Buchanan County Dickenson County Tazewell County Russell County 2022 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY UPDATE Cumberland Plateau Planning District Commission TABLE OF CONTENTS CEDS 2022 UPDATE CUMBERLAND PLATEAU PLANNING DISTRICT COMMISSION PAGE i-iii EXECUTIVE SUMMARY A. SUMMARY BACKGROUND - REGION'S ECONOMIC CONDITIONS B. DISTRICT SWOT ANALYSIS. C. STRATEGIC DIRECTIONACTION PLAN.. 1. Vision Statement and Goals/Objectives 2. Action an/mplementation D. EVALUATION MEASURES. ECONOMIC RESILIENCE. 10 16 .22 22 .24 .25 .26 27 28 E. 1. Planning for and Implementing Resilience.. 2. Establishing Information Networks 3. Pre-disaster Recovery Planning.. 4. Measuring Resilience. PANDEMIC RESPONSE APPENDICES F. LSUMMARY BACKGROUND - Demographic Data II. Cumberland Plateau Hazard Mitigation Plan Update - Executive Summary III. CPPDC Roadmap to Economic Resiliency - Executive Summary IV.CEDS Endorsement Resolutions V.CEDS Committee Roster Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy TOC 2022 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY UPDATE CUMBERLAND PLATEAU PLANNING DISTRICT COMMISSION EXECUTIVE SUMMARY The Cumberland Plateau Planning District Commission will celebrate its 54th year as an EDD in 2022. The District staff, Board of Directors and local and regional partners stand prepared to continue the District's economic diversification efforts. The Cumberland Plateau Planning Commission has been working since 1968 with member governments, regional organizations, state and federal agencies and other public and private entities to diversify the regional economy which was based primarily on coal and agriculture. This effort began with the basics of providing public infrastructure to support economic growth. Then came efforts to develop industrial sites, parks and shelll buildings to attract: new. jobs to the region. That effort resulted in some major new automotive related industries locating in the area in the late 1980's. At the same time, efforts were being made to support the establishment oft the Appalachian School of Law in Buchanan County. The success of this endeavor prompted the County to support the establishment of the Appalachian College ofl Pharmacy. Int the early 2000s, thel PDC joined withl Lenowisco PDCt toi initiate ai regional fiber optic broadband deployment project with thei financial support ofEDA and the Virginia Tobacco Commission. With Sunset- Fiber and Scott County Telephone Cooperative as partners, this project now provides state-of-the-art broadband services to thousands of businesses, industries, institutions and governments int the region. A regional 4G wireless project in cooperation with Verizon Wireless, initiated in 2012, was completed in thel Fall of2016, making Southwest Virginia one of the few rural areas in the nation with 4G coverage. This project provides at transformational economic development tool for the Cumberland Plateau and Lenowisco Planning Districts. The District is committed to making this asset a major piece of local regional and state marketing plans. With the availability ofthis robust twenty-first century telecommunications network, several major IT companies have located in the district, including CGI, Northrup Grumman, Sykes, AT&T and SAIC. Other companies, such as Pyott-Boone: in' Tazewell County, havel been able to expand duet tot the availability of our broadband infrastructure. The district now hosts over 1,000 high-wage, high-skill IT jobs not here just ten years ago and serves over 1,000 business, industry and governmental customers. In addition, the PDC is working with its private ownership partner Point Broadband, to expand the system to serve residential customers. With two major state telecommunication grants awarded in 2021, the District will see universal coverage by the end of2 2024. On the negative side, the late 2000's also saw the loss in the District of several of our largest automotive manufacturers, including IAC and Alcoa Wheels. With these closings largely due toj problems int the American auto industry, nearly 1,000 good-paying manufacturing. jobs werel lost. The end result has been that, despite great progress in diversification of the regional economy, the region is still losing. jobs Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Pagei and population. The District's four counties collectively saw a 10.62 percent population decline from 2010 to 2020, a trend that continues and is deepening. The region is supporting regional workforce programs as well as the creation of Centers ofExcellencet to provide better training for the advanced manufacturing and other industries being recruited to thel District. Despite success in attracting IT and higher education jobs to the area, the continued loss of population has made it apparent that more needs to be done to improve the quality of life in the district in support of creating more manufacturing jobs, jobs for which the District workforce is well suited. This realization has led to the initiation of several cultural heritage tourisms efforts and a robust downtown revitalization program that is transforming Southwest Virginia and its small towns into a national and international tourism destination. Based on the unique music and craft traditions oft the region and on the magnificent outdoor recreation assets of the area, Southwest Virginia has seen tremendous growth in tourism over the past fifteen plus years. This has resulted in increased small business entrepreneurship leading to at least three new motels in the district and many newi restaurants, bed and breakfast operations, convenience stores, and other tourism-related businesses that greatly enhance the region' 's quality oflife.A A recent trend has been the creation of several breweries, distilleries and wineries in the District, greatly enhancing the region's quality oflife. These new tourism-related businesses andj jobs cannot be shipped to other states and other countries and do much to make the region more attractive to young people. Recent numbers show an increase in 25-34 year olds with college degrees. Coupled with the availability ofs state- of-the-art broadband, both fiber and wireless 4G, the region's quality oflife is tremendously improved and the ability to attract new. jobs is greatly enhanced. There is a need for a more robust marketing effort to highlight these assets which are rarely found in America's rural areas. While the District has been at the forefront of these various economic diversification efforts, other partners, such as the Virginia Coalfield Economic Development Authority, the Virginia Economic Development Partnership, the Southwest Virginia Workforce Development Board and our local IDAS, are thej primary entities that market thel District toi new businesses. These organizations, under thel banner ofthe e-Region, are: focusing on advanced manufacturing, electronic information technology, energy, agriculture, higher education, emerging technologies, existing businesses, and enterprise (Made in the USA and Opportunity SWVA). The industry clusters forl IT, energy andl higher education are already well established and the potential for growth is great. The Crooked Road, 'Round the Mountain, Southwest Virginia Outdoors, the Southwest Virginia Cultural Heritage Foundation, Southwest Virginia Culture Center and Market Place, Heart of Appalachia Tourism Authority, the Virginia Tourism Corporation and our local tourism offices, are marketing the region's cultural heritage and outdoor recreation assets to the world with great success. The Virginia Coal Heritage Trail, the Spearhead Multi-Use Trail System, the TransAmerica Bike Trail, the Back of The Dragon Motorcycle Trail, the Haysi to the Breaks Trail and other trails are attracting tourists and willl bring more in years to come. A major proposed trail, the Clinch Mountain Trail, will be a world-class attraction. Southwest Virginia tourism: revenue increases have led the state for the last few years. New efforts in agriculture development and agritourism present significant opportunities to reinvigorate farming in thel District, especially in thel livestock arena. An Agricultural Strategic Plan for the Virginia Coalfield Economic Development Authority was completed in 2017 andi is serving as the basis for new agriculture business development int thei region. The demand for local, hormone-free and grass-finished Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Pagei ii beef, sheep and goats is encouraging more young farmers to start new enterprises in the District and has sparked plans to build a livestock processing facility in Russell County. Along with a re-emphasis on agriculture education in the District's high schools, interest in farming as an occupation is growing. Another new initiative led by the Thompson Foundation in Buchanan and Tazewell Counties is focusing on asset-based development ini the areas of artisan and musicians, adventure and nature tourism and local agriculture and food. This effort to support economic diversification in these two coal counties is succeeding inl bringing entrepreneurs and governmental leaders together. A recent initiative that originated out ofthis effort is the development ofar major hiking trail linking the Appalachia' Trail in Tazewell County to thel Breaks Interstate Park in Buchanan County. Called the Burkes Garden to the Breaks Trail, it has the opportunity to add a significant link oft the AT to the coalfields region. Another major trail project would link Pisgah in Tazewell County to the Channels inl Russell County and on to the Brumley Mountain Trail. This 45-mile trail along Clinch Mountain will be a world-class destination for hiking tourists. The PDC is participating in the newly - formed Southwest Virginia Solar Workgroup in efforts to develop both residential and utility-scale solar projects in Virginia's coalfields. The PDC Board has recently offered its support of state legislation to make shared solar programs available in Southwest Virginia. These programs can assist in industrial recruitment efforts in thel District. The District also partners with the Small Business Development Center (SBDC) and the Procurement Technical Assistance Center(PTAC) at Southwest Community College int thei implementation ofits Revolving Loan Fund (RLF). These programs support new business development as well as business expansion int the District. All of these developments to promote economic development in the District and in Southwest Virginia have been supported by the CPPDC and its local governments. The growth in targeted business and industry clusters, especially in advanced manufacturing, is happening and the District's economy is more diversified. The challenge is to build on the successes and attract more IT, higher education, clean energy, advanced manufacturing and tourism jobs to the region, support a growing interest in agriculture and toi further improve the economy and the quality oflife in the District. With the support ofi its many partners, the CPPDC will continue to provide leadership in promoting the economic development action plan set forth in this document that plots a path forward for economic resiliency that addresses the challenges and vulnerabilities ofthe District. By focusing on the current assets and opportunities identified in this CEDS Update, the region can overcome those challenges identified. Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Pagei iii 2022 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY UPDATE CUMBERLAND PLATEAU PLANNING DISTRICT COMMISSION A. SUMMARY BACKGROUND - REGION'S ECONOMIC CONDITIONS The Cumberland Plateau Planning District isi in Southwest Virginia and encompasses the counties of Buchanan, Dickenson, Russell and Tazewell and the towns of Grundy, Clinchco, Clintwood, Haysi, Cleveland, Honaker, Lebanon, Bluefield, Cedar Bluff, Pocahontas, Richlands and Tazewell. The District is divided into two physiographically distinct regions, both lying in the Appalachian Highlands. The counties of Buchanan and Dickenson, along with the northern portions ofl Russell and Tazewell Counties, lie in the Cumberland Plateau which is, in turn, aj part of the Appalachian Plateau. This area liesi in Virginia's.coalfields: region and is dominated by coal and gas production. The remaining portion of the District, comprising the greater portion of Russell and Tazewell Counties, lies in the Valley and Ridge Province of the Appalachian Highlands where agriculture, specifically cattle farming, dominates the economy. Iti is also where the majority of the District's major manufacturing and IT companies are located. Its should be emphasized here that the District's mountainous terrain poses huge challenges for economic development. The coalfields region has little developable land and costs to create industrial and business sites of any size are extremely high. When developed, transportation challenges make marketing such sites very difficult. The ability to effectively diversify the District'seconomy is challenged out ofthe gate even before dealing with demographic challenges. Between 2010 and 2020, the population in the District decreased 13.20 percent, declining from 113,976 to 100,689. The lowest decline rates were recorded in Russell and Tazewell Counties (-- -12.09 and -11.05 percent, respectively), followed by Dickenson with -12.60 percent and Buchanan with -18.39 percent population decline. From 2010 to 2020, the District saw -13.20 percent decrease in population. Buchanan County's 18.39 percent population decline was still the largest experienced among the four counties. Projections by the Virginia Employment Commission indicate that the population decline has Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 1 bottomed out in Russell and Tazewell Counties and that they will see their population increase slightly through 2030. However, population will continue to decline in Buchanan and Dickenson Counties. The slight increases in Russell and Tazewell Counties are not sufficient to offset the losses in the District of the 2010's and 2020's period. It will take a much stronger economic recovery to reverse the economic trends of the past. In fact, based on the U.S. Census Bureau the District's population decreased 13.20 percent, from 2010 to 2020, continuing the dramatic population decline since 2010. Age is a characteristic that differs significantly from the State's population statistics. The populations ofall four counties appear to be slightly older on average than that oft the State, with median ages of 46.8, 44.7, 45.7, and 45.2 for the four counties, in comparison to 38.2 for the State int the 2015-2019 Census Estimates. Efforts in the District to reverse the "brain drain" are ongoing and top the list ofregional economic development efforts. In 2020, unemployment was higher in all counties compared to 2019. Buchanan County was at 9.5 percent, Dickenson County was at 8.0 percent, Russell County was at 6.6 percent and' Tazewell County was at 7.6 percent. In comparison, Virginia's unemployment during 2020 was 6.2 percent and the Cumberland Plateau Planning District as a whole posted a rate of 7.9 percent. These numbers reflect the global pandemic and more: recent declines in the district's coal economy. Employment byi industry data shows that the largest percentages of employment ini the four county area are in retail trade and health care, educational services and social assistance sectors. Mining employment is the fourth largest sector. The percent of employment in mining was appreciably smaller in Russell County (5.65 percent) and Tazewell County (5.24 percent) than it was in Buchanan County (28.46 percent), or Dickenson County (32.71 percent) reiterating the relative diversity of the economies in Tazewell and Russell as opposed to the other two counties. The figures for mining employment in 2020 are considerably smaller than they were in 20101 in all four counties due to the continued downturn in coal production. These figures will most likely continue to decline in the future. Median family income increased in all four counties between 2000 and the 2015-2019 average. The problem, however, is that all of the counties continue to lag behind the State. Between 2000 Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 2 and 2015-2019, median family income in Buchanan, Dickenson, Russell and Tazewell Counties increased by 49.57, 52.30, 54.44, and 58.48 percent respectively. During this same period the State increased by 66.41 percent. Event though the counties increased inj per capitai income at a significant rate, there is still a great disparity with the State on the actual dollar amounts ofthe median family incomes. Average Median Family Income in the 2015-2019 period for the four counties of the planning district was $46,397 compared to $90,141 for Virginia. The same trend holds for per capita income. From 2000 to 2015-2019, average per capita income increased by 52.46% in Buchanan County, 94.81% in Dickenson County, 45.36% in Russell County and 55.33% in Tazewell County. State per capita income increased by 63.83% for the same period. The counties of the planning district have grown at a rate comparable to the state, but the per capita income differential between Virginia ($39,278) and the District average of $22,454 is still very large. The District has one oft the most robust telecommunications networks ofany rural areai in America. Built by the Cumberland Plateau Company in conjunction with] Bristol Virginia Utilities Authority, the Virginia Coalfield Coalition and Scott County Telephone Cooperative, the broadband infrastructure and wireless 4G network now in place provides a critically important tool in the District's economic development toolbox. An aggressive effort with new operating partner, Point Broadband to grow residential services in the District is underway. There is an amazing number of outdoor recreation and cultural heritage tourism assets throughout the four county-region. These assets are being aggressively marketed through several regional initiatives, the most prominent being the Southwest Virginia Cultural Heritage Foundation and the Friends of Southwest Virginia, as well as through Heart of Appalachia Tourism Authority and County Tourism Offices. As the umbrella organization for the Crooked Road: Virginia's! Heritage Music Trail, Round the Mountain': Southwest Virginia's Artisan Network, and Southwest Virginia's Outdoor Recreation Initiative, the Friends of Southwest Virginia promotes the 19 counties and 4 cities of Southwest Virginia to national and international tourists. This effort has brought the region to near the top of Virginia' 's tourism destinations. Much work lies ahead on the region's outdoor recreation initiative, Appalachian Spring. The region has just received POWER grants from EDA and ARC to support ongoing initiatives at the Breaks Interstate Park, the High Knob Recreation area, the Clinch River and the New River. Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 3 A relatively new initiative, The Spearhead Trails, is focused on the development of a multi-use trail system in Virginia's Coalfield counties. Ofs special importance is the development ofa an ATV trail system similar to thel Hatfield-McCoy Trail in West Virginia. This trail has recentlyi prompted an increase in tourism and economic development in the region. All of the District's counties have easy access to Breaks Interstate Park which is located on the Virginia-Kentucky border with most of the Park's 4,500 acres falling within Dickenson County. The Park boasts the largest canyon east of the Mississippi, carved out by the Russell Fork River, and nicknamed the "Grand Canyon oft the South." While only a small portion ofThe Breaks Park isl located in Buchanan County, there is major cooperative effort between the Park and Buchanan Countysupporting the management ofthe only elk herd: in Virginia. Thel herd thrives on abandoned mine land in Buchanan County, and The Breaks sponsors bus tours to observe the elk. This effort is drawing tourists to the District in significant numbers. Another significant outdoor recreation site in Dickenson County is the John W. Flannagan Dam and Reservoir which is located five miles from Haysi on the Pound River, a tributary ofthel Russell Fork River. Visitors to the Reservoir enjoy opportunities to participate in outdoor activities such as picnicking, hiking, camping, swimming, fishing, boating and water skiing. The lake isa awell- known small-mouth bass and walleye fishing venue. White water rafting and kayaking are additional activities offered on a seasonal basis on the Russell Fork River below the Flannagan Dam. During October of each year, whitewater enthusiasts from all over the world come to Dickenson County to enjoy one of the best whitewater experiences in North America. Estimates of the regional economic impact of a 21-day rafting season on the Gauley River in West Virginia-Sl68milion int total direct and indirectrevenues- provide strong incentive for pursuing the development of rafting and related tourist industries in the area around the Flannagan Dam. Efforts are being made to increase the number ofr releases from the Dam in the Fall to expand the length of the whitewater season. Another major effort is the development ofal hiking/biking trail from the Town of Haysi along the Russell Fork and into the Breaks Gorge. The trail will have international appeal. Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 4 The four counties in the District share access to Jefferson National Forest, a 690,000 acre forest located in Southwest Virginia. Dickenson, Russell and Tazewell Counties claim small portions of this forest's huge acreage and its many recreational attractions. Jefferson National Forest has received media attention for becoming the nation's first forest to actively promote tourism rather than simply waiting for people to ask for information. This bodes well for the District and Southwest Virginia as many world-class outdoor recreation assets are located in the region. In the District, in addition to the aforementioned Breaks Park, John Flannagan Reservoir and Jefferson National Forest, The Channels State Forest, Brumley Mountain Trail, Laurel Bed Lake, the Clinch Mountain Wildlife Management Area, the Appalachian Trail and Burkes Garden are all located along Clinch Mountain on the District's southern border. In addition, many world-class assets, including the Pinnacle Natural Area Preserve and the Cleveland Barrens are associated with the Clinch River, North America's most biodiverse river, which runs through Russell and Tazewell Counties. The District is also rich in historical sites, including the Historic Crab Orchard Museum and Pioneer Park located on 110 acres of land near Tazewell and designated as a pre-historic and historic site by the Virginia Division ofl Historic Landmarks and the National Register ofHistoric Places. The Museum presents the history of Tazewell County and Southwest Virginia from 570 million years ago to the present time. Other sites of historic interest in the District include: the Town ofl Pocahontas, which has been placed on the Virginia Register and the National Register as ah historic preservation zone; the Old Russell County Courthouse, designated as a Virginia historic landmark and placed on the State Register; Honaker Historic Downtown District, and the Cedar Bluff Roller Mills, placed on both the State and National Registers for historic places. The Ralph Stanley Museum and Traditional Mountain Music Center in Clintwood is one oft the major venues on "The Crooked Road" Music Trail that is attracting thousands ofcultural heritage tourists to the Southwest Virginia region. 2017 saw the third Mountains of Music Homecoming, a nine-day celebration of the region's unique musical, cultural and outdoor recreation assets. Numerous affiliated venues of The Crooked Road are located throughout the District, and all four counties are on Artisan Trails sponsored by Round the Mountain'. Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page! 5 B. DISTRICT SWOT ANALYSIS As has been stated previously, the inherent economic development weakness in the Cumberland Plateau Planning District is the historic reliance on coal production and associated manufacturing, trucking and other support businesses. As coal production decreased over the past 70 years largely due to mechanization and more recently due to diminishing reserves, high costs of mining and competition from natural gas, the challenges to economic diversification efforts in the District have greatly increased. However, numerous promising regional initiatives in telecommunications, advanced manufacturing, clean energy, cyber security, agriculture, cultural and heritage tourism and outdoor recreation are already bringing new opportunities for economic growth to the District. Nothing accomplished ini these arenas will probably ever replace thel high-paying coal miningjobs we' ve lost, but in tandem they offer a promising future for the District and the larger Southwest Virginia region. The CPPDC CEDS Committee has reviewed and revised our existing analysis of strengths and weaknesses, taking into consideration a number of other similar exercises by area organizations, interested groups and citizens. The CEDS Committee Analysis follows, and other similar analyses can be found in the Appendices. STRENGTHS Strong local support for alternative energy development, advanced manufacturing, agriculture initiatives and entrepreneurial programs in support ofdiversification Eligibility for numerous federal, state, regional and private grant and loan funding Regional Cooperation is strong Robust Broadband and Wireless 4G Network Cleveland Barrens, Burkes Garden, etc. Work thic/productivity Quality higher education Natural Beauty and globaly-significant natural assets, i.e. Clinch River, Breaks Canyon, Workforce training opportunties/Centers of! ExcelenesBDCPTAC Southwest Virginia Community College Bluefield University Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 6 Appalachian School Law University ofA Appalachia College of] Pharmacy UVA-Wise Quality ofLife Low Cost ofLiving Exceptional State and Local Incentive Programs VCEDA Tobacco Commission Enterprise Zones Tourism Zones HUB Zone Technology Zones Opportunity Zones Commonwealth Opportunity Fund County USDA RLFS People Inc. gth District Tourism Fund CDFIS - Virginia Community Capital/People, Inc. Revitalized Downtowns Low power rates World-Class Music, Craft and Outdoor Recreation Assets to support tourism development WEAKNESSES Mountainous terrain Transportation challenges in coalfields Lack ofl large industrial sites Lack ofinvestment capital No Interstate Highway Demographic challenges Population loss Aging population Lack ofs sewer in some areas with development potential Cumberland Plateaul PDC 2022 Comprehensive Economic Development Strategy Page 7 o Loss of young people Lack of quality market-rate housingsubdivisions Supply chain access Low labor participation rate Entrepreneurship challenges No major growth center Drug problem (Opioids) While these are considered the most significant impediments and liabilities to economic recovery, some of these are directly related to our strengths listed previously. For instance, the lack of an interstate highway and the sometimes chaotic growth it brings may be a large reason that our region's natural beauty is somewhat unspoiled. Other liabilities may have another side to the coin as well. The region's labor force, for example, does have lower educational attainment levels, largely because many older persons quit school early to go to work in coal mines because the salaries and benefits were SO good. Now, many are unemployed as ai result ofthe boom and bust nature oft the coal industry. But as new: industries come in, especially manufacturing, they will find that many ofthese dislocated miners who workedi in al highly mechanized industryh haveamultitude of skills that make them ideal employees and highly trainable. The district will look to redefine some oft these perceptions and make positives where negatives once resided. OPPORTUNITIES Spiritofce cooperation is strong in thel District which opens the door for new and expanding regional efforts Cumberland Plateau Industrial Facilities Authority Agriculture Workgroup Solar Workgroup Water and Sewer Roundtable Regional Broadband and Wireless Network Various regional cultural and natural heritage initiatives to build on Adoption ofai more aggressive and expansive marketing effort in the region to showcase our regional cultural, natural, manufacturing and workforce assets Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 8 New and expanding workforce efforts relating to loss of coal mining and related jobs focusing more on advanced manufacturing, agriculture, alternative energy, cyber Take advantage of recent interest in the region from our federal and state funders, i.e., POWER funding, Build Back Better, GO Virginia, EDA, VDH Safe Drinking Water Take advantage of VEDP, SBDC and PTAC programs in support of export products and Support of small business development through VCEDA's Seed Capital Program and Opportunity SWVA to attract new and expanding business development, especially in Renewed efforts to complete the Coalfield Expressway in a reasonable time frame security, and tourism Programs, etc. to attract newi investment in the region government contracting. the District's downtowns through the efforts of the CFX Authority. THREATS Reduction in critical federal and state funding for community and economic development needs, especially infrastructure needs Continued stress in the critical coal-related sector Lack ofl land to support large industrial sites Poor transportation and access to the District's coalfields communities Population loss and other demographic hurdles (i.e., aging population, loss of young people) that negatively impact local government budgets and K-12 resources Opioid issue as it relates to workforce availability for existing and growing businesses Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 9 C.STRATEGIC DIRECTION/ACTION PLAN 1.Strategic Direction Vision Statement and Goals/Objectives The vision statement developed by the CPDDC takes into consideration the strategic direction ofwhere the District wants to go. The goals and objectives plot the course ofhow to get there. The Cumberland Plateau Planning District Commission envisions: A future in which all units of government and other public and private institutions work together toward the creation of a vibrant regional economy which will attract and support a wide diversity of economic and community development opportunities, providing meaningful jobs and a high quality of life to benefit the district's citizen. The goals and objectives defining regional expectations were developed by the EDD staff in cooperation with the CEDS Committee and based on other regional organizations' economic development plans. The 2022 CEDS incorporates initial findings contained within draft executive summaries of the upcoming CPPDC Roadmap to Economic Resiliency and Cumberland Plateau Outdoor Recreation Master Plan documents, as well as preliminary information presented within the Reenergize Southwest report commissioned by the Commonwealth of Virginia. These important studies will play a much greater role in the 2023 CEDS update. The CEDS Committee reviewed information submitted by the staff and discussed it in committee meetings. The CEDS Committee set priorities for goals and objectives based on activities already underway, the new opportunities available to meet the goals and objectives, as well as the impact each goal and objective would have on addressing economic development needs in the District. Goal No. 1--1 Economic Development Diversify the District's economic base in order to reduce dependence on coal mining and improve the ability of local governments to foster new or expanding business, especially in the target industries of information technology (cyber Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 10 security, etc.), clean and alternative energy (pump storage, solar, wind, etc.), advanced manufacturing, (Unmanned Aerial Vehicles, battery production etc.), agriculture and aquaculture and in the fieldofasset- - based development. Work to support energy storage and electrification manufacturing initiatives and utility- scale solar projects. Goal No. 2-7 Tourism Attract more tourists through the development of more and better park and recreation facilities, especially trails, and through partnerships with state and regional cultural heritage initiatives. Promote outdoor recreation, such as white water rafting, hiking, ATV trail riding and rock climbing in the region. Support current state and regional tourism marketing programs for the District. Work with local communities in support of tourism infrastructure facilities, such as hotels, breweries, distilleries, wineries, restaurants, campgrounds, shooting complexes, etc., as well as the ospitaltyindustry, to better serve the local and traveling public. Goal No.3-T Telecommunications Work to meet the challenges ofproviding state-of-the-art broadband and wireless services to all businesses, industries, institutions and residences in the District through the regionally-owned CPC/Point Broadband Network and the Virginia Coalfield Coalition/Scott County Telephone Cooperative Wireless Network. Goal No. 4 - Workforce DevelopmenuF-ducation Provide a highly trained workforce by leveraging regional resources including the K-12 public school system, Workforce Innovation and Opportunity Act, and SWCC's Fast Track Training programs, as well as other workforce programs offered through regional training providers including UVa-Wise and Bluefield University. Support the Southwest Virginia Advanced Manufacturing Center of Excellence in the District and Southwest Virginia to meet the workforce needs of advanced manufacturers and other emerging industries. Encourage the continued development of graduate schools in the District in partnership with area 4-year Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 11 colleges and other institutions. Promote industry-recognized credential attainment in workforce programs and employers across the District. Address regional opportunities to improve K-12 public education and expand career and technical education opportunities in the District to better prepare its young people for 21st centuryjobs, focusing on better counseling programs directed at college and career opportunities. Address childcare needs and facilities to support the District's workforce. Goal No.5- Infrastructure Development Work to provide public water and sewer service, broadband and wireless infrastructure and natural gas service in existing areas of population concentration and in areas targeted fori industrial, commercial and residential development. Work to support the creation of new industrial sites in the District, especially mega sites, as well as shell buildings to provide more industrial product to local, regional and state marketing entities. Goal No.6-Transportation Encourage the continued development of a transportation network, especially the Coalfields Expressway and Rt. 80, as well as public transportation that will enhance highway safety and provide better access to District industrial sites and to major trade markets and to the District's unique cultural heritage and outdoor recreation assets. Work with local community airports to develop industral/commercial sites adjacent to those airports. Goal No. 7- Asset-based Development Create quality jobs to build sustainable local economies through the support of value-added businesses and asset-based development strategies, especially in the areas ofcultural and natural heritage tourism (music, history and craft) and outdoor recreation (trails, campgrounds, etc.). Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 12 Goal No. 8 - Natural Resources Promote the appropriate use of natural resources, such as coal, natural gas and timber. Encourage natural resource development using clean coal technology, alternative energy and hydro-electric technologies that will create the most jobs while protecting the natural environment. Support the use of natural gas locally as an economic development incentive. Support the development of pump storage, aviation biofuel, wind and solar energy projects. Goal No. 9. - Physical Environment Encourage the achievement of a healthful, pleasing and efficient physical environment which encompasses a diversity of living patterns and provides for a broad range of choice for each citizen. Promote the revitalization of the District's downtowns. Goal No. 10 -- Entrepreneurship Support the development of entrepreneurship initiatives in the District, especially for the development of small businesses in the District's downtowns, through the Cumberland Plateau Revolving Loan Fund, the VCEDA Seed Capital Fund, Opportunity Southwest Virginia, the technical assistance programs of the SBDC and PTAC and other business development programs. Goal No. 11-- Housing Support the expansion of the range of housing opportunities for all District citizens, especiallymarkct-mate housing and housing for retirees. Goal No. 12--1 Health & Substance Abuse Support the development and expansion of medical facilities and programs to address the needs of veterans and the unique health and substance abuse needs of the region's citizens and its workforce. Support the establishment of residential drug treatment facilities in thel District in support oflocal drug court efforts, as well as Veterans Clinics to support the health needs of the veterans community. Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 13 Goal No. 13- Regional Collaboration/Governmental Efficiency Continue the District's long-standing commitment to regional cooperation while expanding that commitment through the GO Virginia program (Virginia Initiative for Growth and Opportunity) and through the SWVA Regional Economic Development Forum. Goal No. 14-Agriculture & Non-Timber Forest Products Support and work to enhance and grow the local agriculture and non-timber products industries, especially in the areas ofwood products (alternative fuels from wood chips), agri-technology (aquaculture) and agriculture (produce and livestock), as well as the hemp production, carbon capture and storage, greenhouse, barley production and large-scale composting sectors. Objectives 1. Work with regional and local entities to create one large mega-site (200+ acres) for industrial growth in the District's Coalfields region, and support local, regional and state investments into site development and industrial shell building construction throughout the District 2. Work with regional and local partners to create and/or maintain a minimum ofone thousand (1,000)jobs over the next five (5) year period. 3. Develop new and/or promote existing business and technology parks of at least one hundred acres in Buchanan, Dickenson, Russell, and Tazewell Counties. 4. Continue to work with Federal and State Agencies to plan and develop water and sewer projects that are essential to future economic growth. The availability of sewer should increase by ai minimum oft ten percent over the next five (5) years. Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 14 5. Work with local governments, school boards, Appalachian Sustainable Development, Virginia Coalfield Economic Development Authority and other organizations to develop sustainable development programs in the areas of agriculture (produce and livestock), aquaculture and nature tourism. 6. Encourage the completion of the Coalfields Expressway, which links the District to I-77 and U.S. 23, U.S. R. 460 and other Smart Scale projects. Work to improve State Route 80 to the Breaks Interstate Park, as well as Rt. 83 at Lover's Gap and Rt. 460. Also, other secondary highways in the Highway Safety Improvement Program. These projects will substantially improve the District's ability to foster tourism and industrial development growth. 7. Work to support the efforts of the Southwest Virginia Cultural Heritage Foundation, The Crooked Road, 'Round the Mountain, Southwest Virginia Outdoors, the Spearhead Trails, Coal Heritage Trail, and other outdoor recreation organizations to make Southwest Virginia a world-class destination for cultural heritage and outdoor recreational tourism. Work hard tos support the continued development oft the Haysi to Breaks Trail, and the development of the Burkes to Breaks Trail and the Clinch Mountain Trail as world-class tourism destinations. 8. Effectively use the WIOA and other training programs to upgrade and expand the work-force available to industry by providing customized training to meet the needs ofindividual industries. Support the development ofworkforce training facilities in thel District and Southwest Virginia as part oft the Centers ofExcellence effort in advanced manufacturing. 9. Develop expanded business and industrial marketing programs targeted to the District and the Virginia Coalfields region. This will be accomplished in association with the Virginia Coalfield Economic Development Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 15 Authority, the Virginia Tobacco Commission, Southwest Virginia Alliance for Manufacturing, local IDA's and other development partners. 10. Expand the Southwest Virginia Regional Broadband and Wireless Networks to bring universal Broadband infrastructure to the District using fiber and wireless technologies. 11. Support ongoing downtown revitalization projects in the District's 12 towns, especially in Haysi, Clinchco, Lebanon, Cleveland, Honaker, Richlands and Pocahontas. 12. Work with GO Virginia and other agencies to address targeted economic and community development initiatives. 13. Work to support the development of the Clinch River State Park and a collaborative community development strategy for the towns and communities along the Clinch River through participation in the Clinch River Valley Initiative (CRVI). 14. Work to support the Towns of Richlands and Tazewell and Tazewell County, and the entire region in the extension of natural gas transmission lines to existing and proposed industrial sites in the District. 15. Support continued improvements at the Breaks Interstate Park, The Pinnacle and The Channels Parks, as well as outdoor recreation infrastructure for future projects such as the Clinch Mountain Trail in all District communities. 2. Action an/mplementation The Cumberland Plateau Planning District is a victim of economic dislocations in the coal mining industry. Since the turn oft the 20th century, the District economy has relied on the coal industry toj provide jobs for its people. The nature oft the coal industry has always been one of"boom" or "bust", thus, creating an unstable economic base. Now that global market changes, regulatory issues and competition from natural gas and renewables have Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 16 dramatically impacted the coal industry in the district in an adverse way, it is essential that the CEDS Committee and the Planning District staff understand the changing structure of the District economy and identify the opportunities which are available if the District is to develop and implement an effective action plan for the future. In looking at the goals and objectives derived from the SWOT analysis, the following projects are planned for the District in the coming year as projects that have the greater potential to contribute to diversification of the District's economy. Many other projects that relate to ongoing maintenance and operation are: not included here. CPPDC 2022 Proposed Projects DESCRIPTION PROJECT Electrification Jobs FUNDING SOURCES Energy Storage and Advanced manufacturing EDA Manufacturing for manufacturing: in the project toj promote battery GO Virginia VCEDA ARC Va. Tech UVA App. Voices VATI Point Broadband ARC POWER CDBG RD GO Virginia District Buchanan/Tazewell) Regional Broad- band Project (District) Expansion ofai regional Broadband & Wireless network project to achieve CPC universal coverage Project Jonah Infrastructure Buchanan) Water and Sewer to large EDA aquaculture project adjacent Private Community College (Tazewell/Russell to Southwest Virginia VCEDA Go Virginia Other ARC EDA Red Onion/Chip Mill Development of large Industrial Park regional industrial park on DMME (Dickenson County) Dickenson/Wise Co. Border VCEDA Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 17 PROJECT Southern Gap Industrial Park (Buchanan) DESCRIPTION Development of3200- acre ndustna/Commercia; CDBG FUNDING SOURCES ARC EDA POWER GOVA DMME AML CDBG Private Foundations DMME EDA ARC CDBG Other EDA ARC Ratcliffe Foundation Private Friends of SWVA Local Thompson Found. Tob. Comm. CDBG ARC DCR CProp CDBG ARC Local CProp ARC Local Pocahontas Exhibition Improvements to Renovation - Phase 2 Coal Mine & Museum Mine & Museum (Tazewell) Breaks Regional Airport Infra- structure Project (Buchanan) Clinch Mountain Trail (Russell, Tazewell) nation's oldest Exhibition ARC Provide infrastructure to expand airport and new business sites Development ofa 30-mile hiking trail With connectivity to The Channels Burkes to Breaks Trail Dev. ofal hiking trail linking the. AT to the Breaks ARC Buchanan/lazewel) Interstate Park Haysi Trail Center Completion ofDT And Riverwalk Revitalization Dante Regional Sewer (Russell) Russell Theater (Russell) Sewerline extension from CDBG Dante to St. Paul STP Project aiming to restore historic downtown theater VCEDA for community revitalization Tob. Comm. Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 18 PROJECT Southern Gap Amphitheater (Buchanan) Center (Russell) Project Jewell (Buchanan) DESCRIPTION Development ofaj proposed Local 4,000-seat music and performance venue FUNDING SOURCES DMME ARC Honaker Welcome Development of a Welcome CProp Center for the TransAmerica Local Bicycle Trail Conversion of SunCoke plant operations to retain CProp approx. 90 jobs EDA VCEDA VEDP Local CProp Local DMME VCEDA Tob. Comm. GOVA ARC CDBG RD AML DMME ARC DCR AML Tob. Comm. Private DMME ARC Dominion Energy DMME Tob. Comm. ARC VCEDA Project Hemp (District) Continued support of Clinch River Hemp Co.'s VCEDA effort to create jobs in hemp processing Development ofin Ag and other Ag Businesses Southwest VA (Region) Regional Agriculture Park to house a Meat Ind. Park Facility Processing Facility Cranes Nest Trail Continued development (Dickenson) Project Reclaim (Russell) ofHiking/Biking Trail Development ofa 232 acre megasite on a reclaimed coal property Coalfields Pump Storage and Solar Pump Storage Facility Project (lazewel/Dickenson AML Lands Russell/Buchanan) Development of One with Solar Arrays on Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 19 PROJECT and' Technology Center (TazewellCo.) DESCRIPTION FUNDING SOURCES Bluestone Business Development ofs sites and EDA infrastructure in Bus Tech ARC Center CDBG RD Tob. Comm. VCEDA Local TC VCEDA GOVA ARC POWER ARC Spearhead Trails (Region) Multi-Use Trail System Russell Co. and' Technology Park-Phase: 2 (Russell Co.) Development of 150-acre EDA Regional Business business and technology Tob. Comm. Local park Friends ofSWVA Regional outdoor Outdoor Recreation recreation initiatives TC CDBG ARC POWER Local (Region) US19EB Super Elevation Improvements Project (Russell County) US58 Alt Turn Lane Improvements At Sundown Dr. Project (Russell County) US4 460 at Leather- Wood Lane Offset Left-Turn Lanes Project (Town of Bluefield) Increase super elevation of the eastbound direction Smart Scale Extending turn lanes Smart Scale Construct offset left- turn lanes at two intersections Smart Scale Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 20 College Avenue Access Management & Sidewalks Project (Town of Bluefield) US 460 Intersection Project (Town ofl Richlands) Realignment of2" Street Approach Project (Town of Richlands) BUS 19 TWLTL Project (Town ofTazewell) US 460&US1 19 Intersection Improvements Project laneage and signal (Tazewell County) operations US 460at SR610 Intersection Improvements Project (Tazewell County) Construct access management & pedestrian improvements Improve access management and traffic signals Smart Scale Smart Scale Improve intersection with intersection modifications Smart Scale Widen to at three-lane typical roadway Improve intersection conditions with new Smart Scale Smart Scale Improve the geo- metric conditions at intersection Smart Scale These projects are currently in various stages of planning and development andl have a good chance tol be implemented and/or completed within the coming year or SO. They are infrastructure projects with which District staff is and can be actively involved. Many other critical efforts, such as workforce programs, industry and business marketing efforts, housing, entrepreneurship programs, access to capital initiatives and drug abuse intervention, will require continued long- term partnerships with organizations and agencies that thel District has developed over its 50 years. The achievements that the Cumberland Plateau Planning District Commission has realized over the years in meeting its challenges and opportunities are a direct result of our active participation with local, regional, state and federal partners, as well as the private sector. Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 21 D. EVALUATION MEASURES The Cumberland Plateau Planning District Commission staff, in collaboration with the CEDS Committee, local governments and other partners, will evaluate progress towards economic diversification as it relates to the CEDS Action Plan on an annual basis. This evaluation will quantify progress toward achieving the goals outlined in the Comprehensive Economic Development Strategy based on number of jobs created, number of business locations and investments, number ofjobs retained, amount ofprivate sectorinvestment, and significant changes in the region' 's economy. Such changes might include employment shifts from coal mining and related industries to advanced manufacturing and tourism, for example. Much is being done to lay the groundwork for such change, but progress will take years to realize. This process will rely on the Virginia Coalfield Economic Development Authority, the Virginia Economic Development Partnership, the Virginia Coalfield Coalition, the Virginia Tobacco Commission, the Virginia Employment Commission, our local governments and IDA's and other agencies and organizations that track the effects of existing as well as new economic activities in determining which areas of our economic and development program might require additional attention. Updates on progress being made on the Action Plan's top priority projects will be given at CEDS Committee meetings and PDC Board of Directors by staff. Should progress on any project be behind schedule, staff assignments will be given to identify problems and determine any alternative actions required to get the project back on schedule. Evaluation will also include progress made on the CEDS goals and objective set forth in this Update. Success will depend greatly on the effectiveness oft the various partners the District has engaged to address its strengths and weaknesses. E.E ECONOMIC RESILIENCE The economy ofthe Cumberland Plateau Planning District hasl historically been largelyaresource- based economy timber, coal and agriculture. All of these sectors are subject to boom or bust cycles, resource depletion and/or market conditions. Having been tasked with addressing the need Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 22 for economic diversification, the CPPDC staffhas worked withi its local, regional, state and federal partners to support numerous economic diversification efforts that fall into the category ofsteady- state initiatives. The impacts of these initiatives, which have included partnerships in alternative energy projects, deployment ofarobust broadband and wireless 4G infrastructure network, as well as several asset-based nitiatives in cultural heritage andoutdoorrecreationt tourism and sustainable agriculture, have somewhat mitigated the recent dramatic losses in coal and coal-related employment in the District. These positive diversification initiatives are a result of planning efforts with a multitude of partners, including local, regional, state and federal agencies and organizations as well as many non-profit and private entities. No stone is left unturned in efforts to fund such transformative initiatives. Most recently, the PDC is partnering with the Thompson Foundation in an economic diversification initiative in Buchanan and Tazewell Counties that is focusing on local assets, particularly trail development. All oft the asset-based initiatives in the region have built on unique local and regional cultural and natural assets that can't be shipped overseas. And the broadband and wireless network was funded through federal funding partners (EDA and NTIA), state partners, (the Virginia Tobacco Commission and the Virginia Department of Housing and Community Development), regional partners (Virginia Coalfield Economic Development Authority) and private carrier partners. This robust telecommunications network provides the redundancy that network customers such as Northrup Grumman and CGI require in support of their business needs and employment of over 600 people in the District. Significant efforts are being made to expand broadband deployment focusing on residential connections. Major progress was made in 2020 with over 2,000 new connections made in partnership with Point Broadband, the private company that operates the Cumberland Plateau Broadband System. Two major VATI applications for state funding were approved in 2021 that will serve nearly 20,000 passings. The CPPDCI has spent and continues to spend significant stafft timei in support ofb business retention and expansion programs targeted at downtown revitalization and entrepreneurship. These efforts are part ofa a huge regional effort in Southwest Virginia involving 19 counties, 54 towns and four cities to promote cultural heritage and outdoor recreation as economic drivers. At least 9 of the District's 12 towns, as well as about 20 others in the region, have completed or are engaged in Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 23 downtown revitalization construction projects. These projects are creating vibrant downtowns as attractive locations for new and expanding business development. From 2004 to 2020, dramatic increases in tourism and tourism-related tax revenues in the District and region prove that this strategy is working. Even more dramatic is the fact that for the first timei in decades the population of the 25-34 year old age group is growing. Together with the broadband and outdoor recreation efforts, the region has a very real opportunity to reverse the "brain drain" sO typical ofour past. The staff of the District is working in support of recent efforts to build a resilient workforce, a difficult challenge in light ofthel large numbers ofd dislocated miners and other coal industry related employees looking for meaningful employment in the region. Several workforce initiatives hold promise, including at least two POWER-funded programs run through the Virginia Community College system and regional workforce agencies. Another effort, the Centers ofE Excellence, which is funded by the Virginia Tobacco Commission, isi focusing on transferrable skill sets from mining employment to advanced manufacturing. A satellite training facility in Tazewell County is largetingeredentialing in advanced welding, for example. And SWCCis! partnering with Buchanan County on a culinary arts workforce initiative that will serve the entire District and support new restaurant growth in our revitalized downtowns. In addition, the CPPDC staffrecently completed its District Hazard Mitigation Plan Update which identified and prioritized potential hazards that can likely impact District localities and developed arisk assessment targeted to the high and medium-high hazard classifications. This plani identifies and builds support for mitigation activities and incorporates them into post-disaster recovery activities. Ini response, some District localities have initiated pre-disaster planning activities. All District counties and towns have approved the latest update. 1. Planning For and Implementing Resilience The Cumberland Plateau CEDS Committee in conjunction with PDC staff, local, regional, state and federal economic development agencies, as well as community development professionals, has plotted a course to economic resiliency through a robust economic diversification effort. With the sobering realization that the coal, timber and tobacco industries were in decline, this effort Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 24 began years ago and has evolved through ai thoughtful progression ofinfrastructure development and asset-based strategies. The CEDS Committee has identified the major economic challenges ofthel District in the previous SWOT analysis section and developed Goals and Objectives and actions to address vulnerabilities in support of the District's long-term recovery. The mountainous terrain and high costs of infrastructure, transportation and site development steered the PDC staff about 15 years ago to take an active role in broadband deployment and cultural heritage and outdoor recreation tourism development. These initiatives support the significant downtown revitalization projects in the District which provide attractive, low-cost alternatives for small businesses to locate and expand. AI robust entrepreneurship initiative, Opportunity SWVA, ofwhich the CPPDCisa Steering Team member, is providing training and challenge incentives for new business development. Additional emphasis on advanced manufacturing through training and marketing initiatives led by our WIOA and marketing entities is being supported by the PDC staff as well. These initiatives have led to a broader regional approach to economic development in the 19- county, 54-town, four-city region of Southwest Virginia which includes four EDDs. A branding initiative was recently completed, and, for the first time, Southwest Virginia has a unified presence in the Virginia Travel Guide issued each year by the Virginia Tourism Corporation. This collaborative approach to marketing Southwest Virginia's unique music, craft and outdoor recreation assets to the world is paying significant dividends. Visitation and tax revenues are up in all counties in the region. And for the first time in decades, the population oft the age group 25 to 34 is on the rise. By making the region and its communities more attractive to younger people who are more and more able to tele-work because of our world-class broadband and wireless network, we are reversing the brain drain and improving the demographics of our workforce. All oft this is building economic resilience in the District and in Southwest Virginia and supports job creation opportunities in all economic sectors. 2. Establishing Information Networks The CPPDC: serves as a source ofinformation to deal with economic challenges through its website and the inclusion of our CEDS and a wealth of Census data on the website. The CPPDC, along Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 25 with its sister PDCS in the region and state, acts as a convener of the region's stakeholders to discuss and react to economic and community development challenges. A good example is the role that the CPPDC is taking to expand the dialogue about alternative energy opportunities in solar and pump storage. The CPPDC is initiating a collaborative effort with the Northern Virginia Regional Council and the Republic of Germany to investigate opportunities to collectively support alternative energy initiative in the district. Another example ist the role of the states' PDCs in convening numerous stakeholders, public and private, in implementing GO Virginia, the state's newest initiative to address Virginia's loss of defense- related jobs and jobs in other sectors. A state council headed by private sector representatives, as well as legislative and Administration appointees, has designated nine regions across the state and has tasked each region to form a council to implement the program. The goal is to incentivize collaboration in job creation and governmental efficiency activities to bring back Virginia'ss status as the number one state for business in the country. The Cumberland Plateau, Lenowisco and Mt. Rogers PDCsa are very involved in this effort in our three Planning Districts which make up Region One in the GO Virginia structure. The Cumberland Plateau Executive Director is a member ofthe GO VA Region Board. The coalfields region of Virginia has faced many economic challenges since the turn of the 20th Century, but most especially since mechanization allowed coal companies to mine coal with far fewer coal miners. This led to mass outmigration in the 1950's to the industrialized cities of the North and Mid-West. Overcoming the topographic and access challenges that our remote, mountainous location poses has not been easy. But we now have effective strategies that can provide for aj prosperous way forward. 3.] Pre-Disaster Recovery Planning Pre-disaster recovery planning is not a high priority in the Cumberland Plateau Planning District because the region isi not prone toi natural disasters. Thel District's] Hazard Mitigation Plan identifies the main natural threats as flooding, winter storms, wildfires and landslides, with flooding the only one with a high hazard level. The District's counties and towns support the relocation of businesses, governmental structures and residences out of the floodplain and the creation of green Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 26 space when relocation takes place. Significant efforts in relocation include the relocation of the entire downtown district of the Town of Grundy in Buchanan County to a new site out of the floodplain. Since the completion of that project, Buchanan County has continued to advance additional Army Corps of Engineers floodproofing efforts, including an in-progress initiative to replace or relocate Hurley High School and the Buchanan County Technology and Career Center, both of which exist in the floodplain. In the same project, ai number of Vansant-area structures are eligible for elevation or removal. Other significant relocation and mitigation activities have been implemented in the Town of Bluefield in Tazewell County and the Town of Cleveland in Russell County. A major. Army Corps of Engineers project in Dickenson County closed two high schools and two elementary schools located in the floodplain and moved thel high schools to a newl location out oft the floodplain. The Executive Summary ofthel District's Hazard Mitigation Plan isi included in the Appendices. This CEDS document, then, focuses primarily on the broader economic resilience of the District. In this section of the CEDS, both steady-state and responsive initiatives have been identified. These on-going and up-coming initiatives are leading the way to a more diversified regional economy that are attempting to meet the needs of our coalfields region. While the coal industry will continue to rise and fall as coal reserves are eventually depleted, the District has several promising economic transitions occurring which can somewhat mitigate disruption in the coal industry. 4. Measuring Resilience The PDC staff maintains data that measures population income and employment by industry data compared with state and national statistics as a means of determining progress toward diversification. And staff also attempts to align changes in this data with the several initiatives identified in the CEDS. A good example is the growth in the 25-34 age group in the region since 2004. This growth corresponds with the cultural heritage initiative, The Crooked Road, the outdoor recreation initiative, Southwest Virginia Outdoors, and the deployment of the regional broadband and wireless 4G projects. All are critical components of our downtown revitalization efforts and the creation of more amenities such as nicer restaurants, craft-breweries and performance venues Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 27 that thel Millennial generation expects. Staffwill continue toi monitor the data and measure progress toward economic resilience. E.PANDEMIC RESPONSE Pandemic conditions brought about by COVID-19 have necessitated a retooling oft the economic development strategy within the District. The District staff, in conjunction with community leaders throughout Cumberland Plateau counties and towns, will continue to implement direct pandemic response measures triggered by future widespread health events, as well as long-term strategical approaches to soften the economic impact ofai future pandemic within the District. 1. Direct Pandemic Response (DPR) Measures To quickly and effectively implement any and all necessary DPR measures ini response to the COVID-19 pandemic, as well as in the event ofr new pandemic conditions, the District will work to facilitate the formation of a local Pandemic Response Task Force whose membership will ideally consist of the current economic development directors, tourism directors and chamber of commerce directors in the counties of Buchanan, Dickenson, Russell and The planning district will also work to facilitate the development of an online information- sharing portal that consolidates resource pertaining to the pandemic as well as future economic disruptions. Ideally, the portal will contain all known economic recovery resources available to the local business community. This web portal will also ideally provide the general public with information on best practices for supporting businesses in our communities by means other than traditional patronage, including options for home deliveries and revised services that adhere to While many aspects oft the COVID-19 response in 2020 created greater challenges for our region, other effects of the pandemic created new opportunities. The District will work with state, regional and local groups to advance the development of programs that promote the Cumberland Plateau counties and towns as ideal landing spots for tech employees who seek to take advantage of the remote working boom that has resulted from the nationwide COVID- 191 response. This relocation or, in some cases, repatriation," initiative will aim to appeal to workers in tech sectors who are permitted by their employers to work from any location of their choosing. Summer 2020 reports indicated tech giants - such as Google and Facebook, among others - are now open to allowing a certain percentage of their workforce toj perform their duties from anywhere. Business surveys also indicate two-thirds oftech workers in San Francisco would live and work from other areas if given the option. The District recognizes this movement Tazewell, in addition to other community stakeholders. evolving pandemic response guidelines. Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 28 as an opportunity to reinvigorate its workforce and population levels within its respective counties and towns where infrastructure exists to support such an initiative. With the District's high quality ofl life, low cost ofl living and considerable access to outdoor recreation opportunities available as marketing assets, the Cumberland Plateau region appears as poised as any comparable locality to advance such initiatives alongside community development partners. Vacant and accessible structures throughout the PDC, especially in our downtowns, will be evaluated for potential use as Public Workspace Centers in an effort to address gaps in the ability ofs some residents to work remotely from home (or their desire to do so). 2. New Normal Response (NNR) Measures In light of negative economic impacts related to COVID-19 within our region, the District will double-down on efforts to develop and support an Outdoor Economy in the four Cumberland Plateau counties, which has been identified as a key New Normal Response priority for the District. The pursuit of a successful Outdoor Economy will: Result in the fostering and support ofj job growth initiatives within the outdoor environment, outdoor adventure, wildlife management and tourism entrepreneurship sectors where, in many cases, employment is less-likely to be severely impacted by Support new investments in agriculture, aquaculture, livestock, forestry, farming and other initiatives that specifically enhance and bolster the region's food supply When and where possible, preserve the natural environment, which will support the overall objective oft building a successful Outdoor Economy around the region's Result in the District staff, in conjunction with tourism and economic development professionals within Buchanan, Dickenson, Russell and Tazewell counties, working to aggressively implement the forthcoming Cumberland Plateau Outdoor Recreation Master Plan, which will in turn support the overall objective Prop up the aforementioned CEDS DPR related to creating a desirable living environment within the Cumberland Plateau counties in an effort to attract and lure potential workforce talent who desire to relocate from more densely-populated future pandemic conditions chain and access to family-sustaining commodities unique natural assets regions oft the U.S. The development and retention of other industry sectors projected to boast varying degrees ofinsulation from future pandemic conditions will also receive underscored support from the District, including, but not limited to, the following sectors: Tech and data Healthcare Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 29 Shared Services and IT Warehousing and delivery Construction Meat preparation and processing Machinery and equipment manufacturing Fabricated metal manufacturing Tourism While work is active and constant between the District and Point Broadband to achieve universal fiber broadband coverage within the region, COVID-19 very effectively exposed the most glaring holes within the region' 's high-speed internet infrastructure grid, particularly as it pertained tol broadband access for school-age children and working adults who desire - ora are required to --1 telework within the District. In an effort to shore up these deficiencies, District staffv will: Strive to more. accurately identify potential project zones for future fiber broadband deployment beyond areas already targeted in two large Virginia Telecommunications Initiative projects, both of which are underway following Conduct an assessment of proposed publicly-accessible Wi-Fi hotspot locations to supplement hotspot projects already completed or underway by the PDC, where quick Work to identify and solve gaps in Wi-Fi and cellular connectivity at recreational Work to identify and solve gaps in Wi-Fi and cellular connectivity in residential funding approvals at the state level deployment of fiberi is neither feasible nor practical locations, including trails, parks and conservation areas areas not already served by the local wireless network Through targeted partnerships, the District will assist in the development and support of Community Solutions Centers in each of the four CPPDC counties. The Centers will ideally act as information hubs for local business operators and the general public, providing up-to-date information on local, state and federal pandemic guidelines and recommendations as well as economic recovery resources. Cumberland Plateau PDC 2022 Comprehensive Economic Development Strategy Page 30 APPENDICES Table 6 2010 2000 Population Counts and Percentages of Change Census 1990, Census 2000, Census 2010a and Census 2020 2020 1990 2010-2020! 2000-2010 1990-2000 1990-2010 %C Change % Change % Change 9Change Locality Buchanan County Grundy Town Dickenson County Clintwood' Town Haysi Town Clinchco Town Russell County Cleveland Town Lebanon' Town Honaker Town Tazewell County Bluefield' Town Pocahontas Town Richlands' Town Tazewell Town Cedar Bluff Town CPPDC Virginia 20,355 24,098 26,978 31,333 -18.39% -10.68% -13.90% -23.09% 875 1,021 1,105 1,305 -16.69% -7.60% -15.33% -21.76% 14,124 15,903 16,395 17,620 -12.60% -3.00% -6.95% -9.75% 1,377 1,414 1,549 484 244 136 1,542 -2.69% -8.72% 0.45% -8.30% 222 -2.89% 167.70% -16.22% 124.32% 498 337 186 424 N/A 38.11% -20.50% N/A N/A 0.80% -5.61% 1.12% 25,781 28,897 30,308 28,667 -12.09% -4.66% 5.72% 202 148 214 -48.53% 36.48% -30.84% 3,386 -8.39% 4.60% -3.34% 950 -19.06% 53.30% -0.53% 52.53% 3,159 3,424 3,273 1,217 1,449 945 40,429 45,078 44,598 45,960 -11.50% 1.07% -2.96% -1.92% 1.51% 5,096 5,444 5,078 268 5,363 -6.83% 7.20% -5.31% 513 -45.15% -11.79% -14.04% -24.17% 4,456 -10.68% 40.56% -7.00% 30.68% 4,176 -3.14% 10.00% 0.72% 10.80% 1,290 -6.36% 4.79% -15.89% -11.86% 389 441 5,261 5,823 4,144 4,486 4,627 4,206 1,069 1,137 1,085 100,689 113,976 118,279 123,580 -13.20% 3.63% -4.29% -7.77% ,631,393,8,001,024, 7,078,515 6,187,358 7.30% 13.00% 14.40% 29.31% Source: U.S. Census Bureau, 1990- 2000- 2010 and U.S. Census Bureau American Community Survey 2014-2018 Table 8 Median. Age 1980 25.9 28 29.3 29.6 28.2 29.8 2015-2019 2010 Estimates 43.8 46.8 43 44.7 43 45.7 43.2 45.2 43.2 45.6 37.5 38.2 1990 32.2 34 34.6 35.4 34.1 32.6 2000 38.8 39.7 38.7 40.7 39.5 35.7 Buchanan Median Age Dickenson Median Age Russell Median Age Tazewell Median Age CPPDC Median Age Virginia Median Age Source:US Census Bureau & 2012- 2016A American Community: SurveyE Estimates Figure 8 Median Age Years 50 45 40 35 30 25 20 15 10 5 1980 1990 2000 2010 2015-20191 Estimates Buchanan Dickenson Russell Tazewell CPPDC Virginia Median. AgeMedian AgeMedian. AgeMedian. AgeMedian AgeMedian Age Source: US Census Bureau & 2012- 2016A American Community Survey Estimates Table 11 Distribution of Employment: 2019 % 0.27% 7.25% 4.01% 17.17% 0.33% *** 1.44% 6.21% 3.57% *** 4.74% 2.67% Industry Buchanan Dickenson Russell Tazewell CPPDC 28.46% 32.71% 5.65% 5.24% 13.78% % 0.58% *** 7.60% 1.27% 5.80% 0.72% *** *** 0.58% 0.49% *** *** 2.72% % 1.24% *** 10.93% 6.87% 0.99% 11.79% 14.11% 9.78% 2.95% 0.79% 4.15% 0.34% 0.44% 7.40% 0.55% *** 4.19% % 0.48% % 0.62% 7.97% 2.44% 2.13% 0.64% 3.32% 0.91% 7.04% 1.67% 4.91% 0.96% 9.64% 0.65% 4.26% Agriculture, Forestry, Fishing & Hunting Mining Utilities Construction Manufacturing Wholesale Trade Retail Trade Transportation and' Warehousing Information Finance and Insurance Real Estate and Rental and Leasing Professional and Technical Services Management of Companies and Enterprises Administrative and' Waste Services Educational Services Health Care and Social Assistance Arts, Entertainment, and Recreation Accommodation: and Food Services Other Services, Ex Public Admin Public Administration Source: Virginia Employment Commission 5.41% 0.73% 4.07% 1.65% 2.74% 3.22% *** *** 1.53% 13.91% 7.04% 5.57% 13.65% 16.42% 17.55% 30.74% 22.13% 5.10% 11.07% 11.96% 3.64% 14.07% 11.47% 19.99% Distribution of Employment: 2019 Figure 11 Public Administration Other Services, Ex. Public Admin and Food Services Arts, Entertainment, andF Recreation Health Care: and Social Assistance Educational Services Administrative: andy Waste Services Management of Companies and Enterprises Professional and Technical Services Real Estate and Rental and Leasing Finance andi Insurance Information Transportation and Warehousing Retail Trade Wholesale' Trade Manufacturing Construction Utilities Mining a CPPDC Tazewell a Russell Dickenson a Buchanan Agriculture, Forestry, Fishing & Hunting Source: Virginia Employment Commission 0% 5% 10% 15% 20% 25% 30% 35% Table 15 Median Family Income 1990 22,464 19,498 21,777 23,535 38,213 Median Family Income Buchanan County Dickenson County Russell County Tazewell County Virginia 2000 27,328 27,986 31,491 33,732 54,169 2015-2019 40,874 42,622 48,634 53,458 90,141 Figure 15 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 1990 2000 2015-2019 FFF Buchanan County Dickenson Russell County Tazewell County Virginia County Source: U.S. Census Bureau 20000 data and 20015-2019. American Community Survey data Table 16 PerCapital Income 1990 13,875 11,793 11,972 13,797 20,527 PerCapita Income Buchanan County Dickenson County Russell County Tazewell County Virginia 2000 12,788 12,822 14,863 15,282 23,975 2015-2019 19,496 24,978 21,605 23,738 39,278 Figure 16 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 1990 12000 12015-2019 r Buchanan Dickenson Russell Tazewell County Virginia County County County Source: U.S. Census Bureau 2000 data and 2014-2018 American Community Survey data Cumberland Plateau Planning District Commission Hazard Mitigation Plan Update September, 2018 Buchanan Tazewell Dickenson Russell Cumberland Plateaul Planning District Commission Hazard Mitigation Plan SECTION I. EXECUTIVE SUMMARY For the purposes of this Hazard Mitigation Plan, the Cumberland Plateau Planning District is comprised of the counties of Buchanan, Dickenson; Russell and Tazewell and the towns of Grundy, Clinchco; Clintwood, Haysi, Cleveland, Honaker, Lebanon, Bluefield, Cedar Bluff, Pocahontas, Richlands and Tazewell. Hereinafter and throughout the document, the area will be referred to as the Cumberland Plateau Planning District. The area is vulnerable to many types of natural hazards including floods, tornadoes, winter storms, earthquakes, and severe thunderstorms - and has experienced the effects of each of these at The last few decades of growth within the Cumberland Plateau Planning District have placed more development than ever inl harm's way, increasing the potential for severe economic and social consequences if a major disaster or other catastrophic event were to occur today. Such an event could have the potential to cost the local governments, residents, and businesses millions of dollars in damages to public buildings and infrastructure, lost tax revenues, unemployment, homelessness, and emotional and physical suffering for many years to come. A multi-hazard mitigation plan has been prepared for the Cumberland Plateau Planning District in accordance with the requirements of the. Disaster Mitigation Act of 2000. Having the mitigation plan inj place will help the areat to: Better understand local hazards and risks; Build support for mitigation activities; some point in its history. Develop more effective community. hazard-reduction policies andi integrate mitigation concepts into other community processes; Incorporate mitigation into post-disaster recovery activities; and Obtain disaster-related grants in the aftermath of a disaster. Hazard Identification and Risk: Assessment Prioritizing the potential hazards that can impact the Cumberland Plateau Planning District was based on the probability that a potential hazard will affect the area and the potential impacts on it for a given disaster event. Values were assigned to each hazard type, based on the hazard's highest potential hazard level. These hazard level categories represent the likelihood of a hazard event, which could significantly affect the Cumberland Plateau Planning District. These categories are based on the classifications used in the Hazard Identification portion of this document and are High, Medium-High, Medium, and Low. In order to focus on the most significant hazards, only those assigned a level of High or Medium-Hight have been includedi for analysis in the risk assessment. SECTIONI-E EXECUTIVE SUMMARY Page I1 Cumberland Plateau Planning District Commission Hazard Mitigation Plan Table I-1 summarizes the results oft this analysis, which is explained more fullyi in Section' V oft this plan. Tablel-1 Hazard Identification Results Hazard Type Flooding Severe Winter Storms Wildfire Landslides Severe Wind Severe Thunderstorms/Hai. Storms Earthquake Dam/Levee Failure Drought Domestic Fire Algae Bloom Abandoned Mine Fire Torado Extreme Heat Karst Hazard Level High Medium-High Medium-High Medium-High Medium-High Medium Medium Medium Medium Medium Medium Medium Low Low Low The Mitigation Strategy During the presentation of findings for the Hazard Identification and Risk Assessment workshop, the Mitigation Advisory Committee (MAC) was askedi to provide comments and suggestions on actions and policies, which could lessen the area's vulnerability to the identified hazards. The MAC supported the following Top priorities for the area were public safety, public education, and Alternatives should consider the impacts on the Cumberland Plateau Alternatives must not conflict with other local government programs. Outreach and other efforts should be attempted tor repetitive loss properties, including those designated by FEMA. Past experiences from disasters should be built upon. The success of past mitigation projects should be considered in The following overarching goal and six specific goals were developed by the preliminary comments below: reduction of potential economic impacts of disasters. Planning District as a whole. developing alternatives. MAC to guide the area's future hazard mitigation activities. OVERARCHING COMMUNITY GOAL: "To develop and maintain disaster resistant communities that are less vulnerable to the economic: and physical devastation associated with natural hazard events." SECTIONI-EXECUTIVE SUMMARY Pagel I-2 Cumberland Plateau Planning District Commission Hazard Mitigation Plan GOAL1: GOAL 2: from the effects of hazards. GOAL: 3: GOAL 4: Enhance the safety of residents and businesses by protecting new and Protect new and existing public and private infrastructure and facilities Increase the area's floodplain management activities and participation in Ensure hazard awareness and risk reduction principles are institutionalized into each local jurisdiction's daily activities, processes, and functions by incorporating them into policy documents and initiatives. Enhance community-wide understanding and awareness of Cumberland Publicize mitigation activities to reduce the area's vulnerability to the The MAC reviewed the STAPLE/E Criteria (Social, Technical, Administrative, Political, Legal, Economic, and Environmental) process to assist in selecting and prioritizing the most appropriate mitigation actions for the Cumberland Plateau Planning District. This methodology required that social, technical, administrative, political, legal, economic, and environmental considerations be taken into account when reviewing potential projects and policies. This process was used to help ensure that the most equitable and feasible actions would be undertaken based on local jurisdiction's capabilities. These actions are laid out with an implementation strategy and timeframes in Section VII oft this plan. existing development from the effects of hazards. the National Floodi Insurance Program. GOAL 5: Plateau Planning District hazards. GOAL 6: identified hazards. Conclusion This plan symbolizes the Cumberland Plateau Planning District's continued commitment and dedication to enhance the safety of its residents and businesses by taking actions before a disaster strikes. While each jurisdiction cannot necessarily prevent natural hazard events from occurring, they can minimize the disruption and devastation that sO often accompanies these disasters. SECTIONI-I EXECUTIVE SUMMARY Page I-3 CPPDC Roadmap to Economic Resiliency Executive Summary The Cumberland Plateau Planning District Commission engaged the help ofHickey Global in researching and analyzing economic opportunities and concerns for business resiliency and recovery from economic shocks including the COVID-19 pandemic. In order to make these recommendations, Hickey Global conducted stakeholder surveying, asset mapping, and cluster analysis within the region and combined these results with prevailingin industry research and This analysis revealed an image ofai region with reliable legacy industries, cutting edge technological positioning, and rich natural beauty on which to continue to capitalize. Also uncovered were opportunities in developing education, transportation infrastructure, and workforce engagement which could lead toi resiliency difficulties in the future ifnot adequately addressed. Overall, the Cumberland Plateau region is better situated than many similar regions to maintain economic vibrancy in the face of economic shocks and possibly utilize current market conditions to grow into the future with remote worker recruitment and strategic engagement with Stakeholder surveying was conducted in person and online over the course oftwo weeks and included representatives of small and large business owners, local and regional officials, park staff, food and beverage industry, information technology sector, manufacturing and industrial sector, accommodations and lodging, and economic development groups. 52% oft those surveyed where in the private industry and tourism sector with 48% in the government and non-profit sector. Stakeholders were evenly distributed across the region with 24% from Buchanan County, 29%1 from Dickenson County, 35% from Tazewell County, and 18% from Russel County. Surveying revealed that many groups had taken at least some amount of pandemic assistance funding with the most popular being PPP loans followed by County and Town IDA Grants and Town Cares Act Grants at an even split for the second most popular. While the funding made available was listed as al highlight of pandemic response in both the private industry and tourism sectors, stakeholders also noted the need for better community engagement and flow of information in helping these industries learn about available programs and application and eligibility requirements. Notably, government and non-profit entities also agreed that clarity of information flow would have made regional pandemic response more affective. Overall, government and non-profit entities felt better informed about pandemic information and were gaining that information through official and more reliable sources. This lead Hickey Global to suggest the structure ofa a pandemic response board for the region which could assess and appropriately disseminate information from better informed local authorities to private and thought. the current workforce. tourism industry stakeholders within the region. There was also agreement across stakeholder groups about workforce concerns and remote worker recruitment potential. All stakeholder groups identified job opportunities and wages as primary reasons why workers may leave the region. There were also varying levels ofc causal weight given to recreation opportunities in the area across stakeholder groups. While a very small percentage ofj jobs currently in the region were able to be transitioned to remote work during the pandemic and an even smaller percentage are anticipated to remain remote, there is nearly universal support and beliefacross stakeholder groups for a remote worker recruitment campaign tol bring workers made permanently remote into the region. Hickey Global recommends that this campaign be crafted to not only recruit workers but also to leverage best- in-class broadband capabilities to create IT pipelines for remote work between the Cumberland Plateau region and companies in areas like Northern Virginia and Washington DC which could Asset mapping revealed three primary assets which distinguish the region for workers and business recruitment exceptional broadband capacity, low cost ofl living and labor, and availability of outdoor recreation and natural beauty. These three key assets have also proven critical in the pandemic recovery environment and can bei immediately leveraged for growth as workers and companies are placing a higher value than ever on these assets. The tourism industry can be particularly leveraged ini regional recovery and resiliency efforts by making the region more attractive to ai migrating workforce and in helping to improve community services by becoming a catalyst for eliminating blight and advertising the community for potential relocation. This would assist in mitigating two oft the key regional deficiencies revealed by asset mapping lower technology usage among households and lack ofhuman capitol. Two additional key deficiencies were identified through asset mapping which should become a key focus oft the region when planning for future resiliency- transportation infrastructure and education including elementary school performance and low graduation rates from high-demand post-secondary programs. Transportation infrastructure was identified as an essential resiliency area in both private industry and tourism sector assessment. Current transportation infrastructure limits shipping access for materials and manufactured goods and limits tourist access to standout natural assets. Investment in education would serve to propel the region' s investment in technology-based jobs. Additionally, high quality entrepreneurial education was seen as a key need by private and tourism industry in ensuring the successful establishment and staying power ofbusiness ini the region. Investment in education within the region could serve to limit 'brain- Asset mapping done on industrial parks in the region has shown good development and growth ofindustrial parks while noting some considerations for future resiliency. Current industrial parks have good utility infrastructure planning and implementation with good strategy around reuse of existing "shell" buildings. Key deficiencies are the size of available sites limiting larger scale projects and distance of existing parks from ai major highway for efficient transportation be attracted to the regions lower labor costs. drain' while also attracting new jobs to the region. and general difficulty ofi road access. Cluster studies identified six key clusters for regional growth. These clusters were also assessed against industry data from prior economic shocks and shown to be acceptably diversified to work in combination to propel growth in the region without placing it in aj precarious position for future resiliency. The six key development clusters are mining, fabricated metal manufacturing, machinery and equipment manufacturing, shared services and IT, tourism, and healthcare. Mining strategy should focus on growing demand for metal commodities, addressing pressing challenges within the industry growing the area as a thought leader, and promoting current capabilities via an online database to advertising these capacities outside the region. Fabricated mental manufacturing strategies should focus on expanding and marketing specialized knowledge within the region, investigate prototyping and product customization, and piloting new technology in Industry 4.0 components. Machinery and equipment manufacturing strategy should center diversification ofmining manufacturers into new markets, developing this cluster portfolio by promoting key skills and inputs, and taking advantage of existing inputs to reinforce the value chain. Shared services and IT should pursue growth by capitalizing on best-in-class broadband capabilities to recruit remote workers, developing a shared services program supporting Northern Virginia and DC, and training and supporting residents working from or wishing to work from home. Tourism strategy should be centered around expanding infrastructure to increase access to natural and outdoor recreation assets, developing ai mixed accommodations industry with equal representation of RV parks, campgrounds, and traditional accommodations to improve resiliency, and tying tourism offerings to more resilient regional enterprises such as agriculture and mining. Healthcare strategy should follow its current trajectory to cater to an aging populace while leveraging the Appalachian College of Pharmacy tor recruit on-line pharmacy operations such as shared services and distribution. A healthcare leakage study is also recommended to determine needed or improved services within the region Tourism strategy for the region was requested as a breakout industry with planning and suggestions made in support of this industry. Analysis revealed that tourism in the region may be best thought of at present as aligned with resident needs. Larger tourism events can be leveraged to bring areas up to a standard ofreadiness by mitigating blight and developing needed visitor services for the region. Resident support and patronage of new and existing tourism ventures is critical within the region currently and is made more pressing during economic downturns. Tourism development should therefore seek to benefit both groups equally. Outdoor recreation tourism should remain the focus of regional tourism development efforts as it has been shown to bei more resilient in a pandemic environment than other types of tourism and has been shown to increase area appeal for remote worker: relocation. Tourism development should be considered based on which key activity the area is question is best suited for. Visitor services can then be built out around the central activity to ensure at tourism ecosystem which reduces leakage. Additionally, it was requested that Hickey Global propose a large-scale tourism asset for the region. To this end Hickey Global has laid out the foundations and required support mechanisms to ensure income created within the region remains local. to suggest the region capitalize on its preexisting assets by hosting a cycling rally. This rally would incorporate heritage and agritourism stops with nights spent in each county to ensure full regional activation inj planning and in economic benefit. Additional, proposed event details and necessary support infrastructure aligns tourism needs with identified opportunities in other areas oft the report as well as addressing identified improvement areas. Tourism is most resilient when thoroughly supported by the host community and tied tol key regional industries which are also These three key analysis exercises led to the creation ofaj private industry and tourism resiliency strategy which addresses historic and current market disruptions and seeks to envision the Cumberland Plateau's fiscally sustainable future. Information was used from the International Economic Development Council's work on disaster recovery, the US Travel Association's s work on mitigating pandemic impacts in tourism, and current research ini recovery and value shifts as a result oft the COVID-19 pandemic. The visions oft the future of the region revealed in stakeholder surveying were highly aligned between business and community leaders. Business leaders envisioned increased livability, a strong industrial base, more people and jobs, and a strong tourism economy. Community leaders envisioned new industry, more jobs, more people, and an expanded tourism industry. The turtherance oft these visions is found ini recommendations presented in each section oft this report based on stakeholder engagement, cluster analysis, asset mapping, and tourism planning. These findings should be incorporated into regional and more localized preparedness plans which should be created to support businesses during an economic Greater detail on all ofthe assessment and recommendations made within this summery can be found in the sections of the report below which have been divided out to show results and associated recommendations from each analytical assessment and recommended planning proven to be resilient. crisis and during the recovery process. initiatives from business and tourism resiliency. DICKENSPNCOANT) PMAEDOFSWPERVISOES Board ofs Supervisors JOSHE EVANS, CHAIRMAN WILLIS DISTRICT PEGGY KISER, VICE-CHAIRWOMAN ERVINTOND DISTRICT RONF PETERS SANDLICKD DISTRICT SHELBIE WILLIS KENADY DISTRICT RHONDA SLUSS CLINTWOODE DISTRICT nia County Administrator LARRY BARTON County Attorney WILLIAM J. STURGILL P.O. BOX1 1098 Clintwood, Virginia2 24228 Telephone: 276/926-1676 Fax: 276/926-1649 December 15, 2021 U.S. Department of Commerce Curtis Center Independence Square West Suite 1405 Philadelphia, PAI 19106 Dear Sir: RE: Continued Coverage Undert the Cumberland: Plateaul Planning District's CEDS Itist the intent ofI Dickenson County to continue participating undert thel Planning District's Comprehensive Economic Development Strategy. This letter represents at formal acknowledgment for Dickenson County tol be covered under the Cumberland Plateau Planning District'sCEDS: 2022 update. Sincerely, Aas Larry Barton Dickenson County Administrator c: Dickenson County Board of Supervisors William J. Sturgill, Jr, Dickenson County. Attorney IfI can! be of any further assistance, please contact me. James A. Baldwin, Executive Director, Cumberland. Plateau Planning District LB/tll Russell County Virginia "The Heart of Southwest Virginia" Rebeccal Dye, Chairperson District6 Timl Lovelace, Vice Chairman District1 Oris Christian At-Large Lou Ann Wallace District2 Carl Rhea District3 DavidE Eaton District4 Steve Breeding District5 Lonzol Lester County Administrator December 15, 2021 U.S. Department of Commerce Economic Development Administration Philadelphia Regional Office, Curtis Center Independence Square West, Suite 140S Philadelphia, PA 19160. Dear Madam/Sir: Strategy. The Board of Supervisors of Russell County, Virginia, does hereby elect to! be covered under the Cumberland Plateau Planning Distriçt Commission's Comprehensive Economic Development Please feelf freet to contact mei ify youl have any questions. Sincerely, Sop dutw,. Lonzo Lester, County Administrator Russell County Government Center ww.ruselcountyaus 137 Highland Drive, Suite A- Lebanon, Virginia 24266. (276)8 889-8000-Fax (276) 889-8011 BUCHANAN COUNTY BOARD OF SUPERVISORS JeffCooper, Chairman Garden) District Timl Hess, Vice-Chairman Drew) Hurricanel Keene District Prater District G.F Roger Rife South Grundy) District James Carroll Branham North Grundy District Craig Stiltner Rocklick District Trey Adkins Knox District Robert Craig Hom County Administrator Lawrencel L.) Moise, IIIE Esq. County Attomey January 4,2022 U.S. Department of Commerce Economic Development Administrator Philadelphia Regional Office Curtis Center Independence Square West, Suite 140S Philadelphia, PA 19106 Dear Madam/Sir: In reference tot thel letter from the Cumberland Plateau Planning District dated December, 154,2021 concerning the 2022 Comprehensivel Economicl Development Strategy (CEDS) Update, the Board of Supervisors in Buchanan County, Virginia does elect tol be covered IfI can be of any assistance int this decision, please feel freet to contact me. Thank you. under the Cumberland Plateau Planning District's CEDS. Sincerely: yours, Piefhn Robert Craig Hom, County Administrator cc: Jiml Baldwin, Executive Director Cumberland Plateaul Planning District P.O.I Box 548 Lebanon, VA 24266 Administrative Office, 4447, Suite 310, Slate Creck Road, GRUNDY, VIRGINIA: 24614 whdmmamuminsaun Telephone (276)9 935-6503 Fax: (276)935-4479 TAZEWELL COUNTY VIRGINIA "Bound Forl Progress" Shannal E. Plaster, Vice Chair Northwestem District Andy Hrovatic, Member Westem District Charles A. Stacy, Member Easter District Margaret A. "Maggie" Asbury, Member Norther District Aaron! M. Gilespie, Chair Southem District C.Eric) Young County/ Administrator February 9, 2022 U.S. Department of Commerce Economic Development. Administration Philadelphia Regional Office, Curtis Center Independence Square West, Suite 140S Philadelphia, PA 19106 Dear Sir or Madam: Itis the intent of Tazewell County, Virginia to continue participating under the Planning District's Comprehensive Economic Development Strategy. This letter represents a formal acknowledgement for Tazewell County to be covered under the CEDS 2022 of the Cumberland Plateau Planning District. Please let me know if any further action or information is needed. Sincerely, C.Eric) Young EEE County Administrator 197 Main Street Tazewell, Virginia 24651 -(276) 385-1200 - Fax (276)988-4246 wwwiewelcoummoaos RESOLUTION CUMBERLAND PLATEAU: PLANNING DISTRICT COMMISSION RESOLUTION OF THE CUMBERLAND PLATEAU! BOARD OF DIRECTORS ENDORSINGTHE: 2022 COMPREHENSIVE: ECONOMIC DEVELOPMENT STRATEGY UPDATE WHEREAS, the Cumberland Plateau Planning District Commission, an Economic Development District representing the Virginia Counties of Buchanan, Dickenson, Russell and Tazewell, is required by the Economic Development Administration to review and revise, as appropriate, the Cumberland Plateau Economic Development Strategy (CEDS), and WHEREAS, the Cumberland Plateau CEDS Committee and staff have NOW, THEREFORE BEI IT RESOLVED, that the Board ofl Directors of the Cumberland Plateau Economic Development District does hereby adopt its 2022 Comprehensive Economic Development Strategy and submits it for consideration by prepared the 2022 CEDS Update to reflect changes in the District. the Economic Development Administration. January 27,2 2022 Date January 27. 2022 Date CAy AmLAaid Executive Director 2022 CEDS COMMITTEE CUMBERLAND! PLATEAUI PLANNINGI DISTRICT COMMISSION Locality Buchanan County Name Matt Fields Alisha O'Quin David Thompson James Keen Dennis Ramey Mitzi Sykes Ron] Peters Larry Yates Roger Stanley RachelF Patton Larry Carr Frank Horton Erniel McFaddin AJRobinson Matt Simmons Ricky Barton Margie Douglass Ex Officio: Representing Economic Development Org. White M Business Business Retired Coall Industry Local Government Economic Development Org. White F Local Government Local Government Retired) Educator Workforce Organization Retired) Planner Retired Educator Tourism Org. Industry Business Community College Jonathan Belcher, VCEDA Joey Gillespie, VDBA David Woodard, Heart of Appalachia Ida Walker, Friends ofs Southwest VA Randy Rose, SWCC Race Sex White F White M White M White M White M White M White M White F White M White M Black F White M White M White F Dickenson County Russell County Tazewell County Economic! Development Org. White M