virginia’s region 2000 ceds implementation action plan...presentation format the ceds presents...

Virginia’s Region 2000 CEDS Implementation Action Plan

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TABLE OF CONTENTS

ACKNOWLEDGMENTS .......................................................................................................................ii

CEDS – THE REGION’S ECONOMIC PROSPERITY ROADMAP .............................................................1

PROJECT PURPOSE ..............................................................................................................................2

OVERSIGHT STRUCTURE .....................................................................................................................2

CEDS Guiding Agencies ...............................................................................................................2

CEDS Steering Committee ..........................................................................................................3

Initiative Councils ........................................................................................................................4

ACTION PLAN GUIDING PRINCIPLES ..................................................................................................4

PRESENTATION FORMAT ....................................................................................................................4

LEADING AGENCY GUIDANCE – IMPLEMENTATION ACTION PLAN SUMMARIES ...........................6

Lynchburg Regional Business Alliance........................................................................................6

Initiative 1 – CEDS Marketing & Branding Initiative ..........................................................7

Initiative 2 – CEDS Business Retention & Expansion .........................................................8

Initiative 3 – CEDS Marketing & Corporate Recruitment Initiative ...................................9

Initiative 4 - CEDS Regional Entrepreneurship Center Initiative ......................................10

Initiative 5 – CEDS Economic Gardening & Entrepreneur Initiative .................................11

Initiative 9 – CEDS Site Evaluation & Development Initiative ...........................................12

Region 2000 Local Government Council ....................................................................................13

Initiative 8 – CEDS Transportation & Infrastructure Initiative ...........................................14

Initiative 10 - CEDS Rivers & Communities Initiative ........................................................15

Initiative 11 – CEDS Arts & Culture Initiative .....................................................................16

Region 2000 Workforce Development Board ...........................................................................17

MONITORING PROGRESS ...................................................................................................................18

APPENDIX A – CEDS INITIATIVE IMPLEMENTATION ACTION PLANS & CHARTS ..............................19

Initiative 1 – Marketing & Branding Implementation Action Plan ...........................................21

Initiative 2 – Business Retention & Expansion Implementation Action Plan ...........................25

Initiative 3 – Marketing & Corporate Recruitment Implementation Action Plan ....................29

Initiative 4 – Regional Entrepreneurship Center Implementation Action Plan .......................33

Initiative 5 – Economic Gardening & Entrepreneur Implementation Action Plan ..................37

Initiative 6 – Focused Workforce Implementation Action Plan ................................................41

Initiative 7 – Workforce Center Implementation Action Plan ..................................................45

Initiative 8 – Transportation Implementation Action Plan .......................................................47

Initiative 9 – Site Evaluation and Development Implementation Action Plan .........................53

Initiative 10 – Rivers & Community Implementation Action Plan ............................................57

Initiative 11 – Arts & Culture Implementation Action Plan ......................................................65


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ACKNOWLEDGEMENTS

The Virginia’s Region 2000 CEDS Implementation Action Plan was prepared under the direction of the CEDS Steering

Committee, in corporation with the Lynchburg Regional Business Alliance, the Region 2000 Workforce Development

Board, Region 2000 Local Government Council, and through the tireless efforts of community business, non-profit,

and resident stakeholders and local, state, and regional government staff who served on the CEDS Initiative Councils

(who are named and acknowledged within the individual initiative summaries).

The Region 2000 CEDS and Implementation Plan and the Implementation Action Plan were made possible through a

$100,000 in grant funding from the U.S. Department of Commerce Economic Development Administration (EDA)

and $100,000 in match contribution by the Region 2000 Local Government Council.

CEDS Steering Committee

Fred Armstrong Wiley | Wilson

Anna Bentson City of Lynchburg

Ben Bowman Region 2000 Workforce Development Board

Damien Cabezas Horizon Behavioral Health

John Capps Central Virginia Community College

Gary Christie Region 2000 Local Government Council

Stephanie Cox Consensus Real Estate

Kenny Craig Liberty University

Mike Davidson Campbell County Economic Development

Sam Gerstemeier Centra

Brian Goldman Goldman Design

Laura Hamilton Beacon of Hope

Eric Hansen IWT Wireless

Larry Jackson, Co-Chair Appalachian Power

Christine Kennedy Lynchburg Regional Business Alliance

Bob Leveque, Co-Chair Retired, RR Donnelley

Megan Lucas Lynchburg Regional Business Alliance

Dave Malewitz Lynchburg, Young Professionals of Central Virginia

Nat Marshall BWXT, Chair Region 2000 Workforce Development

Susan Martin Bedford Chamber of Commerce

Jim Mundy Lynchburg Community Action Group

Heather Reynolds Altavista Chamber of Commerce

Jim Richards Petty, Livingston, Dawson & Richards

Frank Rodgers Campbell County

Doug Schuch Bedford County Schools

Bonnie Svrcek Lynchburg City

CEDS Program Staff

Jamie Glass Lynchburg Regional Business Alliance Kelly Hitchcock Region 2000 Local Government Council


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CEDS – THE REGION’S ECONOMIC PROSPERITY ROADMAP Business and community leaders from throughout the Virginia’s Region 2000 area, or Planning District 11 region,

completed Virginia’s Region 2000 Comprehensive Economic Development Strategy (CEDS) and Implementation Plan in

November 2017. The CEDS represents a strategy-driven plan, or blueprint, to diversify and strengthen the region’s

economic vitality. The document serves as a five-year foundation document which outlines public and private-

sector coordination strategies to enhance the area’s economic prosperity and wealth creation environment. CEDS is

a program of the U.S. Economic Development Administration (EDA) and is a required document, updated every five

years, for a region to qualify for funding assistance through EDA programs. An approved and active CEDS program is

also a prerequisite for EDA Economic Development District (EDD) designation.

The CEDS articulates a strategic vision and five (5) overarching goals, or prosperity themes, deemed essential to

capitalize on the region’s strengths and challenging factors that, without improvement strategies, jeopardize the

region’s long-term economic resiliency. Lastly, a series of eleven (11) key initiatives, or priority actionable

objectives, that reflect essential improvement target areas to advance the five regional economic prosperity

themes.

VISION “Our vision is a prosperous, vibrant, and inclusive Lynchburg region recognized for the creativity of

its workforce, the resilience of its economy, and its abundance of natural, cultural, and educational

opportunities.”

GOALS 1. …projecting a positive image and cultivating our distinct identity;

2. …facilitating the growth and expansion of our business community;

3. …educating and developing a sustainable workforce;

4. …investing in the connectivity of our region, and

5. …supporting the vitality of our diverse communities and downtowns.


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PROJECT PURPOSE

This document serves as a supplement to the Virginia’s Region 2000 Comprehensive Economic Development (CEDS)

and Implementation Plan and expands that the broad execution guidelines presented within. The Virginia’s Region

2000 CEDS Implementation Action Plan serves as the five-year roadmap to guide, monitor, measure, and present to

the community the effectiveness by which the region is advancing the CEDS economic vitality objectives. This Action

Plan document presents specific activities, programs, partners, metrics and timelines to advance the guiding

implementation overviews presented in the CEDS. Specifically, the action plan is intended to:

• Introduce the roles and responsibilities of the CEDS Implementation oversight structure;

• Identify specific objectives, or outcomes, to support accomplishment of the CEDS five goals and eleven

initiatives;

• Present strategies, i.e. programs or actions, to accomplish stated objectives;

• Identify partner agencies, organizations and entities essential in advancing the CEDS economic prosperity

goals; and

• Establish quantifiable metrics to gauge success.

OVERSIGHT STRUCTURE

The CEDS “is a strategy for a community or region, and not a strategy for a single organization” (CEDS pg. 38). It is

recognized that CEDS implementation will be accomplished through a myriad of organizations, individuals, activities,

policies, and programs. It is, however, also recognized that there must be an organized structure, leading agencies,

and dedicated implementors to guide decisions and support “resources to effectively and efficiently implement the

CEDS”. (CEDS pg. 38)

Recognition of shared community investment, collaboration, and accountability is the essence of the established

CEDS oversight structure. The structure recognizes there must be foundational agencies, a guiding board of diverse

and invested leaders, and supporting committees of knowledgeable practitioners that have expertise, passion, and

contacts that directly support the CEDS topic areas advancement. Advancing the CEDS vision will be guided by three

primary agencies – the Lynchburg Regional Business Alliance, the Region 2000 Local Government Council, and the

Region 2000 Workforce Development Board. These three regional agencies do and will collaborate on many CEDS

activities, the CEDS does establish leading CEDS roles for each. The following provides a brief overview of the core

oversight structure; more detail on the guiding agencies is provided in Presentation Format of this document.

CEDS Guiding Agencies 1. The Lynchburg Regional Business Alliance (LRBA)

The LRBA, or Alliance, is the regional economic

development office and Chamber of Commerce

for the full planning district region. The Alliance,

through its numerous committees, programs, staff

and advocacy, advances the region’s business

climate. The LRBA will oversee and guide

implementation of the CEDS six (6) economic development and business service initiatives. A subset of the

Alliance Board of Directors serves as the CEDS Steering Committee, the primary CEDS guidance and

implementation oversight committee. Learn more about the LRBA at www.lyncbburgregion.org.

http://www.lyncbburgregion.org/


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2. Region 2000 Local Government Council (LGC)

The LGC serves as the Planning District Commission, a Commonwealth political

subdivision, for the greater Region 2000 four county, five town, and 1 city service

area. The LGC guides and participates in projects of regional significance and is

the agency responsible for maintaining, updating and, on a yearly basis, reporting

CEDS progress to the federal Economic Development Administration (EDA).

Maintaining and reporting to the EDA is required for the region and area localities

to be eligible for certain funding and program services by the EDA’s Public Works

and Economic Adjustment Assistance Programs. The LGC will guide and advance

implementation of the three CEDS initiatives focused on regional connectivity and

the quality of life features, including river access, vibrant community centers, and

arts and cultural amenities shown to be essential factors in economically diverse

and resilient communities. Learn more at www.localgovernmentcouncil.org.

3. Region 2000 Workforce Investment Board (WDB)

The Virginia’s Region 2000 Workforce Development Board

(WDB) coordinates workforce training and career services

through federal oversight and funding from the Workforce

Innovation & Opportunity Act (WIOA). The WDB coordinates a

comprehensive coalition of business, education, training,

labor, and human service organizations to guide in the

development of solutions, programs, and services to

unemployed, underemployed, and youth job seekers and to

guide training and job enhancement programs to meet current and future employment needs. The WDB

serves as the policy board with leadership and execution of the two CEDS workforce initiatives. Learn

more at: www.region2000works.org.

CEDS Steering Committee The CEDS Steering Committee, represented by appointed business, government, education, non-profit, and

civic leaders serve as the CEDS implementation guiding body. The CED Steering Committee membership

includes many members that serve as board or committees members of the CEDS guiding agencies (i.e. LRBA,

LGC, & WDB). The CEDS Steering Committee, as the full body or through the individual Initiative Council

membership and engagement, serve as the CEDS implementation rudder ensuring program direction,

momentum, continuity, and reporting are maintained.

The Steering Committee steers the CEDS implementation by serving the following key roles:

• Serve as CEDS champion by “informing and educating” community and business leaders, whose

support, via policy, organizationally, or financially, will be critical to bring to fruition the CEDS

initiatives.

• Coordinate and assist in establishing consensus and collaborative solutions, including program, project,

and funding considerations, to advance key CEDS initiatives.

• Track and evaluate progress of the implementation action plans and guide communication and

engagement with the initiative councils and other relevant stakeholders.


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Initiative Councils

The Initiative Councils are comprised of individuals that have expertise, passion, experience, and diverse

stakeholder contacts associated with the key initiative topic area. The members are engaged, through their

profession or local organization leadership position, on a regular basis in advancing programs that support or

directly impact the CEDS initiative topic area. While the CEDS establishes eleven (11) initiatives, there are six

(6) individual Initiative Councils, or working committees, that developed the CEDS Implementation Action Plan.

With their direct topic knowledge, interest, and passion, the Initiative Councils:

• Compile information of existing programs and partners;

• Establish impactful and realistic activities, programs, and partners to advance the CEDS key initiatives;

• Propose and assist in establishing metrics;

• Serve as the day-to-day worker bees that advance the Implementation Action Plans; and

• Assist in monitoring and reporting implementation status.

ACTION PLAN GUIDING PRINCIPLES In developing the CEDS Implementation Action Plan the following principles were employed by the Initiative

Councils to ensure that the objectives, strategies and metrics developed represents a realistic road map that reflects

the intention of the goals and initiatives presented in the CEDS.

Three principles employed by Initiative Councils in establishing the initiative action plans were:

1. Support the CEDS Serve as a “catalyst for regional economic development” (CEDS pg. 2);

2. Cast the Net Recognize and capitalize on existing programs to maximize efficiency, reduce

duplication, and expand participation avenues; and

3. Be Pragmatic Present feasible strategies with quantifiable metrics.

PRESENTATION FORMAT

The CEDS presents eleven (11) Key Initiatives that represent areas where targeted and intentional actions, over the

next five years, are essential to secure and advance the region’s economic competitiveness. Six (6) teams, or

Initiative Councils, were established or existing and will serve the role (e.g. RED Team) to develop the Action Plan, or

detailed summary of initiatives, metrics, and supporting partners, that will guide steady and measured CEDS

program execution over the next five years. The following section outlines the formats and process to review the

CEDS key eleven-individual Initiative Implementation Action Plans.

Policy Board Guidance – Implementation Action Plan Summaries

The CEDS identified three regional policy boards – the Lynchburg Regional Business Alliance, the Region 2000 Local

Government Council, and the Region 2000 Workforce Investment Board – as the CEDS primary guidance and

implementation organizations. Each agency has incorporated, as an integral component of agency and staff

activity, measures to guide and monitor CEDS advancement over the next five years. Therefore, a one-page

summary, or annotation, of the CEDS Initiative Implementation Action Plans, are presented according to the CEDS


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guiding agency and policy board with the primary responsibility to guide and monitor the initiative. Table 1 presents

the three guiding agencies, the initiatives for which they have primary responsibility, and the policy board that

oversees each agency activity and has incorporated CEDS implementation within their program structure.

Table 1 – CEDS Leading Agency Oversight Structure

Initiative Council Action Plans

Each of the CEDS eleven (11) key Initiative Implementation Action Plans, developed by the initiative councils or

standing committee, serve as both collective and stand-alone plans. The complete Initiative Implementation Action

Plans, presented in written, Initiative Implementation Action Plan, and cable, Initiative Implementation Chart,

format is presented in numeric order, from one to eleven, In Appendix A. The following summarizes each

component of the Initiative Council Implementation Plans.

Initiative Implementation Action Plan The Initiative Implementation Action Plan, presented in Microsoft Word format, presents the mission and

development strategy employed by the Initiative Councils, and the unique vision, goals, objectives (outcomes)

and strategies (projects) to advance the CEDS.

Initiative Implementation Chart

The Initiative Council Implementation Chart presents the metrics to gauge progress, identifies agencies and

organizations that will be essential to accomplish the tasks, and an estimated timeline with which to see activity

or program advancement.

The Implementation Action Charts, presented in table format, will be maintained and updated by the leading

agency, with assistance from the CEDS Steering Committee and the initiative councils, throughout the five-year

CEDS process to reflect real-time progress and program evaluation. More about the use of the implementation

charts and monitoring strategy in Monitoring Progress, page 18.

CED Guiding Agency Direct Initiative Oversight Agency CEDS Policy

Oversight Board

1 - Marketing & Branding Board of Directors

2 - Business Retention & Expansion Board of Directors

3 - Corporate Recruitment Board of Directors

4 - Entrepreneur Center Board of Directors

5 - Economic Gardening Board of Directors

9 - Site Evaluation Board of Directors

8 - Transportation & InfrastructureCentral Virginia MPO &

Local Government Council

10 - Rivers & Communities Local Government Council

11 - Arts & Culture Local Government Council

6 - Sector-Focused WorkforceWorkforce Development

Board

7 - Workforce CenterWorkforce Development

Board

Lynchburg Regional

Business Alliance

(LRBA)

Region 2000 Local

Government Council

(LGC)

Region 2000 Workforce

Development Board

(WDB)


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LEADING AGENCY GUIDANCE - IMPLEMENTATION ACTION PLAN SUMMARIES

The following presents the one-page summaries of each of the eleven (11) initiatives according to the leading

oversight agency. Each summary page is intended to capture the key goal and objectives that informed the full

Initiative Implementation Action Plans, provided in Appendix A.

Lynchburg Regional Business Alliance The Lynchburg Regional Business Alliance (LRBA) is the regional economic development office and Chamber of

Commerce for the Lynchburg Region. This organization was formed in January 2016 by a merger of the Lynchburg

Regional Chamber of Commerce and the Region 2000 Business and Economic Development Alliance. The Alliance

provides business support for the region through its focus areas of enhancing the business climate, cultivating

talent, generating jobs and investment, and promoting the region globally.

The Alliance serves as one of the primary organizations in the development, oversight, and direct implementation of

the Comprehensive Economic Development Strategy and has based its organizational work plan in advancing the

CEDS recommendations. The Alliance Board of Directors, who also serve as a primary subset of the CEDS Steering

Committee, oversees strategic planning and will ensure the initiatives are being advanced through its various

committees, will be regularly monitored, and that metrics are maintained.

The Alliance’s Regional Economic Development Team (RED Team) is the committee comprised of all the economic

development professionals throughout the region, along with the Workforce Development Board Director and this

team is directly responsible for the implementation of multiple CEDS initiatives. The Alliance’s collaboration among

business and agency partners at the local, regional and state level will lead to effective execution of the presented

Key Initiatives objectives and strategies.

The LRBA provides oversight and implementation guidance to the following CEDS Initiatives:

Key Initiative #1 Implement a collaborative regional branding & image campaign.

Key Initiative #2 Implement a regional business retention & expansion (BRE) program.

Key Initiative #3 Implement targeted marketing & corporate recruitment program.

Key Initiative #4 Launch Regional Center for Entrepreneurship.

Key Initiative #5 Launch economic gardening & entrepreneur program to drive tech-based development.

Key Initiative #9 Regional site evaluation program to excel shovel-ready industrial sites.

The Alliance’s RED Team serves as the Initiative Council that developed the objectives and strategies and will be

directly involved in implementing the Action Plans for Key Initiatives 2, 3, 4, 5, and 9.

While the Alliance is the guiding policy board for Key Initiative 1, there is a unique team of regional marketing

leaders that serve as the Initiative Council who will assist in advancing the Marketing & Branding Action Plan.


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Initiative 1 - CEDS Marketing & Branding Initiative “Form an image and identity partnership to guide and implement a new collaborative regional branding and image campaign.”

Council Members Dave Malewitz, City of Lynchburg & YPCV (Co -Chair) Zach Martin, Delta Stars & YPCV Sam Gerstemeier, Centra (Co-Chair) Jennifer Moore, Amherst County EDA Anne Dixon, Appomattox County Tourism Jonathan Parker, Parker Productions Brenda Edson, Randolph College Ben Summers, S&S Machine and Amherst EDA Ryan Edwards, Bedford County Schools Jeff Taylor, Retired Economic Developer Jawansa Hall, Blackwater Branding Mike Bradford, Central VA Community College Chelsea Harrison, Foster Fuel Josh Rice, Liberty University Marketing Nicole Johnson, Bedford County Tourism Angela Bryant, Centra Marketing Mike Jones, Lynchburg College Kevin Smith, The News & Advance

Initiative Objectives

• Finalize draft RFP for branding process (draft is developed).

• Organize a committee of community stakeholders (public and private – inclusion of initiative council

members) to oversee branding process with LRBA staff.

• Make a financial ask to LRBA for FY2019 budget for phase 1.

• Media notification of branding initiative to gain community interest.

• Conduct community meetings for citizen and stakeholder buy-in.

• Implement Phase 1 – hire an outside firm to complete market surveys, data collection and prepare documents

necessary to being development of phase 2 creative concepts and develop a concise regional story (elevator

speech).

• Make a financial ask to LRBA for FY2020 budget for phase 2.

• Implement Phase 2 – hire inside the region creatives develop logo, taglines, and verbal and branding guides.

• Develop a roll-out plan for marketing strategies and communication of new brand for both internal and

external communication.

• Execution of recommended marketing strategies.

Timeline

FY 2018 Distribute RFP, develop execution plan and make ask to the LRBA for inclusion in FY2019 budget for FY2019 phase 1 planning.

FY 2019 Complete phase 1 data collection and evaluate the creative teams for in-house execution, ask the LRBA for inclusion in FY2020 budget for phase 2 creative concepts.

FY 2020 Complete phase 2 creative execution and develop plan for roll-out in FY2021. FY 2021 Execute marketing and communication plans.


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Initiative 2 - CEDS Business Retention & Expansion Initiative* “Implement a collaborative, regional Business Retention and Expansion (BRE) program.”

*Regional Economic Development Team/Council (RED Team) Members Mike Davidson, Campbell County ED Director (Co -Chair) Megan Lucas, Lynchburg Regional Business Alliance, CEO & Chief Economic Development Officer, (Co-Chair) Traci Blido, Bedford County ED Director Johnnie Roark, Appomattox County Planning Director Victoria Hanson, Amherst County ED Director Ben Bowman, Region 2000 Workforce Director Marjette Upshur, City of Lynchburg ED Director Ann Blair Miller, VEDP Waverly Cogsdale, Town of Altavista Manager Jamie Glass, Lynchburg Regional Business Alliance

Objectives and Strategies Develop a collaborative team to execute retention and expansion strategies. • Expand the RED Team to include Virginia Economic Development Partnership representative; • Enhance collaboration with the Workforce Development Board; • Insure adequate BR&E program staff; and • Ensure collaboration with other CEDS initiative councils.

Obtain comparable information from the existing business community. • Develop a survey format that is available online and accessible during site

visits; • Obtain VEDP’s current BR&E survey; expand to include regional and local

office questions; and • Develop data management system to compile and store survey results.

Engage the business community to promote participation in a regional BR&E program. • Identify the top 12 employers for year one (1) BR&E visits; • Determine target sector groups to conduct year two (2) BR&E visits; and • Provide unification opportunities for the business community.

Provide results and feedback to Regional Economic Development (RED) Team and interviewed companies. • Provide a quarterly review for the RED Team and policy boards. • Initiate a follow-up format to each company outlining the meeting and survey feedback; and

• RED Team establish a six-month program review policy.

Address Business Retention and Expansion needs outside of the region. • Develop a schedule of visiting headquarters outside of the region in conjunction with Alliance external

marketing efforts; and • Conduct supply chain study to access current business community needs and evaluate shortened supply

demand impact on business efficiency.

Timeline FY 2018 Develop BR&E Teams, conduct major employer interviews. FY 2019 Complete TAG visits and continue with feedback to industry and regional economic

development team. FY 2020 Continue to manage regional BR&E program through the regional economic development

team


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Initiative 3 - CEDS Marketing & Corporate Recruitment Initiative * “Implement a targeted economic development marketing and corporate recruitment program.”

Objectives and Strategies Develop marketing strategies that are focused on identified target sectors. • Create a business case for the areas five target sectors to share with consultants, companies & partners; and • Identify consultants specializing in target industry sector space & create direct relationships.

Execute outbound travel and marketing missions focused on target sectors. • Coordinate & execute one-on-one marketing missions (excludes conferences & tradeshows); • Participate in top-tier site consultant and corporate functions: including Consultant Contact, Site Selectors

Guild, and IAMC; and • Attend applicable industry and trade expos focused on target sectors and participate in strategic marketing

mission with tactile local partners such as utility, transportation, VEDP partners.

Provide regional familiarization tours of the Lynchburg Region. • Host site consultant familiarization tours in conjunction with VEDP; host site consultants and brokers

specializing in target sectors for a regional familiarization tour; and host partner days within the region for municipalities, utilities, state economic development partners and state transportation partners;

• Host industrial realtor TAGs (target advisory groups) composed of commercial real estate agents and developers within the region to increase knowledge of projects and product not included in the public sector industrial sites; and

• Host manufacturing writer’s familiarization tour to increase national publicity of the region’s manufacturing environment.

Generate and execute a targeted marketing plan with appropriate mediums to increase regional access. • Regularly update www.YesLynchburgRegion.org with accurate & comprehensive information; • Increase national digital footprint outside of economic development specific sites; • Establish individual web pages based on the target industry sectors and the business cases; and • Generate and shop regional stories to relevant trade publications for print and digital media.

Develop marketing and recruitment lead generation strategies based on the supply chain analysis. • Complete business cases for supply chain sectors; • Identify corporate site consultants specializing in the targets identified in supply chain analysis and create

relationships through phone, electronic and face-to-face interaction; and

• Generate qualified leads within the supply chain sectors through standard data mining research.

Identify “super-regional” marketing opportunities with neighboring regions. • Identify efficiencies in travel, familiarization tours, digital marketing, or other applicable projects; and • Identify opportunities with the GO Virginia initiative to partner with neighboring regions to better leverage

resources and staff time.

Timeline FY 2017 Implementation Planning and complete supply chain analysis. FY 2018 Execute familiarization tours, outbound marketing, follow up on supply chain analysis. FY 2019 Continue to increase reach of outbound marketing, execute one-on-one missions. FY 2020 Continue to increase digital footprint and implement regional brand and image.


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Initiative 4 - CEDS Regional Entrepreneurship Center Initiative * “Launch a new regional center for entrepreneurship that can serve as a long-term anchor and catalyst for the region’s entrepreneurial ecosystem.”

Objectives and Strategies

Engage regional partners and potential stakeholders. • Create a list of stakeholders and regional partners to serve as entrepreneurial focus group; • Organize a meeting of regional partners and stakeholders (focus group) as identified per the list; • Develop a list of current varieties of similar programs and centers located within the region; • Develop a list of collaboration potential with current programs and centers; and • Determine the need for a regional entrepreneurship center via survey.

Identify Lead Entities and an Operational Model. • Create a list of potential lead entities; • Research and develop a list of best practice Centers for Entrepreneurship across the country; and • Organize an on-site visit of a successful entrepreneur center.

Develop a Program of Work. • Identify the assistance and services that would be needed for entrepreneurs participating in the regional

center; • Interview successful entrepreneurs to identify gaps while starting up and where assistance would have

been valuable; • Create comprehensive list of services that could be offered through a regional entrepreneurship center; • Create a business summary for the regional entrepreneurship center; • Identify a physical location for the Regional Center for Entrepreneurship; and • Identify funding avenues for the Regional Center for Entrepreneurship.

Timeline

FY2018 Engage regional partners for focus group, identify lead entities and operational models. FY2019 Organize on-site visits for successful entrepreneur centers and begin creation of program of

work. FY2020 Complete program of work and reginal entrepreneurship center business plan. FY2021 Launch of regional entrepreneurship center.


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Initiative 5 - CEDS Economic Gardening & Entrepreneur Initiative * “Launch an Economic Gardening and Entrepreneur in Residence program to drive technology-based economic development.”


Develop a strategic plan to execute an economic gardening program with residence option. • Develop a list of benchmark communities with successful programs; • Coordinate with VEDP to develop strategy based on their state economic gardening program; • Identify the current workforce and potential for start-ups; • Identify partnership organizations or systems in place that provide entrepreneurial support; • Create a comprehensive list of cultural, recreational and quality of life opportunities; and • Create a comprehensive list of assets located outside the Lynchburg Region.

Identify and recruitment team members and support for economic gardening Program. • Create a comprehensive list of individuals and/or organizations to serve as taskforce members; • Brief local government of the importance of incentive support for start-ups and request their participation

on the regional taskforce; and • Organize an initial meeting of the economic gardening taskforce.

Develop a pipeline of services for local entrepreneurs. • Create a comprehensive list of Stage 1 and Stage 2 companies • Provide potential companies with a comprehensive list of support

services that could be provided by an economic gardening program in conjunction with a residence program

• Identify target sectors and company niches to promote technology-based economic development

Create an operation model for the economic gardening and EIR program. • Create a potential list of lead entities and develop an operational plan and determine the roles of partner

organizations; • Identify the assistance and services that would be needed for entrepreneurs participating in the program; and • Create a business summary for the regional program and identify a physical location for the entrepreneur in

residence program.

Launch a regional economic gardening and entrepreneur in residence program. • Identify management, mentors, subject matter experts, financing options and location options for EIR

participants.

Timeline

FY2018 Develop a strategic plan to execute an economic gardening program with residence option by looking at benchmark communities and coordination with VEDP.

FY2019 Create a regional taskforce for an economic gardening and entrepreneur in residence program and begin creation of program of work and identify a list of regional community assets to support the programs.

FY2020 Identify a list of companies to participation in programs and develop an operational execution plan and determine lead entity.

FY2021 Develop a program of work and operational plan


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Initiative 9 - CEDS Site Evaluation & Development Initiative * “Develop and implement a regional Site Evaluation and Improvement Program to accelerate the preparation and availability of shovel-ready industrial sites in the region.”


Assess the regional site inventory and determine the current preparedness of each site. • Hire an architecture and engineering firm to complete site evaluations.

Begin strategy development for site improvement process. • Create a priority system for sites based on determined stages of readiness; • Identify large sites and/or continuous parcels for large projects; • Conduct a meeting of stakeholders, including local economic development staff, utility partners, VEDP and

applicable property owners; • Develop a comprehensive list of regional corporate and industrial realtors to serve as the sites target

advisory group (TAG) with the regional economic development team; • Consult with the Virginia Economic Development Partnership on the Virginia Business Ready Sites Program

and identify other site certification programs; and • Determine missed projects due to site(s).

Identify sites with potential for redevelopment. • Assess current conditions of sites with potential for redevelopment; • Research grant opportunities for sites with potential for redevelopment; and • Continue to advocate for high-impact projects such as Central Virginia Training Center.

Identify funding sources for necessary improvements to industrial sites. • Regional staff will provide results of site evaluation reports to local governing bodies and economic

development authorities; and • Identify the funding sources for site improvement and research grant opportunities used for infrastructure.

Provide regional support and recommendations to partners for site improvement. • Facilitate and navigate opportunities for growth related to site preparedness; and • Develop and recommend creative solutions to the municipal partners for site improvement.

Timeline

FY2018 Assess the site inventory and determine preparedness of each site, hire A&E firm, identify large parcels and consult VEDP Business Ready Sites Program

FY2019 Identify funding opportunities for industrial site improvement FY2020 Provide municipal support and recommendations for site improvement


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Region 2000 Local Government Council The Region 2000 Local Government Council (LGC), or Local Government Council, is the Planning District Commission

(PDC) for the four county, five town and 1 city area that has collectively been referred to as “Region 2000”. The

LGC is one of twenty-one (21) Planning District Commissions, political subdivisions of the Commonwealth chartered

under the Regional Cooperation Act. The LGC is made up of elected officials, managers, and appointed

representatives who serve to establish and guide implementation of project of regional significance, identify and

execute staffing and cost efficiencies, serve as a liaison between localities and state agencies, provide technical

assistance and grant assistance to localities, participate in the statewide geographic information system, and

provide assistance, upon request, to area localities to implement projects.

PDCs also house and staff regional transportation planning initiatives. For those PDCs with population-dense areas

that includes staffing the areas Metropolitan Planning Organization (MPO), a federally-designated body that assist in

establishing plan, project and budget recommendations to use federal transportation dollars. For our region, the

Central Virginia Metropolitan Planning Organization (CVMPO) is the greater Lynchburg City, Bedford, Campbell, and

Amherst counties urbanized area MPO. The LGC, in partnership with the Virginia Department of Transportation

(VDOT), the Virginia Department of Rail and Public Transit (VDRPT), and local stakeholder groups, such as the

Lynchburg Regional Transportation Advocacy Group (LRTAG), assist in guiding local transportation planning. The

LGC and the CVMPO utilize the Transportation Technical Committee, TTC, a committee of planning and

transportation professionals, to provide technical guidance and advice the CVMPO and area jurisdictions. More

about the roles of the LGC and CVMPO is found on the website at www.localgovernmentcouncil.org.

The LGC is the agency with the CEDS contractual financial and reporting responsibilities with the EDA, the federal

agency that manages the CEDS program and the Public Works and Economic Adjustment Assistance programs. It is

the LGC, through coordination and partnership with the oversight agencies, boards and committees, that will

prepare a yearly CEDS Annual Report to reflect the CEDS implementation status to the EDA.

As the LGC is a chartered Commonwealth agency, is guided by and represented by managers and elected officials

from each member agency, and staffs the CVMPO, the region’s transportation policy board. As such the Local

Government Council and the CVMPO serve as the primary implementation oversight and guidance agency to the

following CEDS Initiatives:

Key Initiative #8 Update & implement existing plans for transportation, broadband, and other Infrastructure based on takeaways from the Central Virginia Connectivity Study

Key Initiative #10 Advance a Regional Riverfront Vision that seeks to “unlock” the region’s riverfronts, better connecting and integrating local communities with the James, Roanoke, and Staunton Rivers.

*Key Initiative #11 Encourage and support arts and culture projects throughout that improve the aesthetic,

artistic, and cultural appeal of the region. *Denotes adjusted CEDS wording; reasoning provided in the Implementation Action Plan.


Page | 14

Initiative 8 - CEDS Transportation & Infrastructure Initiative

“Update project priorities and implement the Region’s existing plans for transportation, broadband and other infrastructure provisions based on relevant takeaways from the Central Virginia Connectivity Study”

Lynchburg Regional Connectivity Study The Lynchburg Regional Connectivity Study (Connectivity Study), an in-depth study to consider how the region’s transportation connectivity – road, air, rail, multimodal, transit – impacts the region’s economic vitality, growth, and competitiveness. Developed in coordination with the CEDS, the Lynchburg Connectivity Study was developed to serve as the CEDS Transportation Implementation Plan. The Connectivity Study was developed by the following partners, with the Region 2000 Transportation Technical Committee, serving as the CEDS Transportation Initiative Council. Commonwealth Transportation Board (CTB) Office of Intermodal Planning & Investment (OIPI) VDOT – Lynchburg District Virginia Metropolitan Planning Organization (CVMPO) Region 2000 Local Government Council Lynchburg Regional Business Alliance **Transportation Technical Advisory Committee (TTC) Lynchburg Region Transportation Advocacy Group(LRTAG) Lynchburg, Bedford, Campbell, Amherst Staff The CEDS Transportation Implementation Action Plan expands the actions and metrics within the Placemaking and Transit & Demand Management (TDM) components of the Connectivity Study. All other recommendations from the Connectivity Study (see ) are managed and measured through existing transportation programming.

Vision “Our region will be accessible to visitors and businesses from around the world, with a prosperous economy, flourishing natural beauty and strong and safe communities accessible to all”. Source: Central Virginia Long Range Transportation Plan – 2040

Goals and Objectives Placemaking The region’s community, service and employment centers are vibrant centers that are characterized by multimodal amenities, easy to navigate, and provide a “strong since of place” that contributes to retaining and attracting businesses, workers, and young entrepreneurs.

• Implement Complete/Better Street projects to create inviting & safe activity centers. • Implement pedestrian and bicycle accommodations within urban & town centers; • Improve wayfinding, via-technology & signage, to guide all transportation modes; • Coordinate multimodal connectivity between educational institutions & service centers; • Expand trail networks as multimodal transportation corridors; and • Consider bike-sharing or other car-sharing technologies to reduce parking conflict.

Transit & Transportation Demand Management (TDM) Build support for alternative transportation – transit, carshare, bike, pedestrian, vanpools – by encouraging collaboration,

communication and problem-solving between employers, regional commuters, and transit operators.

• Expand business community outreach to support programs – RIDE Solutions, the Region 2000 Workforce Development Board;

• Hold commuter reward programs; • Promote employer vanpool program development; and • Expand transit, vanpool, biking, carpool participation incentives.


Page | 15

Initiative 10 - CEDS Rivers & Communities Initiative “Advance a Regional Riverfront Vision that seeks to ‘unlock’ the region’s riverfronts, better connecting and integrating local communities with the James, Roanoke, and Staunton Rivers.”

Council Members Dean Rodgers, Amherst County (Chair) Dave Henderson, The Water Dog; Business Owner Victoria Bartholomew, Downtown Lynchburg Assn, Realtor Ashley Kershner, Downtown Lynchburg Assn. Rob Campbell, James River Association Jeff Taylor, Retired Econ. Develop., river advocate Jes Gearing, Lynchburg Water Resources Dept Dan Witt, Town of Altavista Emelyn Gwynn, Altavista On Track Reid Wodicka, Bedford County Erin Hawkins, Lynchburg & RELSWCD

Vision, Goals and Objectives Vision: “The riverfronts and watersheds of the James, Roanoke and Staunton Rivers serve their communities by providing access to the open spaces, trail systems, wildlife corridors, and recreation opportunities that spur business development, encourage tourism, and instill community pride in these natural resources.”

Business Development – The James, Roanoke, and Staunton Rivers provide unparalleled opportunities for businesses to focus their economic activities. (5 objectives, 11 strategies)

• Focus on incentives that support sustainable development in river community zones; • Prioritize parcels for businesses that need direct river access; • Manage for surplus water and wastewater capacity and for future growth; and • Riverfront downtowns with recreation opportunities that support talent attraction/retention.

Tourism - The communities along the James, Roanoke, and Staunton Rivers are premier regional destinations for those seeking river-based recreation, entertainment, and cultural opportunities in the historic heart of Virginia. (4 objectives, 15 strategies)

• Support development of destination infrastructure (e.g. food, shopping, public spaces);

• Develop events, spaces & access points that focus on the rivers; • Connect communities along rivers with integrating regional trail system; • Visitors attracted to clean, accessible, safe water resources; and • Access points encourage longer visits and unique experiences that

attract and retain visitors.

Community Pride – Residents are aligned in the desire to promote a healthy river and watershed environment that supports economic growth. (5 objectives, 11 strategies)

• Local pride in rivers & watersheds breeds effort to preserve & maintain; • Proactive & transparent management to protect area water quality; • Community awareness of river/watershed value to economic vitality; • Serve as socio-economic equalizers providing family friendly active &

passive outlets to all; and • Community connection to the waters that advance social, economic,

cultural well-being.


Page | 16

Initiative 11 – CEDS Arts & Culture Initiative “Expand the establishment of Arts & Culture Districts throughout the Region to encourage and incentivize projects that improve the aesthetic, artistic and cultural appeal of the Region.”

Council Members Anna Bentson, Lynchburg Office ED & Tourism (Chair) Martha Kjeseth-Johnson, Maier Museum Ken Arpino, Wolfbane Productions Suny Monk, Second Stage Des Black, Bower Center for the Arts Kim Soerensen, Riverviews Artspace, Bower Center Nick George, The Listening Jennifer Woofter, James River Council Arts & Humanities Kimberly Gibson-McDonald, Art Teacher E.C. Glass Corey Wilson, Academy Center of the Arts

Vision, Goals and Objectives Vision: “Throughout the region, residents and visitors can explore rich and varied experiences that illuminate the area’s unique character, inspire conversation, and welcome all individuals to linger and look closer at our region, its people and its landscapes.”

Impact – “The value, quality, range and impact of art, culture, and creative-businesses are valued as mechanisms that enhance the region’s appeal and economic vitality.” (3 goals, 4 objectives, 8 strategies)

• Increase the economic impact and value of arts and culture throughout the region

• Highlight the value of arts and cultural programs to local policy boards, businesses and organizations

• Develop a format to recognize the quality of excellence – ranging from school, amateur and accomplished professionals – of talent and programs available in the region

Entrepreneurship - “The region provides a healthy environment that supports creative-class businesses and entrepreneurs to locate, stay and thrive.” (2 goals, 2 objectives, 5 strategies)

• Increase business, financial management and peer-to-peer educational opportunities that support sustainable creative businesses;

• Connect entrepreneurs/start-ups with local business service organizations; • Expand access/opportunities for start-up capital

Engagement & Inclusion – “A broad range of art & cultural experiences are available, accessible and inviting to all residents & visitors.” (5 goals, 6 objectives, 7 strategies)

• Increase opportunities & reduce barriers to experience art, theatre, music & cultural opportunities; • Increase spaces that incorporate pubic art; • Facilitate public-private planning and coordination to incorporate pubic art in private development & public

spaces; and

• Increase mechanisms to fund public art and creative programming.


Page | 17

Region 2000 Workforce Development Board The Virginia’s Region 2000 Workforce Development Board (WDB) serves the regional convener and coordinating

board to facilitate workforce training and career services through the federal funding from the Workforce

Innovation and Opportunity Act (WIOA). The WDB is one of 15 workforce boards in Virginia whose purpose is to

assist in creating a strong workforce aligned with the skills and employment needs of Virginia businesses.

The Region 2000 WDB is designated by the region’s chief local elected officials as the convener, with responsibilities

for coordinating business, economic development, labor, regional planning commissions, education at all levels, and

human services organizations to focus on community workforce issues and the development of solutions to current

and prospective business needs for a skilled labor force at the regional level. The WDB executes its activities

according to federal and state program guidelines and through strategic local partners.

The LEAD 2020: Region 2000 Workforce Innovation and Opportunity Act Local Workforce Development Area Strategic Plan (2017-2020) provides the framework to guide the local workforce system. The Plan presents four (4) adopted WDB goals and executing strategies to guide its program activities. A copy of this regional workforce and skills training guiding document is available on the WDB website: www.region2000works.org. The Region 2000 Workforce Investment Board, as a function of its regional workforce role and mission, its board and committee structure, and through the execution of its Strategic Plan is the entity that will provide oversight, guidance, and the primary implementation role to CEDS initiatives:

Key Initiative #6 Form a Regional Talent Coalition to coordinate workforce development initiatives, address skills gaps, and enhance business & education collaboration.

Key Initiative #7 Establish a Regional Workforce Center on the campus of the Central Virginia Community College (CVCC) to deliver necessary workforce training.

The Region 2000 WDB Partner & Program Coordination Summary Source: Region 2000 WDB Strategic Plan, pg. 66


Page | 18

MONITORING PROGRESS

It is recognized that a broad coalition of partners, stakeholders, programs, and policies will be required to bring to

fruition the Region 2000 CEDS. The CEDS established an Organization Structure to guide and monitor activities that

will collectively advance the articulated economic development objectives. The Virginia’s Region 2000 CEDS

Implementation Action Plan expands the general oversight summary presented in the CEDS by articulating the

process by which the supporting implementation agencies, the CEDS Steering Committee, initiative councils or

committees, and supporting partners will coordinate and communicate to advance and monitor the CEDS activities.

The following presents the structure that will be employed by the CEDS guiding policy boards (LRBA, Local

Government Council, & Region 2000 Workforce Board), the CEDS Steering Committee, and the individual Initiative

Councils to guide, monitor, incorporate multiple stakeholders, and record progress (i.e. metrics) in achieving the

CEDS guiding goals and initiatives.

Policy Boards – CEDS Program Integration

The Alliance, the Local Government Council and the Region 2000 Workforce Board recognize the CEDS as the

region’s economic improvement and prosperity plan. As such, each agency has integrated CEDS

implementation within their yearly work program activities and incorporated quarterly CEDS implementation

updates as a standard Board agenda item. Additionally, each leading agency, organization has Board member

representation on the CEDS Steering Committee and each Initiative Council is chaired by a CEDS Steering

Committee member. Lastly, each agency has dedicated staff actively engaged executing the agency-assigned

Key Initiative Implementation Action Plans and will be directly responsible for submitting and reviewing the

program progress summary associated with each agency that will be incorporated into the CEDS Annual Report,

a Local Government Council lead and managed project, submitted to the EDA yearly.

CEDS Steering Committee

The CEDS Steering Committee will meet quarterly to review the progress on each of the eleven (11) CEDS

initiatives. Each Initiative Council, or corresponding lead team, Chair will provide an Implementation Action

Plan update. The update, prepared in advance by the assigned initiative staff representative, will include

activity progress, information on known complications or implementation challenges, and information on any

element that may adjust or impact continued program relevance. In addition to the full Steering Committee

meetings, each member, through their engagement in the regional policy boards, their professions, and other

civic engagement serve to inform, advance, and advocate for the CEDS goals. The CEDS Steering Committee

will review the CEDS Annual Report prior to the yearly EDA submission.

Initiative Councils

As the Initiative Councils members represent the “worker bees” and day-to-day practitioners in advancing their

topic area interest, either daily in their jobs or frequently via volunteering or some other forum, and varying

range of formality, there is no specific meeting pattern associated with the initiative councils. However, most

of the initiatives have an existing meeting structure, such as the RED Team, who guide implementation of five

activities and have a monthly meeting schedule, transportation, where program advancement is the monthly

LGC Transportation Technical Committee (TTC) topic, and sector-focused workforce, which is guided by the bi-

monthly Talent Solutions Team meetings. For Initiatives 10 & 11, rivers & community and arts & culture

respectively, these initiative council members have agreed to meet quarterly, at intervals that fall between the

CEDS Steering Committee meetings, to assist in Action Plan implementation, monitoring, and metric guidance.


Page | 19

Appendix A

CEDS Initiative Implementation Action Plans & Charts

INITIATIVE COUNCIL ACTION PLANS

Each Key Initiative Action Plan (11) is presented, in numeric order, in this section of the Virginia’s Region 2000 CEDS

Implementation Action Plan. Each initiative actin plan is provided in two formats, a Microsoft Word and a chart

format.

Initiative Implementation Action Plan

The Initiative Implementation Action Plan presents the mission and the development strategy employed by the

Initiative Councils, and the unique vision, goals, objectives (outcomes) and strategies (projects) to support the

economic prosperity benefit associated with implementation of each CEDS key initiatives.

Initiative Implementation Chart

The individual Initiative Council Implementation Chart is presents the identified metrics to gauge progress, some of

the key identified agencies, organizations and entities that will be essential to accomplish the tasks, and an

estimated timeline with which to accomplish or have recognized advancement of the identified tasks.

The Implementation Chart, maintained in Excel forma, serves as the format by which the CEDS Steering Committee,

the Initiative Councils, and that the CEDS policy boards will use to track and record advancement on the CEDS

Implementation Plan. Additionally, the Chart format will be used to capture the program metrics which will be

maintained and incorporated in the Virginia’s Region 2000 CEDS Annual Update, a EDA-required document to

ensure engaged and active advancement of the CEDS (see Monitoring Progress).


Page | 20

CEDS Marketing & Branding Implementation Action Plan Initiative 1

Mission The Business Marketing & Branding Council’s objective is to identify activities, programs, and partners that support the creation of a unified regional message and brand.

CEDS GOAL 1: projecting a positive image and cultivating our distinct identity KEY INITIATIVE #1: “Form an image and identity partnership to guide and implement a new collaborative regional branding and image campaign”

Development Strategy Create a plan to develop and launch a unified regional brand and image campaign that incorporates the entire region that highlights our strengths and unique features

Goals, Objectives, and Strategies The following presents goals, objectives, or outcomes, and strategies to advance a regional identity and branding program. Please refer to the CEDS Marketing & Branding Implementation Chart to view identified metrics to gauge progress and some of the identified agencies, organizations, and entities that will contribute to advancing this initiative.

Goal: Develop a collaborative team to guide the branding process. Objective: Have an inclusive regional voice for the brand and image of the Lynchburg Region. S 1: Expand the current initiative council to include additional regional stakeholders. S 2: Create single point of contact and lead organization to oversee the execution.

Goal: Develop a plan for funding a regional branding and marketing campaign.

Objective: Find funding options for a regional branding and marketing campaign. S 1: Request the Lynchburg Regional Business Alliance consider funding Phase 1 of the campaign in the

2019 budget year by presentation to Alliance staff and Board of Directors. S 2: Request the Lynchburg Regional Business Alliance consider funding Phase 2 of the campaign in the

2020 budget year by presentation to Alliance staff and Board of Directors. S 3: Research potential grant funding that can be utilized on the regional marketing and branding

campaign.

Goal: Develop and execute Phase 1 for the marketing and branding plan.

Objective: Execute a successful plan to collect the necessary data and messaging to successfully transition to Phase 2 (creative execution).

S 1: Develop and distribute a request for proposal for Phase 1 (data collection and recommendations). S 2: Begin marketing firm selection process through RFP distribution and hire firm to complete market

surveys, data collection and recommendations for regional branding. S 3: Contact local media to increase awareness of the regional branding and marketing campaign and

notify community of meetings. S 4: Work with hired firm to develop a message and story for the Lynchburg Region.

Goal: Develop and execute Phase 2 for the marketing and branding plan.

Objective: Execute a successful plan to use local creative talent to develop creative portion of the marketing and branding plan.


Page | 21

S 1: Begin scouting the Lynchburg Regional for local creative talent to execute phase 2 through various channels and media.

S 2: Hire local creative talent to complete branding process in a committee format and provide stipends for committee members.

S 3: Implement Phase 2 and develop branding products. S 4: Develop a marketing and communication guides to assist in the launch of a new regional brand.


Page | 22

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ase

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and

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Go

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Me

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Sup

po

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s o

r

Org

aniz

atio

ns

No

tes

Tim

e (

year

s)

Focu

s C

ate

gory

Team

Bu

ildin

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Ha

ve a

n in

clu

sive

reg

ion

al v

oic

e

for

the

bra

nd

an

d im

ag

e o

f th

e

Lyn

chb

urg

Reg

ion

X d

en

ote

s m

eas

ure

d

chan

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CED

S A

nn

ual

Re

po

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OA

L: D

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abo

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roce

ss


Page | 23

CEDS Business Retention & Expansion Implementation Action Plan Initiative 2

Mission The CEDS Business Retention & Expansion Initiative Council objective is to identify activities, programs, and partners that support the implementation of:

CEDS GOAL 2: facilitating the growth and expansion of our business community KEY INITIATIVE #2: “Implement a collaborative, regional business retention and expansion (BRE) program.”

Development Strategy Create an existing business response team to execute site visits with existing companies and capture data via survey questions that are consistent among state, regional and local partners.

Definitions Business, Retention and Expansion Program - A program designed to help economic development professionals and communities to work together to identify challenges to local industry. Target Advisory Groups - A identified group based on industry sectors.

Goals, Objectives, and Strategies The following presents goals, objectives, or outcomes, and strategies to advance a robust regional business retention and expansion program. Please refer to the CEDS Business Retention & Expansion Implementation Chart to view identified metrics to gauge progress and some of the identified agencies, organizations, and entities that will contribute to advancing this initiative.

Goal: Develop a collaborative team to execute retention and expansion strategies.

Objective: Better serve existing industry with a cohesive team. S 1: Expand the Current Regional Economic Development Team (RED Team) to include a

representative from the Virginia Economic Development Partnership. S 2: Regional collaboration with the Workforce Development Board by Workforce. Development

Director on RED Team and LRBA staff on the regional talent solutions team developed by the WDB.

S 3: Insure adequate staff support for BR&E programs. S 4: Regional collaboration with other CEDS initiative councils on business retention and expansion

ideas.

Goal: Obtain comparable information from the existing business community.

Objective: Develop a flexible survey option that will collect the needs of the state, region and local economic development offices.

S 1: Develop a survey format that is available to survey online and accessible during site visits Creation of constant contact survey.

S 2: Obtain VEDP’s current BR&E survey and create additional questions for regional and local offices. S 3: Develop data management system to compile and store results from surveys to maintain

comparable information among surveyed companies Create database in Alliance Salesforce to maintain comparable information among surveyed companies.

Goal: Engage the business community to promote participation in a regional BR&E program.

Objective: Create a targeted list of companies to interview for the BR&E program.


Page | 24

S 1: Identify the top 12 employers for the year one (1) BR&E visits. S 2: Determine target sector groups to conduct year two (2) BR&E visits. S 3: Provide unification opportunities for the business community.

Goal: Provide results and feedback to Regional Economic Development (RED) Team and interviewed companies.

Objective: Create a standard procedure to provide feedback to internal team and companies that participate in the BR&E program.

S 1: Provide a quarterly report for to the RED team. S 2: Create follow-up letters for each company interview outlining the meeting and survey feedback. S 3: Have the RED Team conduct a six-month review following survey.

Goal: Address Business Retention and Expansion needs outside of the region

Objective: Explore options for business expansion and recruitment with corporate headquarters and data collection to better serve existing businesses.

S 1: Develop a schedule of visiting headquarters outside of the region in conjunction with Alliance external marketing efforts.

S 2: Conduct supply chain study to access the needs of the current business community and how shortened supply demand could improve business efficiency.


Page | 25

CED

S G

oal

Sho

rt

1 -

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d.

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g

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and

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ent

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to in

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r b

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BR

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Go

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bta

in c

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able

info

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m t

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om

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2. R

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nal

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ork

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ent

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ect

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on

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3. I

nsu

re a

deq

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aff

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po

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or

BR

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ms

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ildin

g

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Dev

elo

p d

ata

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nag

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pile

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to

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s

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al: E

nga

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bu

sin

ess

co

mm

un

ity

to p

rom

ote

par

tici

pat

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in a

re

gio

nal

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&E

pro

gram

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den

tify

th

e to

p 1

2 e

mp

loye

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or

the

yea

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(1)

BR

&E

visi

ts

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eter

min

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sec

tor

gro

up

s to

co

nd

uct

yea

r tw

o (

2)

BR

&E

visi

ts

G

OA

L: D

eve

lop

a c

oll

abo

rati

ve t

eam

to

exe

cute

re

ten

tio

n a

nd

exp

ansi

on

str

ate

gie

s

Imp

lem

en

t a

coll

abo

rati

ve, r

egi

on

al b

usi

ne

ss r

ete

nti

on

an

d e

xpan

sio

n (

BR

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rogr

am

Focu

s C

ate

gory

Ob

ject

ive

St

rate

gy

Me

tric

Sup

po

rtin

g A

gen

cie

s o

r

Org

aniz

atio

ns

Tim

e (

year

s)

No

tes

X d

en

ote

s m

eas

ure

d

chan

ge in

CED

S A

nn

ual

Re

po

rt


Page | 26

CED

S G

oa

l

Sh

ort

1 -

2

Me

d.

2 -

3

Lon

g

3-5

1. P

rovi

de

a q

uar

terl

y re

po

rt f

or

to t

he

RED

tea

m

4 r

epo

rts

per

yea

r in

Mar

ch, J

un

e,

Sep

tem

ber

an

d D

ecem

ber

LRB

A S

taff

XX

X

Dev

elo

p a

tem

pla

te le

tter

to

com

mu

nic

ate

wit

h s

urv

eyed

co

mp

anie

s

LRB

A, R

ed T

eam

, VED

P, W

ork

forc

e

Dev

elo

pm

ent

Bo

ard

X

XX

# o

f m

aile

d le

tter

s o

n b

ehal

f o

f re

gio

n

and

co

py

loca

l eco

no

mic

dev

elo

pm

ent

and

sta

te e

con

om

ic d

evel

op

men

t

pro

fess

ion

als

XX

X

Red

fla

gs h

ave

bee

n a

dd

ress

ed a

nd

com

pan

ies

are

rece

ivin

g as

sist

ance

LRB

A, R

ED T

eam

, VED

P, W

ork

forc

e

Dev

elo

pm

ent

Bo

ard

X

XX

# o

f p

ho

ne

calls

to

co

mp

anie

s to

en

sure

feed

bac

k is

hel

pin

g X

XX

1. D

evel

op

a s

ched

ule

of

visi

tin

g h

ead

qu

arte

rs o

uts

ide

of

the

regi

on

in c

on

jun

ctio

n w

ith

Alli

ance

ext

ern

al m

arke

tin

g

effo

rts

# o

f vi

sits

(go

al =

4 a

nn

ual

ly)

LRB

A S

taff

XX

X

2.

Co

nd

uct

su

pp

ly c

hai

n s

tud

y to

acc

ess

the

nee

ds

of

the

curr

ent

bu

sin

ess

com

mu

nit

y an

d h

ow

sh

ort

ened

su

pp

ly

dem

and

co

uld

imp

rove

bu

sin

ess

effi

cien

cy

Co

mp

lete

stu

dy

LRB

A S

taff

, RED

Tea

m, H

ired

fir

mX

Stu

dy

com

ple

te 2

01

8 b

y A

pp

lied

Mar

keti

ng

Cre

ate

a s

tan

da

rd p

roce

du

re t

o

pro

vid

e fe

edb

ack

to

inte

rna

l tea

m

an

d c

om

pa

nie

s th

at

pa

rtic

ipa

te in

the

BR

&E

pro

gra

m

Exp

lore

op

tio

ns

for

bu

sin

ess

exp

an

sio

n a

nd

rec

ruit

men

t w

ith

corp

ora

te h

ead

qu

art

ers

an

d d

ata

colle

ctio

n t

o b

ette

r se

rve

exi

stin

g

bu

sin

esse

s

BR

&E

an

d

Re

cru

itm

en

t G

oa

l: A

dd

ress

Bu

sin

ess

Re

ten

tio

n a

nd

Exp

an

sio

n n

ee

ds

ou

tsid

e o

f th

e r

egi

on

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sult

s G

oa

l: P

rovi

de

re

sult

s an

d f

ee

db

ack

to R

egi

on

al E

con

om

ic D

eve

lop

me

nt

(RED

) Te

am a

nd

inte

rvie

we

d c

om

pan

ies

2.

Cre

ate

fo

llow

-up

lett

ers

for

each

co

mp

any

inte

rvie

w

ou

tlin

ing

the

mee

tin

g an

d s

urv

ey f

eed

bac

k

3. H

ave

the

RED

Tea

m c

on

du

ct a

six

-mo

nth

rev

iew

fo

llow

ing

surv

ey

Imp

lem

en

t a

colla

bo

rati

ve, r

egi

on

al b

usi

ne

ss r

ete

nti

on

an

d e

xpa

nsi

on

(B

RE)

pro

gram

Focu

s C

ate

gory

Ob

ject

ive

St

rate

gy

Met

ric

Sup

po

rtin

g A

gen

cie

s o

r

Org

aniz

atio

ns

Tim

e (

year

s)

No

tes

X d

en

ote

s m

ea

sure

d

cha

ng

e in

CE

DS

An

nu

al

Re

po

rt


Page | 27

CEDS Marketing & Corporate Recruitment Implementation Action Plan Initiative 3

Mission The CEDS Business Retention & Expansion Initiative Council objective is to identify activities, programs, and partners that support the implementation of:

CEDS GOAL 2: facilitating the growth and expansion of our business community KEY INITIATIVE #3: “Implement a targeted economic development marketing and corporate recruitment program.”

Development Strategy Develop a business recruitment program that is primarily based on one-on-one relationships with industry professionals with marketing focused on target sectors identified by the region.

Goals, Objectives, and Strategies The following presents goals, objectives, or outcomes, and strategies to implement a targeted marketing and corporate recruitment program. Please refer to the CEDS Marketing & Recruitment Implementation Chart to view identified metrics to gauge progress and some of the identified agencies, organizations, and entities that will contribute to advancing CEDS Initiative 3.

Goal: Develop marketing strategies that are focus on identified target sectors. Obj: Reach industries in the sectors of food & beverage, metals manufacturing, wireless

communications, financial/business services and nuclear technology to locate in the Lynchburg Region based on data obtained through sector studies.

S 1: Create a business case for each of the five target industry sectors to share with consultants, companies and partners.

S 2: Identify corporate site consultants specializing in the target industry sectors space and create relationships through phone, electronic and face-to-face interaction.

S 3: Generate qualified company leads within the target industry sectors through standard data mining research.

S 4: Assist with the funding of the regional branding and image initiative (initiative #1). Goal: Execute outbound travel and marketing missions focused on target sectors.

Obj: Participate in and attend tradeshows and consultant events specific to target sectors. S 1: Coordinate and execute one-on-one marketing missions (excludes conferences and

tradeshows) to include the following cities: Atlanta, Dallas, Chicago, New York, DC, Charlotte and Greenville, SC.

S 2: Participate in top-tier site consultant and corporate functions: including Consultant Connect, Site Selectors Guild, and IAMC.

S 3: Attend applicable industry and trade expos focused on target sectors. S 4: Participate in strategic marketing missions with economic development partners such as

utility partners, transportation partners, VEDP, and others as applicable.


Page | 28

Goal: Provide regional familiarization tours of the Lynchburg Region. Obj.: Expose site consultants and state economic development team to the Lynchburg Region to

increase their knowledge of regional assets. S 1: Host site consultant familiarization tours in conjunction with Virginia Economic

Development Partnership. S 2: Host site consultants and brokers specializing in target sectors for a regional

familiarization tour. S 3: Host partner days within the region for municipalities, utilities, state economic

development partners and state transportation partners. S 4: Host industrial realtor TAGs (target advisory groups) composed of commercial real estate

agents and developers within the region to increase knowledge of projects and product not included in the public sector industrial sites.

S 5: Host manufacturing writer’s familiarization tour to increase national publicity of the region’s manufacturing environment.

Goal: Generate and execute a targeted marketing plan with appropriate mediums to increase regional

access. Obj.: Increase awareness of the Lynchburg Region and provide access to regional data for

individuals and companies. S 1: Regularly update the regional economic development website

www.YesLynchburgRegion.org with accurate, comprehensive and readily-available information.

S 2: Increase national digital footprint outside of economic development specific sites. S 3: Establish individual web pages based on the target industry sectors and the business

cases. S 4: Generate and shop regional stories to relevant trade publications for print and digital

media.

Goal: Develop marketing and recruitment lead generation strategies based on the supply chain analysis.

Obj.: Leverage existing business relationships within the region to recruit suppliers in plastics, metals, machine/components or distribution/logistics while better serving existing companies.

S 1: Complete business cases for supply chain sectors. S 2: Identify corporate site consultants specializing in the targets identified in supply chain

analysis and create relationships through phone, electronic and face-to-face interaction. S 3: Generate qualified leads within the supply chain sectors through standard data mining

research.

Goal: Identify “super-regional” marketing opportunities with neighboring regions. Obj.: Combine the resources of regional partnerships for cost-effective opportunities to target

other similar sectors of economic activity. S 1: Identify efficiencies in travel, familiarization tours, digital marketing, or other applicable

projects. S 2: Identify opportunities with the GO Virginia initiative to partner with neighboring regions

to better leverage resources and staff time.


Page | 29

CED

S G

oal

Sho

rt

1 -

2

Me

d.

2 -

3

Lon

g

3-5

1.

Cre

ate

a b

usi

nes

s ca

se f

or

each

of

the

five

tar

get

ind

ust

ry

sect

ors

to

sh

are

wit

h c

on

sult

ants

, co

mp

anie

s an

d p

artn

ers

Cre

atio

n o

f 5

bu

sin

ess

case

sLR

BA

, RED

Tea

m

X

Cre

atio

n o

f a

list

of

at le

ast

10

co

rpo

rate

sit

e

con

sult

ants

fro

m e

ach

sec

tor

LRB

A, R

ED T

eam

X

XX

Gen

erat

e 1

50

on

e-o

n-o

ne

con

tact

s p

er y

ear

via

in-

per

son

, em

ail,

ph

on

eLR

BA

, RED

Tea

m,

VED

PX

XX

Cre

atio

n o

f a

com

pre

hen

sive

list

s o

f q

ual

ifie

d

lea

ds

LRB

A, R

ED T

eam

XX

X

Mea

sure

lea

d g

ener

atio

n t

hro

ugh

ma

inta

inin

g

and

tra

ckin

g re

spo

nse

ra

tes

LRB

A, R

ED T

eam

XX

X

1. C

oo

rdin

ate

and

exe

cute

on

e-o

n-o

ne

ma

rket

ing

mis

sio

ns

(exc

lud

es c

on

fere

nce

s an

d t

rad

esh

ow

s) t

o in

clu

de

the

follo

win

g ci

ties

: Atl

anta

, Dal

las,

Ch

icag

o, N

ew Y

ork

, DC

,

Ch

arlo

tte

and

Gre

envi

lle,

SC

Co

mp

lete

at

lea

st o

ne

ann

ual

ly

LRB

A, R

ED T

eam

, V

EDP

XX

X

ATL

an

d D

alla

s co

mp

lete

20

18

2.

Par

tici

pat

e in

to

p-t

ier

site

co

nsu

ltan

t an

d c

orp

ora

te

fun

ctio

ns:

incl

ud

ing

Co

nsu

ltan

t C

on

nec

t, S

ite

Sele

cto

rs G

uild

,

and

IA

MC

Att

end

at

lea

st f

ou

r an

nu

ally

LRB

A, R

ED T

eam

, V

EDP

XX

XC

on

sult

ant

Co

nn

ect

com

ple

te 2

01

8

(2)

Att

end

at

lea

st 2

an

nu

ally

LR

BA

, RED

Tea

m,

VED

PX

XX

Hav

e lo

cal o

ffic

es p

rovi

de

thei

r o

ne-

on

-on

e

mee

tin

g su

rvey

re

sult

s to

re

gio

nal

off

ice

for

the

dat

abas

e

LRB

A, R

ED T

eam

, V

EDP

XX

X

4. P

arti

cip

ate

in s

tra

tegi

c m

ark

etin

g m

issi

on

s w

ith

eco

no

mic

dev

elo

pm

ent

par

tner

s su

ch a

s u

tilit

y p

artn

ers,

tra

nsp

ort

atio

n p

artn

ers,

VED

P, a

nd

oth

ers

as a

pp

licab

le

Co

mp

lete

at

lea

st o

ne

ann

ual

ly

LRB

A, R

ED T

eam

, V

EDP

, AEP

,

Do

min

ion

, So

uth

sid

e, N

orf

olk

Sou

ther

n, C

olu

mb

ia G

as, M

AB

C

XX

X

1.

Ho

st s

ite

con

sult

ant

fam

iliar

izat

ion

to

urs

in c

on

jun

ctio

n

wit

h V

irgi

nia

Eco

no

mic

Dev

elo

pm

ent

Par

tner

ship

Succ

essf

ul c

om

ple

tio

n o

f fa

mili

ariz

atio

n t

ou

r in

20

18

LRB

A, R

ED T

eam

, V

EDP

XX

XSc

hed

ule

d S

ept

20

18

2. H

ost

sit

e co

nsu

ltan

ts a

nd

bro

kers

sp

ecia

lizin

g in

tar

get

sect

ors

fo

r a

regi

on

al f

amili

ariz

atio

n t

ou

rH

ost

2 in

div

idu

als

ann

ual

lyLR

BA

, RED

Tea

m,

VED

PX

XX

3. H

ost

par

tner

day

s w

ith

in t

he

regi

on

fo

r m

un

icip

alit

ies,

uti

litie

s, s

tate

eco

no

mic

dev

elo

pm

ent

par

tner

s an

d s

tate

tra

nsp

ort

atio

n p

artn

ers

50

% p

artn

er p

arti

cip

atio

n –

ho

st e

very

oth

er y

ear

beg

inn

ing

in 2

01

9 (

ho

sted

in 2

01

7)

LRB

A, R

ED T

eam

, V

EDP

, AEP

,

Do

min

ion

, So

uth

sid

e, N

orf

olk

Sou

ther

n, C

olu

mb

ia G

as, M

AB

C

XX

XA

EP d

ay s

ched

ule

d 2

01

8

4. H

ost

ind

ust

rial

re

alto

r TA

Gs

(tar

get

advi

sory

gro

up

s)

com

po

sed

of

com

me

rcia

l re

al e

stat

e ag

ents

an

d d

evel

op

ers

wit

hin

th

e re

gio

n t

o in

cre

ase

kno

wle

dge

of

pro

ject

s an

d

pro

du

ct n

ot

incl

ud

ed in

th

e p

ub

lic s

ecto

r in

du

stri

al s

ites

Ho

st a

t le

ast

on

e m

eeti

ng

ann

ual

ly

LRB

A, R

ED T

eam

, V

EDP

XX

X

Ho

st m

an

ufa

ctu

rin

g w

rite

r’s

fam

iliar

izat

ion

to

ur

to in

cre

ase

nat

ion

al p

ub

licit

y o

f th

e re

gio

n’s

ma

nu

fact

uri

ng

envi

ron

men

t

Ho

st e

very

oth

er y

ear

beg

inn

ing

in 2

01

7LR

BA

, RED

Tea

m,

VED

PX

XX

Ho

sted

Sit

e Se

lect

ion

ma

gazi

ne

Ap

ril

20

18

Rea

ch in

du

stri

es in

th

e se

cto

rs o

f

foo

d &

bev

era

ge,

met

als

ma

nu

fact

uri

ng

, wir

eles

s

com

mu

nic

ati

on

s,

fin

an

cia

l/b

usi

nes

s se

rvic

es a

nd

nu

clea

r te

chn

olo

gy

to lo

cate

in

the

Lyn

chb

urg

Reg

ion

ba

sed

on

da

ta o

bta

ined

th

rou

gh

sec

tor

stu

die

s

Exp

ose

sit

e co

nsu

lta

nts

an

d s

tate

eco

no

mic

dev

elo

pm

ent

tea

m t

o

the

Lyn

chb

urg

Reg

ion

to

incr

ease

thei

r kn

ow

led

ge

of

reg

ion

al a

sset

s

Pa

rtic

ipa

te in

an

d a

tten

d

tra

des

ho

ws

an

d c

on

sult

an

t ev

ents

spec

ific

to

ta

rget

sec

tors

Go

al: P

rovi

de

re

gio

nal

fam

iliar

izat

ion

to

urs

of

the

Lyn

chb

urg

Re

gio

n

Fam

To

urs

Targ

et

Sect

ors

G

OA

L: D

eve

lop

mar

keti

ng

stra

tegi

es

that

are

fo

cus

on

ide

nti

fie

d t

arge

t se

cto

rs

2. I

den

tify

co

rpo

rate

sit

e co

nsu

ltan

ts s

pec

ializ

ing

in t

he

targ

et in

du

stry

sec

tors

sp

ace

and

cre

ate

rela

tio

nsh

ips

thro

ugh

ph

on

e, e

lect

ron

ic a

nd

fac

e-to

-fac

e in

tera

ctio

n

3. G

ener

ate

qu

alif

ied

co

mp

any

lea

ds

wit

hin

th

e ta

rget

ind

ust

ry s

ecto

rs t

hro

ugh

sta

nd

ard

dat

a m

inin

g re

sea

rch

Go

al: E

xecu

te o

utb

ou

nd

tra

vel a

nd

mar

keti

ng

mis

sio

ns

focu

sed

on

tar

get

sect

ors

3.

Att

end

ap

plic

able

in

du

stry

an

d t

rad

e ex

po

s fo

cuse

d o

n

targ

et s

ecto

rs

Ma

rke

tin

g

Mis

sio

ns

Imp

lem

en

t a

targ

ete

d e

con

om

ic d

eve

lop

me

nt

mar

keti

ng

and

co

rpo

rate

re

cru

itm

en

t p

rogr

am

Focu

s C

ate

gory

Ob

ject

ive

St

rate

gy

Me

tric

Sup

po

rtin

g A

gen

cie

s o

r

Org

aniz

atio

ns

Tim

e (

year

s)

No

tes

X d

en

ote

s m

eas

ure

d

chan

ge in

CED

S A

nn

ual

Re

po

rt


Page | 30

CED

S G

oal

Sho

rt

1 -

2

Me

d.

2 -

3

Lon

g

3-5

1.

Ho

st s

ite

con

sult

ant

fam

iliar

izat

ion

to

urs

in c

on

jun

ctio

n

wit

h V

irgi

nia

Eco

no

mic

Dev

elo

pm

ent

Par

tner

ship

Succ

essf

ul c

om

ple

tio

n o

f fa

mili

ariz

atio

n t

ou

r in

20

18

LRB

A, R

ED T

eam

, V

EDP

XX

XSc

hed

ule

d S

ept

20

18

2. H

ost

sit

e co

nsu

ltan

ts a

nd

bro

kers

sp

ecia

lizin

g in

tar

get

sect

ors

fo

r a

regi

on

al f

amili

ariz

atio

n t

ou

rH

ost

2 in

div

idu

als

ann

ual

lyLR

BA

, RED

Tea

m,

VED

PX

XX

3. H

ost

par

tner

day

s w

ith

in t

he

regi

on

fo

r m

un

icip

alit

ies,

uti

litie

s, s

tate

eco

no

mic

dev

elo

pm

ent

par

tner

s an

d s

tate

tra

nsp

ort

atio

n p

artn

ers

50

% p

artn

er p

arti

cip

atio

n –

ho

st e

very

oth

er y

ear

beg

inn

ing

in 2

01

9 (

ho

sted

in 2

01

7)

LRB

A, R

ED T

eam

, V

EDP

, AEP

,

Do

min

ion

, So

uth

sid

e, N

orf

olk

Sou

ther

n, C

olu

mb

ia G

as, M

AB

C

XX

XA

EP d

ay s

ched

ule

d 2

01

8

4. H

ost

ind

ust

rial

re

alto

r TA

Gs

(tar

get

advi

sory

gro

up

s)

com

po

sed

of

com

me

rcia

l re

al e

stat

e ag

ents

an

d d

evel

op

ers

wit

hin

th

e re

gio

n t

o in

cre

ase

kno

wle

dge

of

pro

ject

s an

d

pro

du

ct n

ot

incl

ud

ed in

th

e p

ub

lic s

ecto

r in

du

stri

al s

ites

Ho

st a

t le

ast

on

e m

eeti

ng

ann

ual

ly

LRB

A, R

ED T

eam

, V

EDP

XX

X

Ho

st m

an

ufa

ctu

rin

g w

rite

r’s

fam

iliar

izat

ion

to

ur

to in

cre

ase

nat

ion

al p

ub

licit

y o

f th

e re

gio

n’s

ma

nu

fact

uri

ng

envi

ron

men

t

Ho

st e

very

oth

er y

ear

beg

inn

ing

in 2

01

7LR

BA

, RED

Tea

m,

VED

PX

XX

Ho

sted

Sit

e Se

lect

ion

ma

gazi

ne

Ap

ril

20

18

1. R

egu

larl

y u

pd

ate

the

regi

on

al e

con

om

ic d

evel

op

men

t

web

site

ww

w.Y

esLy

nch

bu

rgR

egio

n.o

rg w

ith

acc

ura

te,

com

pre

hen

sive

an

d r

ead

ily-a

vaila

ble

in

form

ati

on

Incr

eas

ed t

raff

ic v

ia w

ebsi

te a

nal

ytic

sLR

BA

Sta

ffx

xx

2. I

ncr

eas

e n

atio

nal

dig

ital

fo

otp

rin

t o

uts

ide

of

eco

no

mic

dev

elo

pm

ent

spec

ific

sit

es

Ad

vert

ise

on

at

lea

st 2

no

n-e

con

om

ic

dev

elo

pm

ent

spec

ific

sit

es (

airl

ines

, bu

sin

ess

ma

gazi

nes

, tra

nsp

ort

atio

n/s

tock

s o

r tr

ad

ing)

s

LRB

A, R

ED T

eam

, V

EDP

xx

xEx

pan

sio

n S

olu

tio

ns

and

Tra

de

and

Ind

ust

ry c

om

ple

ted

20

18

3. E

stab

lish

ind

ivid

ual

web

pag

es b

ased

on

th

e ta

rget

ind

ust

ry s

ecto

rs a

nd

th

e b

usi

nes

s ca

ses

Cre

atio

n o

f 5

web

pag

es b

ased

on

fo

od

&

bev

erag

e, m

etal

s m

an

ufa

ctu

rin

g, w

ire

less

com

mu

nic

atio

ns,

fin

anci

al/b

usi

nes

s se

rvic

es a

nd

nu

clea

r te

chn

olo

gy

LRB

A S

taff

x

4. G

ener

ate

and

sh

op

re

gio

nal

sto

ries

to

re

leva

nt

tra

de

pu

blic

atio

ns

for

pri

nt

and

dig

ital

med

ia

Pu

blic

atio

n o

f at

lea

st o

ne

sto

ry p

er y

ear

wit

h a

regi

on

al f

ocu

sLR

BA

Sta

ff, R

ED T

eam

, V

EDP

xx

x

1. C

om

ple

te b

usi

nes

s ca

ses

for

sup

ply

ch

ain

sec

tors

Co

mp

lete

4 b

usi

nes

s ca

ses

LRB

A S

taff

, RED

Tea

m,

VED

Px

Cre

atio

n o

f a

list

of

at le

ast

10

sit

e co

nsu

ltan

ts

per

sec

tor

LRB

A S

taff

. RED

Tea

m,

VED

Px

xx

Gen

erat

e 1

50

on

e-o

n-o

ne

con

tact

s p

er y

ear

via

in-

per

son

, em

ail,

ph

on

eLR

BA

Sta

ffx

xx

3. G

ener

ate

qu

alif

ied

lea

ds

wit

hin

th

e su

pp

ly c

hai

n s

ecto

rs

thro

ugh

sta

nd

ard

dat

a m

inin

g re

sea

rch

Cre

atio

n o

f a

com

pre

hen

sive

list

s o

f q

ual

ifie

d

lea

ds

LR

BA

Sta

ff, R

ED T

eam

, V

EDP

xx

x

1. I

den

tify

eff

icie

nci

es in

tra

vel,

fam

iliar

izat

ion

to

urs

, dig

ital

ma

rket

ing,

or

oth

er a

pp

licab

le p

roje

cts

Cre

atio

n o

f co

mp

reh

ensi

ve li

st o

f p

oss

ible

par

tner

ship

op

po

rtu

nit

ies

LRB

A, R

ED T

eam

, V

EDP

xx

x

2. I

den

tify

op

po

rtu

nit

ies

wit

h t

he

GO

Vir

gin

ia in

itia

tive

to

par

tner

wit

h n

eigh

bo

rin

g re

gio

ns

to b

ette

r le

vera

ge

reso

urc

es a

nd

sta

ff t

ime

Mee

tin

gs w

ith

re

gio

nal

par

tner

s o

n q

uar

terl

y

bas

is

LRB

A, R

ED T

eam

, V

EDP

, Ro

ano

ke

Reg

ion

al P

artn

ersh

ip, N

RV

Par

tner

ship

, Ch

arlo

ttes

ville

Par

tner

ship

, So

uth

sid

e V

A

xx

x

2.

Id

enti

fy c

orp

ora

te s

ite

con

sult

ants

sp

ecia

lizin

g in

th

e

targ

ets

iden

tifi

ed in

su

pp

ly c

hai

n a

nal

ysis

an

d c

reat

e

rela

tio

nsh

ips

thro

ugh

ph

on

e, e

lect

ron

ic a

nd

fac

e-to

-fac

e

inte

ract

ion

Re

gio

nal

Co

llab

ora

tio

nG

oal

: Id

en

tify

“su

pe

r-re

gio

nal

” m

arke

tin

g o

pp

ort

un

itie

s w

ith

ne

igh

bo

rin

g re

gio

ns

Co

mb

ine

the

reso

urc

es o

f re

gio

na

l

pa

rtn

ersh

ips

for

cost

-eff

ecti

ve

op

po

rtu

nit

ies

to t

arg

et o

ther

sim

ilar

sect

ors

of

eco

no

mic

act

ivit

y

Sup

ply

Ch

ain

Lead

Ge

nLe

vera

ge

exis

tin

g b

usi

nes

s

rela

tio

nsh

ips

wit

hin

th

e re

gio

n t

o

recr

uit

su

pp

liers

in p

last

ics,

met

als

, ma

chin

e/co

mp

on

ents

or

dis

trib

uti

on

/lo

gis

tics

wh

ile b

ette

r

serv

ing

exi

stin

g c

om

pa

nie

s

Targ

ete

d

Ma

rke

tin

g

Go

al: D

eve

lop

mar

keti

ng

and

re

cru

itm

en

t le

ad g

en

era

tio

n s

trat

egi

es

bas

ed

on

th

e s

up

ply

ch

ain

an

alys

is

Exp

ose

sit

e co

nsu

lta

nts

an

d s

tate

eco

no

mic

dev

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iliar

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year

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CED

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nn

ual

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po

rt


Page | 31

CEDS Regional Entrepreneurship Center Implementation Action Plan Initiative 4

Mission The CEDS Business Entrepreneurship Center Initiative Council’s objective is t identify activities, programs, and partners that support:

CEDS GOAL 2: facilitating the growth and expansion of our business community KEY INITIATIVE #4: “Launch a new regional center for entrepreneurship that can serve as a long-term anchor and catalyst for the region’s entrepreneurial ecosystem”.

Development Strategy Develop a long-term plan to launch a regional center for entrepreneurship.

Goals, Objectives, and Strategies The following presents goals, objectives, or outcomes, and strategies necessary to succeed in creating a regional entrepreneur center. Refer to the CEDS Entrepreneur Center Implementation Chart to view identified metrics to gauge progress and some of the implementation partner agencies and organizations.

Goal: Engage regional partners and potential stakeholders. Obj.: Identify all organizations within the region that could contribute to a center for

entrepreneurship, including but not limited to higher education, economic development offices, Small Business Development Center, Lynchburg Business Development Centre, SCORE, and other co-working spaces within the region.

S 1: Create a list of stakeholders and regional partners to serve as entrepreneurial focus group.

S 2: Organize a meeting of regional partners and stakeholders (focus group) as identified per the list.

S 3: Develop a list of current varieties of similar programs and centers located within the region.

S 4: Develop a list of collaboration potential with current programs and centers. S 5: Determine the need for a regional entrepreneurship center via survey.

Goal: Identify Lead Entities and an Operational Model.

Obj.: Identify all organizations within the region that could potentially lead the regional center for entrepreneurship and identify best practices for an operational model structure.

S 1: Create a list of potential lead entities and research the possibilities, cost analysis and business model needed for multiple entities to determine the best option.

S 2: Research and develop a list of best practice Centers for Entrepreneurship across the country.

S 3: Organize an on-site visit of a successful entrepreneur center.

Goal: Develop a Program of Work. Obj.: Create a plan of work for the regional center of entrepreneurship based on best practices of

successful programs.


Page | 32

S 1: Identify the assistance and services that would be needed for entrepreneurs participating

in the regional center. S 2: Create a business summary for the regional entrepreneurship center. S 3: Identify a physical location for the Regional Center for Entrepreneurship through data

collected, financial analysis and business strategy to determine the ideal location for the center for entrepreneurship.

S 4: Identify synergy with initiative #5, Economic Gardening and EIR program. S 5: Identify and obtain grant opportunities for the Regional Center for Entrepreneurship.


Page | 33

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rt


Page | 34

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Page | 35

CEDS Economic Gardening & Entrepreneur Implementation Action Plan Initiative 5

Mission The CEDS Economic Gardening Initiative’s objective is to identify activities, programs, and partners that support the creation of:

CEDS GOAL 2: facilitating the growth and expansion of our business community KEY INITIATIVE #5: “Launch an economic gardening and entrepreneur in residence program to drive technology-based economic development”.

Development Strategy Develop an economic gardening program that will be complimented by an entrepreneur in residence program with a focus on technology-based companies

Goals, Objectives, and Strategies The goals, objectives, or outcomes, and strategies necessary to succeed in creating a regional entrepreneur center follow. Identified program metrics and identification of implementation partners are presented in the CEDS Economic Gardening Implementation Chart.

Goal: Research and determine best practice programs for Economic Gardening. Obj.: Identify a list of regional community assets to support an economic gardening and

entrepreneur in residence program followed by development of feasibility plan. S 1: Develop a list of benchmark communities with successful programs. S 2: Coordinate with the Virginia Economic Development Partnership to develop strategy

based on their state economic gardening program. S 3: Identify the current workforce and potential for start-ups based on education and

experience. S 4: Identify partnership organizations or systems in place that provide entrepreneurial

support. S 5: Create a comprehensive list of cultural, recreational and quality of life opportunities that

would attract entrepreneurs to develop business in the Lynchburg Region. S 6: Create a comprehensive list of assets located outside the Lynchburg Region that could

benefit a regional economic gardening program.

Goal: Identify and recruitment team members and support for Economic Gardening Program. Obj.: Create a regional taskforce for an economic gardening and entrepreneur in

residence program. S 1: Create a comprehensive list of individuals and/or organizations to serve as taskforce

members. S 2: Brief local government of the importance of incentive support for start-ups and request

their participation on the regional taskforce. S 3: Organize an initial meeting of the economic gardening taskforce.


Page | 36

Goal: Develop a pipeline of services for local entrepreneurs. Obj: Identify a comprehensive list of companies to potentially participate in the economic

gardening and entrepreneur in residence program. S 1: Create a comprehensive list of Stage 1 and Stage 2 companies. S 2: Provide potential companies with a comprehensive list of support services that could be

provided by an economic gardening program in conjunction with a residence program. S 3: Identify target sectors and company niches to promote technology-based economic

development.

Goal: Create an operational model for the economic gardening and EIR program. Obj.: Develop an operational execution plan and a program of work.

S 1: Create a list of potential lead entities. S 2: Develop an operational plan and determine the roles of partner organizations S 3: Identify the assistance and services that would be needed for entrepreneurs

participating in the program. S 4: Create a business summary for the regional program. S 5: Identify a physical location for the entrepreneur in residence program.

Goal: Launch a regional economic gardening and entrepreneur in residence program. Obj.: Provide business resources to entrepreneurs and continue to nurture their business

through stages of growth. S 1: Identify management/oversight of the program. S 2: Identify business mentors and create a list of available mentorship opportunities by

subject matter. S 3: Identifying subject matter experts to provide business resources in critical areas of

business development such as legal, finance, HR, operations. S 4: Identify financial resources for early stage companies such as capital, angel investors, gap

financing and revolving loan funds. S 5: Enlist the RED Team to provide companies with available property within the Lynchburg

Region as startups leave the EIR program.


Page | 37

CED

S G

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rt

1 -

2

Me

d.

2 -

3

Lon

g 3

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5

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Page | 38

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Page | 39

CEDS Sector-Focused Workforce Implementation Action Plan Initiative 6

Mission Establish a coalition of workforce, education, business and supporting human service agencies to identify activities, programs, and additional partners that support the implementation of:

CEDS GOAL 3: educating and developing a sustainable workforce; and KEY INITIATIVE #6: “Form a Regional Talen Coalition to coordinate sector-focused workforce development initiatives, address regional skills gaps, and enhance collaboration between the business community and educational institutions”.

Development Strategy The activities associated with CEDS initiative 6 represent the core mission of the Region 2000 Workforce Development Board and WOIA program. The LEAD 2020: Region 2000 Workforce Innovation and Opportunity Act Local Workforce Development Area Strategic Plan (2017-2020) serves the WDB guiding document. WDB Strategic Plan establishes four LEAD principles, or guiding goals, and the executing strategies that directly respond to the CEDS workforce goal. The WDB Talent Solutions Team, serves as the CEDS Initiative Council.

WDB Mission: Provide the primary connection between our two customers – businesses and job seekers – ensuring demand is met with a highly- qualified supply of applicants Vision: A customer-focused workforce system that supports regional prosperity through efficiently developing the talents of individuals to meet the employment needs of our region

Goals and Strategies The LEAD 2020 WDB Strategic Plan, serves as the CEDS Sector-Focused Implementation Action Plan, has developed the following strategic goals, objectives and strategies to advance the employment advancement mission. The LEAD 2020 WDB Strategic Plan establishes four goals and supporting objectives, outcomes, and metrics, summarized in the Action Plan Chart.

1. Leverage Target Sector-Based Partnerships to Position Career Pathways from K-12 Education

through Employment

a. Position industry action teams for workforce system continuous improvement

2. Enrich the Workforce System through Technologies that Streamline Customer Service

Experience

a. Connect data to inform day-to-day operations

3. Act as Organizational Catalyst to the Regional Workforce System

a. Establish baselines, benchmarks, and forecasts for operational and skilled-labor gaps in

the region

b. Align system partners to capture and respond to the voice of the all customers and

stakeholders


Page | 40

c. Develop professional skills at the service front lines

4. Develop and Deploy Messaging that Effectively Communicates the Workforce System and

Services to Stakeholders- Employers, Job Seekers and Service Providers

a. Add marketing coordinator to staff

b. Work to improve understanding of workforce system among partners


Page | 41


Page | 42


Page | 43

CEDS Workforce Center Implementation Action Plan Initiative 7

Mission The CEDS establishes the Region 2000 Workforce Development Board (WDB) as the regional entity to guide in the actions to bring to fruition:

CEDS GOAL 4: educating and developing a sustainable workforce; and

*KEY INITIATIVE #7: “Establish a Regional Workforce Center on the campus of Central Virginia

Community College (CVCC), or other regional location, to deliver necessary workforce training”.

* Key Initiative #7 wording has been adjusted from the November 2016 CEDS to reflect the

recognition that the appropriate location of a regional workforce center should be the product of a comprehensive needs analysis. Thus, it was agreed to include “or other regional location” to this initiative.

Development Strategy It is recognized by all local stakeholders that implementation of this CEDS tasks will require considerable analysis, stakeholder participation, including state and federal representation, to establish foundational and regionally-supported implementation plan. Additionally, it has been agreed that a regional workforce center is needed, however, it is recognized that the best location for this facility A Workforce Center Team has been established by the WDB and the Local Government Council to execute a preliminary needs analysis and feasibility study that will inform next steps. There is no implementation chart for this initiative, however the following graphic outlines near-term next steps. As with all the CEDS initiatives, progress will be monitored through the established organizational structure.

Team Established by Workforce Board and Local Government Council to determine feasibility

Stakeholder meetings in

August 2017 to explore needs

Exploring Workforce Center

location options/costs

Identifying parameters to

engage consultant for identifying employer and

workforce facility needs

Needs analysis projected

completion by October 2018

Team Established by Workforce Board and Local Government Council to determine feasibility


Page | 44



Page | 45

CEDS Transportation Implementation Action Plan Initiative 8

Mission The CEDS Transportation Initiative Council (R&C IC) is to identify activities, programs, and partners that collectively will support the implementation of:

CEDS GOAL 4: Invest in the connectivity of the Region; and KEY INITIATIVE #8: “Update project priorities and implement the Region’s existing plans for transportation, broadband and other infrastructure provisions based on relevant takeaways from the Central Virginia Connectivity Study”.

Development Strategy The Lynchburg Regional Connectivity Study (Connectivity Study), the first of its kind in Virginia, is an in-depth study to consider how the region’s transportation connectivity – road, air, rail, multimodal, transit – impacts the region’s economic vitality, growth, and competitiveness, serves as the foundation for the CEDS Transportation Implementation Plan. The Connectivity Study is a data-driven study, developed in coordination with the CEDS, is organized according to three themes and eight strategy areas to address transportation, and in turn economic competitiveness and business support, improvements. The themes, eight strategy areas, and recommendations (shown in red) numbers for each is shown below.

Lynchburg Regional Connectivity Study

* A focus of the Connectivity Study but not a focus within the CEDS Transportation IP.

The Connectivity Study serves as the CEDS Transportation Implementation Plan. However, the actions and metrics to gauge progress within Placemaking and Transit & Transit Demand Management (TDM), or programs that promote alternative modes (e.g. biking, vanpools) of transportation, have been expanded. All other components of the specific recommendation within the Connectivity Study and other long-range transportation planning are managed and measured through existing transportation programming (e.g. Central Virginia Long Range Transportation Plan, VDOT Six-Year Improvement Program) formats.


Page | 46

Vision Statement “Our region will be accessible to visitors and businesses from around the world, with a prosperous economy, flourishing natural beauty and strong and safe communities accessible to all”. Source: Central Virginia Long Range Transportation Plan – 2040

Goals, Objectives, and Strategies The following presents goals, objectives, or outcomes, and strategies, derived directly from the Connectivity Study, the Central Virginia LRTP - 2040, and the Region 2000 Rural LRTP, to advance the transportation safety, connectivity, accessibility, and efficiency within the region. Details on the full recommendations of these regional transportation guiding documents are available at www.localgovernmentcouncil.org. Refer to the CEDS Transportation Implementation Chart to view identified metrics to gauge progress and some of the identified agencies, organizations, and entities that will contribute to advancing the Placemaking and Transit & TDM areas multimodal vision. NOTE: Objectives and strategies denoted by * represent recommendations directly from the Connectivity Study.

PLACEMAKING: The region’s community, service and employment centers are vibrant and characterized by multimodal amenities, easy to navigate, and provide a “strong sense of place” that contributes to retaining and attracting businesses, workers, and entrepreneurs.

P Obj. 1: *Continue to enhance efforts to build an urban environment that is livable and appeals to younger workers and entrepreneurs.

P 1a: *Pursue implementation of Complete/Better Streets projects to create safe and vibrant activity centers.

P 1b: Partner with business organizations, non-profits, and health organizations to advance the value and understanding of Complete Streets.

P 1c: Facilitate public outreach campaigns that highlight the walkability of the region’s community centers.

P Obj. 2: *Focus efforts on developing a community that is connected by quality pedestrian and

bicycle infrastructure. P 2a: *Continue to work towards implementation of on-road bicycle accommodation along

corridors identified in the Region 2000 Bicycle Plan. P 2b: Coordinate with VDOT and locality repaving, maintenance, and infrastructure

improvement projects to maximize bicycle and pedestrian improvements. P 2c: Facilitate public and private funding and support mechanisms to advance facility

development. P Obj. 3: *Support placemaking enhancements in the region’s activity centers. P 3a: *Improve wayfinding, via technology & signage, to and within activity centers in the

region. P 3b: Partner with downtown organizations, business, non-profits and other organizations to

promote multimodal programs. P 3c: *Advance unique parking strategies and other multimodal programming (e.g.

carsharing, bike share programs) to reduce parking conflict and advance strong sense of place within community centers.

http://www.localgovernmentcouncil.org/


Page | 47

P 3d: *Coordinate improved multimodal connectivity between institutions of higher education and downtown Lynchburg.

P Obj. 4: *Enhance activity centers with quality pedestrian and bicycle infrastructure and an urban

core that serves as a region-wide asset. P 4a: *Expand the trails and on-road bicycle and pedestrian improvements that support

active and vibrant community centers. P 4b: *Partner with GLTC, RIDE Solutions, businesses and other organizations to expand the

use of transit and other transportation modes to access community centers. TRANSIT & TRANSPORTATION DEMAND MANAGEMENT (TDM): Alternative transportation options – transit, carshare, bike, pedestrian, vanpool – are available throughout the region and accessible to residents and visitors to ensure access to employment, services, recreation, and entertainment.

T & T Obj. 1: *Alternative modes are supported through collaboration, communication between area employers, regional commuters and transit operators.

T&T 1a: *Enhance business outreach through partnerships between RIDE Solutions, the Region 2000 Workforce Development Board (WDB) and the Lynchburg Regional Business Alliance (LRBA).

T&T 1b. Increase RIDE Solutions program membership by area employers.

T & T Obj. 2: *Seek creative solutions that will make transit and other alternative transportation options (ridesharing, biking, walking, vanpools, transit) attractive and feasible.

T&T 2a: *Implement activity-based or other commuter reward programs that provide incentives for utilizing alternative modes.

T&T 2b: *Promote Statewide Vanpooling Efforts – Vanpool!VA by coordinating with employers, WDB. RIDE Solutions to expand transportation options within the rural and small urban areas.

T&T 2c: *Continue to build on the RIDE Solutions platform, increasing awareness of alternative transportation options and program services.

T&T 2d. Seek public and private funding mechanisms to facilitate infrastructure planning and implementation.

T & T Obj. 3: Advance the profile of the Greater Lynchburg Transit Company (GLTC) and transit as

reliable, valuable, and efficient transportation for all residents within the urban service area.

T&T 3a: *Support a unified transit pass program by working with GLTC and major employers and educational institutions.

T&T 3b: *Encourage and incentivize employers to provide transit and other mode benefits to employees.

T&T 3c: Implement transit use campaigns with businesses, multi-unit property owners, and employers within the urban core to highlight value of transit service to reduce parking conflict.

T & T Obj. 4: Transit, biking and walking, are safe and viable modes of transportation to access

resources within the region. T&T 4a: Expand walking and biking infrastructure to increase safe and accessible access to

transit stops.


Page | 48

T&T 4b: Promote educational awareness campaigns that highlight safe system use by walkers, bikers, transit riders and motorists.

T&T 4c: Implement encouragement and reward campaigns, especially within urban and community cores, to highlight alternative transportation options.


Page | 49


Page | 50


Page | 51

CEDS Site Evaluation and Development Implementation Action Plan Initiative 9

Mission The CEDS Business Retention & Expansion Initiative Council objective is to identify activities, programs, and partners to advance improvement of the region’s current industrial land to support new business growth. Specifically, the activities guide advancement of:

CEDS GOAL 4: investing in the connectivity of our region. KEY INITIATIVE #9: “Develop and implement a regional Site Evaluation and Improvement Program to accelerate the preparation and availability of shovel-ready industrial sites in the region”.

Development Strategy Develop a regional site evaluation and improvement program to improve the speed to market for companies seeking to build within the region, including new companies and existing expansions.

Goals, Objectives, and Strategies The following presents goals, objectives and strategies that will be employed by the RED Team to implement a regional site evaluation and improvement program. Please refer to the CEDS Site Evaluation & Improvement Implementation Chart to view identified metrics to gauge program progress.

Goal: Assess the regional site inventory and determine the current preparedness of each site. Obj.: Have documented evidence of the region’s sites and current state.

S: Hire an architecture and engineering firm to complete site evaluations.

Goal: Begin strategy development for site improvement process. Obj.: Use report generated by A&E firm to determine next steps for site improvement.

S 1: Create a priority system for sites based on determined stages of readiness. S 2: Identify large sites and/or continuous parcels for large projects. S 3: Conduct a meeting of stakeholders, including local economic development staff, utility

partners, VEDP and applicable property owners. S 4: Develop a comprehensive list of regional corporate and industrial realtors to serve as the

sites target advisory group (TAG) with the regional economic development team. S 5: Consult with the Virginia Economic Development Partnership on the Virginia Business

Ready Sites Program and identify other site certification programs. S 6: Determine missed projects due to site(s).

Goal: Identify sites with the potential for redevelopment. Obj.: Find potential available property that could be utilized after redevelopment.

S 1: Assess current conditions of sites with potential for redevelopment. S 2: Research grant opportunities for sites with potential for redevelopment. S 3: Continue to advocate for high-impact projects such as Central Virginia Training Center on

lobbying efforts for CTVC funding in state budget. Goal: Identify funding sources for necessary improvements to industrial sites.

Obj.: Ensure funding is available to complete projects.


Page | 52

S 1: Regional staff will provide results of site evaluation reports to local governing bodies and

economic development authorities. S 2: Identify the funding sources for site improvement and research grant opportunities used

for infrastructure. Goal: Provide regional support and recommendations to partners for site improvement.

Obj.: Provide support and navigation of site improvement projects. S 1: Facilitate and navigate opportunities for growth related to site preparedness. S 2: Develop and recommend creative solutions to the municipal partners for site

improvement.


Page | 53

CED

S G

oal

Sho

rt

1 -

2

Me

d.

2 -

3

Lon

g 3

-

5

1. H

ire

an

arc

hit

ectu

re a

nd

en

gin

eeri

ng

firm

to

co

mp

lete

sit

e

eval

uat

ion

s Ex

ecu

tio

n a

nd

co

mp

leti

on

of

eval

uat

ion

sLR

BA

, RED

Tea

m,

Hir

ed

fir

mx

Pro

vid

e a

wri

tten

re

po

rt f

or

regi

on

al in

du

stri

al

site

LR

BA

, RED

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m,

Hir

ed

fir

mx

1.C

reat

e a

pri

ori

ty s

yste

m f

or

site

s b

ased

on

det

erm

ined

stag

es o

f re

adin

ess

Succ

essf

ul c

reat

ion

of

ran

kin

g sy

stem

bas

ed o

n

VED

P B

usi

nes

s R

ead

y Si

tes

Pro

gra

m

LRB

A, R

ED T

eam

, H

ire

d f

irm

x

2.I

den

tify

larg

e si

tes

and

/or

con

tin

uo

us

par

cels

fo

r la

rge

pro

ject

s

Dev

elo

p a

co

mp

reh

ensi

ve li

st o

f la

rge

po

ten

tial

site

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ith

ove

r 1

00

acr

es

or

po

ssib

ility

of

10

0

acre

s b

y co

mb

inin

g sm

alle

r p

arce

ls

LRB

A, R

ED T

eam

, H

ire

d f

irm

x

3. C

on

du

ct a

mee

tin

g o

f st

akeh

old

ers,

incl

ud

ing

loca

l

eco

no

mic

dev

elo

pm

ent

staf

f, u

tilit

y p

artn

ers,

VED

P a

nd

app

licab

le p

rop

erty

ow

ner

s

Ho

ld m

eeti

ng

by

4th

Qu

arte

r 2

01

8

LRB

A, R

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, V

EDP

, Uti

lity

Par

tner

sx

4. D

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op

a c

om

pre

hen

sive

list

of

regi

on

al c

orp

ora

te a

nd

ind

ust

rial

re

alto

rs t

o s

erve

as

the

site

s ta

rget

ad

viso

ry g

rou

p

(TA

G)

wit

h t

he

regi

on

al e

con

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men

t te

am

Co

mp

lete

tw

o a

nn

ual

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tin

gs

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A, R

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x

Hav

e th

e re

gio

nal

eco

no

mic

dev

elo

pm

ent

tea

m

rece

ive

a b

rief

ing

fro

m V

EDP

on

Bu

sin

ess

Rea

dy

Site

s P

rogr

am

LRB

A, R

ED T

eam

, V

EDP

x

Det

erm

ine

wh

at r

egi

on

al s

ites

are

in B

usi

nes

s

Rea

dy

Site

s P

rogr

am

LR

BA

, RED

Tea

m,

VED

P

x

6. D

eter

min

e m

isse

d p

roje

cts

du

e to

sit

e(s)

Mai

nta

in a

sp

read

shee

t o

f m

isse

d o

pp

ort

un

itie

s

du

e to

sit

e co

nd

itio

ns,

siz

e, i

nfr

ast

ruct

ure

req

uir

em

ents

an

d o

ther

re

aso

ns

exp

ress

ed b

y

ind

ust

rial

clie

nts

an

d/o

r si

te c

on

sult

ants

LRB

A, R

ED T

eam

, V

EDP

x

xx

Use

rep

ort

gen

era

ted

by

A&

E fi

rm

to d

eter

min

e n

ext

step

s fo

r si

te

imp

rove

men

t

Stra

tegy

De

velo

pm

en

t

5. C

on

sult

wit

h t

he

Vir

gin

ia E

con

om

ic D

evel

op

men

t

Par

tner

ship

on

th

e V

irgi

nia

Bu

sin

ess

Rea

dy

Site

s P

rogr

am

and

iden

tify

oth

er s

ite

cert

ific

atio

n p

rogr

am

s

Dat

a C

olle

ctio

n

GO

AL:

Ass

ess

th

e r

egi

on

al s

ite

inve

nto

ry a

nd

de

term

ine

th

e c

urr

en

t p

rep

are

dn

ess

of

eac

h s

ite

Go

al: B

egi

n s

trat

egy

de

velo

pm

en

t fo

r si

te im

pro

vem

en

t p

roce

ss

De

velo

p a

nd

imp

lem

en

t a

regi

on

al S

ite

Eva

luat

ion

an

d Im

pro

vem

en

t P

rogr

am t

o a

ccel

era

te t

he

pre

par

atio

n a

nd

ava

ilab

ility

of

sho

vel-

read

y in

du

stri

al s

ite

s in

th

e r

egi

on

Focu

s C

ate

gory

Ob

ject

ive

St

rate

gy

Me

tric

Sup

po

rtin

g A

gen

cie

s o

r

Org

aniz

atio

ns

Tim

e (

year

s)

No

tes

X d

en

ote

s m

eas

ure

d

chan

ge in

CED

S A

nn

ual

Re

po

rt

Ha

ve d

ocu

men

ted

evi

den

ce o

f th

e

reg

ion

’s s

ites

an

d c

urr

ent

sta

te


Page | 54

CED

S G

oal

Sho

rt

1 -

2

Me

d.

2 -

3

Lon

g 3

-

5

1. A

sses

s cu

rre

nt

con

dit

ion

s o

f si

tes

wit

h p

ote

nti

al f

or

red

evel

op

men

t

Dev

elo

p a

co

mp

reh

ensi

ve li

st o

f si

tes

wit

h

po

ten

tial

fo

r re

dev

elo

pm

ent

LRB

A, R

ED T

eam

, x

2. R

esea

rch

gra

nt

op

po

rtu

nit

ies

for

site

s w

ith

po

ten

tial

fo

r

red

evel

op

men

t

Dev

elo

p a

co

mp

reh

ensi

ve li

st o

f gr

an

ts a

vaila

ble

for

pro

per

ty r

ed

evel

op

men

t, in

clu

din

g U

SDA

,

DH

CD

, an

d B

row

nfi

eld

s gr

an

t o

pp

ort

un

itie

s

LRB

A s

taff

xx

3. C

on

tin

ue

to a

dvo

cate

fo

r h

igh

-im

pac

t p

roje

cts

such

as

Cen

tra

l Vir

gin

ia T

rain

ing

Cen

ter

on

lob

byi

ng

effo

rts

for

CTV

C

fun

din

g in

sta

te b

ud

get

Did

/ D

id n

ot

ob

tain

fu

dn

ing

LRB

A, R

ED T

eam

, A

mh

erst

Co

un

ty.

xx

x

1. R

egio

nal

sta

ff w

ill p

rovi

de

resu

lts

of

site

eva

luat

ion

rep

ort

s to

loca

l go

vern

ing

bo

die

s an

d e

con

om

ic

dev

elo

pm

ent

auth

ori

ties

Co

mp

lete

d m

eeti

ngs

wit

h A

mh

erst

, Ap

po

ma

tto

x,

Cam

pb

ell a

nd

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ford

Bo

ard

of

Sup

ervi

sors

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Lyn

chb

urg

Cit

y C

ou

nci

l an

d t

he

Tow

n C

ou

nci

ls o

f

Alt

avis

ta a

nd

Am

her

st. C

om

ple

ted

mee

tin

gs w

ith

cou

nty

/cit

y/to

wn

ED

As/

IDA

s.

LRB

A, R

ED T

eam

, C

ou

nty

Par

nte

rsx

x

Dev

elo

p a

co

mp

reh

ensi

ve li

st o

f fu

nd

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rces

and

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nts

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BA

, RED

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mx

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nsi

der

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Vir

gin

ia p

roje

cts

for

app

licab

le s

ites

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ed o

n m

un

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olla

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rati

on

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BA

, RED

Tea

mx

x

Pro

vid

e a

list

of

sugg

este

d s

ite

op

po

rtu

nit

ies

for

con

sid

erat

ion

by

mu

nic

ipal

par

tner

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sta

ff, R

ED T

eam

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me

nd

atio

ns

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d

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ea

ch m

un

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y w

ith

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ates

t

po

ten

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r R

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taff

, RED

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mx

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d o

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un

itie

s to

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ist

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nic

ipal

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s w

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inan

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sta

ff, R

ED T

eam

xx

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e ec

on

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ic im

pac

t st

ud

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ow

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I of

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elo

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ent

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, RED

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mx

x

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om

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pro

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en

t an

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taff

, RED

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mx

x

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Imp

rove

me

nt

Par

tne

rsh

ip

Go

al: P

rovi

de

re

gio

nal

su

pp

ort

an

d r

eco

mm

en

dat

ion

s to

par

tne

rs f

or

site

imp

rove

me

nt

Pro

vid

e b

usi

nes

s re

sou

rces

to

entr

epre

neu

rs a

nd

co

nti

nu

e to

na

ture

th

eir

bu

sin

ess

thro

ug

h

sta

ges

of

gro

wth

2.

Iden

tify

th

e fu

nd

ing

sou

rces

fo

r si

te i

mp

rove

me

nt

and

rese

arc

h g

ran

t o

pp

ort

un

itie

s u

sed

fo

r in

fra

stru

ctu

re

1. F

acili

tate

an

d n

avig

ate

op

po

rtu

nit

ies

for

gro

wth

re

late

d t

o

site

pre

par

ed

nes

s

2.

Dev

elo

p a

nd

re

com

me

nd

cre

ativ

e so

luti

on

s to

th

e

mu

nic

ipal

par

tner

s fo

r si

te i

mp

rove

me

nt

Ide

nti

fy S

ite

sG

oal

: Id

en

tify

sit

es

wit

h t

he

po

ten

tial

fo

r re

de

velo

pm

en

t

Fin

d p

ote

nti

al a

vaila

ble

pro

per

ty

tha

t co

uld

be

uti

lized

aft

er

red

evel

op

men

t

Fun

din

gG

oal

: Id

en

tify

fu

nd

ing

sou

rces

fo

r n

ece

ssar

y im

pro

vem

en

ts t

o in

du

stri

al s

ite

s

Ensu

re f

un

din

g is

ava

ilab

le t

o

com

ple

te p

roje

cts

De

velo

p a

nd

imp

lem

en

t a

regi

on

al S

ite

Eva

luat

ion

an

d Im

pro

vem

en

t P

rogr

am t

o a

ccel

era

te t

he

pre

par

atio

n a

nd

ava

ilab

ility

of

sho

vel-

read

y in

du

stri

al s

ite

s in

th

e r

egi

on

Focu

s C

ate

gory

Ob

ject

ive

St

rate

gy

Me

tric

Sup

po

rtin

g A

gen

cie

s o

r

Org

aniz

atio

ns

Tim

e (

year

s)

No

tes

X d

en

ote

s m

eas

ure

d

chan

ge in

CED

S A

nn

ual

Re

po

rt


Page | 55

CEDS Rivers & Community Implementation Action Plan Initiative 10

Mission The CEDS Rivers & Community Initiative Council (R&C IC) is to identify activities, programs, and partners that collectively will support the implementation of:

CEDS GOAL 5: Support the vitality of our diverse communities and downtowns; and KEY INITIATIVE #10: “Advance a Regional Riverfront Vision that seeks to ‘unlock’ the region’s riverfronts, better connecting and integrating local communities with the James, Roanoke, and Staunton Rivers” (pg 33).

Development Strategy The Rivers & Community IC have established a vision, goals, objectives, strategies and metrics that respond to the question “Where do we want to be in the next five, ten and twenty years?” and that will serve as “catalyst for regional economic development” (Region 2000 CEDS pg 2). The Rivers & Communities Initiative Council have crafted a Vision Statement and three targeted themes and goals to advance the economic vitality of our diverse communities and connect to our river resources. Vision Statement

“The riverfronts and watersheds of the James, Roanoke, and Staunton Rivers serve their communities by providing access to the open spaces, trail systems, wildlife corridors, and recreation opportunities that spur business development, encourage tourism, and instill community pride in these natural resources.” Goal Themes: 1. Business Development – The James, Roanoke, and Staunton Rivers provide unparalleled opportunities for

businesses to focus their economic activities. (includes river access, recreation, business support activities)

2. Tourism – The communities along the James, Roanoke, and Staunton Rivers are premier regional destinations for those seeking river-based recreation, entertainment, and cultural opportunities in the historic heart of Virginia. (includes river access, recreation, marketing)

3. Community Pride – Communities, businesses and residents are aligned in the desire to promote diverse communities and healthy rivers and watersheds that supports business, recreation, and cultural activities. (includes river access, recreation, environmental and community stewardship, placemaking, education)


Page | 56

Objectives and Strategies The following presents objectives, or outcomes, and strategies (i.e. programs or activities) that will collectively advance the Rivers & Communities vision. Refer to the CEDS River & Community Implementation Plan Chart to view the identified metrics that will be used to gauge success and some of the supporting agencies, organizations, and entities that will be essential to accomplish the CEDS Implementation vision.

BUSINESS DEVELOPMENT: The James, Roanoke, and Staunton Rivers provide unparalleled opportunities for businesses to focus their economic activities.

BD Obj. 1: Communities offer incentives and minimize development impediments to encourage sustainable development within riverfront community centers.

BD 1a: Establish riverfront development zones. BD 1b: Capture tourism tax revenues and reinvest in river zone business development. BD 1c: Floodplain management strategies are incorporated and utilized to ensure sustainable

development and building materials. BD Obj. 2: Riverfront parcels are prioritized for businesses that need direct river access. BD 2a: Develop a list of specific business types that quality for priority of direct river access. BD 2b: Create marketing materials that specifically market riverfront sites/buildings to outdoor

industry/markets. BD Obj. 3: Our region’s water and wastewater capacity are leveraged to encourage business development. BD 3a: Develop economic development materials that market the region’s excellent water/wastewater

capabilities. BD 3b: Best Management Practices are encouraged and implemented to protect our water quality. BD Obj. 4: Riverfront communities and recreational opportunities support talent attraction and retention. BD 4a: Create marketing campaigns that highlight river-centric, outdoor recreation as drivers for talent

attraction/retention. BD 4b. Maximize relationship with VEDP to market region’s riverfront sites and facilities via VEDP

marketing outlets. BD Obj. 5: Establish/maintain collaborative relationships with regulatory agencies (Corp of Engineers, DEQ,

DCR, DGIF). BD 5a: Hold regular (minimum yearly) meeting with local, state, and federal officials to discuss

development visions, needs and regulatory requirements. Include river access projects from other areas to present development options.

BD 5b: Maintain a regional clearing house of agency contacts and programs.


Page | 57

TOURISM: The communities along the James, Roanoke, and Staunton Rivers are premier regional destinations for those seeking river-based recreation, entertainment, and cultural opportunities in the historic heart of Virginia. T Obj. 1: Destination infrastructure (food, shopping, entertainment, public spaces) are features within each

river community center. T 1a: Provide incentives that advance riverfront/community center development investment. T 1b: Encourage marketing strategies that use apps/passports/social media that visitors can use for

exclusive offers or discounts at destinations. T1c: Expand public/private partnerships to increase riverfront park/public space and river access

development. T Obj. 2: Events are held that focus on the river, river access points and parks. T 2a: Encourage partnerships between business, local governments, and nonprofit organizations to

develop unique events that draw residents and visitors to the riverfront zones. T 2b: Increase awareness of events through coordinated marketing. T2c: Establish mechanism to capture participation in river/community special events (e.g. hashtag,

survey, reporting document). T2d: Establish clearing house to submit river-related events for coordination/promotion. T Obj. 3: The region’s commitment to clean, accessible, safe water resources attracts visitors to our

river/pubic water resources. T3a: Seek recognized river designation status (e.g. Scenic River) to highlight quality and visual beauty

of rivers. T3b: Include easy to understand environmental, health, and safety data (i.e. flow report, water

quality indicators like a red/yellow/green light) in river sections on regional and local tourism sites.

T3c: Initiate a river safety campaign that emphasizes proper use, dangers of high water paddling/swimming, encourages paddling training, and recognizes the value of area emergency responders.

T Obj. 4: Area rivers and river centers offer a range of experiences to attract and retain visitors. T 4a: Increase public access points along the river (boat landings, beaches, public spaces). T 4b. Expand and connect trail networks adjacent to and accessing rivers and river community

centers. T 4c: Increase river recreational, sport, family-fun opportunities (e.g. slides, wading areas, whitewater

features, playgrounds, fishing piers, etc.) that invite interaction with our rivers. T 4d: Encourage local businesses to construct creative structures in/on which to play; employ design

competition to build support & momentum for installation. T 4e: Consistently seek public and private funds for trail, recreational feature design and

development.


Page | 58

COMMUNITY PRIDE: Residents are aligned in the desire to promote a healthy river and watershed environment that supports economic growth. CP Obj. 1: Residents take pride and ownership of our rivers and watersheds and contribute to keep the

resources clean and safe. CP 1a: Increase number of local and regional events that target river and watershed

preservation/cleanup. CP 1b: Develop a coordinated calendar of river preservation and watershed cleanup events. CP 1c: Promote stormwater Best Management Practices (e.g. rain barrels, rain gardens, etc.) at the

business and residential level. CP Obj. 2: Local agencies dedicated to watershed and river protection are renowned and appreciated. CP 2a: Develop campaigns to highlight local Soil & Water Conservation Districts, Extension,

river/environmental nonprofits, locality departments to the wider public. CP Obj. 3: The region is proactive in managing and protecting our rivers and watersheds. CP 3a: Urban and rural residents, including farmers, are informed of programs and funding to

implement practices (BMPs) that protect water resources. CP 3b: Residents, farmers, and business install stormwater and sediment BMPs throughout the region. CP Obj. 4: Residents and business community are aware of the connection and value of rivers to the region’s

economic vitality. CP 4a: Develop a strategy to include community pride in the area rivers in marketing campaigns. CP 4b: Hold a marquee event where funds are directed at public space. protection/development along

river within community centers (e.g. Eno River Festival). CP Obj. 5: The region’s rivers and community centers serve as socio-economic equalizers by providing

numerous amenities and opportunities accessible to all. CP 5a: Create a campaign where residents and visitors recognize the variety of free, low-cost,

accessible and inviting river area amenities. CP 5b: Create a passport campaign of free/low-cost/accessible river-related activities residents and

visitors can complete and return to agency/dept for prize. CP 5c: Conduct a survey to gauge citizen recognition of and/or perception of available free/low cost

opportunities.


Page | 59

VIS

ION

STA

TEM

ENT

Sho

rt

1 -

2

Med

.

2 -3

Lon

g

3-5

1a.

Esta

blis

h r

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elo

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ent

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ess/

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re

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l go

vern

men

t (

incl

ud

ing

pla

nn

ing

and

eco

no

mic

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elo

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ent)

x

1b.

Cap

ture

to

uri

sm t

ax r

even

ues

an

d r

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vest

in r

iver

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sin

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ted

an

d

uti

lized

to

en

sure

su

stai

nab

le d

evel

op

men

t an

d b

uild

ing

mat

eria

ls.

Trac

k o

f p

ract

ices

inst

alle

dLo

cal g

ove

rme

nts

; SW

CD

s;

exte

nsi

on

x

2a.

Dev

elo

p a

list

of

the

spec

ific

bu

sin

ees

typ

es t

hat

qu

alif

y

for

pri

ori

ty o

f d

irec

t ri

ver

acce

ss.

Succ

ess/

failu

re E

con

om

ic D

evel

op

men

t, lo

cal

gove

rnm

ent

(pla

nn

ing)

x

2b.

Cre

ate

mar

keti

ng

mat

eria

ls t

hat

sp

ecif

ical

ly m

arke

t

rive

rfro

nt

site

s/b

uild

ings

to

th

e o

utd

oo

r in

du

stry

/mar

kets

.

Trac

k m

arke

tin

g ca

mp

aign

su

cces

s vi

a

app

rop

riat

e ch

ann

els

(web

site

, so

cial

med

ia, p

rin

t, a

dve

rtis

eme

nts

, etc

.)

Eco

no

mic

Dev

elo

pm

ent;

pu

blic

info

rma

tio

n g

rou

ps,

bu

sin

ess

gro

up

s (i

.e. c

ham

ber

s o

r eq

uiv

alen

t)

x

3a.

Dev

elo

p e

con

om

ic d

evel

op

men

t m

ater

ials

th

at m

arke

t

the

regi

on

's e

xcel

len

t w

ater

/was

tew

ater

cap

abili

ties

.

Trac

k m

arke

tin

g ca

mp

aign

su

cces

s vi

a

app

rop

riat

e ch

ann

els

(web

site

, so

cial

med

ia, p

rin

t, a

dve

rtis

eme

nts

, etc

.)

Loca

l/re

gio

nal

eco

no

mic

dev

elo

pm

ent,

loca

l wat

er a

nd

was

tew

ater

x

3b.

Bes

t M

anag

eme

nt

Prac

tice

s ar

e en

cou

rage

d a

nd

imp

lem

en

ted

to

pro

tect

ou

r w

ater

qu

alit

y.Tr

ack

inst

alle

d p

ract

ices

Wat

er R

eso

urc

es D

epts

, Lo

cal

Plan

nin

g, S

WC

Ds

x

4a.

Cre

ate

mar

keti

ng

cam

pai

gns

that

hig

hlig

ht

rive

r-ce

ntr

ic,

ou

tdo

or

recr

eati

on

as

dri

vers

fo

r ta

len

t at

trac

tio

n/r

eten

tio

n.

Trac

k m

arke

tin

g ca

mp

aign

su

cces

s vi

a

app

rop

riat

e m

arke

tig

form

ats

Loca

l/re

gio

nal

eco

no

mic

dev

elo

pm

ent,

mar

keti

ng/

pu

blic

info

rma

tio

n g

rou

ps

x

4b.

Max

imiz

e re

lati

on

ship

s w

ith

VED

P to

mar

ket

the

regi

on

's

rive

rfro

nt

site

s, a

nd

fac

iliti

es v

ia V

EDP

mar

keti

ng

ou

tlet

s.

Trac

k si

tes/

bu

ildin

gs s

ub

mit

ted

th

rou

gh

VED

P p

rop

osa

ls a

nd

su

cces

s ra

te;

trac

k

nu

mb

er o

f m

enti

on

s o

n V

EDP

colla

tera

l

Loca

l/re

gio

nal

eco

no

mic

dev

elo

pm

ent,

VED

Px

5a.

Ho

ld r

egu

lar

(min

imu

m a

nn

ual

ly)

mee

tin

gs w

ith

loca

l,

stat

e, a

nd

fed

eral

off

icia

ls t

o d

iscu

ss b

usi

nes

s d

evel

op

men

t

nee

ds

& r

egu

lato

ry r

equ

irem

ents

. In

clu

de

rive

r ac

cess

pro

ject

fro

m o

ther

are

as t

o p

rese

nt

dev

elo

pm

ent

op

tio

ns.

Succ

ess/

failu

re

Loca

l go

vern

men

t (s

torw

ater

,

pla

nn

ing)

, DEQ

, VD

H, E

PA, L

GC

, are

a

engi

nee

rin

g fi

rms

xC

ou

ld o

rgan

ized

at

regi

on

al le

vel;

LGC

lea

din

g

5b.

Mai

nta

in a

reg

ion

al c

lea

rin

g h

ou

se o

f ag

ency

co

nta

cts

and

pro

gram

s.Su

cces

s/fa

ilure

Loca

l go

vern

men

t (s

torw

ater

,

pla

nn

ing)

, DEQ

, VD

H, E

PA, L

GC

, are

a

engi

nee

rin

g fi

rms

x

3. O

ur r

egio

n's

wat

er a

nd

was

tew

ater

cap

acit

y ar

e

leve

rage

d to

enc

oura

ge b

usin

ess

deve

lopm

ent.

4. R

iver

fron

t co

mm

unit

ies

and

recr

eati

onal

opp

ortu

niti

es s

uppo

rt

tale

nt a

ttra

ctio

n an

d re

tent

ion.

5. E

stab

lish/

mai

ntai

n

colla

bora

tive

rel

atio

nshi

ps w

ith

regu

lato

ry a

genc

ies

(e.g

. Cor

ps o

f

Engi

neer

s, D

EQ, D

CR, D

GIF

).

Focu

s

Cat

ego

ry

Bu

sin

ess

Dev

elo

men

t

1. C

omm

unit

ies

offe

r in

cent

ives

and

min

imiz

e de

velo

pmen

t

impe

dim

ents

to

enco

urag

e

sust

aina

ble

deve

lopm

ent

wit

hin

rive

rfro

nt. c

omm

unit

y ce

nter

s.

2. R

iver

fron

t pa

rcel

s ar

e

prio

riti

zed

for

busi

ness

es t

hat

need

dir

ect

rive

r ac

cess

.

X d

eno

tes

mea

sure

d

chan

ge in

CED

S

An

nu

al R

epo

rt

G

OA

L: T

he

Jam

es, R

oan

oke

, an

d S

tau

nto

n R

iver

s p

rovi

de

un

par

alle

d o

pp

ort

un

itie

s fo

r b

usi

nes

s to

fo

cus

thei

r ac

tivi

ties

.

The

rive

rfro

nts

an

d w

ater

shed

s o

f th

e Ja

mes

, Ro

ano

ke, a

nd

Sta

un

ton

Riv

ers

serv

e th

eir

com

mu

nit

ies

by

pro

vid

ing

acce

ss t

o t

he

op

en s

pac

es, t

rail

syst

ems,

wild

life

corr

ido

rs, a

nd

rec

reat

ion

op

po

rtu

nit

ies

that

sp

ur

bu

sin

ess

dev

elo

pm

ent,

en

cou

rage

to

uri

sm, a

nd

inst

ill c

om

mu

nit

y p

rid

e in

th

ese

nat

ura

l res

ou

rces

.

Ob

ject

ive

Stra

tegy

M

etr

icSu

pp

ort

ing

Age

nci

es

or

Org

aniz

atio

ns

No

tes

Tim

e (y

ears

)


Page | 60

VIS

ION

STA

TEM

ENT

Sho

rt

1 -

2

Me

d.

2 -

3

Lon

g

3-5

3c.

In

itia

te a

riv

er s

afet

y ca

mp

aign

th

at e

mp

has

izes

pro

per

use

, d

ange

rs o

f h

igh

wat

er p

add

ling/

swim

min

g, e

nco

ura

ges

pad

dlin

g tr

ain

ing,

an

d r

eco

gniz

es t

he

valu

e o

f ar

ea

eme

rgen

cy r

esp

on

der

s.

Succ

ess/

failu

reLo

cal P

ub

lic S

afet

y, r

iver

gro

up

sx

4a.

In

cre

ase

pu

blic

acc

ess

po

ints

alo

ng

the

rive

r (e

.g. b

oat

lan

din

gs, b

each

es, p

ub

lic s

pac

es).

Tra

ck t

he

chan

ge i

n n

um

ber

of

and

/or

acre

age

pu

blic

acc

ess/

view

ing/

pu

blic

spac

e lo

cati

on

s

Loca

l/re

gio

nal

to

uri

sm,

loca

l Par

ks

& R

ecre

atio

n d

epar

tmen

tsx

4b

. Ex

pan

d a

nd

co

nn

ect

tra

il n

etw

ork

s ad

jace

nt

to a

nd

acce

ssin

g ri

vers

an

d r

iver

co

mm

un

ity

cen

ters

. Tr

ack

ch

ange

in

mile

s o

f m

ult

i-u

se t

rails

Loca

l/re

gio

nal

to

uri

sm,

Par

ks &

Rec

reat

ion

dep

artm

ents

,

recr

eat

ion

al g

rou

ps

x

4c.

In

cre

ase

rive

r re

cre

atio

nal

, sp

ort

, fam

ily-f

un

op

po

rtu

nit

ies

(e.g

. slid

es, w

adin

g ar

eas

, wh

itew

ater

fea

ture

s,

pla

ygro

ud

s, f

ish

ing

pie

rs).

Tra

ck c

han

ge i

n r

ecr

eat

ion

al, e

xper

ien

ce

op

po

rtu

nit

ies

Loca

l/re

gio

nal

to

uri

sm,

Par

ks &

Rec

reat

ion

dep

artm

ents

x

Man

y ex

amp

les

of

rive

r p

arks

. See

:

ww

w.e

lkad

er-

iow

a.co

m/w

hit

ewat

er.h

tml

4d

. En

cou

rage

lo

cal b

usi

nes

ses

to c

on

stru

ct c

reat

ive

stru

ctu

res

in/o

n w

hic

h t

o p

lay;

em

plo

y d

esig

n c

om

pet

itio

ns

to b

uild

su

pp

ort

& m

om

entu

m f

or

inst

alla

tio

n.

Tra

ck s

ucc

ess

of

init

iati

ves

corr

ela

ted

wit

h

stru

ctu

res

bu

ilt

Loca

l/re

gio

nal

to

uri

sm,

Par

ks &

Rec

reat

ion

, lo

cal g

ove

rnm

ent,

bu

sin

esse

s

x

4e.

Co

nsi

sten

tly

see

k p

ub

lic a

nd

pri

vate

fu

nd

s fo

r tr

ail,

recr

eat

ion

al f

eatu

re d

esig

n a

nd

dev

elo

pm

ent.

Tra

ck g

ran

t ap

plic

atio

ns

and

oth

er

fun

din

g so

urc

es s

ucc

ess

Loca

l/re

gio

nal

to

uri

sm,

Par

ks &

Rec

reat

ion

, lo

cal g

ove

rnm

ent,

recr

eat

ion

gro

up

s

x

4.

Are

a r

iver

s a

nd

riv

er c

ente

rs

off

er a

ra

ng

e o

f ex

per

ien

ces

to

att

ract

an

d r

eta

in v

isit

ors

.

The

rive

rfro

nts

an

d w

ater

shed

s o

f th

e Ja

mes

, Ro

an

ok

e, a

nd

Sta

un

ton

Riv

ers

serv

e th

eir

com

mu

nit

ies

by

pro

vid

ing

acce

ss t

o t

he

op

en s

pac

es, t

rail

syst

ems,

wild

life

corr

ido

rs, a

nd

rec

reat

ion

op

po

rtu

nit

ies

that

sp

ur

bu

sin

ess

dev

elo

pm

ent,

en

cou

rage

to

uri

sm, a

nd

inst

ill c

om

mu

nit

y p

rid

e in

th

ese

nat

ura

l res

ou

rces

.

Focu

s

Cat

ego

ryO

bje

ctiv

e St

rate

gy

Met

ric

Sup

po

rtin

g A

gen

cie

s o

r

Org

aniz

atio

ns

Tim

e (y

ears

)

No

tes

X d

en

ote

s m

eas

ure

d

chan

ge in

CED

S

An

nu

al R

ep

ort


Page | 61

V

ISIO

N

STA

TEM

EN

T

Sho

rt

1 -

2

Me

d.

2 -

3

Lon

g

3-5

1a.

In

cre

ase

nu

mb

er o

f lo

cal a

nd

re

gio

nal

eve

nts

th

at t

arge

t

rive

r an

d w

ater

shed

pre

serv

atio

n a

nd

cle

an

up

.

Tra

ck t

he

nu

mb

er o

f an

d s

ucc

ess

of

loca

l

or

regi

on

al p

rese

rvat

ion

or

clea

n-u

p

even

ts

Loca

l en

viro

nm

enta

l gro

up

s, lw

ater

dep

artm

ents

/au

tho

riti

es, r

iver

gro

up

s

x

1b

. D

evel

op

a c

oo

rdin

ated

cal

end

ar o

f ri

ver

pre

serv

atio

n

and

wat

ersh

ed c

lea

nu

p e

ven

ts.

Tra

ck t

he

nu

mb

er o

f an

d s

ucc

ess

of

loca

l

or

regi

on

al p

rese

rvat

ion

or

clea

n-u

p

even

ts

loca

l en

viro

nm

enta

l gro

up

s, r

iver

gro

up

s, w

ater

dep

artm

ents

/au

tho

riti

es

x

Idea

lly r

iver

gro

up

(s)

wo

uld

tak

e

ow

ner

ship

; eve

nt

cre

ato

rs w

ou

ld

sub

mit

. P

oss

ibly

Cen

tra

l VA

Mas

ter

Nat

ura

lists

1c.

Pro

mo

te s

torm

wat

er B

est

Man

agem

en

t P

ract

ices

(e.

g.

rain

bar

rels

, ra

in g

ard

ens,

etc

.) a

t th

e b

usi

nes

s an

d

resi

den

tial

leve

l.

Tra

ck t

he

nu

mb

er a

nd

su

cces

s o

f ev

ents

Wat

er d

epar

tmen

ts/g

ove

rnm

ents

;

SWC

D, M

aste

r G

ard

ener

s,

envi

ron

men

tal o

rgan

ziat

ion

s; L

GC

x

loca

l wat

er

dep

artm

ents

/au

tho

riti

es, l

oca

l

envi

ron

men

tal g

rou

ps,

Cen

tra

l VA

Mas

ter

Gar

den

ers,

So

il &

Wat

er

Co

nse

rvat

ion

Dis

tric

t

2.

Loca

l ag

enci

es d

edic

ate

d t

o

wa

ters

hed

an

d r

iver

pro

tect

ion

are

ren

ow

ned

an

d a

pp

reci

ate

d.

2a.

Dev

elo

p c

amp

aign

s to

hig

hlig

ht

the

loca

l So

il &

Wat

er

Co

nse

rvat

ion

Dis

tric

ts, E

xten

sio

n, r

iver

/en

viro

nm

enta

l

no

np

rofi

ts,

loca

lity

dep

artm

ents

, etc

. to

th

e w

ider

pu

blic

.

Tra

ck m

ark

etin

g ca

mp

aign

su

cces

s vi

a

app

rop

riat

e ch

ann

els

(web

site

, so

cial

med

ia, p

rin

t, a

dve

rtis

eme

nts

, etc

.)

Wat

er d

epar

tmen

ts/g

ove

rnm

ents

;

envi

ron

men

tal g

rou

ps,

re

cre

atio

n

gro

up

s, L

GC

x

3a.

Urb

an a

nd

ru

ral r

esi

den

ts, i

ncl

ud

ing

farm

ers

, are

info

rme

d o

f p

roga

ms

and

fu

nd

ing

to im

ple

me

nt

pra

ctic

es

(BM

Ps)

th

at p

rote

ct w

ater

re

sou

rces

.

Tra

ck m

ark

etin

g ca

mp

aign

su

cces

s vi

a

app

rop

riat

e ch

ann

els

(web

site

, so

cial

med

ia, p

rin

t, a

dve

rtis

eme

nts

, etc

.)

Wat

er d

epar

tmen

ts/r

egi

on

al w

ater

auth

ori

ties

, en

viro

nm

enta

l gro

up

s,

agri

cult

ure

ext

ensi

on

, LG

C

x

3b

. R

esid

ents

, far

me

rs, a

nd

bu

sin

esse

s in

stal

l sto

rmw

ater

and

sed

imen

t B

MP

s th

rou

gho

ut

the

regi

on

.Tr

ack

of

pra

ctic

es in

stal

led

Loca

l go

vern

men

ts, S

WC

Ss,

exte

nsi

on

x

4a.

Dev

elo

p a

str

ate

gy t

o in

clu

de

com

mu

nit

y p

rid

e in

th

e

regi

on

's r

iver

s in

ma

rket

ing

cam

pai

gns.

Tra

ck m

ark

etin

g ca

mp

aign

su

cces

s vi

a

app

rop

riat

e ch

ann

els

(web

site

, so

cial

med

ia, p

rin

t, a

dve

rtis

eme

nts

, etc

.)

Loca

l wat

er d

epar

tmen

ts/r

egi

on

al

wat

er a

uth

ori

ties

x

4b

. H

old

a m

arq

uee

eve

nt

wh

ere

fun

ds

are

dir

ect

ed a

t

pu

blic

sp

ace

pro

tect

ion

/dev

elo

pm

ent

alo

ng

rive

rs w

ith

in

com

mu

nit

y ce

nte

rs (

e.g.

En

o R

iver

Fes

tiva

l).

Ho

st a

t le

ase

on

e ri

ver-

focu

sed

eve

nt

(e.g

.

rive

r fi

lm f

esti

val,

recr

eat

ion

fes

tiva

l,

con

cert

) al

on

g th

e ri

verf

ron

t th

at b

enef

its

pu

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Page | 62



Page | 63

CEDS Arts & Culture Implementation Action Plan Initiative 11

Mission The CEDS Arts & Culture Initiative Council (A&C IC) is to present strategies that support the realization of:

CEDS GOAL 5: Support the vitality of our diverse communities and downtowns; and KEY INITIATIVE #11: “Expand the establishment of Arts & Culture Districts throughout the Region to encourage and incentivize projects that improve the aesthetic, artistic and cultural appeal of the Region.”

Development Strategy

The A&C IC adopted the following principles in developing the Draft Arts & Culture Implementation Plan.

1. Value Recognition: Investment in arts and culture is vital component of a welcoming and innovative region, retains businesses and residents, supports tourism, and integral to a region’s planning processes, alongside economic development, transportation, infrastructure and education.

2. Reduce “District” Focus: Adjust to “encourage and support projects that improve the aesthetic, artistic, and

cultural appeal of the region”. District removed given:

• Arts Districts require governmental designation/action;

• Designated demarcated area, usually urban, with “critical mass” of cultural venues; and

• Complex entities that typically take five to ten years to create.

Definitions

Arts & Culture: Encompasses performing, visual and fine arts, as well as applied arts – architecture, graphic design, film, digital media, humanities and historic preservation, literature, other creative activities.

Entertainment: Encompasses places, levels of professionalism, events, customers, creators, and other activities.

Source: “The role of the Arts and Culture in Planning Practice” American Planning Association

• Does not focus on culture in the subjective; e.g. religion;

• Includes activities that help frame our region’s story (includes but not exclusive to history); and

• Not focused on natural resources.

Vision Statement “Throughout our region, residents and visitors can explore rich and varied experiences, that illuminate the area’s unique character, inspire conversation, and welcomes all individuals to linger and look closer at our region, its people and its landscapes.” Within the Vision are three themes that serve as the basis for activities that support the realization of CEDS Initiative 11.

4. Impact – Value and range of excellence recognition 5. Entrepreneurship – support creative-class businesses and entrepreneurs 6. Engagement and Inclusion – varied and equitable access opportunities


Page | 64

Goals, Objectives, and Strategies The following presents goals, objectives, or outcomes, and strategies (i.e. programs or activities) to advance the Arts & Culture vision. Please refer to the CEDS Arts & Culture Implementation Chart to view identified metrics to gauge progress and some of the identified agencies, organization and entities that will be essential to accomplish the CEDS Implementation Vision. IMPACT – The quality, range and impact of art, culture, and creative-businesses are valued and recognized as mechanisms that enhance the region’s appeal and economic vitality. Goal 1: Increase the economic impact and value of arts and culture throughout the region.

Obj. 1.1: Advance profile of artists/creatives, programs, and organizations in the region. 1.1a. Develop and execute a media strategy that highlights the quality and variety of talent and

programs in the region; distribute within regional, state, and national markets. 1.1b. Utilize the Lynchburg Regional Artisan Trail (name pending) as a recognized state and national

format to market artisans, venues and cultural amenities. 1.1c. Advance dialogue with local organizations (e.g. business, farms) to create unique experiences that

will expand appeal and exposure.

Goal 2: Highlight the value of art and cultural programs to local policy boards, businesses and organizations. Obj. 2.1: Advance profile and recognition of economic value and impact of art, cultural programs.

2.1a. Arts organizations develop a format to capture and report art and culture financial impact and value to local stakeholders.

2.1b. Utilize Art & Economic Prosperity (American for Arts) model to capture local economic impact of arts and culture programs and businesses.

Goal 3: Develop a format to recognize the quality of excellence, ranging from school, amateur, and

accomplished professionals, of talent and programs available in the region. Obj. 3.1: Recognize and celebrate differing levels of artistic accomplishments, training, and program origin.

3.1a. Coordinate with local publications to establish a format that distinguishes between professional, non-professional, school, collegiate programs.

Obj. 3.2: Through a program recognition format (e.g. event), recognize program excellence.

3.2a. Hold a program recognition event. 3.2b. Work with the yearly “best of” publication to expand artistic categories.


Page | 65

ENTREPRENEURSHIP – The region provides a healthy environment that supports creative-class businesses and entrepreneurs to locate, stay and thrive. Goal 1: Increase business, financial management, and peer-to-peer educational opportunities that support

sustainable creative businesses. Obj. 1.1: Increase the number of residents (existing and new) that can maintain a sustainable living through

their art, craft, creative business. 1.1a. Work with the Small Business Development Center, SBDC, to provide classes on starting a

business, local permit requirements, and other startup/success best management practices. 1.1b. Partner with existing organizations and clubs/guilds to host informal peer-to-peer focus meetings

on business and marketing best practices. Goal 2: Reduce conditions, concerns, or barriers to starting or maintaining a creative business in the region.

Obj. 2.1: Increase conditions for creative business expansion in the region. 2.1a. Connect entrepreneurs with business service organizations (e.g. Small Business Development

Center) to participate in business entrepreneur courses. 2.1b. Partner with local businesses and organization to host Pop Up events that showcase local artisans,

craftsman. 2.1c. Expand access to early stage capital for creative businesses.

ENGAGEMENT AND INCLUSION – A broad range of art and cultural experiences are available, accessible and inviting to all residents and visitors.

Goal 1: Increase opportunities for all residents to experience art, theatre, and cultural events. Obj. 1.1: Decrease financial barriers to participation through low costs or free events that appeal to a broad

audience 1.1a. Expand public/private partnerships to finance events that are free or low costs and appeal to a

broad community spectrum. 1.1b. Develop inviting public spaces that incorporate art, beauty, and diverse experiences

Obj. 1.2: Increase the number of events that are attended by residents of diverse cultural backgrounds,

ethnicities, and socioeconomic makeup. 1.2a. Coordinate with existing community groups, churches, and organizations to develop strategies

that create a welcoming environment to art venues. 1.2b. Art clubs and First Friday type event planners coordinate with educators, neighborhood

organizations, etc. to facilitate art field trips and participation events. 1.2c. Facilitate partnerships between existing programs to develop events/programs that appeal to a

range of cultures and ethnicities. Goal 2: Ensure that residents of all ages and socioeconomic backgrounds area able to participate in art (visual,

theatre, sculpture, etc.) educational opportunities. Obj. 2.1: Decrease financial barriers to participation of young adults in art courses (school and private).

2.1a. Maximize funding of public school arts, band, and music programs by increasing individual and business donor opportunities to fund material and course participation costs.

2.1b. Partner with Parks & Recreation/Community Programs/Non-profits for program and venues near moderate and low-income communities.

Obj. 2.2: Increase opportunities for adults to participate in art classes.

2.2a. Increase art classes offered in afternoon or evening classes Goal 3: Increase the number of public spaces that incorporate public art.

Obj. 3.1: Jurisdictions implement a process to allow for incorporation of public art within new and re-development plan review.


Page | 66

3.1a. Incorporate public art question(s) within the early permit and develop review process that includes strategies for incorporating public art in development projects; includes a designated point person in each jurisdiction.

3.1b. Develop relationships between planning departments and arts organizations to broker/facilitate pubic art inclusion in development projects.

Goal 4: Facilitate funding of public art through public/private partnerships

Obj. 4.1: Develop a dedicated funding format for development and installation of public art and community public spaces.

4.1a. Establish mechanisms (via tax, donations, dedicated % of earned income from public/private programs) to fund public art/community spaces.

4.1b. Establish a dedicated local grant fund (Trust) open to public/private partnerships for the dedicated purpose of installation of public art.


Page | 67

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Page | 68

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. P

artn

er w

ith

exi

stin

g o

rgan

izat

ion

s an

d c

lub

s/gu

ilds

to h

ost

info

rma

l pee

r-to

-pee

r fo

cus

mee

tin

gs o

n b

usi

nes

s

and

mar

keti

ng

bes

t p

ract

ices

.

Succ

ess/

failu

re; P

arti

cip

atio

n #

sar

t cl

ub

s/gu

ilds;

cre

ativ

e n

on

-

pro

fits

x

2.1a

. C

on

nec

t en

trep

ren

eurs

wit

h b

usi

nes

s se

rvic

e

org

aniz

atio

ns

(e.g

. Sm

all B

usi

nes

s D

evel

op

men

t C

ente

r) t

o

par

tici

pat

e in

bu

sin

ess

entr

epre

neu

r co

urs

es.

# o

f cl

asse

ss h

eld

; ch

ange

in lo

cati

on

of

clas

s o

ffer

ings

; # o

f cl

ass

par

tici

pan

ts

bu

sin

ess

org

aniz

atio

ns,

JR

CA

H, a

rt

clu

s/gu

ilds,

eco

no

mic

dev

elo

pm

ent,

crea

tive

no

n-p

rofi

ts

x

See

Sm

all B

usi

nes

s D

evel

op

men

t

Cen

ter

at C

VC

C -

htt

ps:

//sb

dcc

vcc.

org

2.1b

. Pa

rtn

er w

ith

loca

l bu

sin

esse

s an

d o

rgan

izat

ion

to

ho

st

Pop

Up

eve

nts

th

at s

ho

wca

se lo

cal a

rtis

ans,

cra

ftsm

an.

# o

f p

op

up

eve

nts

; Ch

ange

in t

he

# o

f

ven

ues

th

at o

ffer

eve

nts

bu

sin

ess

org

aniz

aito

ns,

art

clu

bs/

guild

s, c

reat

ive

no

n-p

rofi

tsx

2.1c

. Ex

pan

d a

cces

s to

ea

rly

stag

e ca

pit

al.

Succ

ess/

failu

re; #

of

pro

gram

s d

evel

op

ed;

# o

f gr

ants

aw

ard

ed; a

mo

un

t o

f fu

nd

ing

dis

trib

ute

d

eco

no

mic

dev

elo

pm

ent,

loca

l

tru

sts,

cre

ativ

e n

on

-pro

fits

,

bu

sin

ess

org

aniz

atio

ns

x

ENTR

EPR

ENEU

RSH

IPV

isio

n:

The

regi

on

pro

vid

es a

hea

lth

y en

viro

nm

ent

that

su

pp

ort

s cr

eati

ve-c

lass

bu

sin

esse

s an

d e

ntr

epre

neu

rs t

o lo

cate

, sta

y an

d t

hri

ve.

Go

al 1

: In

crea

se b

usi

nes

s, f

inan

ical

man

agem

ent,

an

d p

eer-

to-p

eer

edu

cati

on

al o

pp

ort

un

itie

s th

at s

up

po

rt s

ust

ain

able

cre

ativ

e b

usi

nes

ses.

1.1:

Inc

reas

e th

e nu

mbe

r

of r

esid

ents

(ex

isti

ng a

nd

new

) th

at c

an m

aint

ain

a

sust

aina

ble

livin

g th

roug

h

thei

r ar

t, c

raft

, cre

ativ

e

busi

ness

.

Go

al 2

: R

edu

ce c

on

cern

s o

r b

arri

ers

to s

tart

ing

or

mai

nta

inin

g a

crea

tive

bu

sin

ess

in t

he

regi

on

.

2.1:

Inc

reas

e co

ndit

ions

for

crea

tive

bus

ines

s

expa

nsio

n in

the

reg

ion.

“Th

rou

gho

ut

ou

r re

gio

n, r

esid

ents

an

d v

isit

ors

can

exp

lore

ric

h a

nd

var

ied

exp

eri

ence

s, t

hat

illu

min

ate

the

area

’s u

niq

ue

char

acte

r, in

spir

e co

nve

rsat

ion

, an

d w

elco

mes

all

ind

ivid

ual

s to

lin

ger

and

loo

k cl

ose

r at

ou

r re

gio

n, i

ts p

eop

le a

nd

its

lan

dsc

apes

.”

Focu

s C

ateg

ory

Ob

ject

ive

Stra

tegy

M

etri

cSu

pp

ort

ing

Age

nci

es

or

Org

aniz

atio

ns

Tim

e (y

ears

)

No

tes

X d

eno

tes

mea

sure

d

chan

ge in

CED

S

An

nu

al R

epo

rt


Page | 69

VIS

ION

STA

TEM

ENT

Sho

rt

1 -

2

Med

.

2 -3

Lon

g

3-5

1.1a

. Ex

pan

d p

ub

lic/p

riva

te p

artn

ersh

ips

to f

inan

ce e

ven

ts

that

are

fre

e o

r lo

w c

ost

s an

d a

pp

eal t

o a

bro

ad c

om

mu

nit

y

spec

tru

m.

# o

f fr

ee/l

ow

-co

sts

even

ts; v

alu

e o

f

fin

anci

al c

on

trib

uti

on

to

fre

e/lo

w c

ost

s

even

ts

bu

sin

ess

org

aniz

atio

ns,

cre

ativ

e

no

n-p

rofi

ts, e

con

om

ic

dev

elo

pm

ent,

to

uri

sm, b

usi

nes

ses

x

1.1b

. D

evel

op

invi

tin

g p

ub

lic s

pac

es t

hat

inco

rpo

rate

art

,

bea

uty

, an

d d

iver

se e

xper

ien

ces.

Ch

age

in #

of

pu

blic

art

; ch

ange

in p

ub

lic

spac

e u

se (

e.g.

mu

sici

ans)

- v

isu

al c

han

ge.

loca

l go

vern

men

ts, b

usi

nes

ses,

bu

sin

ess

org

aniz

atio

ns,

art

clu

bs/

guild

s, c

reat

ive

no

no

-pro

fits

x

1.2a

. C

oo

rdin

ate

wit

h e

xist

ing

com

mu

nit

y gr

ou

ps,

ch

urc

hes

,

and

org

aniz

atio

ns

to d

evel

op

str

ateg

ies

that

cre

ate

a

wel

com

ing

envi

ron

men

t to

art

ven

ues

.

Succ

ess/

failu

re; #

of

coo

rdin

atio

n

mee

tin

gs

JRC

AH

, cre

ativ

e n

on

-pro

fits

,

com

mu

nit

y gr

ou

ps/

org

aniz

atio

ns

x

1.2b

. A

rt c

lub

s an

d F

irst

Fri

day

typ

e ev

ent

pla

nn

ers

coo

rdin

ate

wit

h e

du

cato

rs, n

eigh

bo

rho

od

org

aniz

atio

ns,

etc

.

to f

acili

tate

art

fie

ld t

rip

s an

d p

arti

cip

atio

n e

ven

ts.

Succ

ess/

failu

re; #

of

org

aniz

ed e

ven

ts

bu

sin

ess

org

aniz

atio

ns,

sch

oo

l art

tea

cher

s, c

reat

ive

no

n-p

rofi

ts, a

rt

clu

bs/

guild

s

x

1.2c

. Fa

cilit

ate

par

tner

ship

s b

etw

een

exi

stin

g p

rogr

ams

to

dev

elo

p e

ven

ts/p

rogr

ams

that

ap

pea

l to

a r

ange

of

cult

ure

s

and

eth

nic

itie

s o

r ta

ilore

d t

o a

sp

ecif

ic in

tere

st g

rou

p.

# o

f ev

ents

th

at in

clu

de

div

erse

pla

nn

ing

par

tner

s; in

crea

se in

att

end

ance

div

ersi

ty

JRC

AH

, cre

ativ

e n

on

-pro

fits

,

bu

sin

ess

org

aniz

atio

ns

xEx

: C

reat

e a

bik

e/w

alk

trai

l th

at

con

nec

ts a

rtis

tic

ven

ues

, ea

tin

g

loca

tio

ns

2.1a

. M

axim

ize

fun

din

g o

f p

ub

lic s

cho

ol a

rts,

ban

d, a

nd

mu

sic

pro

gram

s b

y in

crea

sin

g in

div

idu

al a

nd

bu

sin

ess

do

no

r

op

po

rtu

nit

ies

to f

un

d m

ater

ial a

nd

co

urs

e p

arti

cip

atio

n

cost

s.

Incr

ease

in d

on

or

fun

din

g; #

of

spo

no

rso

red

stu

den

ts; i

ncr

ese

in #

of

do

no

rs

Sch

oo

l bo

ost

ers,

PTA

, no

n-p

rofi

ts,

bu

sin

ess

org

aniz

atio

ns,

x

2.1b

. Pa

rtn

er w

ith

Par

ks &

Rec

reat

ion

/Co

mm

un

ity

Pro

gram

s/N

on

-pro

fits

fo

r p

rogr

am a

nd

ven

ues

nea

r

mo

der

ate

and

low

-in

com

e co

mm

un

itie

s.

Succ

ess/

failu

re; c

han

ges

in c

ou

rses

in

com

mu

nit

y ve

nu

es

Park

s &

Rec

reat

ion

Dep

ts; c

reat

ive

no

n-p

rofi

ts,

x

2.2:

Inc

reas

e

oppo

rtun

itie

s fo

r ad

ults

to

part

icip

ate

in a

rt, c

reat

ive

clas

ses.

2.2a

. In

crea

se c

lass

off

erin

gs in

th

e af

tern

oo

n, e

ven

ing

or

wee

ken

ds.

# o

f cl

asse

s o

ffer

ed; c

han

ge in

cla

ss

par

tici

pat

ion

; ch

ange

in a

ge r

ange

in

clas

ses

Park

s &

Rec

reat

ion

Dep

ts, a

rt

clu

bs/

guild

s, c

reat

ive

no

n-p

rofi

tsx

3.1a

. In

corp

ora

te p

ub

lic a

rt q

ues

tio

n(s

) w

ith

in t

he

earl

y

per

mit

an

d d

evel

op

rev

iew

pro

cess

th

at in

clu

des

str

ateg

ies

for

inco

rpo

rati

ng

pu

blic

art

in d

evel

op

men

t p

roje

cts;

incl

ud

es a

des

ign

ated

po

int

per

son

in e

ach

juri

sdic

tio

n.

Succ

ess/

failu

re; #

of

loca

litie

s th

at

dev

elo

p p

roce

ss a

nd

inco

rpo

rate

wit

hin

pla

n r

evie

w; #

of

dev

elo

pm

ents

th

at

incl

ud

e p

ub

lic a

rt

loca

l go

vern

men

ts, l

oca

l pla

nn

ing

dep

artm

ents

, x

3.1b

. D

evel

op

rel

atio

nsh

ips

bet

wee

n p

lan

nin

g d

epar

tmen

ts

and

art

s o

rgan

izat

ion

s to

bro

ker/

faci

litat

e p

ub

ic a

rt in

clu

sio

n

in d

evel

op

men

t p

roje

cts.

Succ

ess/

failu

re; #

of

pu

blic

art

coo

rdin

ated

pro

ject

s co

mp

lete

d

loca

l go

vern

men

t p

lan

nin

g

dep

artm

ents

, JR

CA

H, c

reat

ive

no

n-

pro

fits

, bu

sin

ess

org

aniz

atio

ns

x

4.1a

. Es

tab

lish

mec

han

ism

s (v

ia t

ax, d

on

atio

ns,

ded

icat

ed %

of

earn

ed in

com

e fr

om

pu

blic

/pri

vate

pro

gram

s) t

o f

un

d

pu

blic

art

/co

mm

un

ity

spac

es.

Succ

ess/

failu

re; #

of

stra

tegi

es

imp

lem

en

ted

; fu

nd

s ge

ner

ated

; # o

f

pro

ject

s

loca

l go

vern

men

ts, e

con

om

ic

dev

elo

pm

ent,

no

n-p

rofi

ts, b

usi

nes

s

org

aniz

atio

ns

xM

any

pro

gram

exa

mp

les.

See

htt

p:/

/cu

ltu

rela

.org

/per

cen

t-p

ub

lic-

art

4.2a

. Es

tab

lish

a d

edic

ated

loca

l gra

nt

fun

d (

Tru

st)

op

en t

o

pu

blic

/pri

vate

par

tner

ship

s fo

r th

e d

edic

ated

pu

rpo

se o

f

inst

alla

tio

n o

f p

ub

lic a

rt.

Succ

ess/

failu

re; f

un

ds

gen

erat

ed; #

of

pro

ject

s

crea

tive

no

n-p

rofi

ts, b

usi

nes

s

org

anzi

atio

ns,

loca

l

fou

nd

atio

n/o

rgan

izat

ion

xse

e:

Ric

hm

on

d A

rts

Co

mm

issi

on

4.1:

Dev

elop

a d

edic

ated

fund

ing

form

at f

or

deve

lopm

ent

and

inst

alla

tion

of

publ

ic a

rt

and

com

mun

ity

publ

ic

spac

es

ENG

AG

EMEN

T &

INC

LUSI

ON

VIS

ION

: A

bro

ad r

ange

of

art

and

cu

ltu

ral e

xper

ien

ces

are

avai

lab

le, a

cces

sib

le a

nd

invi

tin

g to

all

resi

den

ts a

nd

vis

ito

rs.

Go

al 1

: In

crea

se o

pp

ort

un

itie

s fo

r al

l res

iden

ts t

o e

xper

ien

ce a

rt, t

hea

tre,

an

d c

ult

ura

l eve

nts

.

1.1:

Dec

reas

e fi

nanc

ial

barr

iers

to

part

icip

atio

n

thro

ugh

low

cos

ts o

r fr

ee

even

ts t

hat

appe

al t

o a

broa

d au

dien

ce.

1.2:

Inc

reas

e th

e nu

mbe

r

of e

vent

s th

at a

re

atte

nded

by

resi

dent

s of

dive

rse

cult

ural

back

grou

nds,

eth

nici

ties

,

and

soci

oeco

nom

ic

mak

eup

Go

al 2

: En

sure

th

at r

esid

ents

of

all a

ges

and

so

cio

eco

no

mic

bac

kgro

un

ds

area

ab

le t

o p

arti

cip

ate

in a

rt (v

isu

al, t

hea

tre,

scu

lptu

re, e

tc.)

ed

uca

tio

nal

op

po

rtu

nit

ies.

2.1:

Dec

reas

e fi

nanc

ial

barr

iers

to

part

icip

atio

n of

youn

g ad

ults

in a

rt c

ours

es

(sch

ool a

nd p

riva

te).

Go

al 3

: In

crea

se t

he

nu

mb

er o

f p

ub

lic s

pac

es t

hat

inco

rpo

rate

pu

blic

art

.

3.1:

Jur

isdi

ctio

ns

impl

emen

t a

proc

ess

to

allo

w f

or in

corp

orat

ion

of

publ

ic a

rt w

ithi

n ne

w a

nd

re-d

evel

opm

ent

plan

revi

ew.

Go

al 4

: Fa

cili

tate

fu

nd

ing

of

pu

blic

art

th

rou

gh p

ub

lic/p

riva

te p

artn

ersh

ips

“Th

rou

gho

ut

ou

r re

gio

n, r

esid

ents

an

d v

isit

ors

can

exp

lore

ric

h a

nd

var

ied

exp

erie

nce

s, t

hat

illu

min

ate

the

area

’s u

niq

ue

char

acte

r, in

spir

e co

nve

rsat

ion

, an

d w

elco

mes

all

ind

ivid

ual

s to

lin

ger

and

loo

k cl

ose

r at

ou

r re

gio

n, i

ts p

eop

le a

nd

its

lan

dsc

apes

.”

Focu

s C

ateg

ory

Ob

ject

ive

Stra

tegy

M

etr

icSu

pp

ort

ing

Age

nci

es

or

Org

aniz

atio

ns

Tim

e (y

ears

)

No

tes

X d

eno

tes

mea

sure

d

chan

ge in

CED

S

An

nu

al R

epo

rt

virginia’s region 2000 ceds implementation action plan...presentation format the ceds presents...

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