Likewise, the composition of younger Total Households 126,083,849 3,306,451 10,695 6,733 13,154 18,455 49,037
Total Family Households 82,747,156 2,187,607 7,263 4,614 9,108 12,561 33,546

generations (up to 39 years) is well below
the U.S. average (41.1% vs. 48.8%).

Average Family Size 3.16 3.09 2.77 2.86 2.85 2.83 2.82

AGE OF RESIDENTS, 2020

° 68% of households are families, which is 19 and Younger 23.2% 23.0% 18.1% 20.1% 19.6% 19.1% 19.2%
slightly higher than the U.S. average. 20 to 39 25.6% 26.0% 22.4% 22.3% 21.4% 22.0% 21.9%
40 to 64 29.5% 30.8% 35.2% 34.4% 34.5% 33.1% 34.1%

e The population of Tazewell County is about 65 to 74 9.2% 9.2% 12.7% 12.8% 12.9% 13.0% 12.9%
38% of the entire Cumberland Plateau ee aa 6.1% 76% 10% 70% oa —
region. RACE IDENTIFICATION 0.96
2020 White Population 231,522,079 5,667,763 24,137 16,036 30,591 42,224 112,988

2020 Black/African American Population 43,241,563 1,687,062 800 78 304 1,386 2,568

2020 American Indian/Alaska Native Population 3,287,423 33,483 29 31 93 97 250

2020 Asian Population 19,671,498 609,644 135 34 69 299 537

2020 Pacific Islander Population 657,766 7,727 2 0 1 7 10

2020 Other Race Population 23,546,963 349,290 42 48 194 162 446

2020 Population of Two or More Races 11,865,815 329,197 195 147 285 609 1,236

2020 Hispanic Population 62,637,732 880,213 197 178 425 505 1,305

Source: US Census; American Community Survey, EASI Analytics

100




101

2.6.2 Labor Market
Workforce Demographics – Wealth 

Characteristics
• Labor costs are very low in the Cumberland 

Plateau.  The median household income is 

over 40% lower than the U.S. average.

• Persons at or below the poverty level are 

higher than the U.S. average (12.2% vs. 

7.4%).  As a result, the rate of households 

receiving food stamps is high in the region 

– particularly in Dickenson and Buchanan 

counties.

• The median home value is very low in the 

Cumberland Plateau – 62% lower than the 

U.S. average.  Rental rates are low as well.

• The rate of homeownership is well above 

the U.S. average.

UNITED STATESSTATE OF VIRGINIA
BUCHANAN 
COUNTY, VA

DICKENSON 
COUNTY, VA

RUSSELL COUNTY, 
VA

TAZEWELL 
COUNTY, VA

CUMBERLAND 
PLATEAU

HOUSEHOLD WEALTH AND INCOME

2020 Total Households 126,083,849 3,306,451 10,695 6,733 13,154 18,455 49,037

2020 Median Household Income $62,203 $73,543 $30,848 $32,956 $38,312 $39,147 $36,634

2020 Median Disposable Income $51,505 $57,487 $26,209 $27,770 $31,982 $32,870 $30,466

Disposable Income as a percentage of MHHI 82.8% 78.2% 85.0% 84.3% 83.5% 84.0% 83.2%

Median Net Worth $96,701 $127,472 $40,086 $44,585 $52,545 $72,223 $54,715

ECONOMIC STRESS INDICATORS

Persons at or Below Poverty Level 7.4% 5.5% 16.7% 14.0% 11.7% 9.6% 12.2%

Households Receiving Food Stamps/SNAP 11.7% 8.2% 19.7% 21.5% 14.9% 16.3% 17.4%

No Vehicle 15.5% 15.4% 14.3% 13.4% 12.7% 24.4% 16.9%

HOUSING VALUES AND COSTS

2020 Total Housing Units 142,148,018 3,643,841 12,373 7,706 15,041 21,426 56,546

2020 Median Home Value $235,127 $285,102 $78,496 $76,581 $103,025 $94,340 $90,212

2020 Average Home Value $328,824 $363,579 $128,749 $98,576 $142,441 $130,245 $128,958

Percent of Homes Occupied by Owner 56.4% 59.6% 68.8% 67.0% 69.0% 67.5% 68.1%
2019 Median Gross Rent (HHs Paying Cash 
Rent) $1,062 $1,234 $617 $592 $582 $656 $621

WEALTH CHARACTERISTICS

Source: US Census; American Community Survey, EASI Analytics

2.6.2 Labor Market

Workforce Demographics — Wealth

Characteristics
e Labor costs are very low in the Cumberland

Plateau. The median household income is
over 40% lower than the U.S. average.

e Persons at or below the poverty level are
higher than the U.S. average (12.2% vs.
7.4%). As a result, the rate of households
receiving food stamps is high in the region
— particularly in Dickenson and Buchanan
counties.

e The median home value is very low in the
Cumberland Plateau — 62% lower than the
U.S. average. Rental rates are low as well.

e The rate of homeownership is well above
the U.S. average.

Source: US Census; American Community Survey, EASI Analytics

WEALTH CHARACTERISTICS

[ tarasinereor won Son SR TN
HOUSEHOLD WEALTH AND INCOME
2020 Total Households 126,083,849 3,306,451 10,695 6,733 13,154 18,455 49,037
2020 Median Household Income $62,203 $73,543 $30,848 $32,956 $38,312 $39,147 $36,634
2020 Median Disposable Income $51,505 $57,487 $26,209 $27,770 $31,982 $32,870 $30,466
Disposable Income as a percentage of MHHI 82.8% 78.2% 85.0% 84.3% 83.5% 84.0% 83.2%
Median Net Worth $96,701 $127,472 $40,086 $44,585 $52,545 $72,223 $54,715
ECONOMIC STRESS INDICATORS
Persons at or Below Poverty Level 74% 5.5% 16.7% 14.0% 11.7% 9.6% 12.2%
Households Receiving Food Stamps/SNAP 11.7% 8.2% 19.7% 21.5% 14.9% 16.3% 17.4%
No Vehicle 15.5% 15.4% 14.3% 13.4% 12.7% 24.4% 16.9%
HOUSING VALUES AND COSTS
2020 Total Housing Units 142,148,018 3,643,841 12,373 7,706 15,041 21,426 56,546
2020 Median Home Value $235,127 $285,102 $78,496 $76,581 $103,025 $94,340 $90,212
2020 Average Home Value $328,824 $363,579 $128,749 $98,576 $142,441 $130,245 $128,958
Percent of Homes Occupied by Owner 56.4% 59.6% 68.8% 67.0% 69.0% 67.5% 68.1%
2019 Median Gross Rent (HHs Paying Cash
Rent) 1,062 1,234 617 592 582 656 621

101




102

2.6.3 Labor Market
Workforce Demographics – Labor 

Force Characteristics
• The region’s low population growth is 

evidenced by the small labor pool of 

37,623. Tazewell County has the largest 

labor force, nearly doubling the runner-up 

Russell County. 

• Cumberland Plateau’s unemployment rate 

is higher than both the national average 

and that of Virginia, with Buchanan County 

experiencing the rate of 7.2%. 

• Despite the strong broadband capabilities 

within the region, household technology 

usage is below average.  Only 71.5% of 

households own a computer in the 

Cumberland Plateau (compared to the U.S. 

at 76.7%), and the percentage of 

households with broadband subscriptions is 

22 percentage points below the U.S. 

average.

UNITED STATESSTATE OF VIRGINIA
BUCHANAN 
COUNTY, VA

DICKENSON 
COUNTY, VA

RUSSELL COUNTY, 
VA

TAZEWELL 
COUNTY, VA

CUMBERLAND 
PLATEAU

SIZE AND COMPOSITION OF LABOR FORCE

2020 Estimated Labor Force 163,555,585 4,356,868 6,903 4,575 9,935 16,210 37,623

2020 Employed Civilian Population Age 16+ 154,842,185 4,156,018 6,405 4,352 9,296 15,160 35,213

Employed Population Male 81,305,624 2,146,081 3,511 2,253 4,874 8,466 19,104

% of Employed Population 52.5% 51.6% 54.8% 51.8% 52.4% 55.8% 54.3%

Employed Population Female 73,536,561 2,009,937 2,894 2,099 4,422 6,694 16,109

% of Employed Population 47.5% 48.4% 45.2% 48.2% 47.6% 44.2% 45.7%

UNEMPLOYMENT

2019 Unemployment Rate 5.3% 4.6% 7.2% 4.9% 6.4% 6.5% 6.4%
2020 Average Commute Time to Employment in 
Minutes 26.9 28.7 27.3 27.8 28.0 25.1 26.6

ADDITIONAL LABOR FORCE 
CHARACTERISTICS

2019 Civilian Population 18+: Veteran 18,230,322 677,533 806 925 1,268 2,429 5,428
2019 Persons with a disability 65 years and 
younger 8.6% 8.0% 20.3% 21.5% 20.6% 16.0% 18.8%

2019 Households with a computer 76.7% 81.2% 72.7% 68.1% 74.7% 70.1% 71.5%

2019 Households with a broadband subscription 68.9% 70.0% 47.0% 37.8% 39.4% 55.0% 46.9%

LABOR FORCE CHARACTERISTICS

Source: US Census; American Community Survey, EASI Analytics

2.6.3 Labor Market

Workforce Demographics — Labor

Force Characteristics
e The region’s low population growth is

LABOR FORCE CHARACTERISTICS

F BUCHANAN DICKENSON RUSSELL COUNTY, TAZEWELL CUMBERLAND
evidenced by the small labor pool of UNITED STATESSTATE OF VIRGINIA COUNTY, a COUNTY, VA i COUNTY, VA PLATEAU
37,623. Tazewell County has the largest SIZE AND COMPOSITION OF LABOR FORCE
labor force, nearly doubling the runner-up 2020 Estimated Labor Force 163,555,585 4,356,868 6,903 4,575 9,935 16,210 37,623

2020 Employed Civilian Population Age 16+ 154,842,185 4,156,018 6,405 4,352 9,296 15,160 35,213
Russell County. Employed Population Male 81,305,624 2,146,081 3,511 2,253 4,874 8,466 19,104
e Cumberland Plateau’s unemployment rate % of Employed Population 52.5% 51.6% 54.8% 51.8% 52.4% 55.8% 54.3%
woe . Employed Population Female 73,536,561 2,009,937 2,894 2,099 4,422 6,694 16,109
Is higher than both the national average % of Employed Population 47.5% 48.4% 45.2% 48.2% 47.6% 44.2% 45.7%
and that of Virginia, with Buchanan County
experiencing the rate of 7.2%. UNEMPLOYMENT
; oo 2019 Unemployment Rate 5.3% 4.6% 7.2% 4.9% 6.4% 6.5% 6.4%
e Despite the strong broadband capabilities 2020 Average Commute Time to Employment in
within the region, household technology Minutes 26.9 28.7 27.3 27.8 28.0 25.1 26.6
usage is below average. Only 71.5% of ADDITIONAL LABOR FORCE
households own a computer in the a on ion Popul tion 18+: Vet 18,230,322 677,533 806 925 1,268 2,429 5,428
Ivillan Population 16+: Veteran Fi I, 7 ’ ,
Cumberland Plateau (compared to the U.S. 2019 Persons with a disability 65 years and
at 76.7%), and the percentage of younger 8.6% 8.0% 20.3% 21.5% 20.6% 16.0% 18.8%
households with broadband subscriptions is 2019 Households with a computer 76.7% 81.2% 72.1% 68.1% 74.7% 70.1% 71.5%
p 2019 Households with a broadband subscription 68.9% 70.0% 47.0% 37.8% 39.4% 55.0% 46.9%

22 percentage points below the U.S.
average.

Source: US Census; American Community Survey, EASI Analytics

102




103

2.6.4 Labor Market
Workforce Demographics – Labor 

Force Participation Rate
• Labor force participation is very low in the 

Cumberland Plateau, as shown by the 

orange line below. The region’s labor force 

participation rate is more than 20% lower 

than the U.S. average (42.9% vs. 63.4%).

• The labor force participation rate is closely 

tied to the demographic makeup of each 

county. Tazewell County has the highest 

participation within the region, whereas 

Buchanan and Dickenson are nearly equal 

at the bottom with an almost 10% gap from 

Tazewell and nearly 30% from the state 

overall. 

• Virginia’s labor force participation rate is 

higher across all groups than the U.S. 

average, indicating a strong labor pool in 

areas near the Cumberland Plateau.

• At only 38.6%, the labor force participation 

rate is especially low for the female 

population. 

UNITED STATESSTATE OF VIRGINIA
BUCHANAN 
COUNTY, VA

DICKENSON 
COUNTY, VA

RUSSELL COUNTY, 
VA

TAZEWELL 
COUNTY, VA

CUMBERLAND 
PLATEAU

2019 Labor Force Participation Rate 63.4% 65.9% 37.6% 37.5% 43.9% 47.0% 42.9%

2019 Female Labor Force Participation Rate 58.5% 61.1% 33.3% 35.7% 39.7% 41.7% 38.6%

2019 Male Labor Force Participation Rate 67.1% 69.0% 39.7% 37.5% 45.9% 51.2% 45.4%

LABOR FORCE PARTICIPATION RATE

Source: US Census; American Community Survey, EASI Analytics

2019 LABOR FORCE PARTICIPATION RATE

2.6.4 Labor Market

Workforce Demographics — Labor

Force Participation Rate
e Labor force participation is very low in the LABOR FORCE PARTICIPATION RATE

BUCHANAN DICKENSON RUSSELL COUNTY, TAZEWELL. CUMBERLAND]
Cumberland Plateau, as shown by the UNITED STATESSTATE OF VIRGINIA COUNTY, “4 COUNTY, VA vA COUNTY, VA arent
orange line below. The region’s labor force 2019 Labor Force Participation Rate 63.4% 65.9% 37.6% 37.5% 43.9% 47.0% 42.9%
participation rate is more than 20% lower 2019 Female Labor Force Participation Rate 58.5% 61.1% 33.3% 35.7% 39.7% 41.7% 38.6%
than the U.S. average (42.9% vs. 63.4%) 2019 Male Labor Force Participation Rate 67.1% 69.0% 39.7% 37.5% 45.9% 51.2% 45.4%
e The labor force participation rate is closely
county. Tazewell County has the highest 0.8

participation within the region, whereas
Buchanan and Dickenson are nearly equal

0.7
at the bottom with an almost 10% gap from 06 — zz
Tazewell and nearly 30% from the state 63% ~
overall. 0.5
. ae ; Cumberland Plateau 43%
e Virginia’s labor force participation rate is 0.4 47%
higher across all groups than the U.S.
average, indicating a strong labor pool in 0.3
areas near the Cumberland Plateau.
e At only 38.6%, the labor force participation 02
rate is especially low for the female 0.1 —
population.
0.0 H1_ — L ! Hl

United State of Buchanan Dickenson Russell Tazewell
States Virginia County County County County

Source: US Census; American Communit ity Survey, EASI Analytics

103




104

2.6.5 Labor Market
Educational Characteristics -

Attainment
• At a rate less than half that of the national average and 

one-third of the state average, the supply of university 

graduates is relatively low in the Cumberland Plateau 

region.  

• The supply of graduates from 2-year colleges is slightly 

above average.

• The number of people in the region with less than a 

high school degree is almost twice the U.S. average, 

indicating this should be a focal area for economic 

development efforts.

HIGHEST EDUCATIONAL ATTAINMENT (AGES 25+)

Source: US Census; American Community Survey, EASI Analytics

Less than high school diploma

High school diploma, GED, or some college (no degree)

Associates Degree

Bachelor’s Degree

Advanced Degree

2.6.5 Labor Market

Educational Characteristics -

Attainment
e Ata rate less than half that of the national average and

one-third of the state average, the supply of university
graduates is relatively low in the Cumberland Plateau
region.

e The supply of graduates from 2-year colleges is slightly
above average.

e The number of people in the region with less than a
high school degree is almost twice the U.S. average,
indicating this should be a focal area for economic
development efforts.

®@ Less than high school diploma

@ High school diploma, GED, or some college (no degree)
@ Associates Degree

@ Bachelor's Degree

@ Advanced Degree

Source: US Census; American Communit ity Survey, EASI Analytics

HIGHEST EDUCATIONAL ATTAINMENT (AGES 25+)

12.9% TM 17.4%

22.9%

7.8%

9.9%

USA VA

104

4.4%
7.2%

0%

53.8%

28.1%

Buchanan
County

Dickenson
County

Russel
County

Tazewell
County

Cumberland
Plateau




105

2.7.1 Infrastructure Assessment – Industrial Parks
Cumberland Plateau – Industrial Parks - Select Parks Highlight on Following Pages

Source: U.S. Census, Bureau of Transportation Statistics, Openstreetmaps, Hickey Global Consulting Services

1 Buchanan Information Park

Southern Gap Business Park

Dickenson County Technology Park

Red Onion Industrial Park

Russell County Industrial Complex

Russell County Industrial Park

Russell Regional Business & Technology Park

Cumberland Plateau Regional Industrial Park

Wardell Industrial Park

Bluestone Regional Business & Technology Park

Bluefield Industrial Park

2

3

4

5

6

7

8

9

10

11

2.7.\ Infrastructure Assessment — Industrial Parks

Cumberland Plateau — Industrial Parks - Select Parks Highlight on Following Pages

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id

Grove Carroll .Gou

Source: U.S. Census, Bureau of Transportation Statistics, Qpenstreetmaps, Hickey Global Consulting Services

105

Buchanan Information Park

Southern Gap Business Park

Dickenson County Technology Park

Red Onion Industrial Park

Russell County Industrial Complex

Russell County Industrial Park

Russell Regional Business & Technology Park
Cumberland Plateau Regional Industrial Park
Wardell Industrial Park

Bluestone Regional Business & Technology Park
Bluefield Industrial Park




106

2.7.2 Infrastructure Assessment – Industrial Parks
Southern Gap Industrial Park

Current Tenants
VEC (Call Center), Paul’s Fan Company, Southern Gap Outdoor Adventure, Southern Gap 
Transportation and Logistics Center 

Owner Industrial Development Authority of Buchanan County

Other 
Flat grading within the developable acres; fiber recently added to site; incoming and outgoing 
traffic may be an issue 

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

BUCHANAN NONE REQUIRED 3,000 1,100

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

40
66 miles (Tri-Cities 
Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power; 
substation and 

transmission lines offsite
Virginia Natural Gas

Buchanan County PSA; 
600,000 gpd available 

capacity; 14” line

Buchanan County PSA; 
1,000,000 gpd available 

capacity

▶︎ UTILITIES

2 ▶︎ SOUTHERN GAP INDUSTRIAL PARK

2.7.2 \nfrastructure Assessment — Industrial Parks
Southern Gap Industrial Park

=] SOUTHERN GAP INDUSTRIAL PARK

VEC (Call Center), Paul’s Fan Company, Southern Gap Outdoor Adventure, Southern Gap
Current Tenants : a.
Transportation and Logistics Center

Owner Industrial Development Authority of Buchanan County

Flat grading within the developable acres; fiber recently added to site; incoming and outgoing
Other : .
traffic may be an issue

>] GENERAL INFORMATION

HS DS 3) ff

COUNTY ZONING

TOTAL ACRES TOTAL ACRES AVAILABLE
BUCHANAN NONE REQUIRED 3,000 1,100
LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT
40 66 miles (Tri-Cities

Regional Airport)

> UTILITIES

@ @ 6 6

ELECTRICITY NATURAL GAS WATER SEWER
Appalachian Power; Buchanan County PSA; — Buchanan County PSA;
substation and Virginia Natural Gas 600,000 gpd available 1,000,000 gpd available
transmission lines offsite capacity; 14” line capacity

106




107

2.7.3 Infrastructure Assessment – Industrial Parks
Dickenson County Technology Park

Current Tenants Serco, SAIC

Owner Industrial Development Authority of Dickenson County

Other 

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

DICKENSON INDUSTRIAL 11.93 2

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

2
80 miles (Tri-Cities 
Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power Appalachian Natural Gas
Town of Clintwood; 

800,000 gpd available 
capacity; 12” line

Town of Clintwood; 
500,000 gpd available 

capacity

▶︎ UTILITIES

3 ▶︎ DICKENSON COUNTY TECHNOLOGY PARK

2.7.3 \Infrastructure Assessment — Industrial Parks
Dickenson County Technology Park

3) =| DICKENSON COUNTY TECHNOLOGY PARK

Current Tenants: Serco, SAIC

Owner Industrial Development Authority of Dickenson County

Other

>] GENERAL INFORMATION

HS DS 3) Lo

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE
DICKENSON INDUSTRIAL 11.93 2
LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT
2 80 miles (Tri-Cities

Regional Airport)

> UTILITIES

© @ 6 6

ELECTRICITY NATURAL GAS WATER SEWER
Town of Clintwood; Town of Clintwood;
Appalachian Power Appalachian NaturalGas 800,000 gpd available 500,000 gpd available
capacity; 12” line capacity

107




108

2.7.4 Infrastructure Assessment – Industrial Parks
Red Onion Industrial Park

Current Tenants None

Owner Industrial Development Authority of Dickenson County

Other 

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

DICKENSON INDUSTRIAL 107.23 34.62

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

12
83 miles (Tri-Cities 
Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Utility Project in Process -
American Electric Power

Utility Project in Process -
Appalachian Natural Gas

Utility Project in Process -
Town of Clintwood

Utility Project in Process -
Dickenson County Public 

Service Authority

▶︎ UTILITIES

4 ▶︎ RED ONION INDUSTRIAL PARK

Infrastructure Assessment — Industrial Parks
Red Onion Industrial Park

RED ONION INDUSTRIAL PARK

Current Tenants None

Owner Industrial Development Authority of Dickenson County

Other
GENERAL INFORMATION
RA
“Nx Lt
COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE
DICKENSON INDUSTRIAL 107.23 34.62
LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT
12 83 miles (Tri-Cities
Regional Airport)
UTILITIES
ELECTRICITY NATURAL GAS WATER SEWER

Utility Project in Process -
Dickenson County Public
Service Authority

Utility Project in Process - Utility Project in Process - Utility Project in Process -
American Electric Power Appalachian Natural Gas Town of Clintwood

108




109

2.7.5 Infrastructure Assessment – Industrial Parks
Russell County Industrial Complex

Current Tenants None

Owner Industrial Development Authority of Russell County

Other 
Currently in development, with bids in place to begin building pads on site; minimum of three 
500,000 SF pads; permit in place for 30,000 SF greenhouse operational 2022

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

RUSSELL NONE REQUIRED 232 128

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

128
57 miles (Tri-Cities 
Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power; 480V 
3 Phase

Appalachian Natural Gas; 
4” line; 55 psi

Russell County PSA; 8” 
line

Russell County PSA; 8” 
line

▶︎ UTILITIES

5 ▶︎ RUSSELL COUNTY INDUSTRIAL COMPLEX

2.7.5 Infrastructure Assessment — Industrial Parks
Russell County Industrial Complex

=] RUSSELL COUNTY INDUSTRIAL COMPLEX

Current Tenants None

Owner Industrial Development Authority of Russell County

Currently in development, with bids in place to begin building pads on site; minimum of three
500,000 SF pads; permit in place for 30,000 SF greenhouse operational 2022

>] GENERAL INFORMATION

HS DS 3) Lo

Other

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE
RUSSELL NONE REQUIRED 232 128
LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

57 miles (Tri-Cities

128 Regional Airport)

> UTILITIES

© @ 6 6

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power; 480V Appalachian Natural Gas; Russell County PSA; 8” _—Russell County PSA; 8”
3 Phase 4” line; 55 psi line line

109




110

2.7.6 Infrastructure Assessment – Industrial Parks
Russell County Industrial Park

Current Tenants
Jennmar; Virginia State Police Investigation Office; 3B Consultants; G&R Gas Company; 
Cumberland Plateau

Owner Industrial Development Authority of Russell County

Other 

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

RUSSELL M-1 60 4.5

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

4.5
50 miles (Tri-Cities 
Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power Appalachian Natural Gas
Town of Lebanon; 

650,000 gpd available 
capacity; 8” line

Town of Lebanon; 
400,000 gpd available 

capacity

▶︎ UTILITIES

6 ▶︎ RUSSELL COUNTY INDUSTRIAL PARK

2.7.6 \Infrastructure Assessment — Industrial Parks
Russell County Industrial Park

»] RUSSELL COUNTY INDUSTRIAL PARK

Jennmar; Virginia State Police Investigation Office; 3B Consultants; G&R Gas Company;
Cumberland Plateau

Current Tenants

Owner Industrial Development Authority of Russell County

Other

>] GENERAL INFORMATION

HS DS Lo

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE
RUSSELL M-1 60 4.5
LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

50 miles (Tri-Cities

4.5 Regional Airport)

» UTILITIES

© @ 6 6

ELECTRICITY NATURAL GAS WATER SEWER

Town of Lebanon; Town of Lebanon;
Appalachian Power Appalachian Natural Gas 650,000 gpd available 400,000 gpd available
capacity; 8” line capacity

110




111

2.7.7 Infrastructure Assessment – Industrial Parks
Russell Regional Business & 

Technology Park

Current Tenants Northrop Grumman; CGI

Owner Industrial Development Authority of Russell County

Other 

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

RUSSELL M-1 113 8.9

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

8.9
52 miles (Tri-Cities 
Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power 
Company; 3 MW on site

Appalachian Natural Gas Town of Lebanon Town of Lebanon

▶︎ UTILITIES

7 ▶︎ RUSSELL REGIONAL BUSINESS & TECHNOLOGY PARK

2.7.7 \Infrastructure Assessment — Industrial Parks

Russell Regional Business &

Technology Park

1

Current Tenants Northrop Grumman; CGI

=] RUSSELL REGIONAL BUSINESS & TECHNOLOGY PARK

Owner Industrial Development Authority of Russell County

Other

>] GENERAL INFORMATION

HS DS

COUNTY ZONING
RUSSELL M-1
LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

52 miles (Tri-Cities

8.9 Regional Airport)

3)

TOTAL ACRES

113

TOTAL ACRES AVAILABLE

8.9

> UTILITIES

© @

ELECTRICITY NATURAL GAS

Appalachian Power

Company; 3 MW on site Appalachian Natural Gas

6

WATER

Town of Lebanon

6

SEWER

Town of Lebanon





112

2.7.8 Infrastructure Assessment – Industrial Parks
Cumberland Plateau Regional 

Industrial Park

Current Tenants AT&T; Samuel Pressure Vessel Group; Walmart; Holiday Inn Express

Owner Industrial Development Authority of Russell County

Other 

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

RUSSELL M-1 142
Four Tracts: 8.579 acres; 
7.227 acres; 1.341 acres; 

2.493 acres

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

8
50 miles (Tri-Cities 
Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power 
Company

Appalachian Natural Gas; 
4" line

Town of Lebanon; 
700,000 gpd available 

capacity; 8” line

Town of Lebanon; 
550,000 gpd available 

capacity; 8” line

▶︎ UTILITIES

8 ▶︎ CUMBERLAND PLATEAU REGIONAL INDUSTRIAL PARK

2.7.8 Infrastructure Assessment — Industrial Parks
Cumberland Plateau Regional
Industrial Park

112

>] CUMBERLAND PLATEAU REGIONAL INDUSTRIAL PARK

Current Tenants AT&T; Samuel Pressure Vessel Group; Walmart; Holiday Inn Express

Owner Industrial Development Authority of Russell County

Other

= GENERAL INFORMATION

Les DS cs

COUNTY ZONING TOTAL ACRES

RUSSELL M-1 142

F ot)

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

8 50 miles (Tri-Cities
Regional Airport)

(3

TOTAL ACRES AVAILABLE
Four Tracts: 8.579 acres;
7.227 acres; 1.341 acres;

2.493 acres

> UTILITIES

© @ 6

ELECTRICITY NATURAL GAS WATER

Appalachian Power Appalachian Natural Gas;
Company 4" line

Town of Lebanon;
700,000 gpd available
capacity; 8” line

6

SEWER

Town of Lebanon;
550,000 gpd available
capacity; 8” line





113

2.7.9 Infrastructure Assessment – Industrial Parks
Bluestone Regional Business & 

Technology Park

Current Tenants Bruneaux Bait

Owner Industrial Development Authority of Tazewell County

Other 

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

TAZEWELL NONE 680 180

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

30
80 miles (Tri-Cities 
Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power 
Company; 3 MW on site

Gas 2 miles from site -
Cardinal Natural Gas

Tazewell County Public 
Service Authority; 1,000 

gpm available capacity; 8” 
line

Tazewell County Public 
Service Authority; 0.3 

mpgd available capacity 
with 2.0 mgd reserve

▶︎ UTILITIES

10 ▶︎ BLUESTONE REGIONAL BUSINESS & TECHNOLOGY PARK

2.7.9 Infrastructure Assessment — Industrial Parks

Bluestone Regional Business &
Technology Park

a
ae =

113

=] BLUESTONE REGIONAL BUSINESS & TECHNOLOGY PARK

Current Tenants Bruneaux Bait

Owner Industrial Development Authority of Tazewell County

Other

>] GENERAL INFORMATION

HS DS cs ff

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE
TAZEWELL NONE 680 180
LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

80 miles (Tri-Cities

30 Regional Airport)

> UTILITIES

@ @ 6 6

ELECTRICITY NATURAL GAS WATER SEWER
Tazewell County Public | Tazewell County Public
Appalachian Power Gas 2 miles from site- Service Authority; 1,000 Service Authority; 0.3
Company; 3 MW on site Cardinal NaturalGas gpm available capacity; 8” mpgd available capacity
line with 2.0 mgd reserve





114

2.8.1 Infrastructure Assessment – Regional Parks
Cumberland Plateau

Source: U.S. Census, Bureau of Transportation Statistics, Openstreetmaps, Hickey Global Consulting Services

2.8.) Infrastructure Assessment — Regional Parks
Cumberland Plateau

i a >
| 3 Floyd County whl Ze °* McVeigh
8 mw Coal RinVillagey Phelps sour,
pereath itt County et Wreees
Handitigenackey "). Pike County ah, Day ease tan
re wi Qa nibinte W8icha Kintball .
imi
Mousie Eckman! M Coun
McDowell County ercer c
Gary 2 Brincet!

Gamer Knott Cou inty iy

Pippa Passes Wheelwright Bartley y
i
i > Cats Park: y ah, ork nicnes bin
Berwind Blues sed
Fairgrounds) Buchanan(County) Sauige Graham Recreation

Wise County, {;.

yp one

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Le

CO} Stone Gap

~

@ Hidden Valley’Campground ~ oe
Dungannon o re “Cripplé ¢

AE, Brumley Gap aS oan Se NY Grok
mi A ee : carmen
J\ lickelSwille Measoysew \ .
Washington County Fs
—_— Tf win’

Source: U.S. Census, Bureau of Transportation Statistics, Qpenstreetmaps, Hickey Global Consulting Services

114




115

2.8.2 Infrastructure Assessment – State Parks
Breaks Interstate Park 

Amenities Trails, horseback riding, fishing, water park, rock climbing

YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

1954 4,500 330,000 138

▶︎ BREAKS INTERSTATE PARK 

Jointly administered by Virginia and Kentucky, Breaks Interstate Park is located 

on a gap in the continuous Pine Mountain Range spanning Kentucky, Virginia, 

and Tennessee. Referred to as the “Grand Canyon of the South,” the park 

boasts the largest canyon east of the Mississippi. The park’s terminus is 

Dickenson County. 

2.8.2 Infrastructure Assessment — State Parks
Breaks Interstate Park

=| BREAKS INTERSTATE PARK

RA ( J ) )
“MN
YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

1954 4,500 330,000 138

Amenities Trails, horseback riding, fishing, water park, rock climbing

Jointly administered by Virginia and Kentucky, Breaks Interstate Park is located
on a gap in the continuous Pine Mountain Range spanning Kentucky, Virginia,
and Tennessee. Referred to as the “Grand Canyon of the South,” the park

boasts the largest canyon east of the Mississippi. The park’s terminus is
Dickenson County.

115




116

2.8.3 Infrastructure Assessment – State Parks
Clinch River State Park

Amenities Trails, boat launch, fishing

YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

2021 640
100,000

Projected
0

(Under Construction)

▶︎ CLINCH RIVER STATE PARK

Recently opened to the public as Virginia’s newest state park, the Clinch River 

State Park is located in St. Paul on the border of Wise and Russell County. The 

park will consist of several anchor properties connected by access points 

traversable by the Clinch River, one of the most biologically diverse rivers in 

North America. Currently, the Sugar Hill Unit in Wise County and the Artrip Boat 

Launch in Russell County are open to visitors.

2.8.3 Infrastructure Assessment — State Parks

Clinch River State Park

Recently opened to the public as Virginia’s newest state park, the Clinch River
State Park is located in St. Paul on the border of Wise and Russell County. The
park will consist of several anchor properties connected by access points
traversable by the Clinch River, one of the most biologically diverse rivers in
North America. Currently, the Sugar Hill Unit in Wise County and the Artrip Boat
Launch in Russell County are open to visitors.

116

=] CLINCH RIVER STATE PARK

KA
“Nn
YEAR ESTABLISHED AREA ACRES

2021 640

Amenities Trails, boat launch, fishing

ANNUAL VISITORS

100,000
Projected

NUMBER OF CAMPGROUNDS

0
(Under Construction)




117

2.8.4 Infrastructure Assessment – State Parks
Jefferson National Forest

Amenities Trails, fishing, hunting, skiing, horseback riding

YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

1936 709,500 1,770,000
50

(Both Forests)

▶︎ JEFFERSON NATIONAL FOREST

Extending into Tazewell and Russell Counties, the Jefferson National Forest is combined with the George 

Washington Forest to create one of the largest blocks of public land in the Eastern U.S. Of the 1.8 million acres of 

land between both National Forests, 1,646,328 acres are located within Virginia.  The Jefferson National Forest 

portion boasts over 400 miles of designated trails and is home to 40 species of trees, 200 species of birds, and 53 

federally-listed Threatened or Endangered animal and plant species, offering a wide variety of attractions for 

ecotourism. 1.22% of the total percentage of land is located in Dickenson County, and 1.42% is in Tazewell 

County.

2.8.4 Infrastructure Assessment — State Parks
Jefferson National Forest

=| JEFFERSON NATIONAL FOREST

KA ( J ) )
“N
YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

50
1936 709,500 1,770,000 (Both Forests)

Amenities Trails, fishing, hunting, skiing, horseback riding

Extending into Tazewell and Russell Counties, the Jefferson National Forest is combined with the George
Washington Forest to create one of the largest blocks of public land in the Eastern U.S. Of the 1.8 million acres of
land between both National Forests, 1,646,328 acres are located within Virginia. The Jefferson National Forest
portion boasts over 400 miles of designated trails and is home to 40 species of trees, 200 species of birds, and 53
federally-listed Threatened or Endangered animal and plant species, offering a wide variety of attractions for
ecotourism. 1.22% of the total percentage of land is located in Dickenson County, and 1.42% is in Tazewell
County.

117




118

2.8.5 Infrastructure Assessment – State Parks
Channels State Forest and Natural 

Area Preserve

Amenities Trails, fishing, hunting, horseback riding

YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

2008 4,836 unknown 0

▶︎ CHANNELS STATE FOREST AND NATURAL AREA PRESERVE

Purchased from a private owner in 2004, the Channels State Forest is managed 

by the Virginia Department of Forestry in Washington and Russell Counties. 

Within the State Forest lies the Channels Natural Area Preserve, which includes 

a high elevation forest, cliff communities, and a 400-million-year-old sandstone 

rock outcropping known as the Great Channels of Virginia.  

2.8.5 Infrastructure Assessment — State Parks
Channels State Forest and Natural
. Area Prese

=] CHANNELS STATE FOREST AND NATURAL AREA PRESERVE

RA ( J ) )
“MN
YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

2008 4,836 unknown 0

Amenities Trails, fishing, hunting, horseback riding

Purchased from a private owner in 2004, the Channels State Forest is managed
by the Virginia Department of Forestry in Washington and Russell Counties.
Within the State Forest lies the Channels Natural Area Preserve, which includes
a high elevation forest, cliff communities, and a 400-million-year-old sandstone
rock outcropping known as the Great Channels of Virginia.

118




119

2.8.6 Infrastructure Assessment – Additional Parks
Cavitt’s Creek Park & Pinnacle 

Natural Area Preserve
▶︎ CAVITT’S CREEK PARK 

Cavitt’s Creek Park consists of a 300 recreational area centered around a 54-

acre lake. Various amenities are available for both locals and tourists, including 

full-service campsites and cabins for rent, kayaks and paddle boards, and 

fishing. Cavitt’s Park is also a well-received location for RV travelers. 

▶︎ PINNACLE NATURAL AREA PRESERVE 

Located on the confluence of the Clinch River and Big Cedar Creek, the 

Pinnacle Natural Area Preserve covers 889 acres within Russell County. The 

Preserve has multiple hiking trails and gets its name from a rock formation 

towering 400 feet above the creek known as the Pinnacle. Big Cedar Creek Falls 

is another local landmark, covering the width of the creek.

2.8.6 Infrastructure Assessment — Additional Parks
Cavitt’s Creek Park & Pinnacle

Natural Area Preserve
>] CAVITT’S CREEK PARK PINNACLE NATURAL AREA

Cavitt’s Creek Park consists of a 300 recreational area centered around a 54- Located on the confluence of the Clinch River and Big Cedar Creek, the

acre lake. Various amenities are available for both locals and tourists, including Pinnacle Natural Area Preserve covers 889 acres within Russell County. The
full-service campsites and cabins for rent, kayaks and paddle boards, and Preserve has multiple hiking trails and gets its name from a rock formation
fishing. Cavitt’s Park is also a well-received location for RV travelers. towering 400 feet above the creek known as the Pinnacle. Big Cedar Creek Falls

is another local landmark, covering the width of the creek.

119




120

2.9.1 Select Tourism Assets
Cumberland Plateau

Source: U.S. Census, Bureau of Transportation Statistics, OpenStreetMap, Hickey Global Consulting Services, Regional County Tourism Departments

Accommodation

Campgrounds

Historical Site

Museum

Other

Park

Trail

2.9.\ Select Tourism Assets
Cumberland Plateau

Jartin, i vv rinevne ous ch He mt |
ae Fresbum a as ears
Floyd County ira Zebulon MeVeigh Majestic wy fe
” Pa
\Breathitt County Coal Run Village! — Phelps 16 Heindon
= kev 1441]. ) Argo’ 52 10|_«
Handige~Vackey Gite ike County wager Davy ‘Arista
7 ‘
8 Wayland Galveston E. 194 Pawihon Roderfield wad, ;
Mousia Shelbiana ® \\ Kimball Northfork Crumpler. S Mdtoaka
KY McDowell County Mercer County.
Ligon Maybeury i
Garner Knott County 122 46 Bitchy Gary ‘iiriesia Princeton,
| » J Belcher adshav Pageton
BR PippaPasses Wheelwright Virgie” e Buchanan County, 83 24
Jonancy, 4 Ingleside
80 War, 55) AL
160 ; J Harman Grundy vo Gd iles'C
Speight Dorton 197 wet &) @ pe ETG 62) paren Giles'Coun'
Jewell Valley. . 598
Ison 32) Ce. ® 14) Vansant Squire 20) Rocky,Gap
McRoberts p 41) Tiptop
63 Mavisdale Te
80514. Jewell Ridge fea
45 Miistonig ~———Nenkins 6B) cinthco mau r ie &
‘S— PayneGap aul azewell County, Bastian
etcher Letcher, Coun . ” <
nee County — ©) Dickenson county 6) 43) Gea Bland Cou
Whitesburg ee RedAsh « 19 (5) faz er
= 80 ears C6) BE (3) 19 D Burkes Garden
a 7)
z 2 29)

rammel (3)

Russell|County,

1)
}___—_Coeburn © e 6 G2

Norton County
sd ee 58 ae Gs)

‘,
.
Allison Gap
.,
Dungannon (19)

Ges) %

Emory.
lickelsville =
a Washington County (21

2

Source: U.S. Census, Bureau of Transportation Statistics, OpenStreetMap, Hickey Global Consulting Services, Regional County Tourism Departments

120

52
16
32 Kent
21
Broadford
90
Rural Retreat Wythe Coun
Atkins
Smyth County
Marion ;
McMulli Cripple Creek
Adwolf
Sugar Grove Carroll County
a ~~
16] 9
oo” 21

Accommodation
Campgrounds
Historical Site
Museum

Other

Park

Trail




121

MAP ID NUMBER Tourist Site
ACCOMMODATION

1 Comfort Inn

2 Comfort Inn & Suites

3 Cuz's Cabins & Restaurant

4 Elk Garden Methodist Bike Hostel

5 Fincastle Motor Inn

6 Holiday Inn Express & Suites Lebanon, an IHG Hotel

7 Holiday Inn Express Richlands/Claypool Hill

8 Real McCoy Cabins, Country Store and Kitchen

9 Sleep Inn & Suites

10 Super 8 by Wyndham Lebanon

11 Super 8 Richlands/Claypool Hill

12 Western Front Hotel

CAMPGROUNDS

13 Riverbend Campground

14 Southern Gap Outdoor Adventure

15 Thunder River Campground

16 Trailhead ATV Resort

HISTORICAL SITES

17 Coal Miners' Memorial

18 Ellenbrook Mansion

19 Old Russell County Court House (Robert Dickenson Home)

20 Walter McDonald Sanders House

MUSEUMS

21 Dante Coal Miners & Railroad Museum

22 Historic Crab Orchard Museum

23 Honaker Heritage Museum

24 Pocahontas Exhibition Coal Mine & Museum

25 Ralph Stanley Museum

MAP ID NUMBER Tourist Site
OTHER TOURIST SITES

26 Citizens for the Arts

27 Clinch River Farms

28 Foxtail Orchards, Inc

29 Plumb Creek Winery

30 Sandy Head Ostrich Farm

PARKS

31 Big Cedar Creek

32 Birch Knob Observation Tower

33 Breaks Interstate Park

34 Burkes Garden

35 Cavitt's Creek Park

36 Cedar Bluff

37 Clinch River State Park

38 Hidden Valley Climbing

39 Hidden Valley Wildlife Management Area

40 John W Flannagan Dam

41 Keen Mountain Park

42 Laurel Bed Lake

43 Lincolnshire Park

44 Pinnacle Natural Area Preserve

45 Poplar Gap Park

46 Tank Hollow Falls

47 The Channels Natural Area Preserve

48 Verner Blankenship Community Park

TRAILS

49 Brumley Mountain Trail 

50 Coal Canyon Trailhead

51 Great Channels Trailhead

52 Pocahontas OHV Trailhead

53 Ridgeview Trailhead

54 Sugar Hill Trail System

55 The Original Pocahontas Trailhead

2.9.2 Select Tourism Assets
Cumberland Plateau

2.9.2 Select Tourism Assets

Cumberland Plateau

MAP ID NUMBER
ACCOMMODATION

ODN DOR WY

Pe
ro

12
CAMPGROUNDS

MUSEUMS
21
22
23
24
25

Tourist Site

Comfort Inn
Comfort Inn & Suites
Cuz's Cabins & Restaurant
Elk Garden Methodist Bike Hostel
Fincastle Motor Inn
Holiday Inn Express & Suites Lebanon, an IHG Hotel
Holiday Inn Express Richlands/Claypool Hill
Real McCoy Cabins, Country Store and Kitchen
Sleep Inn & Suites
Super 8 by Wyndham Lebanon
Super 8 Richlands/Claypool Hill
lestern Front Hotel

Riverbend Campground
Southern Gap Outdoor Adventure
Thunder River Campground
Trailhead ATV Resort

z
a
x
3°
2
fe)
>
cr
Q
Sj
m
2)

Coal Miners' Memorial

Ellenbrook Mansion

Old Russell County Court House (Robert Dickenson Home)
alter McDonald Sanders House

Dante Coal Miners & Railroad Museum
Historic Crab Orchard Museum

Honaker Heritage Museum

Pocahontas Exhibition Coal Mine & Museum
Ralph Stanley Museum

121

MAP ID NUMBER
OTHER TOURIST SITES
26
27
28
29
30
PARKS
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
TRAI

49
50
yl
52
53
54
95

Citizens for the Arts
Clinch River Farms
Foxtail Orchards, Inc
Plumb Creek Winery
‘Sandy Head Ostrich Farm

Big Cedar Creek

Birch Knob Observation Tower
Breaks Interstate Park

Burkes Garden

Cavitt's Creek Park

Cedar Bluff

Clinch River State Park
Hidden Valley Climbing

Tourist Site

Hidden Valley Wildlife Management Area

John W Flannagan Dam

Keen Mountain Park

Laurel Bed Lake

Lincolnshire Park

Pinnacle Natural Area Preserve
Poplar Gap Park

Tank Hollow Falls

The Channels Natural Area Preserve
Verner Blankenship Community Park

Brumley Mountain Trail

Coal Canyon Trailhead

Great Channels Trailhead
Pocahontas OHV Trailhead
Ridgeview Trailhead

Sugar Hill Trail System

The Original Pocahontas Trailhead





Business Resiliency Strategy

September  2021 

Cumberland Plateau 

Planning District 

Commission

Cumberland Plateau
Planning District
Commission

Business Resiliency Strategy

Sie Ae eee HICKEYGLOBAL




123

Overview
The Business Resiliency Strategy Process

Yes
53%

The pandemic has caused a massive disruption throughout the business community.  As recovery efforts unfold, 

the transition is creating opportunities for prepared communities.  Early migration patterns favor non-urban areas 

with high quality of place and digital infrastructure. 

To create a Roadmap to Economic Resiliency, Hickey Global conducted three analysis.  The first gained insights 

on past and current pandemic response efforts and future solutions through a Stakeholder Engagement Study.  

Government, non-profit and business leaders shared insights through in-person meetings and an online survey 

tool.  

The second was an Asset Mapping process that analyzed community-level infrastructure deficits as well as 

assets.  Attention was given to infrastructure that inhibited or supported future recovery efforts.

The third analysis was a Cluster Verification Study that provided insights to economic drivers in the regional 

business community.  Using a methodical model, a blended portfolio of business clusters was developed 

containing potential growth industries.

In addition, a review of information was completed using the International Economic Development Council’s work 

on disaster recovery and their joint website with the U.S. Economic Development Administration -

RestoreYourEconomy.org.

http://restoreyoureconomy.org/
Overview
The Business Resiliency Strategy Process

The pandemic has caused a massive disruption throughout the business community. As recovery efforts unfold,
the transition is creating opportunities for prepared communities. Early migration patterns favor non-urban areas
with high quality of place and digital infrastructure.

To create a Roadmap to Economic Resiliency,

Hickey Global conducted three analysis. The first gained insights

on past and current pandemic response efforts and future solutions through a Stakeholder Engagement Study.

Government, non-profit and business leaders s
tool.

The second was an Asset Mapping process tha

hared insights through in-person meetings and an online survey

analyzed community-level infrastructure deficits as well as

assets. Attention was given to infrastructure that inhibited or supported future recovery efforts.

The third analysis was a Cluster Verification Study that provided insights to economic drivers in the regional

business community. Using a methodical mod
containing potential growth industries.

el, a blended portfolio of business clusters was developed

In addition, a review of information was completed using the International Economic Development Council’s work
on disaster recovery and their joint website with the U.S. Economic Development Administration -

RestoreYourEconomy.org.

123




124

Overview

Envisioning the Future of the Cumberland Plateau

The goal of this Roadmap to Economic Resiliency is to help local leaders achieve their vision for this region.  

Through the stakeholder engagement process the top characteristics of that vision are grouped below.  The 

health of the business community is integral in achieving long-term prosperity.

Increased Livability

Strong Industrial Base

More People and Jobs

Strong Tourism Economy

BUSINESS LEADERS VISION

More Jobs

Expanded Tourism

More People 

New Industry

COMMUNITY LEADERS VISION

Overview
Envisioning the Future of the Cumberland Plateau

The goal of this Roadmap to Economic Resiliency is to help local leaders achieve their vision for this region.
Through the stakeholder engagement process the top characteristics of that vision are grouped below. The
health of the business community is integral in achieving long-term prosperity.

BUSINESS LEADERS VISION COMMUNITY LEADERS VISION
Increased Livability More Jobs
Strong Industrial Base Expanded Tourism
More People and Jobs More People

Strong Tourism Economy New Industry

124




125

Key Recommendations Based on 

Stakeholder Feedback and Research 

Studies

Recommendations

Key Recommendations Based on

Stakeholder Feedback and Research
Studies





126

Stakeholder Engagement
Recommendations

1. A pandemic response board should be established for all business, including tourism, inclusive of subject 

matter experts and industry representatives to ensure a consistent regional approach and smooth 

information flow.

2. A review of financial support programs used during the pandemic is necessary to improve future efforts 

as needed.  

3. There is tremendous support by all respondents for a remote-worker recruitment campaign to increase 

population and wealth in the area.

4. To support business clusters and to disseminate critical information during pandemics and economic 

downturns, a continued focus on increasing the very successful broadband network in the region is 

needed.

Stakeholder Engagement
Recommendations

1. A pandemic response board should be established for all business, including tourism, inclusive of subject
matter experts and industry representatives to ensure a consistent regional approach and smooth
information flow.

2. A review of financial support programs used during the pandemic is necessary to improve future efforts
as needed.

3. There is tremendous support by all respondents for a remote-worker recruitment campaign to increase
population and wealth in the area.

4. To support business clusters and to disseminate critical information during pandemics and economic
downturns, a continued focus on increasing the very successful broadband network in the region is
needed.

126




127

Cluster Verification
Recommendations

1. The region should pursue a blended portfolio of Traded, Blended and Local clusters in balancing 

recruiting and existing business efforts.

2. Economic development efforts should be focused on Mining, Fabricated Metal and Machinery & 

Equipment Manufacturing, Shared Services & IT, Tourism and Healthcare.

3. Attention should be given to specific strategies for each cluster (listed on the Cluster Strategies Overview 

page).

Cluster Verification
Recommendations

1. The region should pursue a blended portfolio of Traded, Blended and Local clusters in balancing
recruiting and existing business efforts.

2. Economic development efforts should be focused on Mining, Fabricated Metal and Machinery &
Equipment Manufacturing, Shared Services & IT, Tourism and Healthcare.

‘

Mining Fabricated Machinery and Shared Services
Metal Equipment & IT
Manufacturing Manufacturing

Tourism Healthcare

3. Attention should be given to specific strategies for each cluster (listed on the Cluster Strategies Overview
page).

127




128

Asset Mapping
Recommendations

1. Continue successful efforts to deploy broadband throughout the region; especially in residential areas to 

support work-from-home opportunities.  Broadband was the number one infrastructure answer from 

government and community leaders for strengthening the region. 

2. Develop a campaign or program to increase computer ownership and internet usage.  While broadband 

capabilities are very strong in the Cumberland Plateau, computer and internet usage are low.

3. Create a taskforce to address the region’s low worker participation rate (43% vs the U.S. average of 

63%), especially among females (38.6%).  Disengaged residents are a source of labor that could 

overcome current and future workforce needs.

4. Continue to develop larger industrial sites and shell buildings that could support a greater range of 

industrial clients.

5. Based on stakeholder feedback from business leaders, more small business and entrepreneurial support 

services are needed in the region.

Asset Mapping

Recommendations

1. Continue successful efforts to deploy broadband throughout the region; especially in residential areas to
support work-from-home opportunities. Broadband was the number one infrastructure answer from
government and community leaders for strengthening the region.

2. Develop a campaign or program to increase computer ownership and internet usage. While broadband
capabilities are very strong in the Cumberland Plateau, computer and internet usage are low.

3. Create a taskforce to address the region’s low worker participation rate (43% vs the U.S. average of
63%), especially among females (38.6%). Disengaged residents are a source of labor that could
overcome current and future workforce needs.

4. Continue to develop larger industrial sites and shell buildings that could support a greater range of
industrial clients.

5. Based on stakeholder feedback from business leaders, more small business and entrepreneurial support
services are needed in the region.

128




129

Business Retention and Expansion (BRE)
Recommendations

Yes
53%

Using a BRE program to prepare companies in the region for a disaster or economic downturn and then 

support them during recovery is a key resiliency strategy for the community.  BRE strategies enhance 

capacity for recovery and strengthen existing business networks. The region should support their local 

economic developers in implementing these strategies:

1. Encourage businesses to develop business continuity plans by providing workshops to small and 
midsized firms (see following page).

2. Encourage businesses to develop business preparedness plans by providing workshops to small and 
midsized firms (see following page).

3. Support each county in developing its own economic planning and recovery team using engaged 
business leaders (see guidance on building a team).

4. Establish a business recovery fund so there is an immediate and locally-controlled source of financial 
support for existing businesses.

5. Establish plans with local utilities and emergency management authorities to facilitate the prioritization 
of utilities to key business parks and industries.

6. Include local economic developers on the county emergency management teams.

7. Encourage local economic developers to develop their own preparedness and continuity plans to create 
a capacity to support businesses in an economic crisis.

Business Retention and Expansion (BRE)
Recommendations

Using a BRE program to prepare companies in the region for a disaster or economic downturn and then
support them during recovery is a key resiliency strategy for the community. BRE strategies enhance
capacity for recovery and strengthen existing business networks. The region should support their local
economic developers in implementing these strategies:

1. Encourage businesses to develop business continuity plans by providing workshops to small and
midsized firms (see following page).

2. Encourage businesses to develop business preparedness plans by providing workshops to small and
midsized firms (see following page).

3. Support each county in developing its own economic planning and recovery team using engaged
business leaders (see guidance on building a team).

4. Establish a business recovery fund so there is an immediate and locally-controlled source of financial
support for existing businesses.

5. Establish plans with local utilities and emergency management authorities to facilitate the prioritization
of utilities to key business parks and industries.

6. Include local economic developers on the county emergency management teams.

7. Encourage local economic developers to develop their own preparedness and continuity plans to create
a Capacity to support businesses in an economic crisis.

129




130

Input and Ideas from Business and 

Community Leaders

Stakeholder Engagement

Stakeholder Engagement

Input and Ideas from Business and

Community Leaders





131

Stakeholder Engagement
Recommendations

1. A pandemic response board should be established for all business, including tourism, inclusive of subject 

matter experts and industry representatives to ensure a consistent regional approach and smooth 

information flow.

2. A review of financial support programs used during the pandemic is necessary to improve future efforts 

as needed.  

3. There is tremendous support by all respondents for a remote-worker recruitment campaign to increase 

population and wealth in the area.

4. To support business clusters and to disseminate critical information during pandemics and economic 

downturns, a continued focus on increasing the very successful broadband network in the region is 

needed.

Stakeholder Engagement
Recommendations

1. A pandemic response board should be established for all business, including tourism, inclusive of subject
matter experts and industry representatives to ensure a consistent regional approach and smooth
information flow.

2. A review of financial support programs used during the pandemic is necessary to improve future efforts
as needed.

3. There is tremendous support by all respondents for a remote-worker recruitment campaign to increase
population and wealth in the area.

4. To support business clusters and to disseminate critical information during pandemics and economic
downturns, a continued focus on increasing the very successful broadband network in the region is
needed.

131




132

Stakeholder Feedback
More Effective Pandemic Response

Better, more accurate and more 

streamlined information was the 

most frequent suggestion in 

improving area pandemic response. 

Even in many of the 

recommendations around costs, 

additional information is the key with 

better information on grant program 

qualifications and costs associated 

with a pandemic operating 

environment. The calls for additional 

community engagement also echo 

desires for communication and a 

streamlined flow of information.

What would have made the 

region's business-related 

pandemic response efforts 

more effective?

• Education component was missing.

• Rules and actual business education around response and guideline.

• Education on the vaccines was lacking.

• More information on actual guidelines as well as information on the 

reasoning behind those guidelines.

• Banks not informed of grant guidelines. 

• Better instructions.

• Not much guidance on how to handle COVID guidelines.

• No singular vision for how to handle restrictions and get educated on health 

needs and safety standards.

• No clear leadership from health department on business-specific guidelines.

• Better information.

• Difficult to maintain policies for staff and guests due to lack of time, depth of 

info, lack of clarification.

• Target businesses specifically for information. 

• Need better local information source.

• More timely information. Announcements on Friday evenings after close not 

helpful because you couldn't receive further guidance. 

Information
• Would've liked more county support for grants through pandemic and into 

the future. Matching through VCEDA.

• State grant assistance and PPP wasn't sufficient for small business needs.

• Funding a vocational skills program would have been essential to post 

pandemic recovery.

• Difficulty to get money through larger funds due to restrictions around 

qualifications. 

• Resources got a bit swamped, and grant systems got overwhelmed. 

• Costs went up due to reinvestment in businesses and that wasn't covered by 

grant funding.

• Had to make an investment to meet COVID standards without sufficient 

funding support for those needs.

• Filled out numerous grants but got bumped back due to grant qualifications. 

Feels like a waste of time. 

• Help with upfront costs to new business to meet pandemic needs.

• People had no information that grant money was being made available.

• Needed funding faster.

Cost

• More involvement from county and town. Feels like business owners are on 

their own.

• Coordination between States (border communities).

• Need better regional connection to SBDC.

• Needed better pandemic exit strategy.

Community Involvement
• Better promotion and active engagement with marketing materials 

especially when put online.

• Instead of pouring money into individual payments, preferred to see the 

community colleges funded and staffed with educational programs that can 

provide skilled workers to the manufacturing industry. 

• PPE availability.

• More testing needed.

Miscellaneous

Stakeholder Feedback

More Effective Pandemic Response

What would have made the
region's business-related
pandemic response efforts
more effective?

Better, more accurate and more
streamlined information was the
most frequent suggestion in
improving area pandemic response.
Even in many of the
recommendations around costs,
additional information is the key with
better information on grant program
qualifications and costs associated
with a pandemic operating
environment. The calls for additional
community engagement also echo
desires for communication and a
streamlined flow of information.

e Education component was missing.
e Rules and actual business education around response and guideline.

e Education on the vaccines was lacking.

¢ More information on actual guidelines as well as information on the
reasoning behind those guidelines.

e Banks not informed of grant guidelines.
¢ Better instructions.
e Not much guidance on how to handle COVID guidelines.

e No singular vision for how to handle restrictions and get educated on health
needs and safety standards.

e Noclear leadership from health department on business-specific guidelines.
¢ Better information.

e Difficult to maintain policies for staff and guests due to lack of time, depth of
info, lack of clarification.

e Target businesses specifically for information.
¢ Need better local information source.

e More timely information. Announcements on Friday evenings after close not
helpful because you couldn't receive further guidance.

Community Involvement

¢ More involvement from county and town. Feels like business owners are on
their own.

© Coordination between States (border communities).
e Need better regional connection to SBDC.
e Needed better pandemic exit strategy.

132

Cost.

e Would've liked more county support for grants through pandemic and into
the future. Matching through VCEDA.

e State grant assistance and PPP wasn't sufficient for small business needs.

e Funding a vocational skills program would have been essential to post
pandemic recovery.

© Difficulty to get money through larger funds due to restrictions around
qualifications.

e Resources got a bit swamped, and grant systems got overwhelmed.

¢ Costs went up due to reinvestment in businesses and that wasn't covered by
grant funding.

e Had to make an investment to meet COVID standards without sufficient
funding support for those needs.

e Filled out numerous grants but got bumped back due to grant qualifications.
Feels like a waste of time.

e Help with upfront costs to new business to meet pandemic needs.
e People had no information that grant money was being made available.
e Needed funding faster.

Miscellaneous

e Better promotion and active engagement with marketing materials
especially when put online.

e Instead of pouring money into individual payments, preferred to see the
community colleges funded and staffed with educational programs that can
provide skilled workers to the manufacturing industry.

e PPE availability.
e More testing needed.




133

Stakeholder Feedback
Sources for Business

What sources did you use 

to gain information about 

pandemic response, 

guidelines, and recovery 

resources?

• CDC website.

• SBA website

• County did active outreach. 

• County website

• CDC website

• SBDC

• Workforce Development Board

• Used small business assistance center at the 

college. 

• County officials 

• Heart of Appalachian pushed out recovery 

information and grant funding

• State briefings

• CDC

• Workforce board

• Workforce development board

• Press releases from governor's office

• DCR had updated and recently refreshed 

documents. 

• Received information from the county with emails. 

• IDA let owners know about grant program.

• CDC website. 

• Governor’s press conferences.

• Local health department on local guidelines and 

differences.

• Health department for information.

• Straight from health department. 

• Health department guidance. Although sometimes 

document would be issued and then changes.

• Health department provided information, but also 

acted as enforcement.

Government & Nonprofit
• Person to person. 

• Word of mouth

• Word of mouth

• Lots of word of mouth. 

Person-to-Person

• Online news sources.

• Internet

• Internet

• Internet

• Internet

• Emails

• Facebook

• Found out about grants through Facebook. 

• Facebook

Online

• CPA did application for PPP. 

• Information on loans from local banks.

• Accountant

• Chamber

• Chamber emails.

• SVAM - Southwest Virginia Association of 

Manufactures

Professionals & Organizations

• News

• National news but messages were very 

mixed.

• News

• General news sources. 

• Newspaper

News

• Made a lot of outgoing calls to prepare 

and ensure within compliance.

• Dual state situation required multi-state 

coordination. KY and VA response 

differences.

• Consultant stayed up on information 

and pushed that out.

• No common leadership sources of 

information.

• Corporate HQ.

MiscellaneousThere is a strong willingness in the 

business community to use 

government information. Businesses 

used numerous sources  for 

information with Government & 

Nonprofit being the number one 

source.   

Stakeholder Feedback

Sources for Business

What did Government & Nonprofit Person-to-Person News
at sources did you use » CDC website. * Person to person. + News
8 . e SBA website
to gain information about * County did active outreach. ° Word of mouth National news but messages were very
. * County website ° Word of mouth mixed.
pa ndemic response, e CDC website e Lots of word of mouth.
° SBDC e News
uidelines, and recover * Workforce Development Board .
8 ’ y e Used small business assistance center at the Online ° General news sources.
resources? college. © Online news sources. e Newspaper
e County officials
e Heart of Appalachian pushed out recovery ° Internet .
There is a strong willingness in the information and grant funding e Internet Miscellaneous
. . ° State briefings e Internet ;
business community to use ° CDC Internet ° Made a lot of outgoing calls to prepare
government information. Businesses © Workforce board 0 eme and ensure within compliance.
‘ © Workforce development board ° Emails oo . .
used numerous sources for © Press releases from governor's office © Facebook ° Dual state situation required multi-state
© DCR had updated and recently refreshed coordination. KY and VA response

information with Government &
Nonprofit being the number one
source.

documents.

Received information from the county with emails.
IDA let owners know about grant program.

CDC website.

Governor’s press conferences.

Local health department on local guidelines and
differences.

Health department for information.

Straight from health department.

Health department guidance. Although sometimes
document would be issued and then changes.
Health department provided information, but also
acted as enforcement.

133

e Found out about grants through Facebook.
e Facebook

Professionals & Organizations
e CPA did application for PPP.

e Information on loans from local banks.
e Accountant

e Chamber

e Chamber emails.

e SVAM - Southwest Virginia Association of
Manufactures

differences.

e Consultant stayed up on information
and pushed that out.

e No common leadership sources of
information.

° Corporate HQ.




134

Stakeholder Feedback
Information Sources for Business

And did you feel adequately 

informed by those sources?

Just under 50% of stakeholders 

did not feel adequately informed 

by the multiple sources of 

information they used to craft their 

pandemic response.  

Yes

53%

Stakeholder Feedback

Information Sources for Business

And did you feel adequately
informed by those sources?

Somewhat

29%

Just under 50% of stakeholders
did not feel adequately informed
by the multiple sources of
information they used to craft their
pandemic response.

134




135

Recommendations
COVID-19 Management and 

Response
The Cumberland Plateau should 

create a communications 

structure that allows information 

to be disseminated quickly and 

effectively. Information should be 

aggregated from reliable sources 

by government entities which 

already have a community 

presence and then distributed 

throughout the region.

Recommendations
COVID-19 Management and

Response
The Cumberland Plateau should

create a communications
structure that allows information
to be disseminated quickly and
effectively. Information should be —_
aggregated from reliable sources 7, ~~
by government entities which [
already have a community \ |
presence and then distributed N~

throughout the region.

LOCAL
POLICY

Bi-Weekly
Conference
Calls

Signage &

Advertising

Business [
Leaders \

135





136

Stakeholder Feedback
Business-related Pandemic Response

And what was done well 

(with region's business-

related pandemic response 

efforts)?

• Board of supervisors were supportive of businesses.

• Help with navigating the language of the mandates. 

• County tourism called to check in on reopening; fairly regular 

communications. 

• Everyone worked together.

• Overall, good. Proactive reach out.

Community Response

• Grant funding was well run and distributed effectively.

• CARES money was distributed well.

• IDA had funds available quickly. Application process was very 

easy. 

• Turnaround on funds was fast to get people reopened. 

• Grant access was smooth and there was assistance in getting 

funding. 

• PPP distribution was done well. Business wouldn't have 

survived without it. 

• The Cumberland Plateau provided me with easy access to 

funds to build our capabilities which allowed me to hire 

additional workers.

Funding

• Promotion for grant programs was done well. 

• UVA Wise program helped to develop a website. 

• Mask billboards did well.

Marketing 

• Did a great job working with local health department on what 

was expected. 

• Health care stepped up with testing.

• Vaccine rollout did well. 

• Contact with local health department office and covid clinics.

• Acted quickly to protect the aging population.

• Rollout of the vaccines went well.

• Hands-on health department. Had active outreach from health 

department for events.

Health Services

Most responses focused on the 

multiple financial support programs 

developed and implemented and the 

work of the local health departments.  

Review and improvement of the 

funding programs regarding clarity, 

process and implementation is 

needed. 

Stakeholder Feedback

Business-related Pandemic Response

And what was done well
(with region's business-
related pandemic response
efforts)?

Most responses focused on the
multiple financial support programs
developed and implemented and the
work of the local health departments.
Review and improvement of the
funding programs regarding clarity,
process and implementation is
needed.

Funding

e Grant funding was well run and distributed effectively.
e CARES money was distributed well.

e IDA had funds available quickly. Application process was very
easy.

e Turnaround on funds was fast to get people reopened.

e Grant access was smooth and there was assistance in getting
funding.

e PPP distribution was done well. Business wouldn't have
survived without it.

e The Cumberland Plateau provided me with easy access to
funds to build our capabilities which allowed me to hire
additional workers.

Community Response

e Board of supervisors were supportive of businesses.
e Help with navigating the language of the mandates.

e County tourism called to check in on reopening; fairly regular
communications.

e Everyone worked together.

© Overall, good. Proactive reach out.

136

Health Services

e Did a great job working with local health department on what
was expected.

e Health care stepped up with testing.

e Vaccine rollout did well.

¢ Contact with local health department office and covid clinics.
e Acted quickly to protect the aging population.

e Rollout of the vaccines went well.

e Hands-on health department. Had active outreach from health
department for events.

Marketing

e Promotion for grant programs was done well.
e UVA Wise program helped to develop a website.
e Mask billboards did well.




137

Stakeholder Feedback
Remote Worker Recruitment

If the region embarked on an aggressive remote-worker recruitment campaign to 

import a tech-savvy workforce, would it benefit the region?

Yes
82% No

18%

Business Leaders Response

Yes
100%

Community Leaders Response

Stakeholder Feedback

Remote Worker Recruitment

If the region embarked on an aggressive remote-worker recruitment campaign to
import a tech-savvy workforce, would it benefit the region?

Business Leaders Response Community Leaders Response

137




138

Stakeholder Feedback
Why Businesses Support the Initiative 

… if the region embarked 

on an aggressive remote-

worker recruitment 

campaign to import a tech-

savvy workforce, would it 

benefit the region?

• There would be a substantial increase in outsiders settling in the area. 

• Has seen an increase since the pandemic in remote workers coming to 
town for travel.

• Would help with population loss.

• Would be helpful for locals increasing restaurant demand.

• Area offers low cost of living.

• Would assist with building back population base. 

• More time and space to remote work because the commute is replaced by 
time to enjoy the community.

• Tax dollar improvement. Additional local support for businesses and buying 
power of new people coming into town.

• Already seeing some remote worker resettlement in the area. 

• Brings in young people with children. 

• Anything to get more people to live here.

• Yes, for tech savvy and general workers.

• Need more workers in skilled labor in addition to tech.

• Need IT and cybersecurity staff - FT and PT

• Need IT skills and drafting and engineering.

• Already seeing remote worker relocation. 

• Interest in purchasing vacation homes first and then working remote.

• Stemming young population decline and replacing it with remote work.

• Bringing population in from outside to maintain houses and the area. 

• Could help support service industry.

• Bring in industry, ideas and experience with new people coming into area.

• Need more technology and marketing workers.

• See more engagement with remote workers who are looking for a break. 

• See temporary workers wanting to stay.

• More tax base.

• Fill empty available housing.

• Have seen some remote workers. Can envision a workforce that wants to 
get away from it all but can also work remotely. Wifi allows that ability. 

• Could see the business benefiting, have had some remote workers work 
from the campsite. 

Why?

With best-in-class broadband 

capability in the region, recruiting 

and supporting remote-workers is 

considered a major benefit to the 

region.

Stakeholder Feedback

Why Businesses Support the Initiative

... if the region embarked
on an aggressive remote-
worker recruitment
campaign to import a tech-
savvy workforce, would it
benefit the region?

With best-in-class broadband
capability in the region, recruiting
and supporting remote-workers is
considered a major benefit to the
region.

Why?

There would be a substantial increase in outsiders settling in the area.

Has seen an increase since the pandemic in remote workers coming to
town for travel.

Would help with population loss.

Would be helpful for locals increasing restaurant demand.
Area offers low cost of living.

Would assist with building back population base.

More time and space to remote work because the commute is replaced by
time to enjoy the community.

Tax dollar improvement. Additional local support for businesses and buying
power of new people coming into town.

Already seeing some remote worker resettlement in the area.
Brings in young people with children.

Anything to get more people to live here.

Yes, for tech savvy and general workers.

Need more workers in skilled labor in addition to tech.

Need IT and cybersecurity staff - FT and PT

138

Need IT skills and drafting and engineering.

Already seeing remote worker relocation.

Interest in purchasing vacation homes first and then working remote.
Stemming young population decline and replacing it with remote work.
Bringing population in from outside to maintain houses and the area.
Could help support service industry.

Bring in industry, ideas and experience with new people coming into area.
Need more technology and marketing workers.

See more engagement with remote workers who are looking for a break.
See temporary workers wanting to stay.

More tax base.

Fill empty available housing.

Have seen some remote workers. Can envision a workforce that wants to
get away from it all but can also work remotely. Wifi allows that ability.

Could see the business benefiting, have had some remote workers work
from the campsite.




139

Stakeholder Feedback
Why Governments & Nonprofits Support the Initiative 

… If the region embarked 

on an aggressive remote-

worker recruitment 

campaign to import a tech-

savvy workforce, would it 

benefit the region?

• Due to internet, now easier.

• Easier after pandemic.

• Easier here now but also everywhere else too.

• Do you recruit jobs first or workers first.

• Already have top robotics team in area.

• Yes, but jobs as well as workers.

• Remote workers will not necessarily solve population loss and lack of 
workforce; however, there spouses and children will in the long term.

• Such workers likely will have more discretionary income to support the 
amenities necessary to attract and retain businesses.

• It's needed.

• I think the region would be very attractive to such a workforce.

• Tide began to shift before pandemic, 25% of real estate was from out of 
state.

Why?

Government & Nonprofits leaders 

mirror business leaders in supporting 

this program to increase the 

workforce and wealth in the 

community.

• Seen a shift in work to remote work, pushing office staff towards working 
at home. 

• Communities in the area could use remote workers if internet 
infrastructure goes forward.

• Frustrating because there is broadband, but people are still using cable 
instead.

• Remote healthcare might help bring fresh ideas to the table

• Businesses doing a better job at providing for visitors.

• People are looking to small towns for outdoor rec and good outdoor 
access.

• Realized how vital broadband is, more people means more 
entrepreneurial opportunities and greater demand for outdoor rec.

• People who have a positive tourism experience are more likely to 
relocate, outsiders view assets differently than locals.

Stakeholder Feedback

Why Governments & Nonprofits Support the Initiative

... If the region embarked
on an aggressive remote-
worker recruitment
campaign to import a tech-
savvy workforce, would it
benefit the region?

Government & Nonprofits leaders
mirror business leaders in supporting
this program to increase the
workforce and wealth in the
community.

Why?

e Due to internet, now easier.

e Easier after pandemic.

e Easier here now but also everywhere else too.
e Do you recruit jobs first or workers first.

e Already have top robotics team in area.

e Yes, but jobs as well as workers.

e Remote workers will not necessarily solve population loss and lack of
workforce; however, there spouses and children will in the long term.

e Such workers likely will have more discretionary income to support the
amenities necessary to attract and retain businesses.

e It's needed.
e | think the region would be very attractive to such a workforce.

© Tide began to shift before pandemic, 25% of real estate was from out of
state.

139

© Seen a shift in work to remote work, pushing office staff towards working
at home.

e Communities in the area could use remote workers if internet
infrastructure goes forward.

e Frustrating because there is broadband, but people are still using cable
instead.

e Remote healthcare might help bring fresh ideas to the table
e Businesses doing a better job at providing for visitors.

e People are looking to small towns for outdoor rec and good outdoor
access.

e Realized how vital broadband is, more people means more
entrepreneurial opportunities and greater demand for outdoor rec.

e People who have a positive tourism experience are more likely to
relocate, outsiders view assets differently than locals.




140

Attraction and Existing Business 

Strategies

Cluster Verification

Cluster Verification

Attraction and Existing Business

Strategies





141

Cluster Verification
Recommendations

1. The region should pursue a blended portfolio of Traded, Blended and Local clusters in balancing recruiting 

and existing business efforts.

2. Economic development efforts should be focused on Mining, Fabricated Metal and Machinery & Equipment 

Manufacturing, Shared Services & IT, Tourism and Healthcare.

3. Attention should be given to specific strategies for each cluster (listed on the Cluster Strategies Overview page).

Cluster Verification
Recommendations

1. The region should pursue a blended portfolio of Traded, Blended and Local clusters in balancing recruiting
and existing business efforts.

2. Economic development efforts should be focused on Mining, Fabricated Metal and Machinery & Equipment
Manufacturing, Shared Services & IT, Tourism and Healthcare.

‘

Mining Fabricated Machinery and Shared Services Tourism Healthcare
Metal Equipment & IT
Manufacturing Manufacturing

3. Attention should be given to specific strategies for each cluster (listed on the Cluster Strategies Overview page).

141




142

Cumberland Plateau Location Quotient vs. Growth Rate
Location Quotient vs. Projected U.S. Compound Annual Growth Rate by Sector

Cumberland Plateau’s mining industry is 

exceptional compared to the rest of the 

country, but the region has low Location 

Quotients in each of the remaining sectors.

LOCATION QUOTIENT

• The Cumberland Plateau has the largest 

competitive advantage (as measured by 

location quotient) in Mining, Health Care, 

and Construction.  With the exception of 

Health Care, these industries are projected 

to decline over the next five years.

• Although Manufacturing and Professional 

Services have below-average location 

quotients, those sectors make up a 

significant portion of the overall workforce 

and are projected to increase.

• Roughly 8 percent of the region’s total 

workforce is in Mining, resulting in a high 

location quotient. The pace by which the 

Mining sector is expected to decline is a 

moderate compound annual rate of -0.78% 

but may be higher depending on market 

trends.

Source: U.S. Census, EMSI, Hickey Global

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents 
Total Employment within 

Occupation Group

1,000 Employees

P
R

O
JE

C
T

E
D

 C
.A

.G
.R

. 
2

0
2

0
 -

2
0

2
5

LOCATION QUOTIENT
1 = U.S. Average

Cumberland Plateau Location Quotient vs. Growth Rate
Location Quotient vs. Projected U.S. Compound Annual Growth Rate by Sector

6%

5%

3%

2%

-2%

PROJECTED C.A.G.R. 2020 - 2025

-3%

-5%

6%

0% ©

Administrative & Support/Waste Management

+ Professional Services
-—+ Manufacturing
/-— Utilities

+ Accommodation, Food & Service
/ » Other Services
/ ~* Health Care & Social Assistance

7

Traded fidustry

Local dustry

Blended industry

1,000 Employees

Note: Dot Size represents
Total Employment within
Occupation Group

Minin

g, 1B

= J
© sd

&

t)
0 5 10 15 20 25

Educational Services -
Wholesale Trade »
Agriculture * Ss
Information ~~
\
©
/ ~ Real Estate
Arts, Entertainment, *
& Recreation
e
Transportation & Warehousing -—~
Finance & Insurance
0.0

Source: U.S. Census, EMSI, Hickey Global

= Management of Companines
v4 & Enterprises L

0.8

“C

instruction

LOCATION QUOTIENT
1=U.S. Average

142

15

Cumberland Plateau’s mining industry is
exceptional compared to the rest of the
country, but the region has low Location
Quotients in each of the remaining sectors.

LOCATION QUOTIENT

e The Cumberland Plateau has the largest
competitive advantage (as measured by
location quotient) in Mining, Health Care,
and Construction. With the exception of
Health Care, these industries are projected
to decline over the next five years.

e Although Manufacturing and Professional
Services have below-average location
quotients, those sectors make up a
significant portion of the overall workforce
and are projected to increase.

e Roughly 8 percent of the region’s total
workforce is in Mining, resulting in a high
location quotient. The pace by which the
Mining sector is expected to decline is a
moderate compound annual rate of -0.78%
but may be higher depending on market
trends.




143

Recession Cluster Analysis
Industry Sector Performance During 

Recessions

Resiliency planning takes into consideration the negative economic impacts 

of future economic downturns.   One aspect is to understand how clusters 

perform during historic  economic downturns.   The accompanying chart 

averages the past two major recessions in 2001 and 2008.  Although the 

total economy declined, some industry sectors grew.  

Two of the Cumberland Plateau’s largest industry clusters – Manufacturing 

and Tourism - suffer deep declines during recessions.  The region’s major 

cluster – Mining – performs well during such events.  

Because a sector declines as a whole does not mean that all the components 

decline.  For instance, outdoor tourism increased during the pandemic as 

the overall industry decreased.

Traded clusters are an important consideration as they are the foundational 

base of a regional economy.  It is impractical to abandon a base cluster 

solely based on its economic downturn performance.

This cluster strategy takes all of this into consideration by blending a 

portfolio of clusters to lessen the impacts of an economic downturn while 

growing the economy in the long-term.

AVERAGE QUARTERLY GDP CHANGE BY INDUSTRY 2001 & GREAT RECESSION

Recession Cluster Analysis
Industry Sector Performance During

Recessions
AVERAGE QUARTERLY GDP CHANGE BY INDUSTRY 2001 & GREAT RECESSION
Resiliency planning takes into consideration the negative economic impacts Mining, Oil & Gas Extraction =
of future economic downturns. One aspect is to understand how clusters Healthcare & Social Assistance =
perform during historic economic downturns. The accompanying chart Finance & Insurance -_
. oo G t
averages the past two major recessions in 2001 and 2008. Although the overnimen I
. . Real Estate & Rental & Leasing | |
total economy declined, some industry sectors grew. \
Educational Services a
Two of the Cumberland Plateau’s largest industry clusters — Manufacturi information
wo of the Cumberland Plateau’s largest industry clusters — Manufacturin
. ; 8 . y oy ; 8 Professional, Scientific, & Technical l
and Tourism - suffer deep declines during recessions. The region’s major Agriculture, Forestry, Fishing, & Hunting '
cluster — Mining — performs well during such events. Arts, Entertainment, & Recreation |
Support Activities for Mining I
Because a sector declines as a whole does not mean that all the components Management of Companies & Enterprises i
decline. For instance, outdoor tourism increased during the pandemic as Mining (except oil & gas) I
the overall industry decreased. Utilities a
Admin & Waste Management |
Traded clusters are an important consideration as they are the foundational Transportation & Warehousing a
base of a regional economy. It is impractical to abandon a base cluster Accommodation & Food Service |
solely based on its economic downturn performance. Other Services (except government) |
Retail Trade |
|
This cluster strategy takes all of this into consideration by blending a Manufacturing, non-durable goods —
portfolio of clusters to lessen the impacts of an economic downturn while Wholesale Trade a
. . Construction —
growing the economy in the long-term. }
Manufacturing, durable goods ——
Total

-12% -10% -8% -6% -4% -2% 0% 2% 4%

143




144

Cumberland Plateau PDC Blended Cluster Portfolio
Economic Downturn Impact 

Mining Fabricated
Metal

Manufacturing

Shared Services 
& IT

Machinery and 
Equipment 

Manufacturing

Tourism Healthcare

TRADED CLUSTERS LOCAL CLUSTERBLENDED CLUSTERS

Cumberland Plateau PDC Blended Cluster Portfolio

Economic Downturn Impact

te:

Tourism Healthcare

TRADED BLENDED CLUSTERS LOCAL CLUSTER

144




145

Cluster Strategies Overview

• Take advantage of value chain opportunities as demand grows for metal commodities.

• Bring together industry leaders, entrepreneurs and academics to address the mining 

industry's most pressing challenges around efficiencies, future of the workforce, data 

optimization and reducing carbon footprint.

• Promote the capabilities of existing mine supply, manufacturing  and service businesses 

via an online database to grow opportunities beyond the region. 

Mining

Fabricated Metal Manufacturing 

Machinery & Equipment Manufacturing 

Shared Services & IT 

Healthcare

Tourism

• Expand upon and market specialized knowledge base to increase company presence in 

the region. 

• Investigate prototyping and short-run manufacturing capabilities to build local 

manufacturing capacity for product customization.

• Pilot new technologies with local manufacturing companies in Industry 4.0 components 

and/or partner with research institutions.

• Continue to explore BRE and industrial recruitment initiatives in high-growth sub-sectors 

including batter storage and electrification.

• Assist in continued diversification of mining manufacturers into new clusters and markets.

• Develop Machinery & Equipment Manufacturing portfolio by promoting key skills and 

inputs. 

• Take advantage of existing inputs such as coal and fabricated metals to reinforce value 

chain and offer streamlining to businesses from outside of the region. 

• Capitalize on in-region expertise and best-in-class broadband capabilities to generate 

growth through a remote-worker campaign.

• Develop a shared services program supporting Northern Virginia and DC based companies 

through a “pipeline” to the Cumberland Plateau.

• With continued residential broadband deployment, train and support citizens working 

from home.

• Continue to expand tourist access to outdoor recreation opportunities due to their 

recession resiliency among tourism enterprises.

• Develop a mixed accommodations industry with more traditional hotels alongside RV 

parks and campgrounds which are experiencing high levels of growth in response to 

current market demands.

• Increase tourism resiliency by tying in with other industries in which the region does well 

such as agriculture and mining.

• Follow current trajectory to capture revenue and meet the needs of an aging populace.

• Leverage Appalachian College of Pharmacy in recruiting on-line pharmacy operations 

such as shared services and distribution.

• Conduct a healthcare leakage study to determine needed or improved services to ensure 

income created in region stays in region. 

Cluster Strategies Overview

— oe
wee
e Take advantage of value chain opportunities as demand grows for metal commodities.
e Bring together industry leaders, entrepreneurs and academics to address the mining
industry's most pressing challenges around efficiencies, future of the workforce, data

optimization and reducing carbon footprint.

e Promote the capabilities of existing mine supply, manufacturing and service businesses
via an online database to grow opportunities beyond the region.

‘e

“¥#”” Fabricated Metal Manufacturing

e Expand upon and market specialized knowledge base to increase company presence in
the region.

e Investigate prototyping and short-run manufacturing capabilities to build local
manufacturing capacity for product customization.

e Pilot new technologies with local manufacturing companies in Industry 4.0 components
and/or partner with research institutions.

e Continue to explore BRE and industrial recruitment initiatives in high-growth sub-sectors
including batter storage and electrification.

| Machinery & Equipment Manufacturing

e Assist in continued diversification of mining manufacturers into new clusters and markets.

e Develop Machinery & Equipment Manufacturing portfolio by promoting key skills and
inputs.

e Take advantage of existing inputs such as coal and fabricated metals to reinforce value
chain and offer streamlining to businesses from outside of the region.

145

Ry Shared Services & IT

e Capitalize on in-region expertise and best-in-class broadband capabilities to generate
growth through a remote-worker campaign.

e Develop a shared services program supporting Northern Virginia and DC based companies
through a “pipeline” to the Cumberland Plateau.

e With continued residential broadband deployment, train and support citizens working

from home.
7) > Tourism
\ e Continue to expand tourist access to outdoor recreation opportunities due to their

recession resiliency among tourism enterprises.

e Develop a mixed accommodations industry with more traditional hotels alongside RV
parks and campgrounds which are experiencing high levels of growth in response to
current market demands.

e Increase tourism resiliency by tying in with other industries in which the region does well
such as agriculture and mining.

r AAs ) Healthcare

Ww e Follow current trajectory to capture revenue and meet the needs of an aging populace.

e Leverage Appalachian College of Pharmacy in recruiting on-line pharmacy operations
such as shared services and distribution.

e Conduct a healthcare leakage study to determine needed or improved services to ensure
income created in region stays in region.




146

Infrastructure and Support Service 

Strategies

Asset Mapping

Asset Mapping
Strategies

Infrastructure and Support Service

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147

Asset Mapping
Recommendations

1. Continue successful efforts to deploy broadband throughout the region; especially in residential areas to 

support working from home opportunities.  Broadband was the number one infrastructure answer from 

government and community leaders for strengthening the region. 

2. Develop a campaign or program to increase computer ownership and internet usage.  While broadband 

capabilities are very strong in the Cumberland Plateau, computer and internet usage are low.

3. Create a taskforce to address the region’s low worker participation rate (43% vs the U.S. average of 

63%), especially among females (38.6%).  Disengaged residents are a source of labor that could 

overcome current and future workforce needs.

4. Continue to develop larger industrial sites and shell buildings that could support a greater range of 

industrial clients.

5. Based on stakeholder feedback from business leaders, more small business and entrepreneurial support 

services are needed in the region.

Asset Mapping

Recommendations

1. Continue successful efforts to deploy broadband throughout the region; especially in residential areas to
support working from home opportunities. Broadband was the number one infrastructure answer from
government and community leaders for strengthening the region.

2. Develop a campaign or program to increase computer ownership and internet usage. While broadband
capabilities are very strong in the Cumberland Plateau, computer and internet usage are low.

3. Create a taskforce to address the region’s low worker participation rate (43% vs the U.S. average of
63%), especially among females (38.6%). Disengaged residents are a source of labor that could
overcome current and future workforce needs.

4. Continue to develop larger industrial sites and shell buildings that could support a greater range of
industrial clients.

5. Based on stakeholder feedback from business leaders, more small business and entrepreneurial support
services are needed in the region.

147




148

Regional Assets

Source: Virginia Department of Conversation and Recreation

Outdoor Activities & Natural Beauty

• Plentiful outdoor activities (driving, bicycling, hiking, fishing, 

hunting, water sports, camping, etc.)

• 52 parks

• 49 natural areas

• 45 trails

• 43 scenic drives

• 37 historical areas

• 15 playing fields, sports, and golf facilitiesLow cost

• Low labor costs

• Low real estate costs

• Low cost of living

Broadband is a star asset in the region

• Broadband capabilities are very strong in the Cumberland 

Plateau.

• The Cumberland Plateau’s broadband capabilities are not just 

locally exceptional but rank highly when compared against the 

entire nation. 

• All four counties rank in the top one-third of the counties and 

county equivalents across the U.S. 

Regional Assets

Broadband is a star asset in the region Outdoor Activities & Natural Beauty
e Broadband capabilities are very strong in the Cumberland e Plentiful outdoor activities (driving, bicycling, hiking, fishing,
Plateau. hunting, water sports, camping, etc.)
e The Cumberland Plateau’s broadband capabilities are not just e 52 parks
locally exceptional but rank highly when compared against the e 49 natural areas

entire nation. e 45 trails

e All four counties rank in the top one-third of the counties and ° 43 scenic drives

county equivalents across the U.S. a
e 37 historical areas

Low cost
e Low labor costs

e 15 playing fields, sports, and golf facilities

e Low real estate costs

e Low cost of living

Source: Virginia Department of Conversation and Recreation

148,




149

Regional Deficiencies

• There are presently no commercial airports in the region making 

accessibility challenging and increasing time costs.  The nearest 

commercial airport is the Tri-Cities Airport in Blountville, TN.

• There are no Interstate Highways in the region.   

Deficiencies in the transportation Infrastructure

Elementary school performance and low 
graduation from high-demand post-secondary 
programs

Lower technology usage among households

Lack of human capital (labor & consumers)

• Two of the four regional school districts are low-performing.  Students in 

Buchanan County School District perform well below the state average 

(63% below).  Students in Russell County School District perform 11% 

below the state average.  The other two major school districts perform at 

or above the state average.

• In addition to professional degree programs (pharmacy and law), nearby 

Bluefield College serves the region.  However, there is still a ‘brain drain’ 

of high-performing high school graduates as they leave the region looking 

for higher educational institutions.

• Low completion numbers from high-demand, high-growth programs such 

as computer science and business administration.

• While broadband capabilities are very strong in the Cumberland Plateau, 

computer and internet usage are low, as evident by the lower percentage 

of households that own a computer (72% vs. the U.S. average 77%) and 

small percentage of households with a broadband subscription (47% vs. 

69% U.S. average).

• The region’s low participation rate (43% vs the U.S. average of 63%), 

coupled with its small population, gives it a low labor force under 38,000 

people.  This will create challenges in drawing sizeable employers into the 

region as many will believe that the region doesn’t have a sufficient 

workforce to support their operations. Labor force participation is 

particularly low among females (38.6%)

• At a rate less than half that of the national average and one-third of the 

state average, the supply of university graduates is low in the Cumberland 

Plateau region.  However, the supply of graduates from 2-year colleges is 

slightly above average.

• The number of people in the region with less than a high school degree is 

almost twice the U.S. average, indicating this should be a focal area for 

economic development efforts.

Regional Deficiencies

LC Deficiencies in the transportation Infrastructure

mt
w
2a

e There are presently no commercial airports in the region making
accessibility challenging and increasing time costs. The nearest
commercial airport is the Tri-Cities Airport in Blountville, TN.

e There are no Interstate Highways in the region.

Elementary school performance and low
graduation from high-demand post-secondary
programs

e Two of the four regional school districts are low-performing. Students in
Buchanan County School District perform well below the state average
(63% below). Students in Russell County School District perform 11%
below the state average. The other two major school districts perform at
or above the state average.

e In addition to professional degree programs (pharmacy and law), nearby
Bluefield College serves the region. However, there is still a ‘brain drain’
of high-performing high school graduates as they leave the region looking
for higher educational institutions.

e Low completion numbers from high-demand, high-growth programs such
as computer science and business administration.

149

KN Lower technology usage among households

e While broadband capabilities are very strong in the Cumberland Plateau,
computer and internet usage are low, as evident by the lower percentage
of households that own a computer (72% vs. the U.S. average 77%) and
small percentage of households with a broadband subscription (47% vs.
69% U.S. average).

e
we Lack of human capital (labor & consumers)

e The region’s low participation rate (43% vs the U.S. average of 63%),
coupled with its small population, gives it a low labor force under 38,000
people. This will create challenges in drawing sizeable employers into the
region as many will believe that the region doesn’t have a sufficient
workforce to support their operations. Labor force participation is
particularly low among females (38.6%)

e Ata rate less than half that of the national average and one-third of the
state average, the supply of university graduates is low in the Cumberland
Plateau region. However, the supply of graduates from 2-year colleges is
slightly above average.

e The number of people in the region with less than a high school degree is
almost twice the U.S. average, indicating this should be a focal area for
economic development efforts.




150

Business and Industrial Parks
Regional Assets & Deficiences

• Overall, the Cumberland Plateau region has done a good job 

continuing to develop industrial parks.

• Industrial parks have good utility infrastructure in place or have 

plans to do so.

• Although limited in marketability, having a shell building does 

attract prospects to the region.

• The reuse of existing industrial buildings as “shell” buildings is a 

good strategy.

Regional DeficienciesRegional Assets

• Although there are sites throughout the region, most are smaller 

parcels limiting larger impact projects.

• The great majority of sites in region are over 30 minutes from an 

interstate highway.

• Road access can be challenging for truck traffic.

• Current shell building has limited potential due to design.

Business and Industrial Parks
Regional Assets & Deficiences

Regional Assets Regional Deficiencies

e Overall, the Cumberland Plateau region has done a good job e Although there are sites throughout the region, most are smaller
continuing to develop industrial parks. parcels limiting larger impact projects.

e Industrial parks have good utility infrastructure in place or have ¢ The great majority of sites in region are over 30 minutes from an
plans to do so. interstate highway.

e Although limited in marketability, having a shell building does * Road access can be challenging for truck traffic.
attract prospects to the region. e Current shell building has limited potential due to design.

e The reuse of existing industrial buildings as “shell” buildings is a

good strategy.

150




100 MBPS

1 GBPS

151

Infrastructure - Technology
Broadband

Virginia’s broadband coverage is well distributed throughout the state, as 65% of 

the state’s counties and independent cities have broadband coverage of 80% or 

more. Cumberland Plateau is well positioned in this competitive environment: in 

addition to Buchanan County’s best-in-class broadband coverage, Dickenson and 

Tazewell perform above the state’s average and Tazewell’s 88.7% coverage is equal 

to the state’s median. Outside of Southwestern Virginia, the state’s most connected 

regions are largely concentrated along the eastern border. 

AREA NATIONAL RANK

Buchanan County 8

Bristol 11

Franklin City 17

Bland County 23

Bedford City 24

Manassas Park 82

Lexington 89

Winchester 118

Covington 126

Radford 130

… …

Dickenson County 423

Tazewell County 611

Russell County 1,131

Source: BroadbandNow

TOP VIRGINIA COUNTIES/INDEPENDENT CITIES FOR BROADBAND COVERAGE

Infrastructure - Technology

Broadband

Virginia’s broadband coverage is well distributed throughout the state, as 65% of TOP VIRGINIA COUNTIES/INDEPENDENT CITIES FOR BROADBAND COVERAGE

the state’s counties and independent cities have broadband coverage of 80% or

more. Cumberland Plateau is well positioned in this competitive environment: in

addition to Buchanan County’s best-in-class broadband coverage, Dickenson and Buchanan County 8

Tazewell perform above the state’s average and Tazewell’s 88.7% coverage is equal Bristol ll

to the state’s median. Outside of Southwestern Virginia, the state’s most connected Franklin City 7

regions are largely concentrated along the eastern border. bland County 33
Bedford City 24
Manassas Park 82
Lexington 89
Winchester 118

100 MBPS Covington 126

Radford 130
Dickenson County 423
Tazewell County 611

Russell County 1,131

151




152

Infrastructure - Technology
Broadband – National Overview

The Cumberland Plateau’s

broadband capabilities are not

just locally exceptional, but rank

highly when compared against

the entire nation. Buchanan

County’s rank of 8 is out of

3,143 total regions. Even the

lowest ranking county in the

region, Russell County, ranks

higher than two-thirds of the

counties and county equivalents

across the U.S.

NATIONAL RANK COUNTY STATE

1 Nassau New York

2 Richmond New York

3 Sullivan Tennessee

4 Whitfield Georgia

5 Bulloch Georgia

6 Hamblen Tennessee

7 Meade Kentucky

8 Buchanan Virginia

9 Morgan Tennessee

10 McCreary Kentucky

… … …

423 Dickenson Virginia

611 Tazewell Virginia

1,131 Russell Virginia

… … …

3,141 Esmeralda Nevada

3,142 Banner Nebraska

3,143 Yakutat Alaska
Source: BroadbandNow

TOTAL TOP COUNTIES FOR BROADBAND COVERAGE

Infrastructure - Technology
Broadband — National Overview

The

Cumberland  Plateau’s

broadband capabilities are not
just locally exceptional, but rank
highly when compared against
the entire nation. Buchanan
County’s rank of 8 is out of
3,143 total regions. Even the
lowest ranking county in the
region, Russell County, ranks
higher than two-thirds of the
counties and county equivalents
across the U.S.

Source: BroadbandNow

TOTAL TOP COUNTIES FOR BROADBAND COVERAGE

NATIONAL RANK

Oo ON Do BW DY

an
[o)

423
611
1,131

3,141
3,142
3,143

COUNTY

Nassau
Richmond
Sullivan
Whitfield
Bulloch
Hamblen
Meade
Buchanan
Morgan
McCreary

Dickenson
Tazewell

Russell

Esmeralda
Banner

Yakutat

STATE
New York
New York

Tennessee
Georgia
Georgia

Tennessee

Kentucky
Virginia
Tennessee

Kentucky

Virginia
Virginia

Virginia

Nevada

Nebraska
Alaska

152





153

Stakeholder Feedback
Needed Infrastructure – Community Leaders Perspective

What infrastructure or 

support services are 

needed to strengthen the 

region?

• Passenger rail is another amenity I believe is overlooked. If we 

are serious about recruiting remote workers, we need an 

Amtrack station. 

• Commuter air travel would help 

• Road improvements

Transportation 
• Broadband

• Broadband

• More Broadband

• Broadband good

• Continue broadband deployment

• Broadband

• Residential Broadband would be very helpful. 

• High Speed Internet 

• Trending up with internet. 

Broadband    

• More sites and larger acre sites

• Shell buildings

• More sites

Sites & Buildings

• Natural gas

• More natural gas

• Really good trade schools in each area of our region.

• Wayfinding and signage to area attractions for people coming 

through the area.

• Aging community- need for elderly support services. 

• Support services for small businesses.

• Existing businesses need better support.

• Industry partnerships on bulk ordering.

• Need for shuttle services to local attractions 

Miscellaneous 

Stakeholder Feedback

Needed Infrastructure - Community Leaders Perspective

What infrastructure or
support services are
needed to strengthen the
region?

Broadband

e Broadband

e Broadband

e More Broadband

e Broadband good

e Continue broadband deployment

e Broadband

e Residential Broadband would be very helpful.
e High Speed Internet

e Trending up with internet.

Sites & Buildings

e More sites and larger acre sites

e Shell buildings

e More sites

153

Transportation

e Passenger rail is another amenity | believe is overlooked. If we
are serious about recruiting remote workers, we need an
Amtrack station.

e¢ Commuter air travel would help

e Road improvements

Miscellaneous

e Natural gas
e More natural gas
e Really good trade schools in each area of our region.

e Wayfinding and signage to area attractions for people coming
through the area.

e Aging community- need for elderly support services.
e Support services for small businesses.

e Existing businesses need better support.

e Industry partnerships on bulk ordering.

e Need for shuttle services to local attractions




154

Stakeholder Feedback
Needed Infrastructure – Business Leaders Perspective

What infrastructure or 

support services are 

needed to strengthen the 

region?

• Entrepreneurial services for business start up. 

• Entrepreneurial support services for people who are interested.

• Start up capital to assist entrepreneurs.

• Grant writing assistance for small business.

• Small business incubator type concept.

• Entrepreneurial support.

Entrepreneurship Support

• Better support for business for emergency events in the future. 

• Central information source through the government for business 

continuation.

• Post pandemic support for how to avoid closures in the future. 

• Better centralization of business support offerings going forward to 

assist locals interested in starting and keeping a business in the 

area.

• Better building support.

• Construction support for new businesses and buildings. 

• Money allocated towards storefront beautification.

• Money towards assistance with staying in business.

Business Support

• Additional collective marketing needs. 

• Social media marketing support because when social media has 

been used, people have arrived directly citing it for visiting. 

• More online regional promotion of area itineraries.

Marketing

• Better rail access (rail spur).

• Roads have improved but more work needed.

• Logistics hub in region.

• Better rail service.

• Better roads.

Infrastructure 

• Better trade education and funding.

• Education focus - PreK to Community College.

• Make UVA Wise more of a high-tech school.

• College trade school is improving but needs a lot of improvement, 

needs more funding.

• Vocational education. 

• More certified welders and laser equipment operators.

• Better soft skills training. 

Education & Training

• Continuation of fiber broadband deployment.

• Better cell coverage on 460.

• More daycare options.

• Better hospital services

Miscellaneous 

Stakeholder Feedback

Needed Infrastructure — Busin

What infrastructure or
support services are
needed to strengthen the
region?

ess Leaders Perspective

Business Support

e Better support for business for emergency events in the future.

e Central information source through the government for business
continuation.

e Post pandemic support for how to avoid closures in the future.

e Better centralization of business support offerings going forward to
assist locals interested in starting and keeping a business in the
area.

e Better building support.

e Construction support for new businesses and buildings.
e Money allocated towards storefront beautification.

e Money towards assistance with staying in business.

Entrepreneurship Support

e Entrepreneurial services for business start up.

e Entrepreneurial support services for people who are interested.
e Start up capital to assist entrepreneurs.

e Grant writing assistance for small business.

e Small business incubator type concept.

e Entrepreneurial support.

Marketing 00

e Additional collective marketing needs.

e Social media marketing support because when social media has
been used, people have arrived directly citing it for visiting.

e More online regional promotion of area itineraries.

154

Education & Training

e Better trade education and funding.

e Education focus - PreK to Community College.
e Make UVA Wise more of a high-tech school.

© College trade school is improving but needs a lot of improvement,
needs more funding.

e Vocational education.
e More certified welders and laser equipment operators.
e Better soft skills training.

Infrastructure

e Better rail access (rail spur).

e Roads have improved but more work needed.
e Logistics hub in region.

e Better rail service.

e Better roads.

Miscellaneous

¢ Continuation of fiber broadband deployment.
e Better cell coverage on 460.
e More daycare options.

e Better hospital services




155

Recommendations and Resources to 

Support Existing Businesses

IEDC & 
RestoreYourEconomy.org
Review

IEDC &
RestoreYourEconomy.org \
Review

Recommendations and Resources to

Support Existing Businesses




156

Resource Source
RestoreYourEconomy.org

Yes
53%

Regarding resiliency, the main economic 

development resource is 

RestoreYourEconomy.org.  This section 

uses the International Economic 

Development Council’s work on disaster 

recovery and their joint website with the 

U.S. Economic Development 

Administration - RestoreYourEconomy.org 

as a basis for recommendations.

Resource Source
RestoreYourEconomy.org

Regarding resiliency, the main economic RESTORE YOUR ECONOMY ABOUT PREPAREDNESS & RECOVERY RESOURCES COVID-19 VOLUNTEER CONTACT
development resource is

RestoreYourEconomy.org. This section
RESTORE YOUR

uses the International Economic es

Development Council’s work on disaster ECO N 0 MY=

recovery and their joint website with the ee ta / ae

U.S. Economic Development ECON y COVI D-1 9

Administration - RestoreYourEconomy.org

. . RESOURCES FOR ECONOMIC DEVELOPMENT
as a basis for recommendations. 4 eau

COVID-19 Webinars

RestoreYourEconomy is your resource for up-to-date information related to COVID-19 and its economic impacts. It

D is managed by the International Economic Development Council (IEDC) with generous support from the U.S.
—~— EDRP Briefs Economic Development Administration and IEDC's Economic Development Research Partners program.

If you have a resource or example of an effective strategy in your community that would be helpful to other EDOs in
Addressing Inequality responding to COVID-19, let us know using the Contact Form to share your story.

Reopening Your Economy
Reopening by Industry
State, and Municipal Reopening

Research and Resources
SEPTEMBER 15, 2020

LAYING THE GROUNDWORK FOR
TOURISM RECOVERY IN URBAN CENTERS

156




157

Business Retention and Expansion (BRE)
Recommendations

Yes
53%

Using a BRE program to prepare companies in the region for a disaster or economic downturn and then 
support them during recovery is a key resiliency strategy for the community.  BRE strategies enhance 
capacity for recovery and strengthen existing business networks.  The region should support their local 
economic developers is in implementing these strategies:

1. Encourage businesses to develop business continuity plans by providing workshops to small and midsized 

firms (see following page).

2. Encourage businesses to develop business preparedness plans by providing workshops to small and 

midsized firms (see following page).

3. Support each county in developing its own economic planning and recovery team using engaged business 

leaders (see guidance on building a team).

4. Establish a business recovery fund so there is an immediate and locally-controlled source of financial 

support for existing businesses.

5. Establish plans with local utilities and emergency management authorities to facilitate the prioritization of 

utilities to key business parks and industries.

6. Include local economic developers on the county emergency management teams.

7. Encourage local economic developers to develop their own preparedness and continuity plans to create a 

capacity to support businesses in an economic crisis.

Business Retention and Expansion (BRE)
Recommendations

Using a BRE program to prepare companies in the region for a disaster or economic downturn and then
support them during recovery is a key resiliency strategy for the community. BRE strategies enhance
capacity for recovery and strengthen existing business networks. The region should support their local
economic developers is in implementing these strategies:

1. Encourage businesses to develop business continuity plans by providing workshops to small and midsized
firms (see following page).

2. Encourage businesses to develop business preparedness plans by providing workshops to small and
midsized firms (see following page).

3. Support each county in developing its own economic planning and recovery team using engaged business
leaders (see guidance on building a team).

4. Establish a business recovery fund so there is an immediate and locally-controlled source of financial
support for existing businesses.

5. Establish plans with local utilities and emergency management authorities to facilitate the prioritization of
utilities to key business parks and industries.

6. Include local economic developers on the county emergency management teams.

7. Encourage local economic developers to develop their own preparedness and continuity plans to create a
capacity to support businesses in an economic crisis.

157




158

Resource Tools
Business Continuity and Business 

Preparedness Tools

Yes
53%

The Insurance Institute for Business & Home Safety (IBHS) 

Provides two free useful tools for small businesses, one focused on business continuity, the other on 
business preparedness. Having both an emergency preparedness and response plan as well as a 
business continuity plan in place saves time and focuses energy during emergency situations.  By 
taking this action, business owners will help make their communities more resilient, while also 
protecting their employees and their business’ bottom line. Open For Business-EZ (OFB-EZ) is a 
streamlined kit for small businesses that may not have the time or resources to create an extensive 
disaster recovery plan. In addition, there is a free OFB-EZ mobile app to complete the same tasks as 
the toolkit.  

Business Continuity and Preparedness Training for Small Businesses

Small- and medium-sized businesses have strong roots in the local economy and are often more 
vulnerable to disasters than large businesses. Consider the following statistics from IBHS and SBA: 
one in four small businesses are expected to experience a disruptive disaster in the near future –
regardless of their location in the country. Approximately 60 percent of those small businesses do not 
have even a basic emergency response plan. Of those businesses without a plan, 43 percent won’t 
reopen their doors and 75 percent will fail within three years of a major incident.  EDO’s should 
consider hosting workshops and/or webinars to increase awareness of available resources.

https://disastersafety.org/busines

s-protection/ofb-ez/

Resource Tools

Business Continuity and Business

Preparedness Tools

https://disastersafety.org/busines
s-protection/ofb-ez/

The Insurance Institute for Business & Home Safety (IBHS)

Provides two free useful tools for small businesses, one focused on business continuity, the other on
business preparedness. Having both an emergency preparedness and response plan as well as a
business continuity plan in place saves time and focuses energy during emergency situations. By
aking this action, business owners will help make their communities more resilient, while also
protecting their employees and their business’ bottom line. Open For Business-EZ (OFB-EZ) is a
streamlined kit for small businesses that may not have the time or resources to create an extensive
disaster recovery plan. In addition, there is a free OFB-EZ mobile app to complete the same tasks as
he toolkit.

Business Continuity and Preparedness Training for Small Businesses

Small- and medium-sized businesses have strong roots in the local economy and are often more
vulnerable to disasters than large businesses. Consider the following statistics from IBHS and SBA:
one in four small businesses are expected to experience a disruptive disaster in the near future —
regardless of their location in the country. Approximately 60 percent of those small businesses do not
have even a basic emergency response plan. Of those businesses without a plan, 43 percent won’t
reopen their doors and 75 percent will fail within three years of a major incident. EDO’s should
consider hosting workshops and/or webinars to increase awareness of available resources.

158




159

Resource Team
Build an Economic 

Response/Recovery Team

Yes
53%

.

Involving the business community in the disaster preparation process at an early stage will help to ensure their 

specific needs are addressed in emergency plans and increase their resilience to the disaster’s impact. Business 

owners and executives don’t naturally see their role in a community’s disaster preparedness effort, so the EDO plays 

an important role in conveying these understandings. While local government has the legal responsibility to address 

disaster risks and make emergency management plans, businesses and the business community will recover much 

more effectively from a disaster if they have taken preparedness steps tailored to business needs.

An EDO should particularly engage those businesses that may have important resources for response and recovery. 

It is recommended that an economic recovery team be formed ahead of a disaster to specifically address the post-

disaster economic recovery issues that a community may face. This economic recovery team would also play a role 

in working with emergency management personnel to influence a tiered system of reentry for critical businesses that 

need early access back in the community following a disaster.

The economic recovery team’s first initiative should be reviewing the community’s existing emergency management 

and mitigation plans with a focus on the plans’ impact on the business community and the local economy. Most 

emergency management plans are primarily concerned with health and public safety issues and may overlook the 

economic recovery aspect. These plans discuss business reentry, access to property, and other issues that impact 

local businesses’ ability to respond and recover. 

Resource Team
Build an Economic
Response/Recovery Team

Involving the business community in the disaster preparation process at an early stage will help to ensure their
specific needs are addressed in emergency plans and increase their resilience to the disaster’s impact. Business
owners and executives don’t naturally see their role in a community’s disaster preparedness effort, so the EDO plays
an important role in conveying these understandings. While local government has the legal responsibility to address
disaster risks and make emergency management plans, businesses and the business community will recover much
more effectively from a disaster if they have taken preparedness steps tailored to business needs.

An EDO should particularly engage those businesses that may have important resources for response and recovery.
It is recommended that an economic recovery team be formed ahead of a disaster to specifically address the post-
disaster economic recovery issues that a community may face. This economic recovery team would also play a role
in working with emergency management personnel to influence a tiered system of reentry for critical businesses that
need early access back in the community following a disaster.

The economic recovery team’s first initiative should be reviewing the community’s existing emergency management
and mitigation plans with a focus on the plans’ impact on the business community and the local economy. Most
emergency management plans are primarily concerned with health and public safety issues and may overlook the
economic recovery aspect. These plans discuss business reentry, access to property, and other issues that impact
local businesses’ ability to respond and recover.

159




Proprietary & Confidential  © 2021 Hickey Global.  All Rights Reserved.

Tourism Resiliency Strategy

August 2021

Cumberland Plateau PDC

Cumberland Plateau PDC

Tourism Resiliency Strategy

August 2021

HICKEYGLOBAL

ECONOMIC DEVELOPMENT CONSULTING





161

Key Recommendations

1. Because the area’s tourism industry is still developing, tourist needs should be aligned with 

resident needs. Any development for tourism will need to also be supported by local residents and 

should benefit both groups equally.

2. A focus on outdoor recreation tourism benefits the region by appealing to remote workers and 

resident quality of life. Outdoor recreation benefits residents as much as tourists especially in a 

pandemic environment.

3. Key, activity-based opportunity zones need to be identified for different facets of outdoor recreation 

tourism to assure visitor services align with visitor activity to reduce leakage and create a tourism 

ecosystem.

4. A pandemic response board should be established for tourism from subject matter experts and 

industry representatives to ensure a consistent regional approach and smooth information flow.

5. Major tourism asset development should be leveraged to bring areas up to a standard of readiness 

and maintain that standard to ensure areas seeking to increase their tourism market are putting 

forward a welcoming environment with sufficient visitor services.

Key Recommendations

1. Because the area’s tourism industry is still developing, tourist needs should be aligned with
resident needs. Any development for tourism will need to also be supported by local residents and
should benefit both groups equally.

2. A focus on outdoor recreation tourism benefits the region by appealing to remote workers and
resident quality of life. Outdoor recreation benefits residents as much as tourists especially in a
pandemic environment.

3. Key, activity-based opportunity zones need to be identified for different facets of outdoor recreation
tourism to assure visitor services align with visitor activity to reduce leakage and create a tourism
ecosystem.

4. A pandemic response board should be established for tourism from subject matter experts and
industry representatives to ensure a consistent regional approach and smooth information flow.

5. Major tourism asset development should be leveraged to bring areas up to a standard of readiness
and maintain that standard to ensure areas seeking to increase their tourism market are putting
forward a welcoming environment with sufficient visitor services.

161




Proprietary & Confidential  © 2021 Hickey Global.  All Rights Reserved.

1.0 Improving Quality of Existing 

Outdoor Recreation Jobs

1.0 Improving Quality of Existing ——~ She,

Outdoor Recreation Jobs

HICKEYGLOBAL

ECONOMIC DEVELOPMENT CONSULTING





163

1.1 Existing Outdoor Recreation Job Opportunities
Outdoor Recreation Job Quality

Quality of Outdoor Recreation jobs is lower compared with 

most tourism jobs due to seasonality of the region with most 

outdoor recreation opportunities available only during summer 

and shoulder seasons of Spring and Fall making full time work 

rare. There does not appear to be any current opportunities to 

engage in winter outdoor recreation given the landscape and 

natural resources of the area. This could be an area for future 

study or planning to increase winter season activity offerings. 

Current year-round offerings are ATV/UTV trails, but the 

associated accommodations with these trails are largely 

camping based which impacts seasonality.

ORSA reports 3.1% value added growth in outdoor recreation 

for Virginia pre-pandemic, a .5% decrease in employment 

growth, and a 2.8% compensation growth which was below 

the national average of 3.9%. This does not relate to Virginia's 

lack of outdoor recreation opportunities as the latest VTC 2021 

Marketing Plan indicates that Virginia is best known for history, 

outdoor recreation, scenic drives, and beaches. The outdoor 

recreation job market in the state is simply not keeping pace 

with compensation growth or added jobs compared with other 

outdoor recreation areas.

Bureau of Economic Analysis. (2019). Outdoor Recreation Satellite Account, Virginia.

VTC. (2021). 2021 Marketing Plan.

Quality of Outdoor Recreation jobs is lower compared with
most tourism jobs due to seasonality of the region with most
outdoor recreation opportunities available only during summer
and shoulder seasons of Spring and Fall making full time work
rare. There does not appear to be any current opportunities to
engage in winter outdoor recreation given the landscape and
natural resources of the area. This could be an area for future
study or planning to increase winter season activity offerings.
Current year-round offerings are ATV/UTV trails, but the
associated accommodations with these trails are largely
camping based which impacts seasonality.

1.1 Existing Outdoor Recreation Job Opportunities
Outdoor Recreation Job Quality

ORSA reports 3.1% value added growth in outdoor recreation
for Virginia pre-pandemic, a .5% decrease in employment
growth, and a 2.8% compensation growth which was below
the national average of 3.9%. This does not relate to Virginia's
lack of outdoor recreation opportunities as the latest VTC 2021
Marketing Plan indicates that Virginia is best known for history,
outdoor recreation, scenic drives, and beaches. The outdoor
recreation job market in the state is simply not keeping pace
with compensation growth or added jobs compared with other
outdoor recreation areas.

Bureau of Economic Analysis. (2019). Outdoor Recreation Satellite Account, Virginia.
VTC. (2021). 2021 Marketing Plan

163




164

1.2 Existing Outdoor Recreation Job Opportunities
Outdoor Recreation Job Quality

However, outdoor recreation related or supporting fields cause excellent economic multipliers when tourists are spending money 

in areas with outdoor recreation opportunities. This table from the Outdoor Industry Association indicates annual spend for 

different Outdoor Recreation Activities along with their total economic impact:

Source: Outdoor Industry Association. (2017). The Outdoor Recreation Economy. p. 18

AMERICANS PARTICIPATING IN OUTDOOR RECREATION ANNUALLY SPEND

Gear, Accessories & 
Vehicles

Trip Related TOTAL

Camping $31,271,155,486 $135,591,624,999 $166,862,780,485

Fishing $11,867,666,850 $23,908,160,290 $35,775,827,140

Hunting $16,059,527,274 $11,318,772,808 $27,378,300,882

Motorcycle Riding $16,726,560,701 $47,428,610,964 $64,155,171,665

Off Roading $15,520,574,134 $35,996,107,969 $51,516,682,103

Snow Sports $12,530,315,740 $60,190,242,316 $72,720,558,056

Trail Sports $25,342,546,672 $176,144,141,213 $201,486,687,885

Water Sports $29,059,965,205 $110,911,844,967 $139,971,810,172

Wheel Sports $13,857,894,195 $82,864,146,456 $96,722,040,651

Wildlife Watching $12,272,757,581 $17,947,854,866 $30,220,612,447

TOTAL $184,508,963,838 $702,301,506,848 $886,810,470,686

ANNUAL OUTDOOR RECREATION SPENDING DIRECTLY GENERATES

Retail Spending Jobs
Salaries & 

Wages
Federal Taxes

State & Local 
Taxes

Camping $166,862,780,485 1,442,578 $50,684,882,121 $12,354,788,124 $11,183,227,292

Fishing $35,775,827,140 287,554 $10,395,326,785 $2,540,632,232 $2,360,293,823

Hunting $27,378,300,082 194,973 $7,415,989,907 $1,807,179,525 $1,689,967,918

Motorcycle Riding $64,155,171,665 480,182 $18,370,693,658 $4,549,055,289 $4,013,340,008

Off Roading $51,516,682,103 386,439 $15,498,769,234 $3,789,720,978 $3,338,430,860

Snow Sports $72,720,558,056 694,918 $24,188,497,260 $5,813,068,034 $5,296,608,281

Trail Sports $201,486,687,885 1,762,665 $607,191,555,234 $14,832,760,478 $13,505,790,914

Water Sports $139,970,810,172 1,234,876 $43,893,049,709 $10,618,742,884 $9,601,521,150

Wheel Sports $96,722,040,651 847,559 $28,543,151,818 $7,000,352,726 $6,270,032,370

Wildlife Watching $30,220,612,447 235,825 $8,206,004,990 $2,006,001,464 $1,953,449,823

TOTAL $886,810,470,686 75,675,690 $267,915,429,616 $65,312,301,734 $59,212,662,439

|.2 Existing Outdoor Recreation Job Opportunities
Outdoor Recreation Job Quality

However, outdoor recreation related or supporting fields cause excellent economic multipliers when tourists are spending money
in areas with outdoor recreation opportunities. This table from the Outdoor Industry Association indicates annual spend for
different Outdoor Recreation Activities along with their total economic impact:

AMERICANS PARTICIPATING IN OUTDOOR RECREATION ANNUALLY SPEND ANNUAL OUTDOOR RECREATION SPENDING DIRECTLY GENERATES
Gear, vonaee® & Trip Related TOTAL Retail Spending Jobs Salaries & Federal Taxes State & Local
ehicles Wages Taxes

Camping $31,271,155,486 $135,591,624,999 $166,862,780,485 Camping $166,862,780,485 1,442,578 $50,684,882,121 | $12,354,788,124 | $11,183,227,292
Fishing $11,867,666,850 $23,908,160,290 $35,775,827,140 Fishing $35,775,827,140 287,554 $10,395,326,785 | $2,540,632,232 | $2,360,293,823
Hunting $16,059,527,274 $11,318,772,808 $27,378,300,882 Hunting $27,378,300,082 194,973 $7,415,989,907 | $1,807,179,525 | $1,689,967,918
Motorcycle Riding $16,726,560,701 $47,428,610,964 $64,155,171,665 Motorcycle Riding $64,155,171,665 480,182 $18,370,693,658 | $4,549,055,289 | $4,013,340,008
Off Roading $15,520,574,134 $35,996, 107,969 $51,516,682,103 Off Roading $51,516,682,103 386,439 $15,498,769,234 | $3,789,720,978 | $3,338,430,860
Snow Sports $12,530,315,740 $60,190,242,316 $72,720,558,056 Snow Sports $72,720,558,056 694,918 $24,188,497,260 | $5,813,068,034 | $5,296,608,281
Trail Sports $25,342,546,672 $176,144,141,213 $201,486,687,885 Trail Sports $201,486,687,885 1,762,665 $607,191,555,234 | $14,832,760,478 | $13,505,790,914
Water Sports $29,059,965,205 $110,911,844,967 $139,971,810,172 Water Sports $139,970,810,172 1,234,876 $43,893,049,709 | $10,618,742,884 | $9,601,521,150
Wheel Sports $13,857,894,195 $82,864,146,456 $96,722,040,651 Wheel Sports $96,722,040,651 847,559 $28,543,151,818 | $7,000,352,726 | $6,270,032,370
Wildlife Watching $12,272,757,581 $17,947,854,866 $30,220,612,447 Wildlife Watching $30,220,612,447 235,825 $8,206,004,990 | $2,006,001,464 | $1,953,449,823

$184,508,963,838 $702,301,506,848 $886,810,470,686 $886,810,470,686 75,675,690 $267,915,429,616 $65,312,301,734  $59,212,662,439

Source: Outdoor Industry Association. (2017). The Outdoor Recreation Economy. p. 18

164




165

1.3 Existing Outdoor Recreation Job Opportunities
Outdoor Recreation Job Quality

The Cumberland Plateau is best situated to 

invest and specialize in the following 

segments:

1. Camping

2. Trail Sports

3. Water Sports

4. Wheel Sports (Cycling)

5. Motorcycle Riding

6. Off-Roading

The primary focus should be on providing opportunities 

to spend money while participating in these sports and 

building high-specialty jobs around these sports to 

ensure their continuation. Capturing more of the 

tourism dollar to minimize leakage by assuring 

appropriate visitor services are available through 

locally owned, small businesses at major tourist 

attractions.

1.3 Existing Outdoor Recreation Job Opportunities
Outdoor Recreation Job Quality

The Cumberland Plateau is best situated to The primary focus should be on providing opportunities
invest and specialize in the following to spend money while participating in these sports and
segments: building high-specialty jobs around these sports to
. ensure their continuation. Capturing more of the
1. Camping } _ ;
tourism dollar to minimize leakage by assuring
2. Trail Sports appropriate visitor services are available through
3. Water Sports locally owned, small businesses at major tourist
attractions.
4. Wheel Sports (Cycling)
5. Motorcycle Riding
6. Off-Roading

165




166

1.4 Existing Outdoor Recreation Job Opportunities
Outdoor Recreation Job Quality

In a pandemic environment, outdoor recreation saw the 

lowest downturn impact among recreation-based segments 

making it a better tourism employment opportunity than most 

tourism jobs given this context.

In the pandemic environment, VTC found that 70% of 

travelers wanted to be outdoors and experience nature on 

their next trip. 83% are selecting a destination based on rest 

and relaxation activities which was rated as most important 

destination attribute in selecting where to go.

The market demand is sufficient to bolster outdoor 

recreation job quantity, but the quality of the jobs available in 

this category will be dependent on year-round related 

opportunities and quality assurance roles which can provide 

outdoor recreation experiences without actual outdoor sport 

participation. Cluster study analysis reveals agriculture and 

mining as two high potential industries within the area that 

could be tied into tourism initiatives in order to improve 

tourism resiliency. Outdoor recreation jobs could increase in 

quality by developing some opportunities around mining 

tourism and agritourism enterprises.

|.4 Existing Outdoor Recreation Job Opportunities

Outdoor Recreation Job Quality

n a pandemic environment, outdoor recreation saw the
owest downturn impact among recreation-based segments

making it a better tourism employment opportunity than most
ourism jobs given this context.

n the pandemic environment, VTC found that 70% of
ravelers wanted to be outdoors and experience nature on
heir next trip. 83% are selecting a destination based on rest
and relaxation activities which was rated as most important
destination attribute in selecting where to go.

166

The market demand is sufficient to bolster outdoor
recreation job quantity, but the quality of the jobs available in
this category will be dependent on year-round related
opportunities and quality assurance roles which can provide
outdoor recreation experiences without actual outdoor sport
participation. Cluster study analysis reveals agriculture and
mining as two high potential industries within the area that
could be tied into tourism initiatives in order to improve
tourism resiliency. Outdoor recreation jobs could increase in
quality by developing some opportunities around mining
tourism and agritourism enterprises.




167

1.5 Tourism - Cluster Overview
Restaurants, RV Parks, Hotels, and 

Recreational Centers

CASE TO WIN

• Cumberland Plateau’s Tourism is largely based on natural attractions such as state parks 

and forests.

• Restaurants make up the largest portion of the region’s Tourism-related workforce with over 

1,800 employees. 

• Despite few employees in traditional hotels, Cumberland Plateau has a high location quotient 

for RV Parks and Campgrounds, a growing industry that will benefit from the development of 

the Clinch River State Park.

Build infrastructure to support interest created by national trends 
in natural resources and eco-tourism.

POTENTIAL STRATEGIES

• Continue to expand tourist access to outdoor recreation opportunities due to their recession 

resiliency among tourism enterprises and strong natural assets.

• Develop a mixed accommodations industry with more traditional hotels alongside RV parks 

and campgrounds which are experiencing high levels of growth in response to current market 

demands.

• Increase tourism resiliency by tying in with other industries in which the region does well 

such as agriculture and mining.

CLUSTER INFORMATION

TOTAL U.S. TOURISM-RELATED OUTPUT IN 2016-2019 

Source: U.S. Bureau of Economic Analysis

Billions of 

current dollars

Direct

Indirect

Total

1.5 Tourism - Cluster Overview
Restaurants, RV Parks, Hotels, and

Recreational Centers
Build infrastructure to support interest created by national trends

in natural resources and eco-tourism.

CASE TO WIN

* Cumberland Plateau’s Tourism is largely based on natural attractions such as state parks
and forests.

» Restaurants make up the largest portion of the region’s Tourism-related workforce with over
1,800 employees.

* Despite few employees in traditional hotels, Cumberland Plateau has a high location quotient
for RV Parks and Campgrounds, a growing industry that will benefit from the development of
the Clinch River State Park.

POTENTIAL STRATEGIES

* Continue to expand tourist access to outdoor recreation opportunities due to their recession
resiliency among tourism enterprises and strong natural assets.

* Develop a mixed accommodations industry with more traditional hotels alongside RV parks
and campgrounds which are experiencing high levels of growth in response to current market
demands.

+ Increase tourism resiliency by tying in with other industries in which the region does well
such as agriculture and mining.

Source: U.S. Bureau of Economic Analysis

CLUSTER INFORMATION

ays e@ Direct
Billions of
current dollars @ Indirect
TOTAL U.S. TOURISM-RELATED OUTPUT !N 2016-2019 © Total
$2,000 ;—

$1,500

$1,000
: | | | |

$0
2016 2017 2018 2019

167




168

1.6 Cumberland Plateau Cluster Study

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents 
Total Employment within 

Occupation Group

100 Employees

LOCATION QUOTIENT

• Currently, tourism infrastructure 

industries such as hotels and 

full-service restaurants do not 

have a high employment 

concentration in Cumberland 

Plateau.

• Limited-Service Restaurants is 

the largest industry by 

employment within the Tourism 

sector with a location quotient of 

1.5.

• Although the RV Parks and 

Campgrounds industry does not 

require large scale employment 

for operations, the region is 

relatively advantaged with both a 

high growth rate and location 

quotient.  

Source: U.S. Census, EMSI, Hickey Global

P
R

O
J
E

C
T

E
D

 C
.A

.G
.R

. 
2
0
2
0
 -

2
0

2
5

LOCATION QUOTIENT

1 = U.S. AVERAGE

1.6 Cumberland Plateau Cluster Study

15%
LOCATION QUOTIENT

* Currently, tourism infrastructure
11% industries such as hotels and
full-service restaurants do not
have a high employment
concentration in Cumberland

8%
Plateau.
a + Limited-Service Restaurants is
s 4% the largest industry by
g employment within the Tourism
» sector with a location quotient of
9 0% @°e 6
° © © i + Although the RV Parks and
5 © e Campgrounds industry does not
uw 4% Traded Industry require large scale employment
9 for operations, the region is
a { ) relatively advantaged with both a
; Local Industry high growth rate and location
-8% quotient.

Blended Industry

9
11% e
100 Employees
°
¢ Note: Dot Size represents
5 Total Employment within
-15% Occupation Group

0 1 2 3 4 5

LOCATION QUOTIENT
1 = U.S. AVERAGE

Source: U.S. Census, EMSI, Hickey Global

168




NAICS CODES IN CLUSTER

169

1.7 Tourism Cluster
Contributions to National Annual Growth in Real Tourism

487210 Scenic and Sightseeing Transportation, Water

561510 Travel Agencies

561591 Convention and Visitors’ Bureaus

713910 Golf Courses and Country Clubs

713930 Marinas

713940 Fitness and Recreational Sports Centers

721110 Hotels and Motels, Except Casino Hotels

721211 RV Parks and Campgrounds

722310 Food Service Contractors

722320 Caterers

722511 Full-service Restaurants

722513 Limited-service Restaurants

722514 Cafeterias, Grill Buffets, & Buffets

722515 Snack & Nonalcoholic Beverage Bars 

CONTRIBUTIONS TO NATIONAL ANNUAL GROWTH IN REAL TOURISM OUTPUT IN 2016-2019

Source: Bureau of Economic Analysis

Traveler Accommodations

Food & Beverage Services

Transportation

Recreation, Entertainment, & 

shopping

ANNUAL OVERALL TOURISM GROWTH

|.7 Tourism Cluster

Contributions to National Annual Growth in Real Tourism

CONTRIBUTIONS TO NATIONAL ANNUAL GROWTH IN REAL TOURISM OUTPUT IN 2016-2019

3.0%
@
2.5% ®
@) _ Transportation
@
shopping
2.0%
1.5%
1.0%
0.5% nul
0.0%
-0.5% 2016 2017 2018 2019

ANNUAL OVERALL TOURISM GROWTH

a ee

" 2.7%
2.0% 1.5%

Source: Bureau of Economic Analysis,

Traveler Accommodations

Food & Beverage Services

Recreation, Entertainment, &

169

NAICS CODES IN CLUSTER

487210 Scenic and Sightseeing Transportation, Water
561510 Travel Agencies

561591 Convention and Visitors’ Bureaus
713910 Golf Courses and Country Clubs

713930 Marinas

713940 Fitness and Recreational Sports Centers
721110 Hotels and Motels, Except Casino Hotels
721211 RV Parks and Campgrounds

722310 Food Service Contractors

722320 Caterers

722511 Full-service Restaurants

722513 Limited-service Restaurants

722514 Cafeterias, Grill Buffets, & Buffets
722515 Snack & Nonalcoholic Beverage Bars




170

1.8 Existing Outdoor Recreation Job Opportunities
Recommendations:

Priority should be given to adding jobs which ensure the continuation of outdoor recreation 

opportunities in the future and provide best year-round possibilities:

1. Water quality management to ensure rivers stay recreation ready and to ensure fish health for 

continued fishing access

2. Accommodations which are activity inclusive and can offer off-season nature retreats, digital detox 

retreats, or nature-based relaxation which does not directly require trail access.

3. Working with existing RV Resorts and Campgrounds to introduce similar programming for the off-

season period to drive need for long term employment

4. Courting group travel which may be more open to coming during the off season to make use of 

outdoor recreation areas but may not need actual trail access like schools or nursing homes.

5. Forestry planning which allows for recreation access where possible, perhaps in a guided capacity 

to ensure safety

6. Working with restaurants to align open hours and menu offerings with tourist preferences for at 

least the highest visitation portion of the year.

1.8 Existing Outdoor Recreation Job Opportunities
Recommendations:

Priority should be given to adding jobs which ensure the continuation of outdoor recreation
opportunities in the future and provide best year-round possibilities:

1.

Water quality management to ensure rivers stay recreation ready and to ensure fish health for
continued fishing access

. Accommodations which are activity inclusive and can offer off-season nature retreats, digital detox

retreats, or nature-based relaxation which does not directly require trail access.

. Working with existing RV Resorts and Campgrounds to introduce similar programming for the off-

season period to drive need for long term employment

. Courting group travel which may be more open to coming during the off season to make use of

outdoor recreation areas but may not need actual trail access like schools or nursing homes.

. Forestry planning which allows for recreation access where possible, perhaps in a guided capacity

to ensure safety

. Working with restaurants to align open hours and menu offerings with tourist preferences for at

least the highest visitation portion of the year.

170




171

1.9 Existing Outdoor Recreation Job Opportunities
Job Quality Brought by Outdoor Recreation to the Cumberland Plateau

Of new outdoor participants during the pandemic, most stayed closer to home and 62% engaged in 

outdoor recreation for exercise and health (OIA, 2021). 53% of participants in outdoor recreation during 

the pandemic reported a greater sense of mental health and wellbeing (UVM, 2020).

Outdoor industry job quality for year-round employment will be tied to local participation in outdoor 

recreation providing a draw for remote workers and assisting in worker retention in the area. Local 

support and participation in outdoor recreation initiatives provides greater resiliency in times of 

economic downturn.

Outdoor recreation should be considered a quality of life investment for residents and not merely a 

tourist draw. Most tourist facing businesses in the area report a substantial amount of business coming 

from the local population.

Grima, N., Corcoran, W., Hill-James, C., Langton, B., Sommer, H., and Fisher, B. (2020). The importance of urban natural areas and urban ecosystem services during the 

COVID-19 pandemic. PLOS One. https://doi.org/10.1371/journal.pone.0243344

Outdoor Industry Association. (2021). The New Outdoor Participant: COVID and Beyond.

https://doi.org/10.1371/journal.pone.0243344
1.9 Existing Outdoor Recreation Job Opportunities
Job Quality Brought by Outdoor Recreation to the Cumberland Plateau

Of new outdoor participants during the pandemic, most stayed closer to home and 62% engaged in
outdoor recreation for exercise and health (OIA, 2021). 53% of participants in outdoor recreation during
the pandemic reported a greater sense of mental health and wellbeing (UVM, 2020).

Outdoor industry job quality for year-round employment will be tied to local participation in outdoor
recreation providing a draw for remote workers and assisting in worker retention in the area. Local
support and participation in outdoor recreation initiatives provides greater resiliency in times of
economic downturn.

Outdoor recreation should be considered a quality of life investment for residents and not merely a
tourist draw. Most tourist facing businesses in the area report a substantial amount of business coming
from the local population.

Grima, N., Corcoran, W., Hill-James, C., Langton, B., Sommer, H., and Fisher, B. (2020). The importance of urban natural areas and urban ecosystem services during the
COVID-19 pandemic. PLOS One. https://doi.org/10.137 1/journal,pone,0243344
Outdoor Industry Association. (2021). The New Outdoor Participant: COVID and Beyond.

171




172

1.10 Stakeholder Feedback
Non-local Tourism

How much of your business comes from 

tourists outside the region as opposed to 

local sources? (Tourism Only)

|.10 Stakeholder Feedback

Non-local Tourism

How much of your business comes from
tourists outside the region as opposed to
local sources? (Tourism Only)

25-50%
10-25% 25%
25%

75-95%
25%





173

1.11 Existing Outdoor Recreation Job Opportunities
Job Quality Brought by Outdoor Recreation to the Cumberland Plateau

Live Better, Work Better

Address “brain drain” and bolster remote work attractiveness of the destination by centering outdoor 

recreation opportunities. Access to outdoor recreation aids in mental strain during the pandemic and 

has now been shown to be an attractive element in trip planning into the future.

All jobs in the region increase in quality in a pandemic or economic downturn environment where travel 

becomes restricted financially or physically. The value people see in the outdoors has grown, and this 

should be part of the pitch when considering remote worker recruitment.

There are numerous campaigns currently running to recruit remote workers offering a variety of 

incentives. Thus far, there is no hard data on how successful those campaigns have been. However, 

there is support for the importance placed on access to nature close to home and that becoming a 

priority for people in remote work environments. 

Overwhelmingly, stakeholders agreed that a remote worker recruitment campaign would aid the region. 

This should be a top priority not only for population maintenance and growth, but also for continued 

local support of outdoor recreation jobs in the area.

1.11 Existing Outdoor Recreation Job Opportunities
Job Quality Brought by Outdoor Recreation to the Cumberland Plateau

Live Better, Work Better

Address “brain drain” and bolster remote work attractiveness of the destination by centering outdoor
recreation opportunities. Access to outdoor recreation aids in mental strain during the pandemic and
has now been shown to be an attractive element in trip planning into the future.

All jobs in the region increase in quality in a pandemic or economic downturn environment where travel
becomes restricted financially or physically. The value people see in the outdoors has grown, and this
should be part of the pitch when considering remote worker recruitment.

There are numerous campaigns currently running to recruit remote workers offering a variety of
incentives. Thus far, there is no hard data on how successful those campaigns have been. However,
there is support for the importance placed on access to nature close to home and that becoming a
priority for people in remote work environments.

Overwhelmingly, stakeholders agreed that a remote worker recruitment campaign would aid the region.
This should be a top priority not only for population maintenance and growth, but also for continued
local support of outdoor recreation jobs in the area.

173




Proprietary & Confidential  © 2021 Hickey Global.  All Rights Reserved.

2.0 New Outdoor Recreation 

Jobs, Small Businesses, and 

Gap-Filling Entrepreneurship  

2.0 New Outdoor Recreation
Jobs, Small Businesses, and
Gap-Filling Entrepreneurship

ECONOMIC DEVELOPMENT CONSULTING




175

2.1.1 New Outdoor Recreation Job and Small Business Opportunities 

Identify new outdoor recreation job and small business opportunities not currently utilized in the four counties, 

with a particular emphasis on gap-filling entrepreneurship ventures that support primary tourism drivers (Breaks 
Interstate Park, Clinch River State Park, Back of the Dragon, Spearhead Trails, SWVA Outdoors, etc.).

Pre-pandemic the highest spending rates in outdoor recreation were: 1. Trail sports, 2. Camping, 3. 

Water sports with a combined spend of $508bil annually in the US

Top 5 outdoor activities with new participants during the pandemic were: 1. Walking, 2.

Running/Jogging, 3. Cycling, 4. Birdwatching, 5. Fishing (OIA, 2021, The New Outdoor Participant)

New business opportunities could focus around increasing trail access and water access. Ease of 

access is key which relates to not only physical access but ease of total trip planning and ability to 

satisfy tourist needs while on vacation.

This aligns with key market cluster study analysis of high impact opportunities in RV Parks and 

campgrounds, Restaurants, and Water-based Scenic and sightseeing transportation

2.1.1 New Outdoor Recreation Job and Small Business Opportunities

Identify new outdoor recreation job and small business opportunities not currently utilized in the four counties,
with a particular emphasis on gap-filling entrepreneurship ventures that support primary tourism drivers (Breaks
Interstate Park, Clinch River State Park, Back of the Dragon, Spearhead Trails, SWVA Outdoors, etc.).

Pre-pandemic the highest spending rates in outdoor recreation were: 1. Trail sports, 2. Camping, 3.
Water sports with a combined spend of $508bil annually in the US

Top 5 outdoor activities with new participants during the pandemic were: 1. Walking, 2.
Running/Jogging, 3. Cycling, 4. Birdwatching, 5. Fishing (O/A, 2021, The New Outdoor Participant)

New business opportunities could focus around increasing trail access and water access. Ease of
access is key which relates to not only physical access but ease of total trip planning and ability to
satisfy tourist needs while on vacation.

This aligns with key market cluster study analysis of high impact opportunities in RV Parks and
campgrounds, Restaurants, and Water-based Scenic and sightseeing transportation

175,




176

2.1.2 New Outdoor Recreation Job and Small Business Opportunities 
New Business Needs

Cluster development around identified access points for outdoor recreation with visitor services like 

restaurants, accommodations, and guides and outfitters

Replicating high-success models from the region such as Southern Gap with Spearhead Trails access 

and Back of the Dragon development where multiple tourists needs are met in the same area. The 

success of these locations is largely due to the proximity of visitor services to area attractions.

Visitor services in the region are currently clustered around major roadways. This is a good model for 

business travel, but can make planning difficult when considering outdoor recreation leisure travel.

2.1.2 New Outdoor Recreation Job and Small Business Opportunities
New Business Needs

Cluster development around identified access points for outdoor recreation with visitor services like
restaurants, accommodations, and guides and outfitters

Replicating high-success models from the region such as Southern Gap with Spearhead Trails access
and Back of the Dragon development where multiple tourists needs are met in the same area. The
success of these locations is largely due to the proximity of visitor services to area attractions.

Visitor services in the region are currently clustered around major roadways. This is a good model for
business travel, but can make planning difficult when considering outdoor recreation leisure travel.

176




177

2.2.1 Select Tourism Assets
Cumberland Plateau

Source: U.S. Census, Bureau of Transportation Statistics, OpenStreetMap, Hickey Global Consulting Services, Regional County Tourism Departments

Accommodation

Campgrounds

Historical Site

Museum

Other

Park

Trail

2.2.\ Select Tourism Assets
Cumberland Plateau

eK Gilbert Creek vv OY ninevine aes Mn SIRT a eet
van Freehurny Wharncliffe “ cone
Floyd County Het Pation MoVeigh Majestic WAY “
‘Breathitt County Coal pot 2 Phelps 16 Heindon
ier ~
_ Pv] 1441 52 10|_
Handige~Vackey Gikevils ike County > eoger Davy nue
80 Réderfield
Wayland Galveston ft19} 194 Paw/Paw Wéich,
home Shelbiana 48) \\KGimballorthfork Crumpler, > Matoaka
McDowell County Mercer County
Ligon Maybeury Princet

Gamer Knott County 12 Dane oe Bradshaw ey patton »\ Montcalm yy aaa

RB Pippa Passes Wheelwright = Buchanan County, 83 24) S Ingleside
), S|
80 War, AL
160 : Wy, UTaaEDD Grundy an Gers) iles'C
Speight —_-Dorfon 97 7 2 @ Berwin] 16 2) Busted Slles'Coun
; Jewell Valley i 598
Ison\ S Ce. 14 Vansant Squire 20) Rocky cep
McRoberts ® Q Tiptop
63 Mavisdale Te
j Jewell Ridge one
15 {805 60)
Milstoné | Jenkins s G5)
fe ae @— Clinehco Tazewell County,

-etcher Letcher, County
Whites! toon

Dickenson County,
McClure

931

80 Raven G6) BE

72 63

rammel (3)

Russell|County,
(21)
}___—_Coeburn © e 6 G2
Norton County eR 42)
5257)

.
Allison Gap
.,

Dungannon ©

Emory.
lickelsville

rz Washington County (U1

2

Source: U.S. Census, Bureau of Transportation Statistics, OpenStreetMap, Hickey Global Consulting Services, Regional County Tourism Departments

177

67) rn 6 Gea “Bisnd Cour

542)

Burkes Garden

52
16
32 Kent
21
Broadford
90
Rural Retreat Wythe Coun
Atkins
Smyth County
Marion ;
McMulli Cripple Creek
Adwolf
Sugar Grove Carroll County
a ~~
16] 9
oo” 21

Accommodation
Campgrounds
Historical Site
Museum

Other

Park

Trail




178

MAP ID NUMBER Tourist Site
ACCOMMODATION

1 Comfort Inn

2 Comfort Inn & Suites

3 Cuz's Cabins & Restaurant

4 Elk Garden Methodist Bike Hostel

5 Fincastle Motor Inn

6 Holiday Inn Express & Suites Lebanon, an IHG Hotel

7 Holiday Inn Express Richlands/Claypool Hill

8 Real McCoy Cabins, Country Store and Kitchen

9 Sleep Inn & Suites

10 Super 8 by Wyndham Lebanon

11 Super 8 Richlands/Claypool Hill

12 Western Front Hotel

CAMPGROUNDS

13 Riverbend Campground

14 Southern Gap Outdoor Adventure

15 Thunder River Campground

16 Trailhead ATV Resort

HISTORICAL SITES

17 Coal Miners' Memorial

18 Ellenbrook Mansion

19 Old Russell County Court House (Robert Dickenson Home)

20 Walter McDonald Sanders House

MUSEUMS

21 Dante Coal Miners & Railroad Museum

22 Historic Crab Orchard Museum

23 Honaker Heritage Museum

24 Pocahontas Exhibition Coal Mine & Museum

25 Ralph Stanley Museum

MAP ID NUMBER Tourist Site
OTHER TOURIST SITES

26 Citizens for the Arts

27 Clinch River Farms

28 Foxtail Orchards, Inc

29 Plumb Creek Winery

30 Sandy Head Ostrich Farm

PARKS

31 Big Cedar Creek

32 Birch Knob Observation Tower

33 Breaks Interstate Park

34 Burkes Garden

35 Cavitt's Creek Park

36 Cedar Bluff

37 Clinch River State Park

38 Hidden Valley Climbing

39 Hidden Valley Wildlife Management Area

40 John W Flannagan Dam

41 Keen Mountain Park

42 Laurel Bed Lake

43 Lincolnshire Park

44 Pinnacle Natural Area Preserve

45 Poplar Gap Park

46 Tank Hollow Falls

47 The Channels Natural Area Preserve

48 Verner Blankenship Community Park

TRAILS

49 Brumley Mountain Trail 

50 Coal Canyon Trailhead

51 Great Channels Trailhead

52 Pocahontas OHV Trailhead

53 Ridgeview Trailhead

54 Sugar Hill Trail System

55 The Original Pocahontas Trailhead

2.2.2 Select Tourism Assets
Cumberland Plateau

2.2.2 Select Tourism Assets

Cumberland Plateau

MAP ID NUMBER
ACCOMMODATION

ODN DOR WY

Pe
ro

12
CAMPGROUNDS

MUSEUMS
21
22
23
24
25

Tourist Site

Comfort Inn
Comfort Inn & Suites
Cuz's Cabins & Restaurant
Elk Garden Methodist Bike Hostel
Fincastle Motor Inn
Holiday Inn Express & Suites Lebanon, an IHG Hotel
Holiday Inn Express Richlands/Claypool Hill
Real McCoy Cabins, Country Store and Kitchen
Sleep Inn & Suites
Super 8 by Wyndham Lebanon
Super 8 Richlands/Claypool Hill
lestern Front Hotel

Riverbend Campground
Southern Gap Outdoor Adventure
Thunder River Campground
Trailhead ATV Resort

z
a
x
3°
2
fe)
>
cr
Q
Sj
m
2)

Coal Miners' Memorial

Ellenbrook Mansion

Old Russell County Court House (Robert Dickenson Home)
alter McDonald Sanders House

Dante Coal Miners & Railroad Museum
Historic Crab Orchard Museum

Honaker Heritage Museum

Pocahontas Exhibition Coal Mine & Museum
Ralph Stanley Museum

178

MAP ID NUMBER
OTHER TOURIST SITES
26
27
28
29
30
PARKS
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
TRAI

49
50
yl
52
53
54
95

Citizens for the Arts
Clinch River Farms
Foxtail Orchards, Inc
Plumb Creek Winery
‘Sandy Head Ostrich Farm

Big Cedar Creek

Birch Knob Observation Tower
Breaks Interstate Park

Burkes Garden

Cavitt's Creek Park

Cedar Bluff

Clinch River State Park
Hidden Valley Climbing

Tourist Site

Hidden Valley Wildlife Management Area

John W Flannagan Dam

Keen Mountain Park

Laurel Bed Lake

Lincolnshire Park

Pinnacle Natural Area Preserve
Poplar Gap Park

Tank Hollow Falls

The Channels Natural Area Preserve
Verner Blankenship Community Park

Brumley Mountain Trail

Coal Canyon Trailhead

Great Channels Trailhead
Pocahontas OHV Trailhead
Ridgeview Trailhead

Sugar Hill Trail System

The Original Pocahontas Trailhead





179

2.3 New Outdoor Recreation Job and Small Business Opportunities 

Recommended key development locations should each have an outdoor recreation use focus. This will 

ensure that visitor services are well matched to the actual activities tourists will be engaging in at these 

locations. A singular location may provide opportunities for multiple activities, but for the sake of 

development, a primary activity should be identified and developed around:

• Hiking

• Trans-America Trail

• Fishing

• Camping

• Off-Road Trails

• Birding

The ability to provide a rest and relaxation element is, in part, ease of trip planning. Having a robust 

number of restaurants, places to stay near outdoor recreation activities, and low barriers to entry in 

participation are all key factors in providing the type of outdoor recreation-based vacation travelers are 

most interested in as the tourism economy begins to recover from the effects of the pandemic.

2.3 New Outdoor Recreation Job and Small Business Opportunities

Recommended key development locations should each have an outdoor recreation use focus. This will
ensure that visitor services are well matched to the actual activities tourists will be engaging in at these
locations. A singular location may provide opportunities for multiple activities, but for the sake of
development, a primary activity should be identified and developed around:

° Hiking

¢ Trans-America Trail

¢ Fishing

* Camping

¢ Off-Road Trails

° Birding

The ability to provide a rest and relaxation element is, in part, ease of trip planning. Having a robust
number of restaurants, places to stay near outdoor recreation activities, and low barriers to entry in
participation are all key factors in providing the type of outdoor recreation-based vacation travelers are
most interested in as the tourism economy begins to recover from the effects of the pandemic.

179




180

2.4 New Outdoor Recreation Job and Small Business Opportunities 
Tourist Needs Checklist for Key Areas:

Full service restaurant available for lunch-dinner

• Serves some local food products

• Serves cultural or restaurant specialty item

Grocery Store

• Sells packaged goods for travel

• Some local products available

Accommodations within walking access to area’s identified 

major attraction

• Walking access can be substituted for shuttle or other public 

transit access

Alcohol availability

• This can be provided at either a restaurant location or at a 

grocery store

• A local alcohol offering should be available along with nationally 

recognized brands

Visitor Service or Information Area (Does not need to be 

staffed)

• Has maps available

• Has area guides available

• Has information on rentals

• Has any area restrictions or policies

• Has emergency services information

Outfitter/Guide

• Has relevant equipment to purchase or rent

• Provides at least one guided service

• Has repair capacities where activity necessitates

Internet and Cell Service availability

• Important for emergency services

• Area encourages social media engagement during trip and after 

return

2.4 New Outdoor Recreation Job and Small Business Opportunities
Tourist Needs Checklist for Key Areas:

» Full service restaurant available for lunch-dinner > Visitor Service or Information Area (Does not need to be
e Serves some local food products staffed)
e Serves cultural or restaurant specialty item e Has maps available
e Has area guides available
» Grocery Store e Has information on rentals
e Sells packaged goods for travel e Has any area restrictions or policies
e Some local products available e Has emergency services information

» Accommodations within walking access to area’s identified » Outfitter/Guide

major attraction e Has relevant equipment to purchase or rent
e Walking access can be substituted for shuttle or other public e Provides at least one guided service
transit access e Has repair capacities where activity necessitates
» Alcohol availability > Internet and Cell Service availability
e This can be provided at either a restaurant location or ata e Important for emergency services
grocery store e Area encourages social media engagement during trip and after
e A local alcohol offering should be available along with nationally return

recognized brands

180




181

2.5.1 New Outdoor Recreation Job and Small Business Opportunities 

In many areas, these needs can be combined within a single business. Especially as areas begin to 

develop and grow, it will be best to focus on those services which serve resident and tourist needs 

equally.

Additionally, certain services may be unstaffed to start and become staffed as demand grows.

This checklist aligns with needs identified by stakeholders during the interview process.

Aside from accommodations and visitor information, all items on the checklist will also increase overall 

resident quality of life. As these areas develop, they become more attractive to remote workers and 

improve walkability for tourists and residents alike. This checklist is designed with improving livability in 

mind so as to create areas that both tourists and residents may enjoy as opposed to developing areas 

into tourist only spaces.

In developing these small businesses, preference and funding should be given to encourage adaptive 

reuse of existing structures in these areas as opposed to new buildings where possible. This will 

maintain local character and history both of which are highly ranked as attractive to visitors.

2.5.1 New Outdoor Recreation Job and Small Business Opportunities

In many areas, these needs can be combined within a single business. Especially as areas begin to
develop and grow, it will be best to focus on those services which serve resident and tourist needs
equally.

Additionally, certain services may be unstaffed to start and become staffed as demand grows.
This checklist aligns with needs identified by stakeholders during the interview process.

Aside from accommodations and visitor information, all items on the checklist will also increase overall
resident quality of life. As these areas develop, they become more attractive to remote workers and
improve walkability for tourists and residents alike. This checklist is designed with improving livability in
mind so as to create areas that both tourists and residents may enjoy as opposed to developing areas
into tourist only spaces.

In developing these small businesses, preference and funding should be given to encourage adaptive
reuse of existing structures in these areas as opposed to new buildings where possible. This will
maintain local character and history both of which are highly ranked as attractive to visitors.

181




182

2.5.2 New Outdoor Recreation Job and Small Business Opportunities 

Overall, better support services are needed for entrepreneurs looking to start these new ventures. The 

Southern Virginia Community College should be engaged to develop a restaurant and hospitality 

program as part of their business track offerings to teach business skills around owning and operating 

these types of businesses.

Counties or a relevant economic interest group should provide scholarships for entrepreneurs interested 

in starting needed visitor service businesses in identified opportunity and development zones. This 

program could be used to incentivize business development in a way that is more likely to be 

sustainable in the long term and ensure that other local grant money is being given to businesses with 

the best chance of stability.

Especially in a pandemic environment where recovery and businesses continuation funding becomes 

available, training investments in local small business owners could ensure that recovery funding goes 

towards businesses that are suffering due to economic downturn as opposed to unsustainable business 

practice.

2.5.2 New Outdoor Recreation Job and Small Business Opportunities

Overall, better support services are needed for entrepreneurs looking to start these new ventures. The
Southern Virginia Community College should be engaged to develop a restaurant and hospitality
program as part of their business track offerings to teach business skills around owning and operating
these types of businesses.

Counties or a relevant economic interest group should provide scholarships for entrepreneurs interested
in starting needed visitor service businesses in identified opportunity and development zones. This
program could be used to incentivize business development in a way that is more likely to be
sustainable in the long term and ensure that other local grant money is being given to businesses with
the best chance of stability.

Especially in a pandemic environment where recovery and businesses continuation funding becomes
available, training investments in local small business owners could ensure that recovery funding goes
towards businesses that are suffering due to economic downturn as opposed to unsustainable business
practice.

182




Proprietary & Confidential  © 2021 Hickey Global.  All Rights Reserved.

3.0 Tourism Pandemic Response 

Plan  

Tourism Pandemic Response
Plan





184

3.1.1 Tourism Best Practices
COVID-19 Management and 

Response
By now, the primary control and containment protocols for pandemic response are well known. These 5 elements are the cornerstone of 
pandemic response for all tourism businesses and can be rapidly implemented in a pandemic environment.

1 PHYSICAL DISTANCING 2 TRANSMISSION BARRIERS 3 ENHANCED SANITATION 4 LIMITING IN PERSON INTERACTION 5 HEALTH SCREENINGS

• Maintaining government 

suggested distances between 

people

• Operating businesses at 

partial capacity

• Face masks

• Physical barriers for in person 

interaction

• Face shields

• Other PPE

• More frequent cleaning of 

high-touch surfaces

• Use of products proven 

effective against virus

• Hand washing

• Hand sanitizing

• Post exposure quarantine

• Automated services

• Stay at home orders

• Contactless services

• Testing for viral infection

• Symptom monitoring

• Vaccination checks

3.1.) Tourism Best Practices
COVID-19 Management and

Response
By wow the primary control and containment protocols for pandemic response are well known. These 5 elements are the cornerstone of

pandemic response for all tourism businesses and can be rapidly implemented in a pandemic environment.

PHYSICAL DISTANCING ENHANCED SANITATION HEALTH SCREENINGS
° Maintaining government * Face masks ° More frequent cleaning of ¢ Post exposure quarantine * Testing for viral infection
suggested distances between high-touch surfaces
people « Physical barriers for in person « Automated services « Symptom monitoring
interaction ° Use of products proven .
* Operating businesses at effective against virus * Stay at home orders * Vaccination checks
* Face shields

partial capacity

* Hand washing Contactless services

Other PPE
° Hand sanitizing

184




185

3.1.2 Tourism Best Practices
COVID-19 Management and 

Response
Recommended equipment and assistance needed to rapidly enact pandemic response varies for each operational category. Access to the 
following items will be essential in meeting a pandemic threat while keeping businesses operational. Starred items (*) should be maintained in a 
small stockpile within the region for rapid deployment in a pandemic scenario.

1 PHYSICAL DISTANCING 2 TRANSMISSION BARRIERS 3 ENHANCED SANITATION 4 LIMITING IN PERSON INTERACTION 5 HEALTH SCREENINGS

• Signage indicating occupancy 

limitations

• Physical markers denoting 

distancing

• Face masks*

• Transparent plastic sheets for 

barriers

• Face shields

• Other PPE

• CDC approved cleaning 

solutions

• Additional soap, cloths, and 

paper towels*

• Hand sanitizer*

• Technologies which limit 

person to person interaction

• Websites which allow for 

online ordering and payment 

processing

• Online presence to update 

open status and business 

restrictions

• Testing kits

• Online platforms for symptom 

checks and waivers

• Vaccination waivers

Response

3.1.2 Tourism Best Practices
COVID-19 Management and

Recommended equipment and assistance needed to rapidly enact pandemic response varies for each operational category. Access to the
following items will be essential in meeting a pandemic threat while keeping businesses operational. Starred items (*) should be maintained in a
small stockpile within the region for rapid deployment in a pandemic scenario.

PHYSICAL DISTANCING

ENHANCED SANITATION

* Signage indicating occupancy
limitations

« Physical markers denoting
distancing

Face masks*

Transparent plastic sheets for
barriers

Face shields

Other PPE

* CDC approved cleaning
solutions

« Additional soap, cloths, and
paper towels*

* Hand sanitizer*

* Technologies which limit
person to person interaction

« Websites which allow for
online ordering and payment
processing

° Online presence to update
open status and business
restrictions

HEALTH SCREENINGS
° Testing kits

* Online platforms for symptom
checks and waivers

« Vaccination waivers

185





186

3.2 Stakeholder Feedback
Business-related pandemic response

What was done well (with 

region's business-related 

pandemic response 

efforts)?

Health Services
• Did a great job working with local health department on what was 

expected. 

• Health care stepped up with testing.

• Vaccine rollout did well. 

• Contact with local health department office and covid clinics.

• Acted quickly to protect the aging population.

• Rollout of the vaccines went well.

• Hands-on health department. Had active outreach from health 

department for events.

• Grant funding was well run and distributed effectively.

• CARES money was distributed well.

• IDA had funds available quickly. Application process was very easy. 

• Turnaround on funds was fast to get people reopened. 

• Grant access was smooth and there was assistance in getting funding. 

• PPP distribution was done well. Business wouldn't have survived without 

it. 

• The Cumberland Plateau provided me with easy access to funds to build 

our capabilities which allowed me to hire additional workers.

Funding

• Board of supervisors were supportive of businesses.

• Help with navigating the language of the mandates. 

• County tourism called to check in on reopening; fairly regular 

communications. 

• Everyone worked together.

• Overall, good. Proactive reach out.

Community Response
• Promotion for grant programs was done well. 

• UVA Wise program helped to develop a website. 

• Mask billboards did well.

Marketing 

3.2 Stakeholder Feedback

Business-related pandemic response

What was done well (with
region's business-related
pandemic response
efforts)?

Funding

.

.

Grant funding was well run and distributed effectively.

CARES money was distributed well.

IDA had funds available quickly. Application process was very easy.
Turnaround on funds was fast to get people reopened.

Grant access was smooth and there was assistance in getting funding.
PPP distribution was done well. Business wouldn't have survived without
it.

The Cumberland Plateau provided me with easy access to funds to build
our capabilities which allowed me to hire additional workers.

Community Response

°

Board of supervisors were supportive of businesses.
Help with navigating the language of the mandates.

County tourism called to check in on reopening; fairly regular
communications.

Everyone worked together.

Overall, good. Proactive reach out.

186

Health Services
¢ Did a great job working with local health department on what was
expected.

* Health care stepped up with testing.

* Vaccine rollout did well.

* Contact with local health department office and covid clinics.
* Acted quickly to protect the aging population.

* Rollout of the vaccines went well.

« Hands-on health department. Had active outreach from health
department for events.

Marketing

« Promotion for grant programs was done well.
« UVA Wise program helped to develop a website.
« Mask billboards did well.




187

3.3 Stakeholder Feedback
COVID-19 Assistance

Did you use or receive 

assistance from 

pandemic response 

programs?

Funding efforts were routinely 

mentioned as a highlight of 

pandemic response in the area. In 

a future pandemic event, similar 

types of funding should be made 

available to business owners.

3.3 Stakeholder Feedback
COVID-19 Assistance

Cumberland RLF
Did you use or receive Rebuild VA Program
assistance from State Grant)
pandemic response
programs?

/ is IDA Grant
ce)
23%
Funding efforts were routinely
mentioned as a highlight of

pandemic response in the area. In T A
a future pandemic event, similar own Cares Act Grant

types of funding should be made 23%
available to business owners.

187




188

3.4 Stakeholder Feedback
More Effective Pandemic Response

Better, more accurate, and more 

streamlined information was the 

most frequent suggestion in 

improving area pandemic response. 

Even in many of the 

recommendations around costs, 

additional information is the key with 

better information on grant program 

qualifications and costs associated 

with a pandemic operating 

environment. The calls for additional 

community engagement also echo 

desires for communication and a 

streamlined flow of information.

What would have made 

the region's business-

related pandemic 

response efforts more 

effective?

• Education component was missing.

• Rules and actual business education around response and guideline.

• Education on the vaccines was lacking.

• More information on actual guidelines as well as information on the 

reasoning behind those guidelines.

• Banks not informed of grant guidelines. 

• Better instructions

• Not much guidance on how to handle COVID guidelines.

• No singular vision for how to handle restrictions and get educated on 

health needs and safety standards.

• No clear leadership from health department on business specific 

guidelines.

• Better information

• Difficult to maintain policies for staff and guests due to lack of time, depth 

of info, lack of clarification.

• Target businesses specifically for information. 

• Need better local information source.

• More timely information. Announcements on Friday evenings after close 

not helpful because you couldn't receive further guidance. 

Information
• Would've liked more county support for grants through pandemic and into 

the future. Matching through VCEDA.

• State grant assistance and PPP wasn't sufficient for small business needs

• Funding a vocational skills program would have been essential to post 

pandemic recovery.

• Difficulty to get money through larger funds due to restrictions around 

qualifications. 

• Resources got a bit swamped, and grant systems got overwhelmed. 

• Costs went up due to reinvestment in businesses and that wasn't covered 

by grant funding.

• Had to make an investment to meet COVID standards without sufficient 

funding support for those needs.

• Filled out numerous grants but got bumped back due to grant 

qualifications. Feels like a waste of time. 

• Help with upfront costs to new business to meet pandemic needs.

• People had no information that grant money was being made available.

• Needed funding faster.

Cost

• More involvement from county and town. Feels like business owners are 

on their own.

• Coordination between States (border communities).

• Need better regional connection to SBDC.

• Needed better pandemic exit strategy.

Community Involvement
• Better promotion and active engagement with marketing materials 

especially when put online.

• Instead of pouring money into individual payments, preferred to see the 

community colleges funded and staffed with educational programs that 

can provide skilled workers to the manufacturing industry. 

• PPE availability.

• More testing needed.

Miscellaneous

What would have made
the region's business-
related pandemic
response efforts more
effective?

Better, more accurate, and more
streamlined information was the
most frequent suggestion in
improving area pandemic response.
Even in many of the
recommendations around costs,
additional information is the key with
better information on grant program
qualifications and costs associated
with a pandemic operating
environment. The calls for additional
community engagement also echo
desires for communication and a
streamlined flow of information.

3.4 Stakeholder Feedback

More Effective Pandemic Response

Information

* Education component was missing.
» Rules and actual business education around response and guideline.
* Education on the vaccines was lacking.

* More information on actual guidelines as well as information on the
reasoning behind those guidelines.

* Banks not informed of grant guidelines.
* Better instructions
« Not much guidance on how to handle COVID guidelines.

* No singular vision for how to handle restrictions and get educated on
health needs and safety standards.

* No clear leadership from health department on business specific
guidelines.

* Better information

° Difficult to maintain policies for staff and guests due to lack of time, depth
of info, lack of clarification.

* Target businesses specifically for information.
* Need better local information source.

« More timely information. Announcements on Friday evenings after close
not helpful because you couldn't receive further guidance.

Community Involvement

More involvement from county and town. Feels like business owners are
on their own.

* Coordination between States (border communities).
« Need better regional connection to SBDC.
- Needed better pandemic exit strategy.

188

Miscellaneous _

Cost

* Would've liked more county support for grants through pandemic and into

the future. Matching through VCEDA.
State grant assistance and PPP wasn't sufficient for small business needs

Funding a vocational skills program would have been essential to post
pandemic recovery.

Difficulty to get money through larger funds due to restrictions around
qualifications.

Resources got a bit swamped, and grant systems got overwhelmed.

Costs went up due to reinvestment in businesses and that wasn't covered
by grant funding.

Had to make an investment to meet COVID standards without sufficient
funding support for those needs.

Filled out numerous grants but got bumped back due to grant
qualifications. Feels like a waste of time.

Help with upfront costs to new business to meet pandemic needs.
People had no information that grant money was being made available.
Needed funding faster.

Better promotion and active engagement with marketing materials
especially when put online.

Instead of pouring money into individual payments, preferred to see the
community colleges funded and staffed with educational programs that
can provide skilled workers to the manufacturing industry.

PPE availability.
More testing needed.




189

3.5.1 Stakeholder Feedback
Government and Non-Profit 

Responses

Governmental and non-profit 

organizations expressed better 

satisfaction with regional 

communication. This makes them a 

possible resource to businesses who 

felt communication was less 

accessible than they’d hoped.

What was done well?
• Rally calls gathered info and group camaraderie, communication 

between organizations increased.

• Calls together plus individual outreach.

• Keeping people updated.

• VTC did industry meetings, monthly calls were helpful.

• Partnered with UVA WISE, gather regularly to provide a resource 

for those at high level in the industry within gov and non-profit 

orgs. 

• Marketing efforts, pushing people towards time saving tech.

• Rally calls were useful for keeping people calm.

• Communication and togetherness. We were supported from 

multiple sources. 

Communication
• Comprehensive response.

• No complaints

• Good job overall

• In general, went well.

• I think it was handled well.

Overall Effort  

• Funding grants

• We were awash in funding to help businesses. 

Funding
• Scarecrow campaign.

• Followed recommendations from State.

• To some extent , quick reaction from business owners.

Miscellaneous

3.5.) Stakeholder Feedback

Government and Non-Profit

Responses
What was done well? Communication Overall Effort
* Rally calls gathered info and group camaraderie, communication * Comprehensive response.
between organizations increased. * No complaints
* Calls together plus individual outreach. * Good job overall
* Keeping people updated. * In general, went well.
- VTC did industry meetings, monthly calls were helpful. + | think it was handled well.
- Partnered with UVA WISE, gather regularly to provide a resource
for those at high level in the industry within gov and non-profit
orgs.
Governmental and non-profit + Marketing efforts, pushing people towards time saving tech.
organizations expressed better « Rally calls were useful for keeping people calm.
satisfaction with regional * Communication and togetherness. We were supported from

. ge . multiple sources.
communication. This makes them a

possible resource to businesses who Funding Miscellaneous
felt communication was less * Funding grants * Scarecrow campaign.
accessible than they’d hoped. » We were awash in funding to help businesses. * Followed recommendations from State.

* To some extent , quick reaction from business owners.

189




190

3.5.2 Stakeholder Feedback
Government and Non-Profit 

Responses

Requests for additional clarity from 

this stakeholder group mostly reveal 

a desire for a stronger, more 

centralized regional structure around 

pandemic response. This group 

correctly identified the need the 

business group had for a centralized 

information source. Additionally, the 

“Reaction” section further 

emphasizes the need for a 

coordinated, regional effort to 

addressing the appropriate 

application and timing of pandemic 

responses.

What would have made 

the region's business-

related pandemic 

response efforts more 

effective?

• Lack of clarification and diverse interpretation of information 

available, clearer direction was needed.

• Lots of confusion around qualifications.

• Needed clear process.

• Could have been a central information source since each county 

also had its own grants so confusion around criteria.

• Early confusion over what would be helpful, try to create a 

universal application to be able to update each year, have those 

numbers available, would allow them to know when anything 

happens what they might be able to do and how they could apply.

• Orders came quickly which caused business panic, business 

adjustments and learning, right way kept changing, trying to stay 

up to date, and find unified approach.

• Lack of steady information, info changed constantly with lots of 

uncertainty of federal and state info.

• More straightforward application.

Clarity
• Had over reaction and then under reaction.

• The "shut down" imposed by the State should have been imposed 

on a regional basis. Our economy was prematurely "shut down" 

when the virus was not present or at least not prevalent here. 

• Then when the virus came in the fall residents were fatigued with 

the limitations. This led to less public cooperation at the critical 

juncture in October and November. 

• Ironically, the "shut down" made the problem worse here and 

prolonged it. 

• Response delayed due to cases in area delayed.

Reaction  

• I think it was handled well.

• Nothing.

• I think business response was about right. It was as effective as 

could be expected.

Nothing
• More community outreach for info in rural areas. 

• No town representatives to give info for what they can be doing to 

help the public. 

• Federal grants need to be prepared in advance.

• Banks were having a hard to knowing how to loan and distribute 

funds; PPP loans were hardest

Miscellaneous

3.5.2 Stakeholder Feedback

Government and Non-Profit
Responses

What would have made
the region's business-
related pandemic
response efforts more
effective?

Requests for additional clarity from
this stakeholder group mostly reveal
a desire for a stronger, more
centralized regional structure around
pandemic response. This group
correctly identified the need the
business group had for a centralized
information source. Additionally, the
“Reaction” section further
emphasizes the need for a
coordinated, regional effort to
addressing the appropriate
application and timing of pandemic
responses.

Clarity

* Lack of clarification and diverse interpretation of information
available, clearer direction was needed.

« Lots of confusion around qualifications.
- Needed clear process.

* Could have been a central information source since each county
also had its own grants so confusion around criteria.

- Early confusion over what would be helpful, try to create a
universal application to be able to update each year, have those
numbers available, would allow them to know when anything
happens what they might be able to do and how they could apply.

* Orders came quickly which caused business panic, business
adjustments and learning, right way kept changing, trying to stay
up to date, and find unified approach.

« Lack of steady information, info changed constantly with lots of
uncertainty of federal and state info.

- More straightforward application.

Nothing

« | think it was handled well.
* Nothing.

* | think business response was about right. It was as effective as
could be expected.

190

Reaction
* Had over reaction and then under reaction.

* The "shut down" imposed by the State should have been imposed
on a regional basis. Our economy was prematurely "shut down"
when the virus was not present or at least not prevalent here.

* Then when the virus came in the fall residents were fatigued with
the limitations. This led to less public cooperation at the critical
juncture in October and November.

* lronically, the "shut down" made the problem worse here and
prolonged it.

» Response delayed due to cases in area delayed.

Miscellaneous
* More community outreach for info in rural areas.

- No town representatives to give info for what they can be doing to
help the public.

« Federal grants need to be prepared in advance.

« Banks were having a hard to knowing how to loan and distribute
funds; PPP loans were hardest




191

3.6 Stakeholder Feedback
Business Responses

Businesses received and sought out 

pandemic response information 

through a variety of sources. A need 

appears to guide businesses towards 

regionally specific and consistently 

reliable sources of information. 

Distilling national level restrictions 

from the CDC may not align with the 

state level response plan. These 

discrepancies combined with 

unofficial sources such as social 

media and person-to-person 

communication can lead to 

businesses picking and choosing 

strictures to implement.

What sources did you 

use to gain information 

about pandemic 

response, guidelines, 

and recovery resources?

• CDC website.

• SBA website

• County did active outreach. 

• County website

• SBDC

• Workforce Development Board

• Used small business assistance center at the 

college. 

• County officials 

• Heart of Appalachian pushed out recovery 

information and grant funding

• State briefings

• CDC

• Workforce board

• Workforce development board

• Press releases from governor's office

• DCR had updated and recently refreshed 

documents. 

• Received information from the county with emails. 

• IDA let owners know about grant program.

• Governor’s press conferences.

• Local health department on local guidelines and 

differences.

• Health department for information.

• Straight from health department. 

• Health department guidance. Although sometimes 

document would be issued and then changes.

• Health department provided information, but also 

acted as enforcement.

Government & Nonprofit
• Person to person. 

• Word of mouth

• Word of mouth

• Lots of word of mouth. 

Person-to-Person

• Online news sources.

• Internet

• Internet

• Internet

• Internet

• Emails

• Facebook

• Found out about grants through Facebook. 

• Facebook

Online

• CPA did application for PPP. 

• Information on loans from local banks.

• Accountant

• Chamber

• Chamber emails.

• SVAM - Southwest Virginia Association of 

Manufactures

Professionals & Organizations

• News

• National news but messages were very mixed.

• News

• General news sources. 

• Newspaper

News

• Made a lot of outgoing calls to prepare and 

ensure within compliance.

• Dual state situation required multi-state 

coordination. KY and VA response differences.

• Consultant stayed up on information and 

pushed that out.

• No common leadership sources of information.

• Corporate HQ.

Miscellaneous

3.6 Stakeholder Feedback

Business Responses

What sources did you Government & Nonprofit Person-to-Person News
. . . CDC website. * Person to person. « News
use to gain information SBA website * Word of mouth » National news but messages were very mixed.

about pandemic
response, guidelines,
and recovery resources?

Businesses received and sought out
pandemic response information
through a variety of sources. A need
appears to guide businesses towards
regionally specific and consistently
reliable sources of information.
Distilling national level restrictions
from the CDC may not align with the
state level response plan. These
discrepancies combined with
unofficial sources such as social
media and person-to-person
communication can lead to
businesses picking and choosing
strictures to implement.

County did active outreach.
County website

SBDC

Workforce Development Board

Used small business assistance center at the
college.

County officials

Heart of Appalachian pushed out recovery
information and grant funding

State briefings

CDC

Workforce board

Workforce development board

Press releases from governor's office

DCR had updated and recently refreshed
documents.

Received information from the county with emails.
IDA let owners know about grant program.
Governor's press conferences.

Local health department on local guidelines and
differences.

Health department for information.
Straight from health department.

Health department guidance. Although sometimes
document would be issued and then changes.

Health department provided information, but also
acted as enforcement.

191

* Word of mouth
* Lots of word of mouth.

Online
* Online news sources.

* Internet

* Internet

* Internet

* Internet

* Emails

» Facebook

» Found out about grants through Facebook.
» Facebook

Professionals & Organizations

* CPA did application for PPP.
* Information on loans from local banks.

.

Accountant
Chamber
Chamber emails.

SVAM - Southwest Virginia Association of
Manufactures

.

.

- News
» General news sources.
» Newspaper

Miscellaneous
« Made a lot of outgoing calls to prepare and
ensure within compliance.

* Dual state situation required multi-state
coordination. KY and VA response differences.

* Consultant stayed up on information and
pushed that out.

« No common leadership sources of information.
* Corporate HQ.




192

3.7 Stakeholder Feedback
Information Sources

And did you feel 

adequately informed by 

those sources?

Just under 50% of stakeholders 

did not feel adequately informed 

by the multiple sources of 

information they used to craft their 

pandemic response.

Yes

53%

3.7 Stakeholder Feedback

Information Sources

And did you feel
adequately informed by
those sources? somewhat

29%

Just under 50% of stakeholders
did not feel adequately informed
by the multiple sources of
information they used to craft their
pandemic response.

192




193

3.8 Stakeholder Feedback
Government and Non-Profit 

Responses

Government and non-profit entities 

were more likely to get their 

information from official sources. All 

levels of government were consulted 

which ensures appropriate 

understanding of differences and 

similarities in regulation. Fewer types 

of sources were consulted overall 

meaning fewer chances to absorb 

incorrect or unverifiable information.

What sources did you 

use to gain information 

about pandemic 

response, guidelines, 

and recovery resources?

• VEDP

• Virginia health webpage

• SBDC

• State Gov

• State Government

• State government

• State

• Department of Treasury

• VDH

• Virginia Department of Health

• Governor’s calls were not useful for 

tourism and funding.

• Governor calls were useful for guidelines

• Gov. Northam's office

• State website

• VDH

• CICV (Council of Independent Colleges in 

Virginia)

State Government
• County

• County Administration

• County emergency management

• County administrator

• Local gov’t website

• Health Departments

• Health department

• Local Health Department

Local Government

• Federal website

• CDC

• CDC

• CDC

• CDC

• Federal Government

• Federal Government

Federal Government

• Social media

• Facebook

• Social media

• Industry tourism group on Facebook

Social Media

• Downtown happy hours. 

• RALLY calls

• Internal communications

• Pharmacy school

• Large restaurant chain

• Private organizations

Miscellaneous

3.8 Stakeholder Feedback

Government and Non-Profit

Responses

What sources did you State Government Local Government Social Media

t - f ti »« VEDP * County * Social media
use to gain inrormation * Virginia health webpage * County Administration * Facebook
about pandemic + SBDC * County emergency management + Social media
response, g uidel i nes, * State Gov * County administrator * Industry tourism group on Facebook

* State Government * Local gov’t website
and recovery resources? ° State government * Health Departments
. . ° State * Health department
Government and non-profit entities * Department of Treasury * Local Health Department
were more likely to get their + VDH
information from official sources. All * Virginia Department of Health
levels of government were consulted + Governor's calls were not useful for Federal Government Miscellaneous
: : tourism and funding. « Federal website * Downtown happy hours.
which ensures appropriate * Governor calls were useful for guidelines * CDC * RALLY calls
understanding of differences and * Gov. Northam's office * CDC + Internal communications
similarities in regulation. Fewer types + State website * CDC » Pharmacy school
of sources were consulted overall * VDH * cbc * Large restaurant chain
meaning fewer chances to absorb . vicy (Council of Independent Colleges in * Federal Government « Private organizations
irginia) + Federal Government

incorrect or unverifiable information.

193




194

3.9.1 Stakeholder Feedback
Source Satisfaction 

And did you feel 

adequately informed by 

those sources?

Governments and non-profits felt 

better informed by fewer, higher 

quality sources than did their 

business sector counterparts.

3.9.) Stakeholder Feedback

Source Satisfaction

And did you feel
adequately informed by
those sources?

Governments and non-profits felt

better informed by fewer, higher
uality sources than did their

many No 7%

business sector counterparts.

Sometimes

21%

194




195

3.9.2 Stakeholder Feedback
Source Satisfaction 

Did you feel you played a 

leadership role in 

pandemic response in 

your sector?

All felt they had played at least 

some kind of leadership role 

during the pandemic. This was 

supported by the mentions of 

assistance in information and 

distribution of funding and 

community togetherness by 

business stakeholders.

3.9.2 Stakeholder Feedback

Source Satisfaction

Did you feel you played a
leadership role in
pandemic response in
your sector?

All felt they had played at least
some kind of leadership role
during the pandemic. This was
seustanceininfornaton ane 12%
distribution of funding and
community togetherness by
business stakeholders.

To Some Degree

195




196

3.10 Stakeholder Feedback
Role Capability 

And did you feel capable 

in that role?

Again, this group expressed a 

majority feeling capable in a 

leadership role during the 

pandemic. This would indicate that 

this group is ready to take on 

additional leadership roles 

especially if they are more officially 

designated to act in that capacity.

3.10 Stakeholder Feedback
Role Capability

And did you feel capable
in that role?

Again, this group expressed a
majority feeling capable in a
leadership role during the
pandemic. This would indicate that No

this group is ready to take on oO
additional leadership roles 13 to

especially if they are more officially
designated to act in that capacity. Sometimes

19%

196




197

3.11 Recommendations
COVID-19 Management and 

Response

Pandemic scenarios are highly changeable with approaches evolving as more information is discovered, 

new medical advances are made, and political decision making continues. During the COVID-19 

pandemic, different states have taken widely varied approaches within the bounds of national 

recommendations and regulations to varying degrees of success in controlling spread and continuation 

of business operations and tourism.

Due to this inherent variability, the most important planning adjustment for the Cumberland Plateau is to 

create a communications structure that allows information to be passed quickly and effectively. 

Information should be aggregated from reliable sources by government entities which already have a 

community presence and then distributed throughout the region.

3.11 Recommendations
COVID-19 Management and
Response

Pandemic scenarios are highly changeable with approaches evolving as more information is discovered,
new medical advances are made, and political decision making continues. During the COVID-19
pandemic, different states have taken widely varied approaches within the bounds of national
recommendations and regulations to varying degrees of success in controlling spread and continuation
of business operations and tourism.

Due to this inherent variability, the most important planning adjustment for the Cumberland Plateau is to
create a communications structure that allows information to be passed quickly and effectively.
Information should be aggregated from reliable sources by government entities which already have a
community presence and then distributed throughout the region.

197




198

3.11 Recommendations
COVID-19 Management and Response

3.1] Recommendations
COVID-19 Management and Response

NATIONAL )
POLICY

7 ® N (FSi \
; y (Si nage &
\ ae \ Advertising
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199

3.13 Recommendations
COVID-19 Management and 

Response

The Pandemic Action Board should consist of the following representative members:

• A tourism administration representative from each county

• Virginia Department of Health

• Restaurants

• Accommodations

• Retail

• Outdoor recreation

• Cultural attractions

These representatives would meet bi-weekly to determine regional strategy. They could assess new 

information from reputable sources but also check in with industry representatives to determine how 

policy measures are impacting tourism industry businesses.

3.13 Recommendations
COVID-19 Management and
Response

The Pandemic Action Board should consist of the following representative members:

¢ A tourism administration representative from each county
¢ Virginia Department of Health

e Restaurants

* Accommodations

* Retail

* Outdoor recreation

¢ Cultural attractions

These representatives would meet bi-weekly to determine regional strategy. They could assess new
information from reputable sources but also check in with industry representatives to determine how
policy measures are impacting tourism industry businesses.

199




Proprietary & Confidential  © 2021 Hickey Global.  All Rights Reserved.

4.0 Tourism Asset Proposal 

4.0 Tourism Asset Proposal

HICKEYGLOBAL

ECONOMIC DEVELOPMENT CONSULTING





201

4.1.1 Cumberland Plateau Bike Rally
A Festival on Two Wheels

What would the event entail?

A 4 day (long weekend) bicycle rally that tours the Cumberland Plateau region with stopover nights in 

each county that include events such as small festivals celebrating local culture or music festivals 

highlighting local bands:

• The route would include a night in each of the four Cumberland Plateau region counties.

• Cyclists would ride from county to county and then set up to camp on arrival.

• This event is not intended to be a race, so attractions along the route such as food vendors, natural wonders, and 

cultural landmarks can be incorporated as stopping points.

• Each host destination would have a nighttime activity to welcome cyclists to the destination. This way, the event 

takes on the characteristic of being a roving festival as opposed to a bike race or a biking only event.

• Additional, non-cyclist tourists can be incorporated into the fun by allowing them to attend destination events without 

cycling.

• This event should be ticketed to assist destinations in covering costs associated with hosting and cleanup. Non-

cyclist tourists should also be ticketed to attend festival events.

• As a start point, the region should hold this event every 3-4 years to give adequate time for planning, area 

development, and partnership building.

• In between events, the route with associated agritourism and heritage tourism stops could be made available online 

and through a brochure to act as a semi-permanent touring route for those visiting the area.

4.\.1| Cumberland Plateau Bike Rally

A Festival on Two Wheels

What would the event entail?

A 4 day (long weekend) bicycle rally that tours the Cumberland Plateau region with stopover nights in
each county that include events such as small festivals celebrating local culture or music festivals
highlighting local bands:

The route would include a night in each of the four Cumberland Plateau region counties.
Cyclists would ride from county to county and then set up to camp on arrival.

This event is not intended to be a race, so attractions along the route such as food vendors, natural wonders, and
cultural landmarks can be incorporated as stopping points.

Each host destination would have a nighttime activity to welcome cyclists to the destination. This way, the event
takes on the characteristic of being a roving festival as opposed to a bike race or a biking only event.

Additional, non-cyclist tourists can be incorporated into the fun by allowing them to attend destination events without
cycling.

This event should be ticketed to assist destinations in covering costs associated with hosting and cleanup. Non-
cyclist tourists should also be ticketed to attend festival events.

As a start point, the region should hold this event every 3-4 years to give adequate time for planning, area
development, and partnership building.

In between events, the route with associated agritourism and heritage tourism stops could be made available online
and through a brochure to act as a semi-permanent touring route for those visiting the area.

201




202

4.1.2 Cumberland Plateau Bike Rally
A Festival on Two Wheels

Benefits to the region

• Opportunity to highlight natural beauty of the region

• Way to introduce tourists to the region who already have an interest in outdoor recreation

• Chance to highlight areas which are developing as tourism destinations or new assets of the region

• Aligns with region’s already developed goals and plans for the region in supporting small, 

entrepreneurial tourism businesses and creative economies planning.

• Provides ample partnership opportunities to strengthen regional tourism cooperation

• Stopover nights and stops along the route allow highlights of local food and culture

• Makes the region seem inherently more accessible by giving tourists a pre-defined access route

• Supports infrastructure development goals and tourism development goals for the region that are 

beneficial to tourists and residents

4.\.2 Cumberland Plateau Bike Rally

A Festival on Two Wheels

Benefits to the region
¢ Opportunity to highlight natural beauty of the region
e Way to introduce tourists to the region who already have an interest in outdoor recreation
¢ Chance to highlight areas which are developing as tourism destinations or new assets of the region

¢ Aligns with region’s already developed goals and plans for the region in supporting small,
entrepreneurial tourism businesses and creative economies planning.

¢ Provides ample partnership opportunities to strengthen regional tourism cooperation
e Stopover nights and stops along the route allow highlights of local food and culture
¢ Makes the region seem inherently more accessible by giving tourists a pre-defined access route

¢ Supports infrastructure development goals and tourism development goals for the region that are
beneficial to tourists and residents

202




203

4.2 Stakeholder Feedback
Shift in Tourist Demographics

This event speaks to the 

demographics shifts that have been 

observed at a national level in 

outdoor recreation as well as at the 

local level. This event incorporates 

camping, which has grown in 

popularity, focuses on the region’s 

natural assets which are a draw for 

those in more urban environments, 

and is a more active event speaking 

to the younger and more outdoorsy 

demographics currently exploring the 

area.

Have you seen a shift in 

tourist demographics 

during the pandemic? 

(Examples include age, 

income, location of 

origin, interests upon 

arrival, etc.)

• Usually pulling from neighboring states.

• 50% of business comes from VA and KY

• Pandemic changes not particularly high. Still seeing similar 

demographics. 

• Big boom in camping. Shifted slightly more local during pandemic. 

• Ongoing shift away from older, less experienced community 

toward more outdoorsy and younger demographic. 

• Emphasis on natural assets as opposed to the facilities. 

• Anecdotal increase in rock climbing. 

• Classic destinations are getting crowded, so people are spreading 

out. Getting away urban and crowding. 

• Mostly returning guests from NC and Ohio. Have seen a pandemic 

uptick from Pike County and Lecher County KY.

• Shift towards farther flung markets. Heavy influx from NY. Major 

draw was the ATV trails. 

• Most travelers outside of the immediate area are coming from 

outside of the state entirely. Lots of NC, SC, PA, OH

• Not much shift

Observations

4.2 Stakeholder Feedback

Shiff in Tourist Demographics

Have you seen a shift in
tourist demographics
during the pandemic?
(Examples include age,
income, location of
origin, interests upon

antival: EtG to the

demographics shifts that have been
observed at a national level in
outdoor recreation as well as at the
local level. This event incorporates
camping, which has grown in
popularity, focuses on the region’s
natural assets which are a draw for
those in more urban environments,
and is a more active event speaking
to the younger and more outdoorsy
demographics currently exploring the
area.

Observations

Usually pulling from neighboring states.
50% of business comes from VA and KY

Pandemic changes not particularly high. Still seeing similar
demographics.

Big boom in camping. Shifted slightly more local during pandemic.

Ongoing shift away from older, less experienced community
toward more outdoorsy and younger demographic.

Emphasis on natural assets as opposed to the facilities.
Anecdotal increase in rock climbing.

Classic destinations are getting crowded, so people are spreading
out. Getting away urban and crowding.

Mostly returning guests from NC and Ohio. Have seen a pandemic
uptick from Pike County and Lecher County KY.

Shift towards farther flung markets. Heavy influx from NY. Major
draw was the ATV trails.

Most travelers outside of the immediate area are coming from
outside of the state entirely. Lots of NC, SC, PA, OH

Not much shift

203




204

4.3 Cumberland Plateau Bike Rally
A Festival on Two Wheels

This event is designed to specifically 

speak to stakeholder feedback. 

These elements mentioned in 

feedback can be enhanced or 

supported by holding this bike 

festival.

• Outdoor industry businesses who put a high 

value on quality of life.

Government & Nonprofit
• More regional approach to activities with 

rotation between recreation sources.

• Additional activities in the park area. 

• Could use community guide for helping to 

start new businesses.

• Need additional signage to find trailheads 

and parking areas for hiking

Tourism Specific:

• Remoteness, difficulty of travel to the area. 

People expect short drive to everything. 

• Lots to do in area but need willingness to 

drive. 

• Some people aren't willing to make the 

drive to get to these places. 

• Roads, and the difficulty of getting to the 

site.

Accessibility

• More modernization but maintaining 

community historic beauty. 

• Natural beauty preserved. 

• Trashcans and dumping out on the side of the 

road need to go.

• Clean up the community a bit. 

Tourism and Business:

• More tourism friendly- pushing out into the 

community with signage and 

communication from major tourism draws 

which already exist. 

• See outdoor activities become the center 

piece of the community's tourism efforts. 

• Opportunities for local people to become 

entrepreneurs in outdoor industry.

• Additional emphasis on the tourism 

market. 

• Bike shops.

• More services to capture people once their 

already here. 

• More inter-county cooperation in tourism 

• Trail expansion

• A destination for trails and camping. 

Strong Tourism Economy

• Expanded tourism and recreation 

opportunities for the public.

• Welcoming area with tourism economy. 

• Heart of Appalachia itinerary planning 

including day trips working out from other 

attractions outside the area.

Expanded Tourism 

4.3 Cumberland Plateau Bike Rally

A Festival on Two Wheels

This event is designed to specifically Government & Nonprofit Tourism Specific: Strong Tourism Economy
speak to stakeholder feedback. * Outdoor industry businesses who put a high . More regional approach to activities with ° More tourism friendly- pushing out into the
. ; value on quality of life. rotation between recreation sources. community with signage and
These elements mentioned in + Additional activities in the park area. communication from major tourism draws
feedback can be enhanced or * Could use community guide for helping to which already exist,
start new businesses. * See outdoor activities become the center

supported by holding this bike

« Need additional signage to find trailheads piece of the community's tourism efforts.

festival. Expanded Tourism and parking areas for hiking + Opportunities for local people to become
- Expanded tourism and recreation entrepreneurs in outdoor industry.
opportunities for the public. + Additional emphasis on the tourism
* Welcoming area with tourism economy. market.
° Heart of Appalachia itinerary planning - Bike shops.
including day trips working out from other + More services to capture people once their
attractions outside the area. already here.

A ibilit » More inter-county cooperation in tourism

» Remoteness, difficulty of travel to the area. | Trail .
People expect short drive to everything. rall expansion

Tourism and Business: + Lots to do in area but need willingness to * “destination for trails and camping.
« More modernization but maintaining drive.
community historic beauty. ° Some people aren't willing to make the

- Natural beauty preserved. drive to get to these places.

* Trashcans and dumping out on the side of the + Roads, and the difficulty of getting to the
road need to go. site.

* Clean up the community a bit.

204




205

4.4.1 Cumberland Plateau Bike Rally
A Festival on Two Wheels

Host stopover locations will need:

Large area for tent camping

• At least a portion should be available year-round for trail 

continuation

Restaurants or ability to get food trucks or stands Sells 

packaged goods for travel

• Participating vendors should offer at least one locally distinctive 

dish for the event

Outdoor venue space for nighttime activity

• This could be the same area as the one used for camping if 

enough space exists

• This space should be incorporated into the closest main street 

area

Road accessibility suitable for bikes

• This can be provided at either a restaurant location or at a grocery 

store

• A local alcohol offering should be available along with nationally 

recognized brands

Space for those not biking

• Additional space should be incorporated for participation in 

stopover events and camping

A key asset the location hopes to showcase

• A key asset the location hopes to showcase

4.4.| Cumberland Plateau Bike Rally

A Festival on Two Wheels

Host stopover locations will need:

» Large area for tent camping >» Road accessibility suitable for bikes
e Atleast a portion should be available year-round for trail e This can be provided at either a restaurant location or at a grocery
continuation store

e A local alcohol offering should be available along with nationally
> Restaurants or ability to get food trucks or stands Sells recognized brands

packaged goods for travel
e Participating vendors should offer at least one locally distinctive » Space for those not biking

dish for the event e Additional space should be incorporated for participation in
> Outdoor venue space for nighttime activity stopover events and camping
e This could be the same area as the one used for camping if
enough space exists >» Akey asset the location hopes to showcase
e This space should be incorporated into the closest main street e A key asset the location hopes to showcase

area

205




206

4.4.2 Cumberland Plateau Bike Rally
A Festival on Two Wheels

Pandemic Resiliency 

Event is held entirely outdoors

Outdoor recreation is seen as highly desirable in a pandemic 

environment

It can be easily accessed from key source markets by car 

which contributes to pandemic resiliency.

Can provide a communal environment while still adhering to 

distancing guidelines

Participation can remain affordable with participants able to 

choose level of involvement and length of stay

Meets pandemic use preferences of new outdoor recreation 

participants with opportunities for time in nature, a relaxed 

pace, and food tourism integration which appeals to the 

younger demographics getting involved.

4.4.2 Cumberland Plateau Bike Rally

A Festival on Two Wheels

Pandemic Resiliency

» Event is held entirely outdoors >» Participation can remain affordable with participants able to
choose level of involvement and length of stay

» Outdoor recreation is seen as highly desirable in a pandemic

environment >» Meets pandemic use preferences of new outdoor recreation
participants with opportunities for time in nature, a relaxed
» It can be easily accessed from key source markets by car pace, and food tourism integration which appeals to the
which contributes to pandemic resiliency. younger demographics getting involved.

» Can provide a communal environment while still adhering to
distancing guidelines

206




207

4.4.3 Cumberland Plateau Bike Rally
A Festival on Two Wheels

Needed Infrastructure

❑ Roads must be suitable for packs of bikes to travel along

❑Medical services available to cyclists

❑ Trash collection services at campsites and along routes

❑ Toilet facilities along route

❑Wayfinding signage

❑ Possible partial road closures or reroutes for biker safety

❑ Pre-rally beautification and route cleanup

• Road maintenance, wayfinding signage, and 

pre-route beautification can all be leveraged for 

year-round viability. These were all stake-

holder identified needs during surveying.

• These points can be used to encourage 

destinations to maintain a “tourist ready” status 

where the area is clean, well signposted, and 

roads are well maintained for best access. 

These community beautification and 

infrastructure initiatives were identified by 

business, tourism specific, and government and 

non-profit stakeholders.

4.4.3 Cumberland Plateau Bike Rally

A Festival on Two Wheels

Needed Infrastructure

_] Roads must be suitable for packs of bikes to travel along » Road maintenance, wayfinding signage, and
pre-route beautification can all be leveraged for

year-round viability. These were all stake-
holder identified needs during surveying.

_) Medical services available to cyclists
_] Trash collection services at campsites and along routes

I Toilet facilities along route e These points can be used to encourage

—! Wayfinding signage destinations to maintain a “tourist ready” status
_] Possible partial road closures or reroutes for biker safety where the area is clean, well signposted, and
roads are well maintained for best access.
These community beautification and
infrastructure initiatives were identified by
business, tourism specific, and government and
non-profit stakeholders.

LJ Pre-rally beautification and route cleanup

207




208

4.5 Cumberland Plateau Bike Rally
A Festival on Two Wheels

Partnership Potential

The rally could directly engage the following partners:

• The Crooked Road to host local music events at stopovers

• Local small businesses for prizes or booths

• Local food producers and food trucks and restaurants to have 

food available at stopovers

• As this is not a bike race, there are opportunities for agritourism 

stops along the main route

• Local volunteers and non-profit organizations should be worked 

with to sponsor nighttime events, coordinate set up, and assist 

with cleanup

• Regional partnership between tourism boards and highlighted 

areas

• Larger manufacturing and industrial businesses for event 

sponsorship opportunities

All of these partnerships necessitate the type of regional 

cooperation and small business support that stakeholders 

included in their long term vision of the area. The festival 

could serve as an industry anchor and introduce tourists to 

the communities and associated businesses there that are 

ready to welcome tourists and grow tourist presence. This list 

is not exhaustive but can be used as a start point for seeking 

event partners

4.5 Cumberland Plateau Bike Rally

A Festival on Two Wheels

Partnership Potential

» The rally could directly engage the following partners:
e The Crooked Road to host local music events at stopovers

Local food p
ood availab

Local small businesses for prizes or booths

roducers and food trucks and restaurants to have
e at stopovers

As this is not a bike race, there are opportunities for agritourism

stops along

he main route

Local volunteers and non-profit organizations should be worked

with to sponsor nighttime events, coordinate set up, and assist
with cleanup
Regional partnership between tourism boards and highlighted

areas

Larger manufacturing and industrial businesses for event

sponsorship

opportunities

> All of these partnerships necessitate the type of regional

208

cooperation and small business support that stakeholders
included in their long term vision of the area. The festival
could serve as an industry anchor and introduce tourists to
the communities and associated businesses there that are
ready to welcome tourists and grow tourist presence. This list
is not exhaustive but can be used as a start point for seeking
event partners




209

4.6 Cumberland Plateau Bike Rally
A Festival on Two Wheels

Location
• The bike route should run through all four 

counties in the CPPDC region

• The route can be redone every 4 years when 

the race is run to highlight new tourism 

development and bring attention to target areas 

for tourism development

• Ideally each leg should run 30-50mi to remain 

accessible to mid-level bikers

• This asset map can be used as a start point for 

currently developed route options.

Accommodation

Campgrounds

Historical Site

Museum

Other

Park

Trail

4.6 Cumberland Plateau Bike Rally

A Festival on Two Wheels

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Whameliffe

Zebulon McVeigh
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Pikeville [1441 Pike County ReSe Day
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Marion

Sugar Grove

209

¢ The bike route should run through all four
counties in the CPPDC region

¢ The route can be redone every 4 years when
the race is run to highlight new tourism
development and bring attention to target areas
for tourism development

¢ Ideally each leg should run 30-50mi to remain
accessible to mid-level bikers

¢ This asset map can be used as a start point for

currently developed route options.

e@ Accommodation

e@ Campgrounds

e@ Historical Site




210

4.7 Cumberland Plateau Bike Rally
A Festival on Two Wheels

Time of Year and a Note on Seasonality

• This event could be used to extend regional seasonality. As the area seeks to establish itself better 

as a tourism destination, having a season opening event or season closing event can extend the 

time period in which the region is presented to tourists as open and viable for outdoor recreation.

• Other cycling events of larger scale start as early as April and are largely concluded by mid-

November. 

• As this would be an entirely outdoor event, caution must be taken as to selecting a time where the 

weather is likely to be good. Good weather in this case should be defined as unlikely to cause 

hazardous conditions. This would include road conditions as well as health factors like risk of heat 

stroke.

• If the route is posted online and published as a brochure which highlights attractions along the way 

and the route itself as an informal bike touring trail for the region, this provides year-round use 

options for individual travelers

4./ Cumberland Plateau Bike Rally

A Festival on Two Wheels

Time of Year and a Note on Seasonality

¢ This event could be used to extend regional seasonality. As the area seeks to establish itself better
as a tourism destination, having a season opening event or season closing event can extend the
time period in which the region is presented to tourists as open and viable for outdoor recreation.

¢ Other cycling events of larger scale start as early as April and are largely concluded by mid-
November.

¢ As this would be an entirely outdoor event, caution must be taken as to selecting a time where the
weather is likely to be good. Good weather in this case should be defined as unlikely to cause
hazardous conditions. This would include road conditions as well as health factors like risk of heat
stroke.

¢ If the route is posted online and published as a brochure which highlights attractions along the way
and the route itself as an informal bike touring trail for the region, this provides year-round use
options for individual travelers

210




211

4.8.1 Cumberland Plateau Bike Rally
A Festival on Two Wheels

Predicted Economic Impact

• The average cyclist to the Shenandoah Valley 

was found to generate $155 per person per day 

in direct spending.

• Assuming a fairly conservative participation 

number of 200 cyclists this festival would 

generate $124,000 in direct spending before 

ticket price.

• A recommended ticket price for this event 

would be $250 per cyclist generating an 

additional $50,000 in spending.

• Using the Shenandoah Valley’s modeling, 

another $52,200 would be likely in indirect 

impact and $43,500 in induced impact

SPENDING TYPE ESTIMATED DOLLAR AMOUNT

Direct Spending $124,000

Ticket Revenue $50,000

Indirect Impact $52,200

Induced Impact $43,500

Total Predict Impact from 
Cyclists

$269,700

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

4.8.1 Cumberland Plateau Bike Rally

A Festival on Two Wheels

Predicted Economic Impact

° The average cyclist to the Shenandoah Valley
was found to generate $155 per person per day
in direct spending.

e Assuming a fairly conservative participation
number of 200 cyclists this festival would
generate $124,000 in direct spending before
ticket price.

e A recommended ticket price for this event
would be $250 per cyclist generating an
additional $50,000 in spending.

e Using the Shenandoah Valley’s modeling,
another $52,200 would be likely in indirect
impact and $43,500 in induced impact

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

SPENDING TYPE | ESTIMATED DOLLAR AMOUNT
Direct Spending $124,000
Ticket Revenue $50,000

Indirect Impact $52,200
Induced Impact $43,500

$269,700

Total Predict Impact from

Cyclists

211





212

4.8.2 Cumberland Plateau Bike Rally
A Festival on Two Wheels

Predicted Economic Impact

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

Additional spending associated with this event would be likely 

considering the increased spend of:

• The nighttime events and festivals

• Non-cyclist, festival-only participants

The economic reach of this event is likely to extend beyond 

the festival itself by prompting return visits to the area for 

outdoor recreation.

The structure of this festival with overnight stays in the region 

assured also eliminates most traditional sources of tourism 

leakage.

The event would also have additional economic impacts by 

establishing the Cumberland Plateau as a destination in 

Virginia for cycling. The Shenandoah Valley found a total 

annual impact from cycling tourism to be $13.6 million. By 

hosting this event, the Cumberland Plateau would position 

itself to see these higher annual economic impact numbers 

from cycling tourism.

4.8.2 Cumberland Plateau Bike Rally

A Festival on Two Wheels

Predicted Economic Impact

» Additional spending associated with this event would be likely

considering the increased spend of:
e The nighttime events and festivals
e Non-cyclist, festival-only participants

» The economic reach of this event is likely to extend beyond
the festival itself by prompting return visits to the area for
outdoor recreation.

>» The event would also have additional economic impacts by

» The structure of this festival with overnight stays in the region

assured also eliminates most traditional sources of tourism
leakage.

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

establishing the Cumberland Plateau as a destination in
Virginia for cycling. The Shenandoah Valley found a total
annual impact from cycling tourism to be $13.6 million. By
hosting this event, the Cumberland Plateau would position
itself to see these higher annual economic impact numbers
from cycling tourism.




213

4.9.1 Additional Ideas
EDA Travel, Tourism and Outdoor 

Recreation Funding

To be developed as part of Tourism Master Plan

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

Water access for fishing and kayaking could grow to become 

a key asset for the area.

Additional water access is needed throughout the county to 

accommodate activity usage without threatening native 

species.

EDA grant funding in conjunction with the American Rescue 

Plan could be used to create a water trails system.

This trail network should be connected where possible to 

allow for multi-day water trips. However, the trail system can 

also just be a regionally organized series of trails.

Continued access should be actively planned for including 

ownership planning for boat launches, access ramps, and 

fishing platforms or piers. 

4.9.\| Additional ldeas

EDA Travel, Tourism and Outdoor
Recreation Funding

To be developed as part of Tourism Master Plan

» Water access for fishing and kayaking could grow to become > This trail network should be connected where possible to
a key asset for the area. allow for multi-day water trips. However, the trail system can

also just be a regionally organized series of trails.
» Additional water access is needed throughout the county to
accommodate activity usage without threatening native » Continued access should be actively planned for including
species. ownership planning for boat launches, access ramps, and
fishing platforms or piers.
» EDA grant funding in conjunction with the American Rescue
Plan could be used to create a water trails system.

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

213




214

4.9.2 Additional Ideas
EDA Travel, Tourism and Outdoor 

Recreation Funding

Idea for future mine closure

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

If there is a mine or quarry closure which leaves an open pit 

style area, it could potentially be developed into a mining 

play park.

This could follow a similar model to Diggerland USA, but with 

a regionally specific mining theme allowing young people to 

use heavy machinery and mining equipment under 

appropriate supervision.

Similar mining adventure tours have been implemented in 

Australia in the Central Deborah Mine to great success with 

active drilling demonstrations and surface tours where 

people enjoy the experience of getting to look into a pit mine.

These types of developments provide job opportunities for 

displaced workers who have experience with heavy 

machinery.

Image: diggerlandusa.org

4.9.2 Additional ldeas

EDA Travel, Tourism and Outdoor
Recreation Funding

Idea for future mine closure

» If there is a mine or quarry closure which leaves an open pit
style area, it could potentially be developed into a mining
play park.

» This could follow a similar model to Diggerland USA, but with
a regionally specific mining theme allowing young people to
use heavy machinery and mining equipment under
appropriate supervision.

>» Similar mining adventure tours have been implemented in
Australia in the Central Deborah Mine to great success with
active drilling demonstrations and surface tours where
people enjoy the experience of getting to look into a pit mine.

» These types of developments provide job opportunities for
displaced workers who have experience with heavy
machinery.

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

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Barry I. Matherly, CEcD, FM, HLM

President & CEO, Hickey Global
+1 917-410-4626

bmatherly@hickeyglobal.com

125 Park Avenue, 25th Floor
New York, NY 10017

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