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

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

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Roadmap to

Economic Resiliency

September 2021

Cumberland Plateau

Planning District

Commission

Cumberland Plateau Planning District Commission

Roadmap to Economic Resiliency

Ea eR ee HICKEYGLOBAR

Table of Contents

Yes 53%

003 - Executive Summary

007 - Stakeholder Engagement Responses

054 - Cluster Verification

083 - Asset Mapping

122 - Business Resiliency Strategy

160 - Tourism Resiliency Strategy

Table of Contents

003 - Executive Summary

007 - Stakeholder Engagement Responses 054 - Cluster Verification

083 - Asset Mapping

122 - Business Resiliency Strategy

160 - Tourism Resiliency Strategy

Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC

Yes 53%

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

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

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

industry research and thought.

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

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

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

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

worker recruitment and strategic engagement with the current workforce.

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

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

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

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

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

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

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

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

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

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

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

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

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

Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC

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

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

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

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

Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC

Yes 53%

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

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

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

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

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

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

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

labor costs.

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

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

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

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

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

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

capitol.

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

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

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

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

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

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

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

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

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

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

transportation and general difficulty of road access.

Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC

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

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

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

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

Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC

Yes 53%

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

remains local.

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

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

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

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

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

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

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

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

Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC

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

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

Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC

Yes 53%

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

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

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

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

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

to be resilient.

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

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

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

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

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

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

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

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

businesses during an economic crises and during the recovery process.

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

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

and tourism resiliency.

Executive Summary Recovery and Resiliency Planning for Cumberland Plateau PDC

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

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

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

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

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

Stakeholder Engagement

Responses

Responses received May 17 through May 28, 2021

Cumberland Plateau

Planning District

Commission

Cumberland Plateau Planning District Commission

Stakeholder Engagement Responses

Sie Ae eee HICKEYGLOBAL

Stakeholder Feedback Response Findings

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

information would improve future responses.

‣Private businesses also had numerous comments on improving

financial support while it was barely mentioned on public

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

done well during the response.

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

‣Government officials relied heavy on Federal, State and Local

government sources for pandemic information. Private business used

more sources for their information but also listed the Government as

their main source of information.

‣Overwhelmingly, respondents felt adequately informed by their

sources.

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

to working from home during the pandemic. Moving forward,

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

work.

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

recruitment campaign to increase population and wealth in the area.

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

other companies or out of the region.

‣Government leaders also think job opportunities and wages are a

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

do, shopping and healthcare contribute.

‣71 percent of private businesses are having challenges rehiring or

hiring employees with many listing Federal aid as the reason.

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

responses were industry, restaurants, accommodations, and outdoor

recreation.

‣For public leaders, infrastructure needs focused on continuing to

increase broadband in the region.

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

education & training and entrepreneurship.

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

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

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

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

base.

takeholder Feedback

esponse Findings

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

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

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

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

Overwhelmingly, respondents felt adequately informed by their sources.

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

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

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

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

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

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

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

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

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

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

Stakeholder Feedback Private and Government Sectors

The overall response rate

was 49% with responses

almost evenly split between

the Private and Government

sectors.

Government & Non-profit 48%

Private & Tourism Sectors 52%

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

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

Stakeholder Feedback

Private and Government Sectors

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

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

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

Private & Tourism Sectors 52%

sectors.

Private and Tourism Sector

Responses

Stakeholder Feedback

Private and Tourism Sector

Responses

Stakeholder Feedback Industry Breakdown

Parks & Recreation 6%

Information Technology (Call Centers)

Accommodations & Lodging 12%

Arts & Entertainment

Food & Beverage 29%

Retail 6%

Manufacturing & Industrial 35%

Stake older Feedback Inaus

try Breakdown

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

Food & Beverage 29%

Manufacturing & Industrial 35%

Retail 6%

Stakeholder Feedback Location

Buchanan County 24% Dickenson County

29%

Russel County 18%Tazewell County

35%

Stakeholder Feedback

Location

Buchanan County 24%

Dickenson County 29%

Russel County

Tazewell County 18%

35%

Stakeholder Feedback COVID-19 Assistance

Did you use or receive

assistance from pandemic

response programs? County/Town IDA Grant

23%

PPP 46%

Town Cares Act Grant 23%

Cumberland RLF 4% Rebuild VA Program

(State Grant) 4%

SKB ggesback

Cumberland RLF 4% Rebuild VA Program

/ (State Grant)

Did you use or receive assistance from pandemic

County/Town IDA Grant response programs?

23%

PPP

46% Town Cares Act Grant

23%

13,

Stakeholder Feedback More Effective Pandemic Response

What would have made

the region’s business-

related pandemic

response efforts more

effective?

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

are on their own.

• Coordination between States (border communities).

• Need better regional connection to SBDC.

• Needed better pandemic exit strategy.

Community Involvement

• Education component was missing.

• Rules and actual business education around response and

guideline.

• Education on the vaccines was lacking.

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

reasoning behind those guidelines.

• Banks not informed of grant guidelines.

• Better instructions

• Not much guidance on how to handle COVID guidelines.

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

health needs and safety standards.

• No clear leadership from health department on business specific

guidelines.

• Better information

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

depth of info, lack of clarification.

• Target businesses specifically for information.

• Need better local information source.

• More timely information. Announcements on Friday evenings after

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

Information

• Better promotion and active engagement with marketing materials

especially when put online.

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

the community colleges funded and staffed with educational

programs that can provide skilled workers to the manufacturing

industry.

• PPE availability.

• More testing needed.

• Help with Supply Chain issues.

Miscellaneous

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

and into the future. Matching through VCEDA.

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

needs

• Funding a vocational skills program would have been essential to

post pandemic recovery.

• Difficulty to get money through larger funds due to restrictions

around qualifications.

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

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

covered by grant funding.

• Had to make an investment to meet COVID standards without

sufficient funding support for those needs.

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

qualifications. Feels like a waste of time.

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

• People had no information that grant money was being made

available.

• Needed funding faster.

Cost

Stakeholder Feedback

More Effective Pandemic Response

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

Information =

Education component was missing.

Rules and actual business education around response and guideline.

Education on the vaccines was lacking.

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

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

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

No clear leadership from health department on business specific guidelines.

Better information

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

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

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

Community Involvement

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

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

Cost

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

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

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

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

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

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

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

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

Help with upfront costs to new business to meet pandemic needs.
People had no information that grant money was being made available.

» Needed funding faster.

Miscellaneous

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

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

PPE availability.

More testing needed.

Help with Supply Chain issues.

Stakeholder Feedback Business-related pandemic response

And what was done well

(with region’s business-

related pandemic

response efforts)?

• Board of supervisors were supportive of businesses.

• Help with navigating the language of the mandates.

• County tourism called to check in on reopening; fairly

regular communications.

• Everyone worked together.

• Overall, good. Proactive reach out.

Community Response

• Grant funding was well run and distributed effectively.

• CARES money was distributed well.

• IDA had funds available quickly. Application process was

very easy.

• Turnaround on funds was fast to get people reopened.

• Grant access was smooth and there was assistance in

getting funding.

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

survived without it.

• The Cumberland Plateau provided me with easy access to

funds to build our capabilities which allowed me to hire

additional workers.

Funding

• Promotion for grant programs was done well.

• UVA Wise program helped to develop a website.

• Mask billboards did well.

Marketing

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

was expected.

• Health care stepped up with testing.

• Vaccine rollout did well.

• Contact with local health department office and covid clinics.

• Acted quickly to protect the aging population.

• Rollout of the vaccines went well.

• Hands-on health department. Had active outreach from

health department for events.

Health Services

Stakeholder Feedback

Business-related pandemic response

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

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

very easy. Vaccine rollout did well.

response efforts)?

Turnaround on funds was fast to get people reopened. Contact with local health department office and covid clinics.
Grant access was smooth and there was assistance in getting funding.

Acted quickly to protect the aging population.

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

Hands-on health department. Had active outreach from health department for events.

The Cumberland Plateau provided me with easy access to

funds to build our capabilities which allowed me to hire

additional workers.

Community Response Marketing

¢ Board of supervisors were supportive of businesses. « Promotion for grant programs was done well. ° Help with navigating the language of the mandates. » UVA Wise program helped to develop a website.

County tourism called to check in on reopening; fairly ° Mask billboards did well.

regular communications. « Everyone worked together.

° Overall, good. Proactive reach out.

Stakeholder Feedback Sources

What sources did you

use to gain information

about pandemic

response, guidelines,

and recovery resources?

• CDC website.

• SBA website

• County did active outreach.

• County website

• CDC website

• SBDC

• Workforce Development Board

• Used small business assistance center at the

college.

• County officials

• Heart of Appalachian pushed out recovery

information and grant funding

• State briefings

• CDC

• Workforce board

• Workforce development board

• Press releases from governor’s office

• DCR had updated and recently refreshed

documents.

• Received information from the county with

emails.

• IDA let owners know about grant program.

• CDC website.

• Governor’s press conferences.

• Local health department on local guidelines and

differences.

• Health department for information.

• Straight from health department.

• Health department guidance. Although

sometimes document would be issued and then

changes.

• Health department provided information, but also

acted as enforcement.

Government & Nonprofit • Person to person.

• Word of mouth

• Lots of word of mouth.

Person-to-Person

• Online news sources.

• Internet

• Emails

• Facebook

• Found out about grants through Facebook.

• Facebook

Online

• CPA did application for PPP.

• Information on loans from local banks.

• Accountant

• Chamber

• Chamber emails.

• SVAM - Southwest Virginia Association of

Manufactures

Professionals & Organizations

• News

• National news but messages were

very mixed.

• News

• General news sources.

• Newspaper

News

• Made a lot of outgoing calls to prepare

and ensure within compliance.

• Dual state situation required multi-

state coordination. KY and VA

response differences.

• Consultant stayed up on information

and pushed that out.

• No common leadership sources of

information.

• Corporate HQ.

Miscellaneous

takeholder Feedback

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

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

SBA website
County did active outreach.
County website

» CDC website

SBDC
Workforce Development Board

» Used small business assistance center at the college.

County officials
Heart of Appalachian pushed out recovery information and grant funding
State briefings

Workforce board

° Workforce development board

Press releases from governor’s office
DCR had updated and recently refreshed documents.
Received information from the county with emails.
IDA let owners know about grant program.

» CDC website.

Governor’s press conferences.
Local health department on local guidelines and differences.

° Health department for information.

Straight from health department.
Health department guidance. Although sometimes document would be issued and then changes.
Health department provided information, but also acted as enforcement.

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

Online

Online news sources.
Internet
Internet
Internet

Internet

° Emails

Facebook
Found out about grants through Facebook.
Facebook

Professionals & Organizations

CPA did application for PPP. Information on loans from local banks.

Accountant Chamber Chamber emails.

SVAM - Southwest Virginia Association of Manufactures

National news but messages were very mixed.

News

General news sources.

Newspaper

Miscellaneous

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

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

Consultant stayed up on information and pushed that out.

» No common leadership sources of information.

Corporate HQ.

Stakeholder Feedback Information Sources

And did you feel adequately

informed by those sources?

Somewhat 29%

Yes 53%

No 18%

Sta kehol er Feedback

nis ormation Sources

And did you feel adequately informed by those sources?

Somewhat

Stakeholder Feedback Remote Workforce

What percentage of your

workforce transitioned to

remote work at the height of

the pandemic?

75 to 95 8%

Zero 69%

10 to 25 23%

tak he r Feedback

emote gids orce

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

Stakeholder Feedback Remote Workforce - Permanent

What percentage of your

workforce could or will

transition on a permanent

basis?

26 to 50 8%

Zero 85%

10 to 25 8%

Stokenolder, Feedback

emote ermanent

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

10 to 25 8%

26 to 50 8%

Stakeholder Feedback Remote Workforce - Permanent

If the region embarked on

an aggressive remote-

worker recruitment

campaign to import a tech-

savvy workforce, would it

benefit the region? Yes 82%

No 18%

Stokenelggs Feesoack

emote ermanent

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

Stakeholder Feedback Why or Why Not?

… if the region embarked

on an aggressive

remote-worker

recruitment campaign to

import a tech-savvy

workforce, would it

benefit the region?

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

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

town for travel.

• Would help with population loss.

• Would be helpful for locals increasing restaurant demand.

• Area offers low cost of living.

• Would assist with building back population base.

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

by time to enjoy the community.

• Tax dollar improvement. Additional local support for businesses and

buying power of new people coming into town.

• Already seeing some remote worker resettlement in the area.

• Brings in young people with children.

• Anything to get more people to live here.

• Yes, for tech savvy and general workers.

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

• Need IT and cybersecurity staff - FT and PT

• Need IT skills and drafting and engineering.

• Already seeing remote worker relocation.

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

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

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

• Could help support service industry.

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

area.

• Need more technology and marketing workers.

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

• See temporary workers wanting to stay.

• More tax base.

• Fill empty available housing.

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

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

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

from the campsite.

Why?

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

hard to come by.

• Worried about quality of life.

• Looking to draw in more industry in the county.

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

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

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

county.

• No great housing options, most need renovation.

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

on those inherent skills.

• Just need basic trainable workers.

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

internet.

• Cell service.

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

centers and services.

Why Not?

ya! kehplder feed back

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

Why?

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

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

Would help with population loss.

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

Would assist with building back population base.

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

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

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

Anything to get more people to live here.

Yes, for tech savvy and general workers.

Need more workers in skilled labor in addition to tech.

Need IT and cybersecurity staff - FT and PT

Need IT skills and drafting and engineering.
Already seeing remote worker relocation.
Interest in purchasing vacation homes first and then working remote.
Stemming young population decline and replacing it with remote work.
Bringing population in from outside to maintain houses and the area.
Could help support service industry.
Bring in industry, ideas and experience with new people coming into area.
Need more technology and marketing workers.

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

See temporary workers wanting to stay.

» More tax base.

Fill empty available housing.

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

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

Why Not?

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

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

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

No great housing options, most need renovation.

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

Just need basic trainable workers.

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

Cell service.

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

Stakeholder Feedback Factors in Losing Employees

If your company is

routinely losing quality

employees, what are

they telling you about

the factors that led to

those decisions?

• Fighting against government unemployment.

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

employees requested layoffs to collect unemployment

Unemployment Benefits

• Issues with minimum wage increase.

• Wage issues

• Wages

• Job availability and wages availability.

• Job availability- seasonality

• Leave because they need more hours.

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

Job Related

• Nothing to do. More activities needed.

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

there on the weekends and end up moving there.

• Housing

• Lack of daycare

• State parks and tourism have high turnover with seasonal

employees.

• Younger population isn’t seeing as much opportunity and

are going to larger cities for shopping, restaurants,

attractions.

Miscellaneous

• Losing to other companies for driving distance or pay.

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

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

• Just go to other businesses.

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

• People leaving the area are heading to Alabama and

Pennsylvania for more steady and higher paid coal mining

jobs.

Other Companies

Stakeholder Feedback

actors in Losing Employees

If your company is Job Related Other Companies

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

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

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

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

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

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

Leave because they need more hours.

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

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

Unemployment Benefits Miscellaneous

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

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

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

Stakeholder Feedback Challenges Rehiring or Hiring Employees

Are you having challenges

rehiring or hiring

employees as business

demand increases?

Yes 71%

No 29%

Stakeholder Feedback

Challenges Rehiring or Hiring Employees

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

Stakeholder Feedback Why or Why Not?

… are you having

challenges rehiring or

hiring employees as

business demand

increases?

• Initially people were afraid of the virus and exposure.

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

• Fighting against unemployment insurance

• Unemployment insurance competition

• Dislike of restaurant work

• The county lacks skilled workers

• Federal and State aid

• Uptick of drug use

• Government benefits reducing available labor pool.

• Childcare issues

• No general labor

• Federal stimulus money

• Economic decision based on unemployment benefits.

• Can’t pay to compete against Federal aid.

• Cyclical employment.

• People moving out to start their careers.

Why? • No

• Was able to hire out of customer base.

• Have retained entire workforce

• No, small staff

Why Not?

yakehplaer feedback

hy or

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

Why?

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

» Fighting against unemployment insurance

« Unemployment insurance competition

» Dislike of restaurant work

The county lacks skilled workers

» Federal and State aid

« Uptick of drug use

» Government benefits reducing available labor pool.

Childcare issues

» No general labor

» Federal stimulus money

» Economic decision based on unemployment benefits.

Can’t pay to compete against Federal aid.
Cyclical employment.

« People moving out to start their careers.

Why Not?

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

° No, small staff

Stakeholder Feedback New Businesses

What types of new

businesses would do

well in the region now

and in the future?

• Miscellaneous

• Retail stores.

• Business with roots

• Need accommodation.

• Need a grocery store.

Miscellaneous

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

• Manufacturing that complements current businesses

• Additional large companies added to the region as a major

employment draw. Love small businesses but sees more

opportunity with large companies.

• Manufacturing

• Manufacturing - physical work

• Light steel fabrication

• Mobile home manufacturing

• Boats building

• Windmills

• Industries where people work with their hands

• Aerospace with airport upgrade

• Pallet company

• Trucking (in-bound)

• Battery related businesses

• Energy storage

• Steel manufacturing

Industry

• Outfitter with shuttle, tour, and trip options.

• At headwaters of the Clinch need an outfitters store and

sporting goods store.

• Canoe and kayak services.

• Boat launches in the area.

• Bike shop and services like a bike wash.

• Additional water activities on the Clinch River.

Outdoor Recreation

• More restaurants with a greater variety of food.

• Visitors ask for restaurant options with sit down dinning.

Currently going outside of the county.

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

Need a nicer, sit-down restaurant.

• Restaurants

• Restaurants, especially breakfast.

• Restaurants - better

Restaurants

Stakeholder Feedback

New Businesses

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

Industry

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

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

« Manufacturing

Manufacturing - physical work « Light steel fabrication

» Mobile home manufacturing

Boats building

° Windmills

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

Trucking (in-bound)

° Battery related businesses

° Energy storage

Steel manufacturing

Miscellaneous

° Miscellaneous

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

Restaurants

« More restaurants with a greater variety of food.

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

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

Restaurants

Restaurants, especially breakfast.

Restaurants - better

Outdoor Recreation

° Outfitter with shuttle, tour, and trip options.

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

Canoe and kayak services.

Boat launches in the area.

Bike shop and services like a bike wash.

Additional water activities on the Clinch River.

Stakeholder Feedback Needed Infrastructure

What infrastructure or

support services are

needed to strengthen the

region?

• Entrepreneurial services for business start up.

• Entrepreneurial support services for people who are interested.

• Start up capital to assist entrepreneurs.

• Grant writing assistance for small business.

• Small business incubator type concept.

• Entrepreneurial support.

Entrepreneurship Support

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

• Central information source through the government for business

continuation.

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

• Better centralization of business support offerings going forward to

assist locals interested in starting and keeping a business in the

area.

• Better building support.

• Construction support for new businesses and buildings.

• Money allocated towards storefront beautification.

• Money towards assistance with staying in business.

Business Support

• Additional collective marketing needs.

• Social media marketing support because when social media has

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

• More online regional promotion of area itineraries

Marketing

• Better rail access (rail spur)

• Roads have improved but more work needed.

• Logistics hub in region.

• Better rail service.

• Better roads

Infrastructure

• Better trade education and funding.

• Education focus - PreK to Community College

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

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

needs more funding.

• Vocational education

• More certified welders and laser equipment operators.

• Better soft skills training.

Education & Training

• Continuation of fiber broadband deployment.

• Better cell coverage on 460.

• More daycare options.

• Better hospital services

Miscellaneous

Stakeholder Feedback

Needed Infrastructure

What infrastructure or Business Support Education & Trainin

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

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

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

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

oa . . . * College trade school is improving but needs a lot of improvement,

Better centralization of business support offerings going forward to 9 P g p

i needs more funding. region? assist locals interested in starting and keeping a business in the g area. * Vocational education ° Better building support. * More certified welders and laser equipment operators.

Construction support for new businesses and buildings. * Better soft skills training. » Money allocated towards storefront beautification. » Money towards assistance with staying in business. Infrastructu re

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

« Entrepreneurial services for business start up.

Roads have improved but more work needed.

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

Better rail service.

Start up capital to assist entrepreneurs.

Better roads

Grant writing assistance for small business.

Small business incubator type concept. Miscellaneous

Entrepreneurial support.

Continuation of fiber broadband deployment.

Marketing + Better cell coverage on 460.

Additional collective marketing needs. * More daycare options.

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

More online regional promotion of area itineraries

Stakeholder Feedback Vision for the Region

What is your vision of

the region 10 years from

now?

• A manufacturing center of excellence.

• Business leaders (small businesses) leading the

change or advising leaders.

• Better community networking and support

between small business owners and county

officials.

• A collective business voice for region for all.

• Prosperity.

• Diversified economy.

• Strong manufacturing

• Stability in metalogical coal

• More manufacturing

• Diversified businesses - new and existing

• Better regional cooperation around economy

• Coal will never be replaced, but opportunities in

tech.

Strong Industrial Base • A walkable, shoppable downtown area.

• Vibrant downtown.

• More main street development.

• Additional retail and restaurants on main street.

• Vibrant storefronts with shopping options and

able to walk downtown.

• Coffee shop, outdoor theater for music and arts.

• More walking trails and bike trails.

• Better dining.

• Maintain unique quality and friendliness with

expanded business opportunities.

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

• More cultural activities.

• Better services for younger people.

• Nice parks and water feature for kids.

• Better housing options.

Increased Livability • More modernization but maintaining community

historic beauty.

• Natural beauty preserved.

• Trashcans and dumping out on the side of the

road need to go.

• Clean up the community a bit.

Protecting Environment

• Community growth through additional jobs.

• More available jobs.

• More high paying jobs

• Improve job growth.

• Need more middle-income jobs

• Job opportunities at all levels needed to retain

kids.

• Returning people.

• More full-time permanent residents.

• Higher population

• Want to see a vibrant community to attract

people to the area

• Recruit more IT jobs.

More People and Jobs

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

backslide.

• Change mindset, be more self sufficient.

• Quality medical care needs to stay.

• Graduates staying in the area and able to find

jobs.

Miscellaneous

• More tourism friendly. Pushing out into the

community with signage and communication

from major tourism draws which already exist.

• See outdoor activities become the center piece

of the community’s tourism efforts.

• Opportunities for local people to become

entrepreneurs in outdoor industry.

• Additional emphasis on the tourism market.

• Bike shops.

• More accommodations.

• Tying ATV and 4-wheel trails into the Tazewell

area.

• More services to capture people once they are

here.

• More inter-county cooperation in tourism

• More development with smaller lodging, privately

owned

• Trail expansion

• A destination for trails and camping.

• Additional rental housing inventory.

Strong Tourism Economy

Tee Rep e IK

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

Increased Livability Strong Industrial Base Protecting Environment

Awalkable, shoppable downtown area.
Vibrant downtown.
More main street development.
Additional retail and restaurants on main street.

Vibrant storefronts with shopping options and able to walk downtown.

Coffee shop, outdoor theater for music and arts.
More walking trails and bike trails.
Better dining.
Maintain unique quality and friendliness with expanded business opportunities.
More for families to do (movies, theaters).
More cultural activities.
Better services for younger people.
Nice parks and water feature for kids.
Better housing options.

Miscellaneous

Steady progression, just doesn’t want to see a backslide.
Change mindset, be more self sufficient.
Quality medical care needs to stay.
Graduates staying in the area and able to find jobs.

» Amanufacturing center of excellence.

Business leaders (small businesses) leading the change or advising leaders.
Better community networking and support between small business owners and county officials.
Acollective business voice for region for all.
Prosperity.

° Diversified economy.

« Strong manufacturing

Stability in metalogical coal
More manufacturing
Diversified businesses - new and existing

° Better regional cooperation around economy

Coal will never be replaced, but opportunities in tech.

More People and Jobs

Community growth through additional jobs.
More available jobs.
More high paying jobs
Improve job growth.

» Need more middle-income jobs

Job opportunities at all levels needed to retain kids.

« Returning people.

More full-time permanent residents.

« Higher population

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

« Recruit more IT jobs.

» More modernization but maintaining community historic beauty.

Natural beauty preserved.

Trashcans and dumping out on the side of the road need to go.
Clean up the community a bit.

Strong Tourism Economy

More tourism friendly. Pushing out into the community with signage and communication from major tourism draws which already exist.
See outdoor activities become the center piece of the community’s tourism efforts.
Opportunities for local people to become entrepreneurs in outdoor industry.
Additional emphasis on the tourism market.
Bike shops. » More accommodations.
Tying ATV and 4-wheel trails into the Tazewell area.
More services to capture people once they are here.
More inter-county cooperation in tourism
More development with smaller lodging, privately owned
Trail expansion » Adestination for trails and camping.
Additional rental housing inventory.

Stakeholder Feedback More Questions

What did we not ask, that

we should have asked? • Leadership

• More diversity of investing between different businesses

and business owners.

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

for kids to do.

• Moonshine business gets additional notoriety due to

current TV trends.

• Lots of engagement on social media.

• Trying to get more local help with promoting area.

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

promotion of local business…

• Social media support.

• Home prices increasing. Shortage of housing

• Customers impacted in other more restrictive states hurting

our business.

• Lack of childcare.

• School closures preventing work

• Keep progressing.

• Support existing business

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

properties

• Would like to see more trail expansion. More people

interested in coming back for new trail miles, would

eventually lead to business decline with no additional trails

added.

• County promotion of Pocahontas Exhibition Mine.

• Would like to see it billed as ATV friendly.

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

• Lots of preconceived notions about coal towns, towns have

a lot to offer.

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

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

stakeholder Feedback

More esTIONS

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

Leadership

More diversity of investing between different businesses and business owners.

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

Moonshine business gets additional notoriety due to current TV trends.

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

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

Social media support. Home prices increasing. Shortage of housing

Customers impacted in other more restrictive states hurting our business.

Lack of childcare. School closures preventing work

Keep progressing.

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

Support existing business

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

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

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

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

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

Stakeholder Feedback Additional Thoughts? – Part 1

• Regional and cross-county cooperation.

• More interaction between county officials and small business owners.

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

community.

• More signage and banners between businesses.

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

due to low cost.

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

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

asking about hiking.

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

resources for this.

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

available for businesses to open and develop.

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

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

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

somewhat protected from minimum wage increases.

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

nearly all products due to supply line issues.

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

• Need more and better accommodations.

• Competition between communities with trailheads with advantage going to those

with better accommodations.

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

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

demand.

• Hard to find workers staying home with Federal money.

• Need daycare facilities.

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

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

economy disconnect.

• Shift from mining to related strengths.

• Supports tourism for culture.

• Use SVAM to train welders and leadership training.

• Use vocational center students.

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

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

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

visitors.

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

• Supply Chain issues, needed distribution hub for region.

• Stop recruiting coal related industries.

• Need more trade scholarships.

• VEDP Valet Program has helped expand customer base.

RENE sug Hee Ref

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

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

More signage and banners between businesses.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

° Shift from mining to related strengths.

¢ Supports tourism for culture.

» Use SVAM to train welders and leadership training.

» Use vocational center students.

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

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

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

° Need more trade scholarships.

« VEDP Valet Program has helped expand customer base.

Stakeholder Feedback Additional Thoughts? – Part 2

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

• Community is transitioning away from extractive resources.

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

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

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

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

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

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

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

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

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

RENE hougHEe RSS

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

Community is transitioning away from extractive resources.

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

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

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

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

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

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

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

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

Tourism Specific Responses

Stakeholder Feedback

Tourism Specific Responses

Stakeholder Feedback Business Generated by Tourism

How dependent is your

business on visitor traffic

generated by area tourism?

(Excludes Tourism

Exclusive Establishments)

Totally Dependent 23%

Not Dependent 46%

Very Dependent 15%

Somewhat Dependent 15%

Sstakeho Ider Feedback

USINESS Gensratea by Tourism

How dependent is your

Very Dependent

business on visitor traffic Totally Dependent 15% °

generated by area tourism? 23% (Excludes Tourism

Exclusive Establishments) Somewhat Dependent

15%

Not Dependent 46%

Stakeholder Feedback Non-local Tourism

How much of your business

comes from tourists

outside the region as

opposed to local sources?

(Tourism Only)

10-25% 25%

100% 25%

25-50% 25%

75-95% 25%

Sta keh \der Feedback

Non-local Tourism

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

10-25% 25% 25-50%

25%

100% 75-95% 25% 25%

Stakeholder Feedback Needed Businesses & Services

What additional

businesses or services

are needed to strengthen

the tourism industry?

• Convenience store

• Gas station

• ATV wash.

• Gas.

• Lodging.

• Rental market for ATVs exists

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

• Outfitters with guided tours.

• Guides for activities.

• Additional activity guide services.

• Additional guiding services.

More Guides and Outfitters

• More regional approach to activities with rotation between

recreation sources.

• Additional activities in the Breaks Interstate Park.

• Could use community guide for helping to start new

businesses.

• Need additional signage to find trailheads and parking

areas for hiking

• Business support related to spearhead trail.

Miscellaneous • Nice culinary scene.

• Have had a tough time finding concessionaires.

• Restaurants

• Restaurant

Better Food Offerings

Stakeholder Feedback

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

businesses or services ¢ Outfitters with guided tours.

Gas station

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

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

Rental market for ATVs exists

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

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

» Restaurants Additional activities in the Breaks Interstate Park.

Could use community guide for helping to start new businesses.

« Restaurant

Need additional signage to find trailheads and parking areas for hiking

Business support related to spearhead trail.

Stakeholder Feedback Complaints from Tourists

What complaints or

frustrations do you hear

from tourists about the

area?

• Tech complaints- difference in cell

coverage between carriers.

• Somewhat of an escape destination,

but not a particularly off-grid

destination.

Connectivity

• Remoteness, difficulty of travel to the

area. People expect short drive to

everything.

• Lots to do in area but need willingness

to drive.

• Some people aren’t willing to make the

drive to get to these places.

• Roads, and the difficulty of getting to

the site.

Accessibility • No sit-down mom and pop restaurants.

Looking for all local experiences.

• Need more restaurants.

• Need sit down style restaurants and a

place to get a drink.

• Restaurants are lacking in variety

Restaurants Choices

• Lack of lodging.

• Desire for trail-accessible rustic lodging.

Heavy cabin bookings, but desire for

larger group facilities.

• Not much lodging.

Lodging Choices

• Desire for water feature- pond, lake,

pool- any non-motorized recreational

opportunities.

• No place to get gas in town.

• Most satisfied guests are the ones

seeking a remote outdoor experience.

• Campfire access, out of the way,

reclusive for trail traffic.

Miscellaneous

tak holder Feedback

omplaints trom Tours

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

Accessibility

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

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

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

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

Connectivity Lodging Choices

Tech complaints- difference in cell coverage between carriers.

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

Restaurants Choices

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

« Need more restaurants.

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

¢ Restaurants are lacking in variety

« Lack of lodging.

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

» Not much lodging.

Miscellaneous

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

No place to get gas in town.

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

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

Stakeholder Feedback Shift in Tourist Demographics

Have you seen a shift in

tourist demographics

during the pandemic?

(Examples include age,

income, location of

origin, interests upon

arrival, etc.)

• Usually pulling from neighboring states.

• 50% of business comes from VA and KY

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

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

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

• Emphasis on natural assets as opposed to the facilities.

• Anecdotal increase in rock climbing.

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

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

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

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

• Not much shift

Observations

Sigkeholder Feedback

Have you seen a shift in Observations

tourist demographics » Usually pulling from neighboring states.

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

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

. ° Anecdotal increase in rock climbing. arrival, etc.) * Classic destinations are getting crowded, so people are spreading out. Getting away from urban areas and crowding.

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

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

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

« Not much shift

Government and Nonprofit Sector

Responses

Stakeholder Feedback

Responses

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Stakeholder Feedback

Stakeholder Feedback Sector Breakdown

Nonprofit 25%

Education 6%

Government 50%

Tourism Board 25%

Stakeholder Feedback

Sector Breakdown

Nonprofit 25%

Education Government 6% 50% Tourism Board 25%

Stakeholder Feedback Location

Entire Area 25%

Russel County 6%

Buchanan County 25%

Dickenson County 19%

Tazewell County 25%

Stakeholder Feedback

Location

Russel County 6%

Entire Area 25%

Dickenson County 19%

Buchanan County 25%

Tazewell County 25%

Stakeholder Feedback Pandemic Response Efforts

What would have made

the region’s business-

related pandemic

response efforts more

effective?

• I think it was handled well.

• Nothing.

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

effective as could be expected.

Nothing

• Lack of clarification and diverse interpretation of information

available, clearer direction was needed.

• Lots of confusion around qualifications.

• Needed clear process.

• Could have been a central information source since each

county also had its own grants so confusion around criteria.

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

universal application to be able to update each year, have

those numbers available, would allow them to know when

anything happens what they might be able to do and how

they could apply.

• Orders came quickly which caused business panic,

business adjustments and learning, right way kept changing,

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

• Lack of steady information, info changed constantly with lots

of uncertainty of federal and state info.

• More straightforward application.

Clarity

• More community outreach for info in rural areas.

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

doing to help the public.

• Federal grants need to be prepared in advance.

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

distribute funds; PPP loans were hardest

Miscellaneous

• Had over reaction and then under reaction.

• The “shut down” imposed by the State should have been

imposed on a regional basis. Our economy was

prematurely “shut down” when the virus was not present or

at least not prevalent here.

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

with the limitations. This led to less public cooperation at

the critical juncture in October and November.

• Ironically, the “shut down” made the problem worse here

and prolonged it.

• Response delayed due to cases in area delayed.

Reaction

;

takeholder Feedback

andemic Response

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

Clarity

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

« Lots of confusion around qualifications.

» Needed clear process.

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

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

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

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

« More straightforward application.

Nothing

« | think it was handled well. ° Nothing.

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

Reaction

° Had over reaction and then under reaction.

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

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

Ironically, the “shut down” made the problem worse here and prolonged it.

« Response delayed due to cases in area delayed.

Miscellaneous

« More community outreach for info in rural areas.

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

° Federal grants need to be prepared in advance.

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

Stakeholder Feedback Pandemic Response Efforts

And what was done

well? • Funding grants

• We were awash in funding to help businesses.

Funding • Rally calls gathered info and group camaraderie,

communication between organizations increased.

• Calls together plus individual outreach.

• Keeping people updated.

• VTC did industry meetings, monthly calls were helpful.

• Partnered with UVA WISE, gather regularly to provide a

resource for those at high level in the industry within gov

and non-profit orgs.

• Marketing efforts, pushing people towards time saving tech.

• Rally calls were useful for keeping people calm.

• Communication and togetherness. We were supported from

multiple sources.

Communication

• Scarecrow campaign.

• Followed recommendations from State.

• To some extent , quick reaction from business owners.

Miscellaneous

• Comprehensive response.

• No complaints

• Good job overall

• In general, went well.

• I think it was handled well.

Overall Effort

;

takeholder Feedback

andemic Response

And what was done well?

Communication

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

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

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

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

Communication and togetherness. We were supported from multiple sources.

Funding

Funding grants

« We were awash in funding to help businesses.

Overall Effort

Comprehensive response.

No complaints

Good job overall

In general, went well.

| think it was handled well.

Miscellaneous

» Scarecrow campaign. « Followed recommendations from State.

To some extent , quick reaction from business owners.

Stakeholder Feedback Sources of Information

What sources did you

use to gain information

about pandemic

response, guidelines,

and recovery resources?

• County

• County Administration

• County emergency management

• County administrator

• Local gov’t website

• Health Departments

• Health department

• Local Health Department

Local Government • VEDP

• Virginia health webpage

• SBDC

• State Gov

• State Government

• State government

• State

• Department of Treasury

• VDH

• Virginia Department of Health

• Governor’s calls were not useful for

tourism and funding.

• Governor calls were useful for

guidelines

• Gov. Northam’s office

• State website

• VDH

• CICV (Council of Independent Colleges

in Virginia)

State Government

• Downtown happy hours.

• RALLY calls

• Internal communications

• Pharmacy school

• Large restaurant chain

• Private organizations

Miscellaneous • Federal website

• CDC

• Federal Government

Federal Government

• Social media

• Facebook

• Social media

• Industry tourism group on Facebook

Social Media

takeholder Feedback

ources of Information

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

State Government » VEDP

° Virginia health webpage

SBDC
State Gov
State Government
State government
State

« Department of Treasury » VDH

Virginia Department of Health
Governor’s calls were not useful for tourism and funding.

« Governor calls were useful for guidelines

Gov. Northam’s office
State website ° VDH
CICV (Council of Independent Colleges

in Virginia)

Local Government

County
County Administration
County emergency management

County administrator

Local gov’t website

Health Departments

Health department

Local Health Department

Federal Government ° Federal website

Federal Government

Social Media

Social media ° Facebook ° Social media

° Industry tourism group on Facebook

Miscellaneous

« Downtown happy hours.

RALLY calls

Internal communications

Pharmacy school

Large restaurant chain

Private organizations

Stakeholder Feedback Source Satisfaction

No 7%

Yes 72%

Sometimes 21%

And did you feel

adequately informed by

those sources?

stakeholder Feedback

ource Satisfaction

And did you feel adequately informed by those sources?

No 7%

Sometimes 21%

Stakeholder Feedback Source Satisfaction

Yes 88%

To Some Degree 12%

Did you feel you played a

leadership role in

pandemic response in

your sector?

stakeholder Feedback

ource Satisfaction

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

To Some Degree

12%

Stakeholder Feedback Role Capability

Yes 68%

Sometimes 19%

And did you feel capable

in that role?

No 13%

takeholas r Feedback

And did you feel capable in that role?

Sometimes 19%

Stakeholder Feedback Remote Recruitment

Yes 100%

If the region embarked

on an aggressive

remote-worker

recruitment campaign to

import a tech-savvy

workforce, would it

benefit the region?

Stak holder Feedback

emote Recruitment

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

Stakeholder Feedback Why or Why Not?

… If the region embarked

on an aggressive

remote-worker

recruitment campaign to

import a tech-savvy

workforce, would it

benefit the region?

• Due to internet, now easier.

• Easier after pandemic.

• Easier here now but also everywhere else too.

• Do you recruit jobs first or workers first.

• Already have top robotics team in area.

• Yes, but jobs as well as workers.

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

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

• Such workers likely will have more discretionary income to support

the amenities necessary to attract and retain businesses.

• It’s needed.

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

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

of state.

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

working at home.

• Communities in the area could use remote workers if internet

infrastructure goes forward.

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

cable instead.

• Remote healthcare might help bring fresh ideas to the table

• Businesses doing a better job at providing for visitors.

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

access.

• Realized how vital broadband is, more people means more

entrepreneurial opportunities and greater demand for outdoor rec.

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

relocate, outsiders view assets differently than locals.

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

struggle of not being able to continue working due to limited

service.

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

you increase residents without additional buildings.

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

establish.

Why Not?

sia kehplder feed back

hy or

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

Why?

Due to internet, now easier.
Easier after pandemic.

« Easier here now but also everywhere else too.

Do you recruit jobs first or workers first.
Already have top robotics team in area.
Yes, but jobs as well as workers.

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

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

° It’s needed.

| think the region would be very attractive to such a workforce.
Tide began to shift before pandemic, 25% of real estate was from out of state.
Seen a shift in work to remote work, pushing office staff towards working at home.
Communities in the area could use remote workers if internet infrastructure goes forward.
Frustrating because there is broadband, but people are still using cable instead.
Remote healthcare might help bring fresh ideas to the table
Businesses doing a better job at providing for visitors.
People are looking to small towns for outdoor rec and good outdoor access.
Realized how vital broadband is, more people means more entrepreneurial opportunities and greater demand for outdoor rec.
People who have a positive tourism experience are more likely to relocate, outsiders view assets differently than locals.

Why Not?

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

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

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

Stakeholder Feedback Workers Leaving the Region

Why do you think

workers are leaving the

region (wages, housing

availability, public

access to recreational

trails/parks, not enough

nightlife)?

• Healthcare

• Access to health care specialist.

• People do not want to come back and

retire due to healthcare.

• Fear of opioid epidemic.

Healthcare • Lack of things to do

• Need more to do

• More to do.

• Restaurants

• Entertainment and Nightlife

• Better quality of life

• No bars or nightlife

• Not enough restaurants

• Quality of life remains low

• Nightlife and entertainment

• Family activities and workout groups.

• Lack of things for kids to do.

Entertainment

• Younger people like to have the

technology.

• No one likes to drive across the

mountain for access to activities.

• Cell coverage.

• Moving your parents to you instead of

moving to be near them.

• Housing availability.

• There is a desperate lack of middle-

class housing in our area.

Miscellaneous • Left for mining jobs outside region.

• Lack of job opportunities

• Lack of jobs

• Not enough opportunities for college

degree workers.

• Lack of jobs

• Lack of work, no industry

• Jobs mostly.

• More opportunity.

• Lack of jobs for higher educated

workers.

Job Opportunities

• Workers are leaving due to low wages.

• Wages

• Availability of high paying jobs

• Wages

Wages

• Without nationally known retail establishments

that cater to middle class shoppers, we

cannot retain the middle class.

• Younger generations buy online. They do not

necessarily “go shopping.” So, the lack of

retail shopping will decline as an impediment.

• Lack of retail distribution center in the region,

as younger persons will expect same day or

next day delivery.

Shopping

Stakeholder Feedback

orkers Leaving Region

Why do you think Entertainment Healthcare Wages

Lack of things to do ° Healthcare « Workers are leaving due to low wages. workers are leaving the » Need more to do » Access to health care specialist. » Wages region (wages, housing * More to do. * People do not want to come back and —* Availability of high paying jobs « Restaurants retire due to healthcare. Wa . ays . . ges availability, public « Entertainment and Nightlife + Fear of opioid epidemic. access to recreational * Better quality of life
No bars or nightlife

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

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

Lack of job opportunities technology.

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

Family activities and workout groups.

« Lack of things for kids to do.

Shoppin

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

Lack of jobs

Not enough opportunities for college degree workers.

Cell coverage.

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

° Lack of jobs

Lack of work, no industry

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

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

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

next day delivery.

Stakeholder Feedback Types of New Businesses

What types of new

businesses would do

well in the region now

and in the future?

• Tech

• IT

• Data centers

Information Technology • Manufacturing

• Manufacturing

• Materials mfg.

• Parts mfg.

• Manufacturing

• Medical devise mfg.

• Metal manufacturing and machining is the future here.

• Manufacturing jobs with middle of the road skills.

• Bigger industry relocation with stable, good pay jobs.

• Distribution in parts of region.

Industry

• Food

• Restaurants for tourist needs.

• More restaurants

Federal Government

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

• Smaller lodging options

• People expanding their own businesses to accommodate

additional tourist needs.

• Campgrounds

• Lodging is a missing component which is not allowing

tourism expansion.

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

more traditional hotel accommodations.

Accommodations

• More specialty small shops with local involvement -

outfitters, general retailers, snacks and camping supplies,

general store.

• Outdoor industry businesses who put a high value on quality

of life.

• A boxing club.

• Movie theater, putt-putt, and music.

• Though I do foresee some undercurrent of robotic

metallurgical mining

• Remote working.

• Sports Complex

• Energy

• Medical services

• Healthcare

Miscellaneous

stakeholder Feedback

ypes of New Businesses

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

Industry

« Manufacturing

° Manufacturing

» Materials mfg.

° Parts mfg.

° Manufacturing

» Medical devise mfg.

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

° Bigger industry relocation with stable, good pay jobs.

° Distribution in parts of region.

Accommodations

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

Smaller lodging options

People expanding their own businesses to accommodate additional tourist needs.

Campgrounds

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

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

Information Technology

Tech

Data centers Data centers

Federal Government

Food Restaurants for tourist needs. More restaurants

Miscellaneous

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

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

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

Though | do foresee some undercurrent of robotic metallurgical mining

Remote working. Sports Complex Energy

Medical services Healthcare

Stakeholder Feedback Infrastructure

What infrastructure or

support services are

needed to strengthen the

region?

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

we are serious about recruiting remote workers, we need an

Amtrack station.

• Commuter air travel would help

• Road improvements

Transportation • Broadband

• Broadband

• More Broadband

• Broadband good

• Continue broadband deployment

• Broadband

• Residential Broadband would be very helpful.

• High Speed Internet

• Trending up with internet.

Broadband

• More sites and larger acre sites

• Shell buildings

• More sites

Sites & Buildings

• Natural gas

• More natural gas

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

• Wayfinding and signage to area attractions for people

coming through the area.

• Aging community- need for elderly support services.

• Support services for small businesses.

• Existing businesses need better support.

• Industry partnerships on bulk ordering.

• Need for shuttle services to local attractions

Miscellaneous

St lakeh Ider Feedback

Infrastructure

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

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

support services are needed to strengthen the

Broadband More Broadband

Commuter air travel would help

region? * Broadband good » Road improvements

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

More natural gas

Really good trade schools in each area of our region.

Sites & Buildings

° More sites and larger acre sites

° Shell buildings

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

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

Support services for small businesses.

Existing businesses need better support.

Industry partnerships on bulk ordering.

Need for shuttle services to local attractions

Stakeholder Feedback 10-Year Vision

What is your vision of

the region 10 years from

now?

• Expanded tourism and recreation opportunities for the

public.

• Welcoming area with tourism economy.

• Appalachian Mountain wisdom and traditions with focus on

remedies, arts and crafts.

• Heart of Appalachia itinerary planning including day trips

working out from other attractions outside the area.

• Sufficient lodging.

• Demand for boutique accommodations and attached dining.

Expanded Tourism • More job opportunities.

• More jobs.

• Better jobs.

• Jobs to retain workers.

• More IT jobs.

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

remotely.

• Remote workers.

More Jobs

• More people.

• Population increase.

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

growing in population again.

• Growth - people, activities, and options.

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

• Package based businesses.

• Thriving community of cooperative residents.

• More recreation.

• More entrepreneurs.

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

• Better health care.

Miscellaneous

• New manufacturing.

• Diversification of manufacturing.

• Robotic manufacturing and high skilled machining.

• Business recruitment for industry

New Industry

shakehc Ider Feedback

ISION

What is your vision of More Jobs Expanded Tourism

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

remotely. ° Sufficient lodging.

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

« Population increase. Package based businesses.

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

Thriving community of cooperative residents.

ae . More recreation.

Growth - people, activities, and options.

More entrepreneurs.

Remote medical care also will serve most of our residents.

New Industry

New manufacturing.

Better health care.

Diversification of manufacturing.

Robotic manufacturing and high skilled machining.

Business recruitment for industry

Stakeholder Feedback More Questions

What did we not ask, that

we should have asked? • More workforce preparedness.

• More education training in general.

• Better medical care.

• Better schools

• Population loss.

• School consolidation to improve cost.

• Youth leadership

• Training future leaders - public and elected.

• Reducing coal revenues.

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

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

• Continuing outreach to other communities.

• Police outreach.

• Community communication and support within the county.

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

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

lakeholder Feedback

3 BEST BET 5 This the optimal quadrant. These sectors have the best © © é skill composition and growth potential. <=

So 7 © © a . © DUAL TRANSITION ZONE POTENTIAL i S Small changes could drive These sectors have strong growth potential, but a y ia strategy considerations. weaker composition for required skills. . N

Skill Concentration

required skill

be changed with refocused economic development efforts.

Viable sectors as they already have str

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

SKILL CONCENTRATION

HIGHER

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

Cumberland Plateau’s mining industry is

exceptional compared to the rest of the

country, but the region has low Location

Quotients in each of the remaining sectors.

LOCATION QUOTIENT

• The Cumberland Plateau has the largest

competitive advantage (as measured by

location quotient) in Mining, Health Care,

and Construction. With the exception of

Health Care, these industries are projected

to decline over the next five years.

• Although Manufacturing and Professional

Services have below-average location

quotients, those sectors make up a

significant portion of the overall workforce

and are projected to increase.

• Roughly 8 percent of the region’s total

workforce is in Mining, resulting in a high

location quotient. The pace by which the

Mining sector is expected to decline is a

moderate compound annual rate of -0.78%

but may be higher depending on market

trends.

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

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents Total Employment within

Occupation Group

1,000 Employees

P R

O JE

C T

E D

C .A

.G .R

. 2

0 2

0

2 0

2 5

LOCATION QUOTIENT 1 = U.S. Average

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

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

LOCATION QUOTIENT 1=U.S. Average

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

2.0 Focus Cluster Information

~ Sp eS tet HICKEYGLOBAL

ECONOMIC DEVELOPMENT CONSULTING

2.1.1 Mining - Cluster Overview Mining

CASE TO WIN

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

output.

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

industries.

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

and exploration.

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

events.

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

stable, and exports continue apace.

POTENTIAL STRATEGIES

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

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

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

optimization and reducing carbon footprint.

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

via an online database to grow opportunities beyond the region.

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

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

AVERAGE PRICE PER SHORT TON (DOLLARS) Electric Power

Coke Producers

Other Industrial

Commercial/ Institutional

NUMBER OF EMPLOYEES BY MINE TYPE TOTAL

Surface Employees Underground Employees

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

» CASE TO WIN

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

ctric Power

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

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

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

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

stable, and exports continue apace.

2009 2010 2011

NUMBER OF EMPL’

» POTENTIAL STRATEGIES

@ tom

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

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

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

100,000

2.1.2 Cumberland Plateau Cluster Study Mining

LOCATION QUOTIENT

• Mining factors heavily in the employment

landscape for the Cumberland Plateau

region, with high employment density in

nearly all represented mining industries.

• Projected employment trends show major

growth or losses depending on the

industry. The highest projected growth is

found in Support Activities for Nonmetallic

Minerals.

• The location quotient for Bituminous Coal

and Lignite Surface Mining is nearly 250

times the national average.

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

P R

O JE

C T

E D

C .A

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. 2

0 2

0

2 0

2 5

LOCATION QUOTIENT 1 = U.S. Average

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents Total Employment within

Occupation Group

1,000 Employees

2.1.2 Cumberland Plateau Cluster Study Mining

20% LOCATION QUOTIENT

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

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

10% + Natural Gas Extraction

Drilling Oil & Gas Wells e Projected employment trends show major

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

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

Lignite Surface Mining

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

5% | Crude Petroleum Extraction

Support Activities for Oil & Gas Operations Bituminous Coal Underground Mining

Tradedihdustry

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

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

Note: Dot Size represents

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

LOCATION QUOTIENT 1=U.S. Average

Total Employment within Occupation Group

NAICS CODES IN CLUSTER

2.1.3 Mining Cluster

211120 Crude Petroleum Extraction

211130 Natural Gas Extraction

212111 Bituminous Coal and Lignite Surface Mining

212112 Bituminous Coal Underground Mining

212312 Crushed and Broken Limestone Mining

212399 All Other Nonmetallic Mineral Mining

213111 Drilling Oil and Gas Wells

213112 Support Activities for Oil and Gas Operations

213113 Support Activities for Coal Mining

213115 Support Activities for Nonmetallic Minerals

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

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

Million short tons

Production

Consumption

Net Export

2.1.3 Mining Cluster

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

Million short tons

1,200 1,000 800 600 ° . 400 200

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

@)_ Net Export

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

NAICS CODES IN CLUSTER

211120 — Crude Petroleum Extraction

211130 —_ Natural Gas Extraction

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

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

213115 — Support Activities for Nonmetallic Minerals

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

Plate Work Manufacturing

CASE TO WIN

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

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

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

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

• Demand for metal fabricated projects is rising globally.

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

reshoring due to increasing global wages.

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

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

amplified by the Cumberland Plateau’s broadband capabilities.

POTENTIAL STRATEGIES

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

the region.

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

manufacturing capacity for product customization.

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

and/or partner with research institutions.

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

benefits of adopting them.

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

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

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

Annual Payroll

($1000)(RCPTOT)

Sales, Value of Shipments or

Revenue ($1000)(PAYANN)

Fabricated Metal Manufacturing - Cluster Overview

Primary Sub-Clusters: Metal Tank and

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

company presence in the region.

» CASE TO WIN

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

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

Demand for metal fabricated projects is rising globally.

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

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

» POTENTIAL STRATEGIES

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

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

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

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

» CLUSTER INFORMATION

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

Fabrested Metal Product Manutectinng

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

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

Hardware Manufacturing i $9,145,253

200,000,000

400,000,000

2.2.2 Cumberland Plateau Cluster Study Fabricated Metal Manufacturing – Comparable View

LOCATION QUOTIENT

• Fabricated Metal Manufacturing in the

region is largely concentrated in the Metal

Tank, Plate Work, and Fabricated

Structural Metal Manufacturing industries.

Each of these also project positive

employment growth over the next five

years.

• Aside from Machine Shops, the low-growth

industries within Fabricated Metal

Manufacturing that are present in

Cumberland Plateau make up a smaller

portion of the region’s workforce,

presenting opportunities for successful job

transfers.

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

P R

O JE

C T

E D

C .A

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. 2

0 2

0

2 0

2 5

LOCATION QUOTIENT 1 = U.S. Average

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents Total Employment within

Occupation Group

1,000 Employees

2.2.2 Cumberland Plateau Cluster Study

Fabricated Metal Manufacturi

15%

10%

-5%

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

-10%

-15%

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

ng - Comparable View

Metal Tank (Heavy Guage) Manufacturing

LOCATION QUOTIENT 1=U.S. Average

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

LOCATION QUOTIENT

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

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

NAICS CODES IN CLUSTER

2.2.3 Fabricated Metal Manufacturing Cluster

332111 Iron and Steel Forging

332112 Nonferrous Forging

332114 Custom Roll Forming

332117 Powder Metallurgy Part Manufacturing

332119 Metal Crown, Closure, and Other Metal

Stamping (Except Automotive)

332215 Metal Kitchen Cookware, Utensil, Cutlery, and

Flatware (Except Precious) Manufacturing

332216 Saw Blade and Handtool Manufacturing

332311 Prefabricated Metal Building and Component

Manufacturing

332312 Fabricated Structural Metal Manufacturing

332313 Plate Work Manufacturing

332321 Metal Window and Door Manufacturing

332322 Sheet Metal Work Manufacturing

332323 Ornamental and Architectural Metal Work

Manufacturing

332410 Power Boiler and Heat Exchanger

Manufacturing

332420 Metal Tank (Heavy Gauge) Manufacturing

332431 Metal Can Manufacturing

332439 Other Metal Container Manufacturing

332510 Hardware Manufacturing

332613 Spring Manufacturing

332618 Other Fabricated Wire Product Manufacturing

332710 Machine Shops

332721 Precision Turned Product Manufacturing

332722 Bolt, Nut, Screw, Rivet, and Washer

Manufacturing

332811 Metal Heat Treating

332812 Metal Coating, Engraving (except Jewelry and

Silverware), and Allied Services to

Manufacturers

332813 Electroplating, Plating, Polishing, Anodizing, and

Coloring

332911 Industrial Valve Manufacturing

332912 Fluid Power Valve and Hose Fitting

Manufacturing

332913 Plumbing Fixture Fitting and Trim

Manufacturing

332919 Other Metal Valve and Pipe Fitting

Manufacturing

332991 Ball and Roller Bearing Manufacturing

332992 Small Arms Ammunition Manufacturing

332993 Ammunition (except Small Arms) Manufacturing

332994 Small Arms, Ordnance, and Ordnance

Accessories Manufacturing

332996 Fabricated Pipe and Pipe Fitting Manufacturing

332999 All Other Miscellaneous Fabricated Metal

Product Manufacturing

2.2.3 Fabricated Metal Manufacturing Cluster

_ eee

Silverware), and Allied Services to Manufacturers

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

“ 332111 Iron and Steel Forging 332813 Electroplating, Plating, Polishing, Anodizing, and

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

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

CASE TO WIN

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

similar firms among other verticals.

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

smaller OEMs with high growth potential.

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

the coming years.

POTENTIAL STRATEGIES

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

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

inputs.

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

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

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

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

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

G R

O S

S R

E G

IO N

A L

P R

O D

U C

$835.3M Earnings (2020)

$220.4M Property Income (2020)

$25.6 Taxes (2020)

$1.1B Total GRP (2020)

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

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

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

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

Improved workflows and manufacturing processes have created larger market share for

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

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

» POTENTIAL STRATEGIES

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

b 1S} 2 a fe) “4 a o

me fe) oO Lu [4 wn n fo) a o)

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

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

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

LOCATION QUOTIENT

• Machinery & Equipment Manufacturing in

the Cumberland Plateau Region is

predominantly found in Mining Machinery

and Equipment Manufacturing as a

supplier industry to the Mining sector.

• The Mining Machinery and Equipment

Manufacturing industry has an exceptional

location quotient of 215, with a much

higher employment density than the

national average…

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

P R

O JE

C T

E D

C .A

.G .R

. 2

0 2

0

2 0

2 5

LOCATION QUOTIENT 1 = U.S. Average

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents Total Employment within

Occupation Group

1,000 Employees

2.3.2 Cumberland Plateau Cluster Study

15% r

11%

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

( ) @e ©

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

{ ) i) 50 100 150 200 250

Blended Industry

0% — 6

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

-8%

-11%

-15% o 0

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

1,000 Employees

Note: Dot Size represents Total Employment within

Occupation Group Conveyers & Conveying Equipment »

Industrial Truck, Tractor, Trailer, & Stacker Machinery Manufacturing

Sporting & Athletic Goods

5 LOCATION QUOTIENT 10 15

1=U.S. Average

LOCATION QUOTIENT

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

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

NAICS CODES IN CLUSTER

2.3.3 Machinery & Equipment Manufacturing Cluster

332111 Iron and Steel Forging

333111 Farm Machinery and Equipment Manufacturing

333112 Lawn and Garden Tractor and Home Lawn and

Garden Equipment Manufacturing

333120 Construction Machinery Manufacturing

333131 Mining Machinery and Equipment

Manufacturing

333132 Oil and Gas Field Machinery and Equipment

Manufacturing

333241 Food Product Machinery Manufacturing

333242 Semiconductor Machinery Manufacturing

333243 Sawmill, Woodworking, and Paper Machinery

Manufacturing

333244 Printing Machinery and Equipment

Manufacturing

333249 Other Industrial Machinery Manufacturing

333314 Optical Instrument and Lens Manufacturing

333316 Photographic and Photocopying Equipment

Manufacturing

333318 Other Commercial and Service Industry

Machinery Manufacturing

333413 Industrial and Commercial Fan and Blower and

Air Purification Equipment Manufacturing

333414 Heating Equipment (except Warm Air Furnaces)

Manufacturing

333415 Air-Conditioning and Warm Air Heating

Equipment and Commercial and Industrial

Refrigeration Equipment Manufacturing

333511 Industrial Mold Manufacturing

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

Manufacturing

333515 Cutting Tool and Machine Tool Accessory

Manufacturing

333517 Machine Tool Manufacturing

333519 Rolling Mill and Other Metalworking Machinery

Manufacturing

333611 Turbine and Turbine Generator Set Units

Manufacturing

333612 Speed Changer, Industrial High-Speed Drive,

and Gear Manufacturing

333613 Mechanical Power Transmission Equipment

Manufacturing

333618 Other Engine Equipment Manufacturing

333912 Air and Gas Compressor Manufacturing

333914 Measuring, Dispensing, and Other Pumping

Equipment Manufacturing

333921 Elevator and Moving Stairway Manufacturing

333922 Conveyor and Conveying Equipment

Manufacturing

333923 Overhead Traveling Crane, Hoist, and Monorail

System Manufacturing

333924 Industrial Truck, Tractor, Trailer, and Stacker

Machinery Manufacturing

333991 Power-Driven Handtool Manufacturing

333992 Welding and Soldering Equipment

Manufacturing

333993 Packaging Machinery Manufacturing

333994 Industrial Process Furnace and Oven

Manufacturing

333995 Fluid Power Cylinder and Actuator

Manufacturing

333996 Fluid Power Pump and Motor Manufacturing

333997 Scale and Balance Manufacturing

333999 All Other Miscellaneous General Purpose

Machinery Manufacturing

336111 Automobile Manufacturing

336112 Light Truck and Utility Vehicle Manufacturing

336120 Heavy Duty Truck Manufacturing 336211 Motor Vehicle Body Manufacturing

336212 Truck Trailer Manufacturing

336213 Motor Home Manufacturing

336214 Travel Trailer and Camper Manufacturing

336310 Motor Vehicle Gasoline Engine and Engine Parts

Manufacturing

336320 Motor Vehicle Electrical and Electronic

Equipment Manufacturing

336330 Motor Vehicle Steering and Suspension

Components (except Spring) Manufacturing

336340 Motor Vehicle Brake System Manufacturing

336350 Motor Vehicle Transmission and Power Train

Parts Manufacturing

336360 Motor Vehicle Seating and Interior Trim

Manufacturing

336370 Motor Vehicle Metal Stamping

336390 Other Motor Vehicle Parts Manufacturing

336411 Aircraft Manufacturing

336412 Aircraft Engine and Engine Parts Manufacturing

336413 Other Aircraft Parts and Auxiliary Equipment

Manufacturing

336414 Guided Missile and Space Vehicle

Manufacturing

336415 Guided Missile and Space Vehicle Propulsion

Unit and Propulsion Unit Parts Manufacturing

336419 Other Guided Missile and Space Vehicle Parts

and Auxiliary Equipment Manufacturing

336510 Railroad Rolling Stock Manufacturing

336611 Ship Building and Repairing

336612 Boat Building

336991 Motorcycle, Bicycle, and Parts Manufacturing

336992 Military Armored Vehicle, Tank, and Tank

Component Manufacturing

336999 All Other Transportation Equipment

Manufacturing

2.3.3 Machinery & Equipment Manufacturing Cluster

NAICS CODES IN CLUSTER

332111 333111 333112

333120 333131

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

333515

Iron and Steel Forging

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

Oil and Gas Field Machinery and Equipment Manufacturing

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

Printing Machinery and Equipment Manufacturing

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

Other Commercial and Service Industry Machinery Manufacturing

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

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

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

Cutting Tool and Machine Tool Accessory Manufacturing

333517 333519

333611 333612 333613 333618 333912 333914

333921 333922

333923

333924

333991 333992

333993 333994

Machine Tool Manufacturing

Rolling Mill and Other Metalworking Machinery Manufacturing

Turbine and Turbine Generator Set Units Manufacturing

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

Mechanical Power Transmission Equipment Manufacturing

Other Engine Equipment Manufacturing

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

Elevator and Moving Stairway Manufacturing Conveyor and Conveying Equipment Manufacturing

Overhead Traveling Crane, Hoist, and Monorail System Manufacturing

Industrial Truck, Tractor, Trailer, and Stacker Machinery Manufacturing

Power-Driven Handtool Manufacturing Welding and Soldering Equipment Manufacturing

Packaging Machinery Manufacturing Industrial Process Furnace and Oven Manufacturing

333995

333996 333997 333999

336111 336112 336120 336211 336212 336213 336214 336310

336320

336330

336340 336350

336360 336370 336390 336411 336412 336413 336414

336415

Fluid Power Cylinder and Actuator Manufacturing

Fluid Power Pump and Motor Manufacturing Scale and Balance Manufacturing

All Other Miscellaneous General Purpose Machinery Manufacturing

Automobile Manufacturing

Light Truck and Utility Vehicle Manufacturing Heavy Duty Truck Manufacturing

Motor Vehicle Body Manufacturing

Truck Trailer Manufacturing

Motor Home Manufacturing

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

Motor Vehicle Electrical and Electronic Equipment Manufacturing

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

Motor Vehicle Seating and Interior Trim Manufacturing

Motor Vehicle Metal Stamping

Other Motor Vehicle Parts Manufacturing Aircraft Manufacturing

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

Guided Missile and Space Vehicle Manufacturing

Guided Missile and Space Vehicle Propulsion

336419

336510 336611 336612 336991 336992

336999

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

Ship Building and Repairing

Boat Building

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

All Other Transportation Equipment Manufacturing

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

CASE TO WIN

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

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

positive projected growth.

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

history of the Commonwealth in the Cumberland Plateau region.

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

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

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

percent over the next five years.

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

creating an avenue for in-migration to the region.

POTENTIAL STRATEGIES

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

growth through a remote-worker campaign.

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

companies through a “pipeline” to the Cumberland Plateau.

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

home.

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

U.S. CALL CENTER EMPLOYMENT 2015-2025

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

Cumberland Plateau

United States

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

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

U.S. CALL CENTER EMPLOYMENT 2015-2025

CASE TO WIN ee

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

positive projected growth. 480,000

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

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

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

POTENTIAL STRATEGIES

Capitalize on in-region expertise and best-in-class broadband capabilities to generate growth through a remote-worker campaign.
Develop a shared services program supporting Northern Virginia and DC based companies through a “pipeline” to the Cumberland Plateau.

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

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

LOCATION QUOTIENT

• Call Centers and Shared Services are high-

growth industries with a strong presence in

the Cumberland Plateau Region,

particularly in Telemarketing Bureaus and

Other Contact Centers.

• Information Technology employment in the

region is predominantly in Computer

Systems Design Services, with additional

employment in Other Computer Related

Services.

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

P R

O JE

C T

E D

C .A

.G .R

. 2

0 2

0

2 0

2 5

LOCATION QUOTIENT 1 = U.S. Average

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents Total Employment within

Occupation Group

1,000 Employees

2.4.2 Cumberland Plateau Cluster Study

Shared Services & IT - Comparable View

LOCATION QUOTIENT

Call Centers and Shared Services are high-

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

-1%

-3%

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

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

NAICS CODES IN CLUSTER

2.4.3 Shared Services & IT Cluster

423430 Computer and Software Merchant Wholesalers

519130 Internet Publishing and Web Search Portals

541511 Custom Computer Programming Services

541512 Computer Systems Design Services

541513 Computer Facilities Management Services

541519 Other Computer Related Services

56142 Telephone Call Centers

56143 Business Service Centers

56149 Other Business Support Services

611420 Computer Training

811212 Computer and Office Machine Repair

2.4.3 Shared Services & IT Cluster

NAICS CODES IN CLUSTER

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

56142 Telephone Call Centers

56143 Business Service Centers

56149 Other Business Support Services

611420 Computer Training

811212 Computer and Office Machine Repair

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

CASE TO WIN

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

and forests.

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

over 1,800 employees.

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

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

development of the Clinch River State Park.

POTENTIAL STRATEGIES

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

recession resiliency among tourism enterprises and strong natural assets.

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

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

current market demands.

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

such as agriculture and mining.

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

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

Source: U.S. Bureau of Economic Analysis

Billions of Current Dollars

Direct TotalIndirect

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

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

» CASE TO WIN

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

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

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

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

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

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

current market demands. 0 2016 2017 2018

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

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

Source: U.S. Bureat

2.5.2 Cumberland Plateau Cluster Study Tourism – Comparable View

LOCATION QUOTIENT

• Currently, tourism infrastructure industries

such as hotels and full-service restaurants

do not have a high employment

concentration in Cumberland Plateau.

• Limited-Service Restaurants is the largest

industry by employment within the Tourism

sector with a location quotient of 1.5.

• Although the RV Parks and Campgrounds

industry does not require large scale

employment for operations, the region is

relatively advantaged with both a high

growth rate and location quotient.

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

P R

O JE

C T

E D

C .A

.G .R

. 2

0 2

0

2 0

2 5

LOCATION QUOTIENT 1 = U.S. Average

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents Total Employment within

Occupation Group

1,000 Employees

2.5.2 Cumberland Plateau Cluster Study

Tourism — Comparable View

15% & © 9 ZL 10% RV (Recreational Vehicle) Parks ~ & Campgrounds in -—-+ Hotels (except Casino Hotels) & Motels N 9 -—~* Food Service Contractors 9° 5% “ * Golf Courses & Country Clubs S a Limited Service Restaurants a Son -® 3) a lu

re 3 ~~ Full-Service Restaurants & -5% e@ Traded’Industry

Fitness & Recreational Sports Centers fe. ty -10% + Cafeterias, Grill Buffets, & Buffets Blended Industry -15% 1,000 EMiployees 0 1 2 3 4

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

LOCATION QUOTIENT 1=U.S. Average

Note: Dot Size represents Total Employment within Occupation Group

LOCATION QUOTIENT

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

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

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

NAICS CODES IN CLUSTER

2.5.3 Tourism Cluster

487210 Scenic and Sightseeing Transportation, Water

561510 Travel Agencies

561591 Convention and Visitors’ Bureaus

713910 Golf Courses and Country Clubs

713930 Marinas

713940 Fitness and Recreational Sports Centers

721110 Hotels and Motels, Except Casino Hotels

721211 RV Parks and Campgrounds

722310 Food Service Contractors

722320 Caterers

722511 Full-service Restaurants

722513 Limited-service Restaurants

722514 Cafeterias, Grill Buffets, & Buffets

722515 Snack & Nonalcoholic Beverage Bars

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

Traveler Accommodations

Food & Beverage Services

Transportation

Recreation, Entertainment, & shopping

ANNUAL OVERALL TOURISM GROWTH

Source: U.S. Bureau of Economic Analysis

2.5.3 Tourism Cluster

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

487210 Scenic and Sightseeing Transportation, Water

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

ANNUAL OVERALL TOURISM GROWTH

a ee

" 2.7% 2.0% 1.5%

Source: U.S. Bureau of Economic Analysis

2.6.1 Healthcare - Cluster Overview

CASE TO WIN

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

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

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

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

clusters.

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

positive growth over the next five years.

POTENTIAL STRATEGIES

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

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

such as shared services and distribution.

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

income created in region stays in region.

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

DISTRIBUTION OF NATIONAL HEALTH EXPENDITURES

Source: U.S. Bureau of Economic Analysis

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

Hospitals

Physicians & Clinics

Dental

Home Health Care

Prescription Drugs

Nursing Care

Other Health

% CHANGE IN HEALTHCARE SPENDING VS INFLATION

27 31

20 43

Healthcare - Cluster Overview

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

» CASE TO WIN

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

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

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

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

» POTENTIAL STRATEGIES

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

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

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

U.S. Bureai

» CLUSTER INFORMATION DISTRIBUTION OF NATIONAL HEALTH EXPENDITURES

O Hospitals @ Physicians & Clinics 31

@ Dental

@ Home Health Care (@) Prescription Drugs

7% CHANGE IN HEALTHCARE SPENDING VS INFLATION

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

oO Annua

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

2.6.2 Cumberland Plateau Cluster Study Healthcare – Comparable View

LOCATION QUOTIENT

• Hospitals, Nursing Care Facilities, and

Services for the Elderly and Persons with

Disabilities are the highest employment

Healthcare industries in the Cumberland

Plateau Region.

• By number of industries, a third of the

Healthcare sector in Cumberland Plateau

is dedicated to elderly care.

• Ambulance Services has triple the location

quotient of the next densest Healthcare

industry at 5.4.

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

P R

O JE

C T

E D

C .A

.G .R

. 2

0 2

0

2 0

2 5

LOCATION QUOTIENT 1 = U.S. Average

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents Total Employment within

Occupation Group

1,000 Employees

2.6.2 Cumberland Plateau Cluster Study

Hea

20%

15%

10%

0% ©

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

-10%

-15%

-20% “1

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

-5% Medical Laboratories - N

thcare — Comparable View

———+ Other Individual & Family Services

—— Residential Mental Health & Substance Abuse Facilities

Services for the Elderly & Persons with Disabilities

Community Food Services

Continuing Care Retirement Communities
Kidney Dialysis Centers Nursing Care Facilities

Ambulance Services

~~ Assisted Living Facilities

CE Diagnostic Imaging Centers

Vocational Rehabilitation Services @ * Offices of Physical, Occupational & Speech Therapists, & Audiologists

Freestanding Ambulatory Surgical & Emergency Centers

-——+ Child & Youth Services

1 2

3 4

LOCATION QUOTIENT 1=U.S. Average

Traded Industry

Local Industry

Blended industry

1,000 Effiployees

Note: Dot Size represents Total Employment within Occupation Group

LOCATION QUOTIENT

e Hospitals, Nursing Care Facilities, and Services for the Elderly and Persons with Disabilities are the highest employment Healthcare industries in the Cumberland Plateau Region.

e By number of industries, a third of the Healthcare sector in Cumberland Plateau is dedicated to elderly care.

e Ambulance Services has triple the location quotient of the next densest Healthcare industry at 5.4.

NAICS CODES IN CLUSTER

2.6.3 Healthcare Cluster

CONTRIBUTIONS TO NATIONAL ANNUAL GROWTH IN REAL TOURISM OUTPUT IN 2016-2019SHARE OF SPENDING BY MEDICAL CONDITION

Source: KFF analysis of BEA Health Care Satellite Account (Blended Account)

524114 Direct Health and Medical Insurance Carriers

621340 Offices of Specialty Therapists

621492 Kidney Dialysis Centers

621493 Freestanding Emergency Medical Centers

621498 All Other Outpatient Care Centers

621511 Medical Laboratories

621512 Diagnostic Imaging Centers

621910 Ambulance Services

622110 General Medical and Surgical Hospitals

623110 Nursing Care Facilities, Skilled Nursing

623210 Residential Developmental Disability Homes

623220 Residential Mental and Substance Abuse Care

623311 Continuing Care Retirement Communities

623312 Assisted Living Facilities for the Elderly

623990 Other Residential Care Facilities

624110 Child and Youth Services

624120 Services for the Elderly and Disabled

624190 Other Individual and Family Services

624210 Community Food Services

624310 Vocational Rehabilitation Services

Ill-Defined Conditions 14%

Circulatory System 11%

Musculoskeletal 10%

Nervous System 8%

Respiratory 8%

Endocrine 7%

Cancers & Tumors 6%

Injury & Poisoning 6%

Infectious Diseases 5%

Digestive 5%

Genitourinary 5%

Mental Illness 5%

Other 4%

Dermatological 3%

Pregnancy & Childbirth 2%

TOTAL

$2,350

Distribution of total medical services expenditures (US $ billions), by medical condition, 2017

2.6.3 Healthcare Cluster

SHARE OF SPENDING BY MEDICAL CONDITION

Distribution of total medical services expenditures (US $ billions), by medical condition, 2017

NAICS CODES IN CLUSTER

524114 _ Direct Health and Medical Insurance Carriers ce 621340 Offices of Specialty Therapists Pregnancy & eat - 621492 _ Kidney Dialysis Centers 621493 Freestanding Emergency Medical Centers Dermatological _ 621498 All Other Outpatient Care Centers 3% 621511 Medical Laboratories Other . nee 621512 Diagnostic Imaging Centers 4% 2 Conditions 621910 Ambulance Services Mental IlIness 622110 General Medical and Surgical Hospitals 5% 623110 Nursing Care Facilities, Skilled Nursing 623210 __ Residential Developmental Disability Homes Genitourinary _ 623220 _ Residential Mental and Substance Abuse Care 5% 623311 Continuing Care Retirement Communities Creatas sya 623312 Assisted Living Facilities for the Elderly oe 623990 Other Residential Care Facilities Digestive 11% ¥ ’ 5% 624110 Child and Youth Services 624120 Services for the Elderly and Disabled 624190 Other Individual and Family Services Infectious Diseases 624210 Community Food Services 5% 624310 Vocational Rehabilitation Services Musculoskeletal Injury & Poisoning 10% 6% Cancers & Tumors 6% iawn System Endocri ° aa - Respiratory 8%

Source: KFF analysis of BEA Health Care Satellite Account (Blended Account)

Asset Mapping

August 2021

Cumberland Plateau PDC

Virginia

Cumberland Plateau PDC Virginia

Asset Mapping

August 2021

Overview The Cluster Verification Process

As part of an ongoing resiliency study, Cumberland Plateau PDC requested

Hickey Global identify infrastructure deficits within the four counties that

inhibit future economic resiliency as well as assets that support

recovery/resiliency.

A gap analysis was completed taking into consideration current and future

infrastructure needs based on growth opportunities.

The gap analysis as of August 2021 appears on the following pages.

Overview The Cluster Verification Process

As part of an ongoing resiliency study, Cumberland Plateau PDC requested Hickey Global identify infrastructure deficits within the four counties that inhibit future economic resiliency as well as assets that support recovery/resiliency.

A gap analysis was completed taking into consideration current and future infrastructure needs based on growth opportunities.

The gap analysis as of August 2021 appears on the following pages.

1.0 FINDINGS

BINIBIINIES

1.1 Regional Assets Broadband, Outdoor Activities, Low Cost

Source: Virginia Department of Conversation and Recreation

Outdoor Activities & Natural Beauty

• Plentiful outdoor activities (driving, bicycling, hiking,

fishing, hunting, water sports, camping, etc.)

• 52 parks

• 49 natural areas

• 45 trails

• 43 scenic drives

• 37 historical areas

• 15 playing fields, sports, and golf facilitiesLow cost

• Low labor costs

• Low real estate costs

• Low cost of living

Broadband is a star asset in the region

• Broadband capabilities are very strong in the

Cumberland Plateau.

• The Cumberland Plateau’s broadband capabilities are

not just locally exceptional but rank highly when

compared against the entire nation.

• All four counties rank in the top one-third of the counties

and county equivalents across the U.S.

1.1 Regional Assets Broadband, Outdoor Activities, Low Cost

Broadband is a star asset in the region Outdoor Activities & Natural Beauty e Broadband capabilities are very strong in the e Plentiful outdoor activities (driving, bicycling, hiking, Cumberland Plateau. fishing, hunting, water sports, camping, etc.) e The Cumberland Plateau’s broadband capabilities are e 52 parks not just locally exceptional but rank highly when e AO natural areas compared against the entire nation. © 5 trails e All four counties rank in the top one-third of the counties

e 43 scenic drives

and county equivalents across the U.S. oo e 37 historical areas

Low cost e 15 playing fields, sports, and golf facilities e Low labor costs e Low real estate costs

e Low cost of living

1.2 Regional Deficiencies

• There are presently no commercial airports in the region making

accessibility challenging and increasing time costs. The nearest

commercial airport is the Tri-Cities Airport in Blountville, TN.

• There are no Interstate Highways in the region.

Deficiencies in the transportation Infrastructure

Elementary school performance and low graduation from high-demand post-secondary programs

Lower technology usage among households

Lack of human capital (labor & consumers)

• Two of the four regional school districts are low-performing. Students in

Buchanan County School District perform well below the state average

(63% below). Students in Russell County School District perform 11%

below the state average. The other two major school districts perform at

or above the state average.

• In addition to professional degreed programs (pharmacy and law), nearby

Bluefield College serves the region. However, there is still a ‘brain drain’

of high-performing high school graduates as they leave the region looking

for higher educational institutions.

• Low completion numbers from high-demand, high-growth programs such

as computer science and business administration.

• While broadband capabilities are very strong in the Cumberland Plateau,

computer and internet usage are low, as evident by the lower percentage

of households that own a computer (72% vs. the U.S. average 77%) and

small percentage of households with a broadband subscription (47% vs.

69% U.S. average).

• The region’s low participation rate (43% vs the U.S. average of 63%),

coupled with its small population, gives it a low labor force under 38,000

people. This will create challenges in drawing sizeable employers into the

region as many will believe that the region doesn’t have a sufficient

workforce to support their operations. Labor force participation is

particularly low amongst females (38.6%)

• At a rate less than half that of the national average and one-third of the

state average, the supply of university graduates is low in the Cumberland

Plateau region. However, the supply of graduates from 2-year colleges is

slightly above average.

• The number of people in the region with less than a high school degree is

almost twice the U.S. average, indicating this should be a focal area for

economic development efforts.Education Sources: greatschools.org, Local School District

Human Capital Sources: US Census; American Community Survey, EASI Analytics

1.2 Regional Deficiencies

LC Deficiencies in the transportation Infrastructure

mt w 2a

e There are presently no commercial airports in the region making accessibility challenging and increasing time costs. The nearest commercial airport is the Tri-Cities Airport in Blountville, TN.

e There are no Interstate Highways in the region.

Elementary school performance and low graduation from high-demand post-secondary programs

e Two of the four regional school districts are low-performing. Students in Buchanan County School District perform well below the state average (63% below). Students in Russell County School District perform 11% below the state average. The other two major school districts perform at or above the state average.

e In addition to professional degreed programs (pharmacy and law), nearby Bluefield College serves the region. However, there is still a ‘brain drain’ of high-performing high school graduates as they leave the region looking for higher educational institutions.

e Low completion numbers from high-demand, high-growth programs such as computer science and business administration.

Education Sources: greatschools.org, Local School District

Human Capital Sources: US Census; American Community Survey, EASI Analytics

KN Lower technology usage among households

e While broadband capabilities are very strong in the Cumberland Plateau, computer and internet usage are low, as evident by the lower percentage of households that own a computer (72% vs. the U.S. average 77%) and small percentage of households with a broadband subscription (47% vs. 69% U.S. average).

e we Lack of human capital (labor & consumers)

e The region’s low participation rate (43% vs the U.S. average of 63%), coupled with its small population, gives it a low labor force under 38,000 people. This will create challenges in drawing sizeable employers into the region as many will believe that the region doesn’t have a sufficient workforce to support their operations. Labor force participation is particularly low amongst females (38.6%)

e Ata rate less than half that of the national average and one-third of the state average, the supply of university graduates is low in the Cumberland Plateau region. However, the supply of graduates from 2-year colleges is slightly above average.

e The number of people in the region with less than a high school degree is almost twice the U.S. average, indicating this should be a focal area for economic development efforts.

1.3 Business and Industrial Park Parks Regional Assets & Deficiences

• Overall, the Cumberland Plateau region has done a good job

continuing to develop industrial parks.

• Industrial parks have good utility infrastructure in place or have

plans to do so.

• Although limited in marketability, having a shell building does

attract prospects to the region.

• The reuse of existing industrial buildings as “shell” buildings is a

good strategy.

Regional DeficienciesRegional Assets

• Although there are sites throughout the region, most are smaller

parcels limiting larger impact projects.

• The great majority of sites in region are over 30 minutes from an

interstate highway.

• Road access can be challenging for truck traffic.

• Current shell building has limited potential due to design.

1.3 Business and Industrial Park Parks Regional Assets & Deficiences

Regional Assets Regional Deficiencies

e Overall, the Cumberland Plateau region has done a good job e Although there are sites throughout the region, most are smaller continuing to develop industrial parks. parcels limiting larger impact projects.

e Industrial parks have good utility infrastructure in place or have ¢ The great majority of sites in region are over 30 minutes from an plans to do so. interstate highway.

e Although limited in marketability, having a shell building does * Road access can be challenging for truck traffic. attract prospects to the region. e Current shell building has limited potential due to design.

e The reuse of existing industrial buildings as “shell” buildings is a

good strategy.

2.0 Infrastructure Assessment

HICKEYGLOBAL

ECONOMIC DEVELOPMENT CONSULTING

There are approximately 263 miles of freight railroad track in the Cumberland Plateau, VA.

Rail

Air The only significant public airport in the region is Tazewell County Airport. There are three other

small private airfields in the region – Caney Ridge Airport, Flying W Airport, and Burkes Garden

Airport.

Highway Network There are approximately 4,876 miles of highway infrastructure in the Cumberland Plateau, VA.

Source: Hickey Global Research Services

2.1 Infrastructure Assessment – Transportation Air, Rail, and Highway Network

Public Transportation Four County Transit provides low-cost transit services to all residents and

visitors of Buchanan, Dickenson, Russell, and Tazewell counties. There are

16 public and 9 college routes that run throughout the day. Four-County

Transit also offers a ‘route deviation’ service that, upon request, will deviate

up to three-quarters of a mile from their regular fixed route.

COUNTY LARGEST AIRPORT NON-

COMMERCIAL AIRPORTS

Buchanan County, VA Grundy Municipal Airport closed in October 2019, estimated to reopen in 2025 as Breaks Regional Airport

None None

Dickenson County, VA None None None

Russell County, VA None None None

Tazewell County, VA Tazewell County Airport 1 None

Source: Virginia Department of Transportation

Source: Bureau of Transportation Statistics

COUNTY TOTAL

HIGHWAYS INTERSTATE HWYS

(Total Miles) PRIMARY ROADS

(Total Miles)

SECONDARY ROADS

(Total Miles)

FRONTAGE ROADS (Total Miles)

Buchanan County, VA 1,119 0 192 927 0

Dickenson County, VA 980 0 168 812 0

Russell County, VA 1,469 0 284 1,185 0

Tazewell County, VA 1,308 0 367 939 2

HIGHWAY INFRASTRUCTURE

DAILY VEHICLE MILES OF TRAVEL

COUNTY TOTAL DVMT1 MILES OF ROADWAY per 1,000 persons

TOTAL DVMT2

(Per Capita)

ANNUAL AVERAGE Daily Traffic on

Highways

Buchanan County, VA 501,451 2.2 24.0 1,374

Dickenson County, VA 274,981 3.6 19.2 753

Russell County, VA 656,372 2.2 24.7 1,798

Tazewell County, VA 690,200 1.9 17.0 1,891

MILES OF FREIGHT RAILROAD

2.\ Infrastructure Assessment — Transportation Air, Rail, and Highway Network

Public Transportation Rail Four County Transit provides low-cost transit services to all residents and A There are approximately 263 miles of freight railroad track in the Cumberland Plateau, VA. visitors of Buchanan, Dickenson, Russell, and Tazewell counties. There are

MILES OF FREIGHT RAILROAD

_ Oreo) 16 public and 9 college routes that run throughout the day. Four-County fo u i

Transit also offers a ‘route deviation’ service that, upon request, will deviate county Tazewell County up to three-quarters of a mile from their regular fixed route. =Stransit Russell County

Highway Network

There are approximately 4,876 miles of highway infrastructure in the Cumberland Plateau, VA. Dickenson County HIGHWAY INFRASTRUCTURE Buchanan County SECONDARY

TOTAL INTERSTATE HWYS. PRIMARY ROADS

FRONTAGE ROADS

COUNTY, HIGHWAYS (Total Miles) (Total Miles) mettre) (Total Miles) 0 20 40 60 80 100 Buchanan County, VA 1,119 . Dickenson County, VA 980 Ai r Russell County, VA 1,469 The only significant public airport in the region is Tazewell County Airport. There are three other Tazewell County, VA 1,308 small private airfields in the region — Caney Ridge Airport, Flying W Airport, and Burkes Garden

Airport. DAILY VEHICLE MILES OF TRAVEL NON- COMMERCIAL . BRNO ADAVERACE COUNTY LARGEST AIRPORT COMMERCIAL AIRPORTS COUNTY TOTAL DVMT! a See ELEN eae Daily Trafic on AIRPORTS ites Buchanan County, VA Grundy Municipal Airport closed in October 2019, estimated None None

Buchanan County, VA 501,451 2.2 24.0 1,374 ’ to reopen in 2025 as Breaks Regional Airport Dickenson County, VA 274,981 3.6 19.2 753 Dickenson County, VA None None None Russell County, VA 656,372 Russell County, VA None None None ‘Tazewell County, VA 690,200 d Tazewell County, VA Tazewell County Airport 1 None

Source: Hickey Global Research Services

2.2 Infrastructure Assessment - Transportation Cumberland Plateau - Airports, Highways, & Railroad Lines

Source: U.S. Census, Bureau of Transportation Statistics, Openstreetmaps, Hickey Global Consulting Services

2.2 Infrastructure Assessment - Transportation Cumberland Plateau - 7 Highways, & Railroad Lines

]7| Pikeville sats = * Airport 4 ivaviand 9 2 4 q s = Hi ; Ke Sh XA North Maat gk ighways f McDowell County i, /’ Mercer, County: Railroad line He Sat 46 s a Maybeury ie : Knott County,

& Floyd ounty ¥/ eri 1 uD 7 } : , eee an Coal Run;\ a Phelps Ks 7 Map Key “ Se A ¥ ;

7 Princeton. Bradshaw, F K.\ Montcalm Cities PR Pippa Passes. none Virgie Buchanan (County; 83 , Anawalt \X Ty ne, ‘rrr :

i Pocahontas yet") County Boundaries |}

160 s ; iles’Col

u q16) rea Giles’Co\

rag 598! ee

letther County < a Mazewelll County] Graton Bland County whitesbug fa

er iste Bluff, Bland Raven 77

STAZEWELL (COUNTY, AIRPORT; Claypool Hil

Goebi 29) en Norton County S

nal '58 Saint-Paul JBI Steps Gap jpannnnnennnnnannnnnnon AT Castlewood Saltuile

Dungannon

tats ;MeMullin

20 mi - Carroll Cou) lickelswille . : ; = Ak Washington comp

Source: U.S. Census, Bureau of Transportation Statistics, Qpenstreetmaps, Hickey Global Consulting Services

2.3.1 Infrastructure - Technology Broadband

Companies and site selectors have taken note of a shift in perception around

broadband, as reliable high-speed connections become more important for offices

and their employees. Fortunately, broadband capabilities are very strong in the

Cumberland Plateau. Buchanan County is the strongest county in the region with

100% fiber penetration and 100% of the region’s census tracts with access to wired

broadband coverage. In the U.S. County Broadband Statistics for 2020 report, by

BroadbandNow, Buchanan County ranks 8th highest in the nation (out of 3,143

counties and county equivalents) for broadband service availability.

COUNTY BROADBAND

SERVICE RANK FIBER

PENETRATION

OF WIRED

BROADBAND PROVIDERS

LOWEST MONTHLY PRICE

% OF CENSUS TRACKS WITH WIRED

BROADBAND COVERAGE

Buchanan County, VA 8 100.00% 3 $61.99 100.00%

Dickenson County, VA 423 84.10% 3 $70.00 97.70%

Russell County, VA 1,131 69.10% 4 $67.00 88.70%

Tazewell County, VA 611 43.30% 3 $71.66 95.60%

*Note: Broadband Now is an initiative developed in the aftermath of the FCC’s decision to cut funding for broadband mapping. The analysis is based on FCC and Census data, as well as proprietary datasets such as submissions from ISPs. The Broadband Service Rank is derived from the percentage of census tracks with wired broadband coverage for each U.S. county and independent city (county equivalent).

Source: BroadbandNow (https://broadbandnow.com/research/county-broadband-statistics)

BROADBAND CAPABILITIES

F IB

E R

P E

N E

T R

A T

IO N

F W

IR E

D B

B P

R O

V ID

E R

2.3.1 Infrastructure - Technology Broadband

Companies and site selectors have taken note of a shift in perception around BROADBAND CAPABILITIES broadband, as reliable high-speed connections become more important for offices

and their employees. Fortunately, broadband capabilities are very strong in the 100% Cumberland Plateau. Buchanan County is the strongest county in the region with 100% fiber penetration and 100% of the region’s census tracts with access to wired broadband coverage. In the U.S. County Broadband Statistics for 2020 report, by BroadbandNow, Buchanan County ranks 8th highest in the nation (out of 3,143 counties and county equivalents) for broadband service availability.

80%

60%

FIBER PENETRATION

OF WIRED % OF CENSUS ;

BROADBAND LOWEST MONTHLY TRACKS WITH WIRED 40%

PROVIDERS Ale? one

Buchanan County, VA 8 100.00% 3 $61.99 100.00%

BROADBAND FIBER

COUNTY SERVICERANK — PENETRATION

OF WIRED BB PROVIDERS

Dickenson County, VA 423 84.10% 3 $70.00 97.70% 20%

Russell County, VA 1,131 69.10% 4 $67.00 88.70%

Tazewell County, VA 611 43.30% 3 $71.66 95.60% 0% 0

Buchanan County Dickenson County RussellCounty Tazewell County

Source: BroadbandNow (https://broadbandnow.com/research/county-broadband-statistics)

100 MBPS

1 GBPS

2.3.2 Infrastructure - Technology Broadband

Virginia’s broadband coverage is well distributed throughout the state, as 65% of

the state’s counties and independent cities have broadband coverage of 80% or

more. Cumberland Plateau is well positioned in this competitive environment: in

addition to Buchanan County’s best-in-class broadband coverage, Dickenson and

Tazewell perform above the state’s average and Tazewell’s 88.7% coverage is equal

to the state’s median. Outside of Southwestern Virginia, the state’s most connected

regions are largely concentrated along the eastern border.

AREA NATIONAL RANK

Buchanan County 8

Bristol 11

Franklin City 17

Bland County 23

Bedford City 24

Manassas Park 82

Lexington 89

Winchester 118

Covington 126

Radford 130

… …

Dickenson County 423

Tazewell County 611

Russell County 1,131

Source: BroadbandNow

TOP VIRGINIA COUNTIES/INDEPENDENT CITIES FOR BROADBAND COVERAGE

2.3.2 Infrastructure - Technology

Broadband

Virginia’s broadband coverage is well distributed throughout the state, as 65% of TOP VIRGINIA COUNTIES/INDEPENDENT CITIES FOR BROADBAND COVERAGE

the state’s counties and independent cities have broadband coverage of 80% or

more. Cumberland Plateau is well positioned in this competitive environment: in

addition to Buchanan County’s best-in-class broadband coverage, Dickenson and Buchanan County 8

Tazewell perform above the state’s average and Tazewell’s 88.7% coverage is equal Bristol ll

to the state’s median. Outside of Southwestern Virginia, the state’s most connected Franklin City 7

regions are largely concentrated along the eastern border. bland County 33 Bedford City 24 Manassas Park 82 Lexington 89 Winchester 118

100 MBPS Covington 126

Radford 130 Dickenson County 423 Tazewell County 611

Russell County 1,131

2.3.3 Infrastructure - Technology Broadband – National Overview

The Cumberland Plateau’s

broadband capabilities are not

just locally exceptional, but rank

highly when compared against

the entire nation. Buchanan

County’s rank of 8 is out of

3,143 total regions. Even the

lowest ranking county in the

region, Russell County, ranks

higher than two-thirds of the

counties and county equivalents

across the U.S.

NATIONAL RANK COUNTY STATE

1 Nassau New York

2 Richmond New York

3 Sullivan Tennessee

4 Whitfield Georgia

5 Bulloch Georgia

6 Hamblen Tennessee

7 Meade Kentucky

8 Buchanan Virginia

9 Morgan Tennessee

10 McCreary Kentucky

… … …

423 Dickenson Virginia

611 Tazewell Virginia

1,131 Russell Virginia

… … …

3,141 Esmeralda Nevada

3,142 Banner Nebraska

3,143 Yakutat Alaska Source: BroadbandNow

TOTAL TOP COUNTIES FOR BROADBAND COVERAGE

2.3.3 Infrastructure - Technology

Broadband — National Overview

The

Cumberland Plateau’s

broadband capabilities are not just locally exceptional, but rank highly when compared against the entire nation. Buchanan County’s rank of 8 is out of 3,143 total regions. Even the lowest ranking county in the region, Russell County, ranks higher than two-thirds of the counties and county equivalents across the U.S.

Source: BroadbandNow

TOTAL TOP COUNTIES FOR BROADBAND COVERAGE

NATIONAL RANK

Oo ON Do BW DY

an [o)

423 611 1,131

3,141 3,142 3,143

COUNTY

Nassau Richmond Sullivan Whitfield Bulloch Hamblen Meade Buchanan Morgan McCreary

Dickenson Tazewell

Russell

Esmeralda Banner

Yakutat

STATE New York New York

Tennessee Georgia Georgia

Tennessee

Kentucky Virginia Tennessee

Kentucky

Virginia Virginia

Virginia

Nevada

Nebraska Alaska

2.4.1 Infrastructure – School System Elementary, Middle, and Secondary

Schools High school graduation rates are well above the U.S. average (86%

in 2018-2019) in the Cumberland Plateau. The Buchanan County

School District is reportedly the lowest performing in the region with

63% of its students performing academically below the state’s

average. Zero percent of students in Tazewell and Dickenson

counties, and 11% of students in Russell County were below the

state’s average. Close to 60% of students in Dickenson, Russell,

and Tazewell reported ‘above average’ academic progress.

DISTRICT NAME PUBLIC

SCHOOLS PUBLIC SCHOOL

STUDENTS STUDENTS PER

TEACHER

TOTAL DISTRICT SPENDING (Millions)

AVERAGE SPENDING PER

STUDENT

% STUDENT PROFICIENCY IN

SCIENCE

% STUDENT PROFICIENCY IN READING/ENGLI

% STUDENT PROFICIENCY IN

MATH

4-YEAR HIGH SCHOOL

GRADUATION RATE

Buchanan County, VA 10 2,758 13 $33.5 $10,875 81% 70% 81% 87%

Dickenson County, VA 5 2,054 14 $25.2 $10,651 78% 83% 89% 95%

Russell County, VA 14 3,785 14 $39.3 $9,307 90% 83% 93% 92%

Tazewell County, VA 16 5,653 14 $61.5 $9,259 86% 82% 86% 92%

Source: greatschools.org, Local School District

AVERAGE SPENDING PER STUDENT TOTAL DISTRICT SPENDING (Millions of Dollars)

2.4.\ Infrastructure — School System Elementary, Middle, and Secondary Schools

High school graduation rates are well above the U.S. average (86% in 2018-2019) in the Cumberland Plateau. The Buchanan County School District is reportedly the lowest performing in the region with 63% of its students performing academically below the state’s average. Zero percent of students in Tazewell and Dickenson counties, and 11% of students in Russell County were below the state’s average. Close to 60% of students in Dickenson, Russell, and Tazewell reported ‘above average’ academic progress.

DISTRICT NAME

Buchanan County, VA Dickenson County, VA Russell County, VA

Tazewell County, VA

AVERAGE SPENDING PER STUDENT

$10,600

9,200

7,800

6,400

$9,259

5,000 Buchanan County Dickenson County Russell County Tazewell County

Public Schools — Public Schools = Public Schools ~— Public Schools

Source: greatschools.org, Local Schoo! District

4-YEAR HIGH SCHOOL

% STUDENT

TOTAL DISTRICT PROFICIENCY IN

AVERAGE % STUDENT % STUDENT

PUBLIC

PUBLIC SCHOOL STUDENTS PER

SPENDING SPENDING PER PROFICIENCY IN i PROFICIENCY IN SCHOOLS STUDENTS TEACHER (Millions) STUDENT SCIENCE READING! ENGLI MATH GRA oN 10 2,758 13 $33.5 $10,875 81% 70% 81% 87% S) 2,054 14 $25.2 $10,651 78% 83% 89% 95% 14 3,785 14 $39.3 $9,307 90% 83% 93% 92% 16 5,653 14 $61.5 $9,259 86% 82% 86% 92% TOTAL DISTRICT SPENDING (Millions of Dollars) 60 $61.5 M 50 40 30 20 10 $0

Buchanan County Dickenson County Russell County Public Schools

Tazewell County

Public Schools Public Schools — Public Schools

2.4.2 Infrastructure – School System Post-Secondary Schools

Southwest Virginia Community College is the largest post-secondary school in

the region. The Cumberland Plateau also has two institutions specializing in

professional degrees with the Appalachian School of Law and Appalachian

College of Pharmacy. Altogether, these institutions produced over 600

graduates, with a majority coming from the community college. The largest

number of graduates from Southwest Virginia Community College were from

Liberal Arts (152), Healthcare (131) , Child Care (36), Electronical/Electronics

Maintenance (31), and Business Administration (28) programs. There were only

7 graduates from Computer and Information Sciences programs. In addition,

nearby Bluefield College serves the region as a four-year university.

UNIVERSITY/COLLEGE ENROLLME

NT GRADUATES CITY STATE COUNTY

Appalachian School of Law 164 90 Grundy VA Buchanan County

Appalachian College of Pharmacy 216 63 Oakwood VA Buchanan County

Southwest VA Community College 2,338 482 Cedar Bluff VA Tazewell County

Source: U.S. Census, Bureau of Transportation Statistics, Openstreetmaps, Hickey Global Consulting Services, NCES IPEDs

POST-SECONDARY SCHOOLS

2.4.2 Infrastructure — School System Post-Secondary Schools

Southwest Virginia Community College is the largest post-secondary school in POST-SECONDARY SCHOOLS the region. The Cumberland Plateau also has two institutions specializing in professional degrees with the Appalachian School of Law and Appalachian

College of Pharmacy. Altogether, these institutions produced over 600 Appalachian School of Law 164 90 Grundy VA Buchanan County graduates, with a majority coming from the community college. The largest

UNIVERSITY/COLLEGE EERO ME GRADUATES city STATE COUNTY

Appalachian College of Pharmacy 216 63 Oakwood VA Buchanan County number of graduates from Southwest Virginia Community College were from Liberal Arts (152), Healthcare (131), Child Care (36), Electronical/Electronics Southwest VA Community College 2,338 482 Cedar Bluff = VA Tazewell County Maintenance (31), and Business Administration (28) programs. There were only 7 graduates from Computer and Information Sciences programs. In addition, ee Ae AC an

nearby Bluefield College serves the region as a four-year university. =) E Pmeicounty ° % hoa oe Pg A aging Crutibler Safe

McDowell County bstiey ‘Anawalt , Py f

sored @ ppalche Pe Bionats :

Washington County

source: U.S. Census, Bureau of Transportation Statistics, Openstreetmaps, Hickey Global Consulting Services, NCES IPEDs

2.5.1 Infrastructure Assessment – Major Employers Cumberland Plateau

COMPANY CITY EMPL Aasc Cedar Bluff 100 to 249

Alcoa Wheel Products Lebanon 250 to 499

Appalachian Agency For Sr Cedar Bluff 100 to 249

Appalachian Power Co Clinch Cleveland 100 to 249

Appalachian School Of Law Grundy 100 to 249

Applebee’s Grill + Bar Bluefield 100 to 249

Aramark Uniform Svc Bluefield 100 to 249

AT&T Wireless Lebanon 250 to 499

Austin Sales Inc Vansant 100 to 249

Bluefield Beverage Co Bluefield 100 to 249

Bluefield College Bluefield 100 to 249

Buchanan General Hospital Grundy 100 to 249

Cardno Bluefield 100 to 249

CGI Lebanon 250 to 499

Cimarron Coach Of Virginia Falls Mills 100 to 249

Clinch Valley Health Richlands 500 to 999

Clinch Valley Med Ctr Senior Richlands 500 to 999

CNX Gas Corporation Cedar Bluff 250 to 499

Coronado Global Resources Raven 250 to 499

E Dillon & Co Swords Creek 100 to 249

Emats Inc Cedar Bluff 100 to 249

First Community Bankshares Inc Bluefield 100 to 249

Food City Bluefield 100 to 249

Food City Cedar Bluff 100 to 249

Food City Lebanon 100 to 249

Food City Vansant 100 to 249

Gasco Drilling Inc Cedar Bluff 100 to 249

Genesis Health Care LLC Bluefield 100 to 249

Genesis Healthcare LLC Bluefield 100 to 249

Hawk’s Nest Grundy 100 to 249

Heritage Hall Grundy Grundy 100 to 249

Heritage Hall Tazewell Tazewell 100 to 249

Honaker Elem & Middle Sch Honaker 100 to 249

Honaker Elementary School Honaker 100 to 249

Issues & Answers Network Inc Grundy 100 to 249

JENNMAR Cedar Bluff 100 to 249

K S & J Roustabout North Tazewell 100 to 249

Kindred Healthcare Grundy 100 to 249

KNOX Creek Coal Corp Raven 100 to 249

COMPANY CITY EMPL Komatsu Mining Corp Bluefield 100 to 249

Kroger Bluefield 100 to 249

Kroger Richlands 100 to 249

K-VA-T Food Stores Cedar Bluff 100 to 249

Lear Corp Lebanon 100 to 249

Lebanon Apparel Corp Lebanon 100 to 249

Local Net Lebanon 100 to 249

Local Net Richlands 100 to 249

Lowe’s Home Improvement Bluefield 100 to 249

Lowe’s Home Improvement Pounding Mill 100 to 249

Mountain Materials Castlewood 100 to 249

Murray American Energy Inc Mavisdale 250 to 499

Murray American Energy Inc Raven 500 to 999

New Peoples Bank Inc Honaker 250 to 499

New Peoples Bankshares Inc Honaker 100 to 249

Noah W Horn Well Drilling Inc Oakwood 100 to 249

Northrop Grumman Lebanon 250 to 499

Pemco Corp Bluefield 100 to 249

Pounding Mill Quarry Corp Bluefield 100 to 249

Pyott-Boone Electronics Inc North Tazewell 100 to 249

Richlands High School Richlands 100 to 249

Richlands Middle School Richlands 100 to 249

Riverview Elementary/Mddl Schl Grundy 100 to 249

Russell County Medical Ctr Lebanon 100 to 249

Russell Loungewear Lebanon 250 to 499

S T Pipeline Clintwood 100 to 249

Sam’s Club Bluefield 100 to 249

Samuel Pressure Vessel Group Lebanon 250 to 499

School Board-Tazewell County Tazewell 100 to 249

Serco Clintwood Up to 100

Southern Railway System Grundy 100 to 249

Tadano Mantis Corporation Richlands 250 to 499

Tazewell Community Hospital Tazewell 100 to 249

Walmart Supercenter Grundy 250 to 499

Walmart Supercenter Lebanon 250 to 499

Walmart Supercenter Pounding Mill 250 to 499

2.5.1 Infrastructure Assessment — Major Employers Cumberland Plateau

Zebulon Majed Mingo County mR - hal d COMPANY CITY EMPL COMPANY CITY EMPL a Phelps On ad Wyoming County “S, ‘Aasc Cedar Bluff 100 to 249 Komatsu Mining Corp Bluefield 100 to 249 Kimper call * Major Employers ‘Alcoa Wheel Products Lebanon 250 to 499 Kroger Bluefield 100 to 249 wakes wy ‘Appalachian Agency For Sr Cedar Butt 100t0249 Kroger Bluefield 100 to 249 Kroger Richlands 100 to 249 hag} {isa} ieaestote @ 1-20 ‘Appalachian Power Co Clinch Cleveland 100 to 249 KYAT Food Stores Cedar Bluff 100 to 249 Shelbiana [a19} [7a9)) Pike County oral Kdetiton Say @ 250 - 500 ‘Appalachian School Of Law Grundy 100 to 249 Lear Corp Lebanon 100 to 249 RY RY iene wan Coen wy foman j YY | Applebee’s Gil + Bar Bluefield 100 to249 Lebanon Apparel Corp Lebanon 100 to 249 Maaytisurh, © call ‘Aramark Uniform Svc Bluefield 100 to 249 Local Net Lebanon 100 to 249 Bradshaw bo pation ; ‘AT&T Wireless Lebanon 250to499 Local Net Richlands 100 to 249 \Béitley a en Cin, — ‘Austin Sales Inc Vansant 100to249 Lowe’s Home Improvement Bluefield 100 to 249 Aramark Uniforn® Sve Bluefield Beverage Co Bluefield 100t0249 Lowe’s Home Improvement Pounding Mill 100 to 249 we a JenkinjonBlue field Be’ t : Bluefield College Bluefield 1000249 “Mountain Materials Castlewood 100 to. 249 Berwind ’ t cel nl General Hospital — 7 . 7 Murray American Energy Inc Mavisdale 250 to 499 Hawk’s Nest ® rou cry eeyaiey msc: cel Lebanon 25010499 Muay American Energyinc Raven Santo 388 % “) Cimarron Coach Of Virginia Falls Mills 100t0.249 New Peoples Bank nc Honaker 26010499 Tiptop Kroger : " re ; New Peoples Bankshares Inc Honaker 100 to 249 Ok ner Pane Famonste) Po 4 Lowe; en ran Clinch Valley Health Richlands 500 to 999 Noah W Horn Well Diline i 10010249 b Pyott-Boone Electronics )fz9} ee a (clinch Valley Med Ctr Senior Richlands 500 to 999 Nth om nung ne a hal : 7 Reena srart 8] . God ‘School Board-Tazewell ‘ CNX Gas Corporation Cedar Bluff 250 to 499 Pema con Bluteld 100 bo 249 i oe Clinch Valley Health | rc PO cvivage at ‘Bland County | _[°%0”#40 Global Resources Raven 25010499 bounding Mill Quarry Corp Bluefield 100 to 249 Kroger) sp Murray American Energy) Tazewell Hospital EDillon & Co Swords Creek 100 to 249 . 5 [s0} avenge rood. City Emats Inc Cedar Bluff 100 to 249 ne a secre Inc Nort Teel 10 2 Emats inc wane First Community Bankshares Inc Bluefield 1o0te 249 NeNands igh Soto venvan’s ° HoNaker Elem & le Sch ‘Claypool Hill ~ Richlands Middle School Richlands 100 to 249 -Honiaker Elem & Middle Sch{ i i fev? asco Dilling fees a a 5 iat a a Riverview Elementary/Mddl Schl Grundy 100 to 249 or PER aol So sAasc 7 Food City Lebanon 100to.249 Russell County Medical Ctr Lebanon 100 to 249 {as} 5 Food City Vansant 100 to 249 Russell Loungewear Lebanon 250 to 499 Food City Vansant 100 to 249 ST Pipeline Clintwood 100 to 249 Gasco Drilling Inc Cedar Bluff 100 to 249 Sam’s Club Bluefield 100 to 249 Genesis Health Care LLC Bluefield 100to249 Samuel Pressure Vessel Group Lebanon 250 to. 499 Suttson.6 . JGenesis Healthcare LLC Bluefield 100 to 249 School Board-Tazewell County Tazewell 100 to 249 sense. 10 Hawk’s Nest Grundy 100 to 249 . altville 9 4 “ a Serco Clintwood Up to 100 Heritage Hall Grundy Grundy 100 to 249 Southern Railway Syst Grund 100 to. 249 Heritage Hall Tazewell Tazewell 100 to 249 ournem alway ys em run y ° Dungannon Honaker Elem & Middle Sch Honaker 10010249 [adanoMantis Corporation _—Richlands 260 0 499 Wires Mettu Tazewell Community Hospital Tazewell 100 to. 249 Brumley Gap aie yo Honaker Elementary School Honaker 100 to 249 zee Comune ese azewe ° Scott Count Glade Spring Adwolt Walmart Supercenter Grundy 250 to 499 Washington Countyz2., Sugar/Grove Issues & Answers Network Inc Grundy 100to249 Walmart Supercenter Lebanon 250 to 499 eas JENNMAR Cedar Bluff 100 to 249 Walmart Supercenter Pounding Mill 250 to 499 0 Gray c { KS &J Roustabout North Tazewell 100 to 249 a x yson County) | kindred Healthcare Grundy 100 to 249 $55458 Source: US Census, Bureau of Transportation Statistics, Openstreeimaps, VCEDA, Data Ade Reference Solutions, Hickay Global Research Senvices KNOX Creek Coal Corp Raven 100 to 249

2.5.2 Infrastructure Assessment – Natural Resources Timber and Forestry

Cumberland Plateau’s total timberland area is

862,527 acres, roughly 6% of Virginia’s total. The

vast majority of timberlands are privately owned.

Products created by Cumberland Plateau’s

roundwood timber include bioenergy, pulpwood, and

saw logs. The Cumberland Plateau had two mills

listed in the 2019 survey, one in Buchanan County

and the other in Tazewell County, both producing

saw logs.

Source: USDA Forest Service

TOTAL VOLUME OF TIMBER PRODUCT TOTAL AREA OF TIMBERLAND (1000 Cubic Feet)

VOLUME OF TIMBER PRODUCT BY COUNTY 2019

(Acres)

REGION TOTAL VOLUME OF TIMBER PRODUCT

(MCF)

VOLUME OF ROUNDWOOD (GREEN TONS)

Buchanan County 4,618 169,306

Dickenson County 13,364 493,054

Russell County 1,191 44,184

Tazewell County 13,159 486,422

Cumberland Plateau 32,332 1,192,966

AREA OF TIMBERLAND BY COUNTY AND MAJOR OWNERSHIP GROUP

REGION TOTAL PUBLIC OWNERSHIP PRIVATE OWNERSHIP

Buchanan County 294,555 6,138 288,417

Dickenson County 195,999 17,261 178,738

Russell County 147,344 11,360 135,984

Tazewell County 224,629 2,939 221,690

Cumberland Plateau 862,527 37,698 824,829

2.5.2 Infrastructure Assessment — Natural Resources Timber and Forestry

Cumberland Plateau’s total timberland area is VOLUME OF TIMBER PRODUCT BY COUNTY 2019 AREA OF TIMBERLAND BY COUNTY AND MAJOR OWNERSHIP GROUP 862,527 acres, roughly 6% of Virginia’s total. The REGION TIMBER PRODUCT SEER ON eal REGION TOTAL PUBLIC OWNERSHIP PRIVATE OWNERSHIP vast majority of timberlands are privately owned. uchanan Count 169.306 uchanan Coun 7 A Products created by Cumberland Plateau’s y Buchanan County 294,995 6138 288,417 roundwood timber include bioenergy, pulpwood, and_ Dickenson County 13,364 493,054 Dickenson County 195,999 17,261 178,738 saw logs. The Cumberland Plateau had two mills Russell County 1,191 44,184 Russell County 147,344 11,360 135,984 listed in the 2019 survey, one in Buchanan County Tazewell County nee 486,422 Tazewell County 224,629 2.939 201,690 and the other in Tazewell County, both producing saw logs. Cumberland Plateau 32,332 1,192,966 Cumberland Plateau 862,527 37,698 824,829 TOTAL VOLUME OF TIMBER PRODUCT 300,000 TOTAL AREA OF TIMBERLAND 15,000 (1000 Cubic Feet) , (Acres) 250,000 12,000 200,000 9,000 150,000 6,000 100,000 Va = ~t Ss 3,000 oO a — Ov eS ys ) = — 50,000 [NI Ww Ro Nt oD Oo oO i N — ff fn SS ie Eee Es 0

0 Source: USDA Forest Service Buchanan County Dickenson County Russell County Tazewell County Buchanan County Dickenson County Russell County Tazewell County

2.5.3 Infrastructure Assessment – Natural Resources Coal Production

With 34 mines within the region, Cumberland

Plateau has two-thirds of the state’s mines and 84%

of the state’s total production. While operations are

spread throughout the region, over half of the total

production occurs in Buchanan County’s 8

underground and 10 surface mines. Dickenson

County rounds out much of the remaining

production, making those two regions the most

vulnerable to market movements away from coal.

Source: U.S. Department of Labor, Mine Safety and Health

Administration Form 7000-2, ‘Quarterly Mine Employment and Coal

Production Report.’

NUMBER OF MINES TOTAL PRODUCTION

COAL PRODUCTION AND NUMBER OF MINES BY STATE, COUNTY, AND MINE TYPE 2019

(Thousand Short Tons)

UNDERGROUND SURFACE TOTAL

Mines Production Mines Production Mines Production

Cumberland Plateau 15 8,056 19 2,333 34 10,388

Buchanan 8 5,600 10 1,007 18 6,606

Dickenson 6 2,455 3 1,058 9 3,513

Russell - - 3 46 3 46

Tazewell 1 1 3 222 4 223

U.S. Total 226 267,373 432 438,445 669 706,309

Virginia 20 8,716 33 3,582 53 12,297

(Thousand Short Tons)

2.5.3 Infrastructure Assessment — Natural Resources

Coal Production

With 34 mines within the region, Cumberland Plateau has two-thirds of the state’s mines and 84% of the state’s total production. While operations are spread throughout the region, over half of the total production occurs in Buchanan County’s 8

underground and 10 surface mines. Dickenson County rounds out much of the remaining

production, making those two regions the most vulnerable to market movements away from coal.

Source: U.S. Department of Labor, Mine Safety and Health Administration Form 7000-2, ‘Quarterly Mine Employment and Coal Production Report.’

NUMBER OF MINES

Buchanan

Dickenson

umberland Plateau Buchanan Dickenson Russell Tazewell

U.S. Total

Virginia

Russell

Tazewell

UNDERGROUND

Mines

8,000

7,000

6,000

5,000

4,000

3,000

2,000

1,000

267,373 8,716

Production

TOTAL PRODUCTION

(Thousand Short Tons)

6,606

Buchanan

Dickenson

Russell

SURFACE

Production

COAL PRODUCTION AND NUMBER OF MINES BY STATE, COUNTY, AND MINE TYPE 2019 (thousand Short Tons)

Production

10,388 1,007 18 6,606 1,058 &) Sil) 46 3 46 222 4 223 438,445 669 706,309

3,582 12,297

|223

Tazewell

100

2.6.1 Labor Market Workforce Demographics – Basic

Demographic Characteristics • The region has only seen around 3.4% of

total population growth over the last ten

years (the United States grew 7.6% in that

same period of time). The area’s

population from 2020 to 2025 is projected

to decline slightly.

• The Cumberland Plateau has a larger group

of workers in prime working years (40-64).

Likewise, the composition of younger

generations (up to 39 years) is well below

the U.S. average (41.1% vs. 48.8%).

• 68% of households are families, which is

slightly higher than the U.S. average.

• The population of Tazewell County is about

38% of the entire Cumberland Plateau

region.

UNITED STATESSTATE OF VIRGINIA BUCHANAN COUNTY, VA

DICKENSON COUNTY, VA

RUSSELL COUNTY, VA

TAZEWELL COUNTY, VA

CUMBERLAND PLATEAU

POPULATION SIZE AND GROWTH 2010 Total Population 308,745,538 8,001,024 24,098 15,903 28,897 45,078 113,976 2020 Total Population 333,793,107 8,684,166 25,340 16,374 31,537 44,784 118,035 2025 Total Population Projection 346,021,282 9,008,218 25,187 16,125 32,074 43,280 116,666 2010-2020 Population: Annual Growth Rate 0.76% 0.80% 0.49% 0.29% 0.86% -0.06% 0.34% 2020-2025 Population: Projected Annual Growth Rate 0.72% 0.74% -0.12% -0.31% 0.34% -0.68% -0.23%

HOUSEHOLD COMPOSITION, 2020 Total Households 126,083,849 3,306,451 10,695 6,733 13,154 18,455 49,037 Total Family Households 82,747,156 2,187,607 7,263 4,614 9,108 12,561 33,546 Average Family Size 3.16 3.09 2.77 2.86 2.85 2.83 2.82

AGE OF RESIDENTS, 2020 19 and Younger 23.2% 23.0% 18.1% 20.1% 19.6% 19.1% 19.2% 20 to 39 25.6% 26.0% 22.4% 22.3% 21.4% 22.0% 21.9% 40 to 64 29.5% 30.8% 35.2% 34.4% 34.5% 33.1% 34.1% 65 to 74 9.2% 9.2% 12.7% 12.8% 12.9% 13.0% 12.9% 75 and Older 6.4% 6.1% 7.6% 7.7% 7.6% 8.4% 7.9%

RACE IDENTIFICATION 0.96 2020 White Population 231,522,079 5,667,763 24,137 16,036 30,591 42,224 112,988 2020 Black/African American Population 43,241,563 1,687,062 800 78 304 1,386 2,568 2020 American Indian/Alaska Native Population 3,287,423 33,483 29 31 93 97 250 2020 Asian Population 19,671,498 609,644 135 34 69 299 537 2020 Pacific Islander Population 657,766 7,727 2 0 1 7 10 2020 Other Race Population 23,546,963 349,290 42 48 194 162 446 2020 Population of Two or More Races 11,865,815 329,197 195 147 285 609 1,236 2020 Hispanic Population 62,637,732 880,213 197 178 425 505 1,305

BASIC DEMOGRAPHIC CHARACTERISTICS

Source: US Census; American Community Survey, EASI Analytics

2.6.) Labor Market

Workforce Demographics — Basic Demographic Characteristics

e The region has only seen around 3.4% of BASIC DEMOGRAPHIC CHARACTERISTICS F BUCHANAN DICKENSON RUSSELL COUNTY, TAZEWELL total population growth over the last ten UNITED STATESSTATE OF VIRGINIA COUNTY, a COUNTY, VA i COUNTY, VA years (the United States grew 7.6% in that POPULATION SIZE AND GROWTH same period of time). The area’s 2010 Total Population 308,745,538 8,001,024 24,098 15,903 28,897 45,078 113,976 ; ; . 2020 Total Population 333,793,107 8,684,166 25,340 16,374 31,537 44,784 118,035 population from 2020 to 2025 is projected 2025 Total Population Projection 346,021,282 9,008,218 25,187 16,125 32,074 43,280 116,666 to decline slightly. 2010-2020 Population: Annual Growth Rate 0.76% 0.80% 0.49% 0.29% 0.86% -0.06% 0.34% 2020-2025 Population: Projected Annual e The Cumberland Plateau has a larger group Growth Rate 0.72% 0.74% -0.12% -0.31% 0.34% -0.68% -0.23% of workers in prime working years (40-64). HOUSEHOLD COMPOSITION, 2020 Likewise, the composition of younger Total Households 126,083,849 3,306,451 10,695 6,733 13,154 18,455 49,037 Total Family Households 82,747,156 2,187,607 7,263 4,614 9,108 12,561 33,546

generations (up to 39 years) is well below the U.S. average (41.1% vs. 48.8%).

Average Family Size 3.16 3.09 2.77 2.86 2.85 2.83 2.82

AGE OF RESIDENTS, 2020

° 68% of households are families, which is 19 and Younger 23.2% 23.0% 18.1% 20.1% 19.6% 19.1% 19.2% slightly higher than the U.S. average. 20 to 39 25.6% 26.0% 22.4% 22.3% 21.4% 22.0% 21.9% 40 to 64 29.5% 30.8% 35.2% 34.4% 34.5% 33.1% 34.1%

e The population of Tazewell County is about 65 to 74 9.2% 9.2% 12.7% 12.8% 12.9% 13.0% 12.9% 38% of the entire Cumberland Plateau ee aa 6.1% 76% 10% 70% oa — region. RACE IDENTIFICATION 0.96 2020 White Population 231,522,079 5,667,763 24,137 16,036 30,591 42,224 112,988

2020 Black/African American Population 43,241,563 1,687,062 800 78 304 1,386 2,568

2020 American Indian/Alaska Native Population 3,287,423 33,483 29 31 93 97 250

2020 Asian Population 19,671,498 609,644 135 34 69 299 537

2020 Pacific Islander Population 657,766 7,727 2 0 1 7 10

2020 Other Race Population 23,546,963 349,290 42 48 194 162 446

2020 Population of Two or More Races 11,865,815 329,197 195 147 285 609 1,236

2020 Hispanic Population 62,637,732 880,213 197 178 425 505 1,305

Source: US Census; American Community Survey, EASI Analytics

100

101

2.6.2 Labor Market Workforce Demographics – Wealth

Characteristics • Labor costs are very low in the Cumberland

Plateau. The median household income is

over 40% lower than the U.S. average.

• Persons at or below the poverty level are

higher than the U.S. average (12.2% vs.

7.4%). As a result, the rate of households

receiving food stamps is high in the region

– particularly in Dickenson and Buchanan

counties.

• The median home value is very low in the

Cumberland Plateau – 62% lower than the

U.S. average. Rental rates are low as well.

• The rate of homeownership is well above

the U.S. average.

UNITED STATESSTATE OF VIRGINIA BUCHANAN COUNTY, VA

DICKENSON COUNTY, VA

RUSSELL COUNTY, VA

TAZEWELL COUNTY, VA

CUMBERLAND PLATEAU

HOUSEHOLD WEALTH AND INCOME

2020 Total Households 126,083,849 3,306,451 10,695 6,733 13,154 18,455 49,037

2020 Median Household Income $62,203 $73,543 $30,848 $32,956 $38,312 $39,147 $36,634

2020 Median Disposable Income $51,505 $57,487 $26,209 $27,770 $31,982 $32,870 $30,466

Disposable Income as a percentage of MHHI 82.8% 78.2% 85.0% 84.3% 83.5% 84.0% 83.2%

Median Net Worth $96,701 $127,472 $40,086 $44,585 $52,545 $72,223 $54,715

ECONOMIC STRESS INDICATORS

Persons at or Below Poverty Level 7.4% 5.5% 16.7% 14.0% 11.7% 9.6% 12.2%

Households Receiving Food Stamps/SNAP 11.7% 8.2% 19.7% 21.5% 14.9% 16.3% 17.4%

No Vehicle 15.5% 15.4% 14.3% 13.4% 12.7% 24.4% 16.9%

HOUSING VALUES AND COSTS

2020 Total Housing Units 142,148,018 3,643,841 12,373 7,706 15,041 21,426 56,546

2020 Median Home Value $235,127 $285,102 $78,496 $76,581 $103,025 $94,340 $90,212

2020 Average Home Value $328,824 $363,579 $128,749 $98,576 $142,441 $130,245 $128,958

Percent of Homes Occupied by Owner 56.4% 59.6% 68.8% 67.0% 69.0% 67.5% 68.1% 2019 Median Gross Rent (HHs Paying Cash Rent) $1,062 $1,234 $617 $592 $582 $656 $621

WEALTH CHARACTERISTICS

Source: US Census; American Community Survey, EASI Analytics

2.6.2 Labor Market

Workforce Demographics — Wealth

Characteristics e Labor costs are very low in the Cumberland

Plateau. The median household income is over 40% lower than the U.S. average.

e Persons at or below the poverty level are higher than the U.S. average (12.2% vs. 7.4%). As a result, the rate of households receiving food stamps is high in the region — particularly in Dickenson and Buchanan counties.

e The median home value is very low in the Cumberland Plateau — 62% lower than the U.S. average. Rental rates are low as well.

e The rate of homeownership is well above the U.S. average.

Source: US Census; American Community Survey, EASI Analytics

WEALTH CHARACTERISTICS

[ tarasinereor won Son SR TN HOUSEHOLD WEALTH AND INCOME 2020 Total Households 126,083,849 3,306,451 10,695 6,733 13,154 18,455 49,037 2020 Median Household Income $62,203 $73,543 $30,848 $32,956 $38,312 $39,147 $36,634 2020 Median Disposable Income $51,505 $57,487 $26,209 $27,770 $31,982 $32,870 $30,466 Disposable Income as a percentage of MHHI 82.8% 78.2% 85.0% 84.3% 83.5% 84.0% 83.2% Median Net Worth $96,701 $127,472 $40,086 $44,585 $52,545 $72,223 $54,715 ECONOMIC STRESS INDICATORS Persons at or Below Poverty Level 74% 5.5% 16.7% 14.0% 11.7% 9.6% 12.2% Households Receiving Food Stamps/SNAP 11.7% 8.2% 19.7% 21.5% 14.9% 16.3% 17.4% No Vehicle 15.5% 15.4% 14.3% 13.4% 12.7% 24.4% 16.9% HOUSING VALUES AND COSTS 2020 Total Housing Units 142,148,018 3,643,841 12,373 7,706 15,041 21,426 56,546 2020 Median Home Value $235,127 $285,102 $78,496 $76,581 $103,025 $94,340 $90,212 2020 Average Home Value $328,824 $363,579 $128,749 $98,576 $142,441 $130,245 $128,958 Percent of Homes Occupied by Owner 56.4% 59.6% 68.8% 67.0% 69.0% 67.5% 68.1% 2019 Median Gross Rent (HHs Paying Cash Rent) 1,062 1,234 617 592 582 656 621

101

102

2.6.3 Labor Market Workforce Demographics – Labor

Force Characteristics • The region’s low population growth is

evidenced by the small labor pool of

37,623. Tazewell County has the largest

labor force, nearly doubling the runner-up

Russell County.

• Cumberland Plateau’s unemployment rate

is higher than both the national average

and that of Virginia, with Buchanan County

experiencing the rate of 7.2%.

• Despite the strong broadband capabilities

within the region, household technology

usage is below average. Only 71.5% of

households own a computer in the

Cumberland Plateau (compared to the U.S.

at 76.7%), and the percentage of

households with broadband subscriptions is

22 percentage points below the U.S.

average.

UNITED STATESSTATE OF VIRGINIA BUCHANAN COUNTY, VA

DICKENSON COUNTY, VA

RUSSELL COUNTY, VA

TAZEWELL COUNTY, VA

CUMBERLAND PLATEAU

SIZE AND COMPOSITION OF LABOR FORCE

2020 Estimated Labor Force 163,555,585 4,356,868 6,903 4,575 9,935 16,210 37,623

2020 Employed Civilian Population Age 16+ 154,842,185 4,156,018 6,405 4,352 9,296 15,160 35,213

Employed Population Male 81,305,624 2,146,081 3,511 2,253 4,874 8,466 19,104

% of Employed Population 52.5% 51.6% 54.8% 51.8% 52.4% 55.8% 54.3%

Employed Population Female 73,536,561 2,009,937 2,894 2,099 4,422 6,694 16,109

% of Employed Population 47.5% 48.4% 45.2% 48.2% 47.6% 44.2% 45.7%

UNEMPLOYMENT

2019 Unemployment Rate 5.3% 4.6% 7.2% 4.9% 6.4% 6.5% 6.4% 2020 Average Commute Time to Employment in Minutes 26.9 28.7 27.3 27.8 28.0 25.1 26.6

ADDITIONAL LABOR FORCE CHARACTERISTICS

2019 Civilian Population 18+: Veteran 18,230,322 677,533 806 925 1,268 2,429 5,428 2019 Persons with a disability 65 years and younger 8.6% 8.0% 20.3% 21.5% 20.6% 16.0% 18.8%

2019 Households with a computer 76.7% 81.2% 72.7% 68.1% 74.7% 70.1% 71.5%

2019 Households with a broadband subscription 68.9% 70.0% 47.0% 37.8% 39.4% 55.0% 46.9%

LABOR FORCE CHARACTERISTICS

Source: US Census; American Community Survey, EASI Analytics

2.6.3 Labor Market

Workforce Demographics — Labor

Force Characteristics e The region’s low population growth is

LABOR FORCE CHARACTERISTICS

F BUCHANAN DICKENSON RUSSELL COUNTY, TAZEWELL CUMBERLAND evidenced by the small labor pool of UNITED STATESSTATE OF VIRGINIA COUNTY, a COUNTY, VA i COUNTY, VA PLATEAU 37,623. Tazewell County has the largest SIZE AND COMPOSITION OF LABOR FORCE labor force, nearly doubling the runner-up 2020 Estimated Labor Force 163,555,585 4,356,868 6,903 4,575 9,935 16,210 37,623

2020 Employed Civilian Population Age 16+ 154,842,185 4,156,018 6,405 4,352 9,296 15,160 35,213 Russell County. Employed Population Male 81,305,624 2,146,081 3,511 2,253 4,874 8,466 19,104 e Cumberland Plateau’s unemployment rate % of Employed Population 52.5% 51.6% 54.8% 51.8% 52.4% 55.8% 54.3% woe . Employed Population Female 73,536,561 2,009,937 2,894 2,099 4,422 6,694 16,109 Is higher than both the national average % of Employed Population 47.5% 48.4% 45.2% 48.2% 47.6% 44.2% 45.7% and that of Virginia, with Buchanan County experiencing the rate of 7.2%. UNEMPLOYMENT ; oo 2019 Unemployment Rate 5.3% 4.6% 7.2% 4.9% 6.4% 6.5% 6.4% e Despite the strong broadband capabilities 2020 Average Commute Time to Employment in within the region, household technology Minutes 26.9 28.7 27.3 27.8 28.0 25.1 26.6 usage is below average. Only 71.5% of ADDITIONAL LABOR FORCE households own a computer in the a on ion Popul tion 18+: Vet 18,230,322 677,533 806 925 1,268 2,429 5,428 Ivillan Population 16+: Veteran Fi I, 7 ’ , Cumberland Plateau (compared to the U.S. 2019 Persons with a disability 65 years and at 76.7%), and the percentage of younger 8.6% 8.0% 20.3% 21.5% 20.6% 16.0% 18.8% households with broadband subscriptions is 2019 Households with a computer 76.7% 81.2% 72.1% 68.1% 74.7% 70.1% 71.5% p 2019 Households with a broadband subscription 68.9% 70.0% 47.0% 37.8% 39.4% 55.0% 46.9%

22 percentage points below the U.S. average.

Source: US Census; American Community Survey, EASI Analytics

102

103

2.6.4 Labor Market Workforce Demographics – Labor

Force Participation Rate • Labor force participation is very low in the

Cumberland Plateau, as shown by the

orange line below. The region’s labor force

participation rate is more than 20% lower

than the U.S. average (42.9% vs. 63.4%).

• The labor force participation rate is closely

tied to the demographic makeup of each

county. Tazewell County has the highest

participation within the region, whereas

Buchanan and Dickenson are nearly equal

at the bottom with an almost 10% gap from

Tazewell and nearly 30% from the state

overall.

• Virginia’s labor force participation rate is

higher across all groups than the U.S.

average, indicating a strong labor pool in

areas near the Cumberland Plateau.

• At only 38.6%, the labor force participation

rate is especially low for the female

population.

UNITED STATESSTATE OF VIRGINIA BUCHANAN COUNTY, VA

DICKENSON COUNTY, VA

RUSSELL COUNTY, VA

TAZEWELL COUNTY, VA

CUMBERLAND PLATEAU

2019 Labor Force Participation Rate 63.4% 65.9% 37.6% 37.5% 43.9% 47.0% 42.9%

2019 Female Labor Force Participation Rate 58.5% 61.1% 33.3% 35.7% 39.7% 41.7% 38.6%

2019 Male Labor Force Participation Rate 67.1% 69.0% 39.7% 37.5% 45.9% 51.2% 45.4%

LABOR FORCE PARTICIPATION RATE

Source: US Census; American Community Survey, EASI Analytics

2019 LABOR FORCE PARTICIPATION RATE

2.6.4 Labor Market

Workforce Demographics — Labor

Force Participation Rate e Labor force participation is very low in the LABOR FORCE PARTICIPATION RATE

BUCHANAN DICKENSON RUSSELL COUNTY, TAZEWELL. CUMBERLAND] Cumberland Plateau, as shown by the UNITED STATESSTATE OF VIRGINIA COUNTY, “4 COUNTY, VA vA COUNTY, VA arent orange line below. The region’s labor force 2019 Labor Force Participation Rate 63.4% 65.9% 37.6% 37.5% 43.9% 47.0% 42.9% participation rate is more than 20% lower 2019 Female Labor Force Participation Rate 58.5% 61.1% 33.3% 35.7% 39.7% 41.7% 38.6% than the U.S. average (42.9% vs. 63.4%) 2019 Male Labor Force Participation Rate 67.1% 69.0% 39.7% 37.5% 45.9% 51.2% 45.4% e The labor force participation rate is closely county. Tazewell County has the highest 0.8

participation within the region, whereas Buchanan and Dickenson are nearly equal

0.7 at the bottom with an almost 10% gap from 06 — zz Tazewell and nearly 30% from the state 63% ~ overall. 0.5 . ae ; Cumberland Plateau 43% e Virginia’s labor force participation rate is 0.4 47% higher across all groups than the U.S. average, indicating a strong labor pool in 0.3 areas near the Cumberland Plateau. e At only 38.6%, the labor force participation 02 rate is especially low for the female 0.1 — population. 0.0 H1_ — L ! Hl

United State of Buchanan Dickenson Russell Tazewell States Virginia County County County County

Source: US Census; American Communit ity Survey, EASI Analytics

103

104

2.6.5 Labor Market Educational Characteristics -

Attainment • At a rate less than half that of the national average and

one-third of the state average, the supply of university

graduates is relatively low in the Cumberland Plateau

region.

• The supply of graduates from 2-year colleges is slightly

above average.

• The number of people in the region with less than a

high school degree is almost twice the U.S. average,

indicating this should be a focal area for economic

development efforts.

HIGHEST EDUCATIONAL ATTAINMENT (AGES 25+)

Source: US Census; American Community Survey, EASI Analytics

Less than high school diploma

High school diploma, GED, or some college (no degree)

Associates Degree

Bachelor’s Degree

Advanced Degree

2.6.5 Labor Market

Educational Characteristics -

Attainment e Ata rate less than half that of the national average and

one-third of the state average, the supply of university graduates is relatively low in the Cumberland Plateau region.

e The supply of graduates from 2-year colleges is slightly above average.

e The number of people in the region with less than a high school degree is almost twice the U.S. average, indicating this should be a focal area for economic development efforts.

®@ Less than high school diploma

@ High school diploma, GED, or some college (no degree) @ Associates Degree

@ Bachelor’s Degree

@ Advanced Degree

Source: US Census; American Communit ity Survey, EASI Analytics

HIGHEST EDUCATIONAL ATTAINMENT (AGES 25+)

12.9% TM 17.4%

22.9%

7.8%

9.9%

USA VA

104

4.4% 7.2%

53.8%

28.1%

Buchanan County

Dickenson County

Russel County

Tazewell County

Cumberland Plateau

105

2.7.1 Infrastructure Assessment – Industrial Parks Cumberland Plateau – Industrial Parks - Select Parks Highlight on Following Pages

Source: U.S. Census, Bureau of Transportation Statistics, Openstreetmaps, Hickey Global Consulting Services

1 Buchanan Information Park

Southern Gap Business Park

Dickenson County Technology Park

Red Onion Industrial Park

Russell County Industrial Complex

Russell County Industrial Park

Russell Regional Business & Technology Park

Cumberland Plateau Regional Industrial Park

Wardell Industrial Park

Bluestone Regional Business & Technology Park

Bluefield Industrial Park

2.7.\ Infrastructure Assessment — Industrial Parks

Cumberland Plateau — Industrial Parks - Select Parks Highlight on Following Pages

Freeh, Whamoliffe

[Hurley

Mousie

McDowell County

Bradshaw,

Ged

Gamer Knott County

NM Pippa Passes wi

160

Belcher

Elkhom City’

/Buchanan\County, Harman}

[Dickenson\Countyj

‘

*Saltville

Broadford m

Brumley Gap

Adwolf

ickelsville 71.

Washington County,

7 | oe i Figyd County mA ee McVeigh Majestic E itt Cor {Coal Run Village! a [Breathitt z lage = thee helps 7 ea mackey 2 Pike County ae 80} Wayland 194

yth County Lat

McMullin

a rte

16 | “ a

: $ : fr !

don ee

: p) 10} —afista

met Crumpler. > Matoaka

ud nn

Mercer County. Maybeury Princeton \ Montcalm {| ‘Bramwell Pocahontas LE |

Giles-€ 598

Bastian

Cripple Creek

Grove Carroll .Gou

Source: U.S. Census, Bureau of Transportation Statistics, Qpenstreetmaps, Hickey Global Consulting Services

105

Buchanan Information Park

Southern Gap Business Park

Dickenson County Technology Park

Red Onion Industrial Park

Russell County Industrial Complex

Russell County Industrial Park

Russell Regional Business & Technology Park Cumberland Plateau Regional Industrial Park Wardell Industrial Park

Bluestone Regional Business & Technology Park Bluefield Industrial Park

106

2.7.2 Infrastructure Assessment – Industrial Parks Southern Gap Industrial Park

Current Tenants VEC (Call Center), Paul’s Fan Company, Southern Gap Outdoor Adventure, Southern Gap Transportation and Logistics Center

Owner Industrial Development Authority of Buchanan County

Other Flat grading within the developable acres; fiber recently added to site; incoming and outgoing traffic may be an issue

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

BUCHANAN NONE REQUIRED 3,000 1,100

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

40 66 miles (Tri-Cities Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power; substation and

transmission lines offsite Virginia Natural Gas

Buchanan County PSA; 600,000 gpd available

capacity; 14” line

Buchanan County PSA; 1,000,000 gpd available

capacity

▶︎ UTILITIES

2 ▶︎ SOUTHERN GAP INDUSTRIAL PARK

2.7.2 \nfrastructure Assessment — Industrial Parks Southern Gap Industrial Park

=] SOUTHERN GAP INDUSTRIAL PARK

VEC (Call Center), Paul’s Fan Company, Southern Gap Outdoor Adventure, Southern Gap Current Tenants : a. Transportation and Logistics Center

Owner Industrial Development Authority of Buchanan County

Flat grading within the developable acres; fiber recently added to site; incoming and outgoing Other : . traffic may be an issue

] GENERAL INFORMATION

HS DS 3) ff

COUNTY ZONING

TOTAL ACRES TOTAL ACRES AVAILABLE BUCHANAN NONE REQUIRED 3,000 1,100 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 40 66 miles (Tri-Cities

Regional Airport)

UTILITIES

@ @ 6 6

ELECTRICITY NATURAL GAS WATER SEWER Appalachian Power; Buchanan County PSA; — Buchanan County PSA; substation and Virginia Natural Gas 600,000 gpd available 1,000,000 gpd available transmission lines offsite capacity; 14” line capacity

106

107

2.7.3 Infrastructure Assessment – Industrial Parks Dickenson County Technology Park

Current Tenants Serco, SAIC

Owner Industrial Development Authority of Dickenson County

Other

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

DICKENSON INDUSTRIAL 11.93 2

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

2 80 miles (Tri-Cities Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power Appalachian Natural Gas Town of Clintwood;

800,000 gpd available capacity; 12” line

Town of Clintwood; 500,000 gpd available

capacity

▶︎ UTILITIES

3 ▶︎ DICKENSON COUNTY TECHNOLOGY PARK

2.7.3 \Infrastructure Assessment — Industrial Parks Dickenson County Technology Park

=| DICKENSON COUNTY TECHNOLOGY PARK

Current Tenants: Serco, SAIC

Owner Industrial Development Authority of Dickenson County

Other

] GENERAL INFORMATION

HS DS 3) Lo

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE DICKENSON INDUSTRIAL 11.93 2 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 2 80 miles (Tri-Cities

Regional Airport)

UTILITIES

ELECTRICITY NATURAL GAS WATER SEWER Town of Clintwood; Town of Clintwood; Appalachian Power Appalachian NaturalGas 800,000 gpd available 500,000 gpd available capacity; 12” line capacity

107

108

2.7.4 Infrastructure Assessment – Industrial Parks Red Onion Industrial Park

Current Tenants None

Owner Industrial Development Authority of Dickenson County

Other

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

DICKENSON INDUSTRIAL 107.23 34.62

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

12 83 miles (Tri-Cities Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Utility Project in Process - American Electric Power

Utility Project in Process - Appalachian Natural Gas

Utility Project in Process - Town of Clintwood

Utility Project in Process - Dickenson County Public

Service Authority

▶︎ UTILITIES

4 ▶︎ RED ONION INDUSTRIAL PARK

Infrastructure Assessment — Industrial Parks Red Onion Industrial Park

RED ONION INDUSTRIAL PARK

Current Tenants None

Owner Industrial Development Authority of Dickenson County

Other GENERAL INFORMATION RA “Nx Lt COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE DICKENSON INDUSTRIAL 107.23 34.62 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT 12 83 miles (Tri-Cities Regional Airport) UTILITIES ELECTRICITY NATURAL GAS WATER SEWER

Utility Project in Process - Dickenson County Public Service Authority

Utility Project in Process - Utility Project in Process - Utility Project in Process - American Electric Power Appalachian Natural Gas Town of Clintwood

108

109

2.7.5 Infrastructure Assessment – Industrial Parks Russell County Industrial Complex

Current Tenants None

Owner Industrial Development Authority of Russell County

Other Currently in development, with bids in place to begin building pads on site; minimum of three 500,000 SF pads; permit in place for 30,000 SF greenhouse operational 2022

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

RUSSELL NONE REQUIRED 232 128

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

128 57 miles (Tri-Cities Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power; 480V 3 Phase

Appalachian Natural Gas; 4” line; 55 psi

Russell County PSA; 8” line

▶︎ UTILITIES

5 ▶︎ RUSSELL COUNTY INDUSTRIAL COMPLEX

2.7.5 Infrastructure Assessment — Industrial Parks Russell County Industrial Complex

=] RUSSELL COUNTY INDUSTRIAL COMPLEX

Current Tenants None

Owner Industrial Development Authority of Russell County

Currently in development, with bids in place to begin building pads on site; minimum of three 500,000 SF pads; permit in place for 30,000 SF greenhouse operational 2022

] GENERAL INFORMATION

HS DS 3) Lo

Other

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE RUSSELL NONE REQUIRED 232 128 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

57 miles (Tri-Cities

128 Regional Airport)

UTILITIES

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power; 480V Appalachian Natural Gas; Russell County PSA; 8” _—Russell County PSA; 8” 3 Phase 4” line; 55 psi line line

109

110

2.7.6 Infrastructure Assessment – Industrial Parks Russell County Industrial Park

Current Tenants Jennmar; Virginia State Police Investigation Office; 3B Consultants; G&R Gas Company; Cumberland Plateau

Owner Industrial Development Authority of Russell County

Other

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

RUSSELL M-1 60 4.5

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

4.5 50 miles (Tri-Cities Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power Appalachian Natural Gas Town of Lebanon;

650,000 gpd available capacity; 8” line

Town of Lebanon; 400,000 gpd available

capacity

▶︎ UTILITIES

6 ▶︎ RUSSELL COUNTY INDUSTRIAL PARK

2.7.6 \Infrastructure Assessment — Industrial Parks Russell County Industrial Park

»] RUSSELL COUNTY INDUSTRIAL PARK

Jennmar; Virginia State Police Investigation Office; 3B Consultants; G&R Gas Company; Cumberland Plateau

Current Tenants

Owner Industrial Development Authority of Russell County

Other

] GENERAL INFORMATION

HS DS Lo

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE RUSSELL M-1 60 4.5 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

50 miles (Tri-Cities

4.5 Regional Airport)

» UTILITIES

ELECTRICITY NATURAL GAS WATER SEWER

Town of Lebanon; Town of Lebanon; Appalachian Power Appalachian Natural Gas 650,000 gpd available 400,000 gpd available capacity; 8” line capacity

110

111

2.7.7 Infrastructure Assessment – Industrial Parks Russell Regional Business &

Technology Park

Current Tenants Northrop Grumman; CGI

Owner Industrial Development Authority of Russell County

Other

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

RUSSELL M-1 113 8.9

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

8.9 52 miles (Tri-Cities Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power Company; 3 MW on site

Appalachian Natural Gas Town of Lebanon Town of Lebanon

▶︎ UTILITIES

7 ▶︎ RUSSELL REGIONAL BUSINESS & TECHNOLOGY PARK

2.7.7 \Infrastructure Assessment — Industrial Parks

Russell Regional Business &

Technology Park

Current Tenants Northrop Grumman; CGI

=] RUSSELL REGIONAL BUSINESS & TECHNOLOGY PARK

Owner Industrial Development Authority of Russell County

Other

] GENERAL INFORMATION

HS DS

COUNTY ZONING RUSSELL M-1 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

52 miles (Tri-Cities

8.9 Regional Airport)

TOTAL ACRES

113

TOTAL ACRES AVAILABLE

8.9

UTILITIES

ELECTRICITY NATURAL GAS

Appalachian Power

Company; 3 MW on site Appalachian Natural Gas

WATER

Town of Lebanon

SEWER

Town of Lebanon

112

2.7.8 Infrastructure Assessment – Industrial Parks Cumberland Plateau Regional

Industrial Park

Current Tenants AT&T; Samuel Pressure Vessel Group; Walmart; Holiday Inn Express

Owner Industrial Development Authority of Russell County

Other

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

RUSSELL M-1 142 Four Tracts: 8.579 acres; 7.227 acres; 1.341 acres;

2.493 acres

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

8 50 miles (Tri-Cities Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power Company

Appalachian Natural Gas; 4" line

Town of Lebanon; 700,000 gpd available

capacity; 8” line

Town of Lebanon; 550,000 gpd available

capacity; 8” line

▶︎ UTILITIES

8 ▶︎ CUMBERLAND PLATEAU REGIONAL INDUSTRIAL PARK

2.7.8 Infrastructure Assessment — Industrial Parks Cumberland Plateau Regional Industrial Park

112

] CUMBERLAND PLATEAU REGIONAL INDUSTRIAL PARK

Current Tenants AT&T; Samuel Pressure Vessel Group; Walmart; Holiday Inn Express

Owner Industrial Development Authority of Russell County

Other

= GENERAL INFORMATION

Les DS cs

COUNTY ZONING TOTAL ACRES

RUSSELL M-1 142

F ot)

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

8 50 miles (Tri-Cities Regional Airport)

TOTAL ACRES AVAILABLE Four Tracts: 8.579 acres; 7.227 acres; 1.341 acres;

2.493 acres

UTILITIES

ELECTRICITY NATURAL GAS WATER

Appalachian Power Appalachian Natural Gas; Company 4" line

Town of Lebanon; 700,000 gpd available capacity; 8” line

SEWER

Town of Lebanon; 550,000 gpd available capacity; 8” line

113

2.7.9 Infrastructure Assessment – Industrial Parks Bluestone Regional Business &

Technology Park

Current Tenants Bruneaux Bait

Owner Industrial Development Authority of Tazewell County

Other

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE

TAZEWELL NONE 680 180

LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

30 80 miles (Tri-Cities Regional Airport)

▶︎ GENERAL INFORMATION

ELECTRICITY NATURAL GAS WATER SEWER

Appalachian Power Company; 3 MW on site

Gas 2 miles from site - Cardinal Natural Gas

Tazewell County Public Service Authority; 1,000

gpm available capacity; 8” line

Tazewell County Public Service Authority; 0.3

mpgd available capacity with 2.0 mgd reserve

▶︎ UTILITIES

10 ▶︎ BLUESTONE REGIONAL BUSINESS & TECHNOLOGY PARK

2.7.9 Infrastructure Assessment — Industrial Parks

Bluestone Regional Business & Technology Park

a ae =

113

=] BLUESTONE REGIONAL BUSINESS & TECHNOLOGY PARK

Current Tenants Bruneaux Bait

Owner Industrial Development Authority of Tazewell County

Other

] GENERAL INFORMATION

HS DS cs ff

COUNTY ZONING TOTAL ACRES TOTAL ACRES AVAILABLE TAZEWELL NONE 680 180 LARGEST CONTIGUOUS PARCEL DISTANCE TO COMMERCIAL AIRPORT

80 miles (Tri-Cities

30 Regional Airport)

UTILITIES

@ @ 6 6

ELECTRICITY NATURAL GAS WATER SEWER Tazewell County Public | Tazewell County Public Appalachian Power Gas 2 miles from site- Service Authority; 1,000 Service Authority; 0.3 Company; 3 MW on site Cardinal NaturalGas gpm available capacity; 8” mpgd available capacity line with 2.0 mgd reserve

114

2.8.1 Infrastructure Assessment – Regional Parks Cumberland Plateau

Source: U.S. Census, Bureau of Transportation Statistics, Openstreetmaps, Hickey Global Consulting Services

2.8.) Infrastructure Assessment — Regional Parks Cumberland Plateau

i a > | 3 Floyd County whl Ze °* McVeigh 8 mw Coal RinVillagey Phelps sour, pereath itt County et Wreees Handitigenackey "). Pike County ah, Day ease tan re wi Qa nibinte W8icha Kintball . imi Mousie Eckman! M Coun McDowell County ercer c Gary 2 Brincet!

Gamer Knott Cou inty iy

Pippa Passes Wheelwright Bartley y i i > Cats Park: y ah, ork nicnes bin Berwind Blues sed Fairgrounds) Buchanan(County) Sauige Graham Recreation

Wise County, {;.

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CO} Stone Gap

@ Hidden Valley’Campground ~ oe Dungannon o re “Cripplé ¢

AE, Brumley Gap aS oan Se NY Grok mi A ee : carmen J\ lickelSwille Measoysew \ . Washington County Fs —_— Tf win’

Source: U.S. Census, Bureau of Transportation Statistics, Qpenstreetmaps, Hickey Global Consulting Services

114

115

2.8.2 Infrastructure Assessment – State Parks Breaks Interstate Park

Amenities Trails, horseback riding, fishing, water park, rock climbing

YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

1954 4,500 330,000 138

▶︎ BREAKS INTERSTATE PARK

Jointly administered by Virginia and Kentucky, Breaks Interstate Park is located

on a gap in the continuous Pine Mountain Range spanning Kentucky, Virginia,

and Tennessee. Referred to as the “Grand Canyon of the South,” the park

boasts the largest canyon east of the Mississippi. The park’s terminus is

Dickenson County.

2.8.2 Infrastructure Assessment — State Parks Breaks Interstate Park

=| BREAKS INTERSTATE PARK

RA ( J ) ) “MN YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

1954 4,500 330,000 138

Amenities Trails, horseback riding, fishing, water park, rock climbing

Jointly administered by Virginia and Kentucky, Breaks Interstate Park is located on a gap in the continuous Pine Mountain Range spanning Kentucky, Virginia, and Tennessee. Referred to as the “Grand Canyon of the South,” the park

boasts the largest canyon east of the Mississippi. The park’s terminus is Dickenson County.

115

116

2.8.3 Infrastructure Assessment – State Parks Clinch River State Park

Amenities Trails, boat launch, fishing

YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

2021 640 100,000

Projected 0

(Under Construction)

▶︎ CLINCH RIVER STATE PARK

Recently opened to the public as Virginia’s newest state park, the Clinch River

State Park is located in St. Paul on the border of Wise and Russell County. The

park will consist of several anchor properties connected by access points

traversable by the Clinch River, one of the most biologically diverse rivers in

North America. Currently, the Sugar Hill Unit in Wise County and the Artrip Boat

Launch in Russell County are open to visitors.

2.8.3 Infrastructure Assessment — State Parks

Clinch River State Park

Recently opened to the public as Virginia’s newest state park, the Clinch River State Park is located in St. Paul on the border of Wise and Russell County. The park will consist of several anchor properties connected by access points traversable by the Clinch River, one of the most biologically diverse rivers in North America. Currently, the Sugar Hill Unit in Wise County and the Artrip Boat Launch in Russell County are open to visitors.

116

=] CLINCH RIVER STATE PARK

KA “Nn YEAR ESTABLISHED AREA ACRES

2021 640

Amenities Trails, boat launch, fishing

ANNUAL VISITORS

100,000 Projected

NUMBER OF CAMPGROUNDS

0 (Under Construction)

117

2.8.4 Infrastructure Assessment – State Parks Jefferson National Forest

Amenities Trails, fishing, hunting, skiing, horseback riding

YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

1936 709,500 1,770,000 50

(Both Forests)

▶︎ JEFFERSON NATIONAL FOREST

Extending into Tazewell and Russell Counties, the Jefferson National Forest is combined with the George

Washington Forest to create one of the largest blocks of public land in the Eastern U.S. Of the 1.8 million acres of

land between both National Forests, 1,646,328 acres are located within Virginia. The Jefferson National Forest

portion boasts over 400 miles of designated trails and is home to 40 species of trees, 200 species of birds, and 53

federally-listed Threatened or Endangered animal and plant species, offering a wide variety of attractions for

ecotourism. 1.22% of the total percentage of land is located in Dickenson County, and 1.42% is in Tazewell

County.

2.8.4 Infrastructure Assessment — State Parks Jefferson National Forest

=| JEFFERSON NATIONAL FOREST

KA ( J ) ) “N YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

50 1936 709,500 1,770,000 (Both Forests)

Amenities Trails, fishing, hunting, skiing, horseback riding

Extending into Tazewell and Russell Counties, the Jefferson National Forest is combined with the George Washington Forest to create one of the largest blocks of public land in the Eastern U.S. Of the 1.8 million acres of land between both National Forests, 1,646,328 acres are located within Virginia. The Jefferson National Forest portion boasts over 400 miles of designated trails and is home to 40 species of trees, 200 species of birds, and 53 federally-listed Threatened or Endangered animal and plant species, offering a wide variety of attractions for ecotourism. 1.22% of the total percentage of land is located in Dickenson County, and 1.42% is in Tazewell County.

117

118

2.8.5 Infrastructure Assessment – State Parks Channels State Forest and Natural

Area Preserve

Amenities Trails, fishing, hunting, horseback riding

YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

2008 4,836 unknown 0

▶︎ CHANNELS STATE FOREST AND NATURAL AREA PRESERVE

Purchased from a private owner in 2004, the Channels State Forest is managed

by the Virginia Department of Forestry in Washington and Russell Counties.

Within the State Forest lies the Channels Natural Area Preserve, which includes

a high elevation forest, cliff communities, and a 400-million-year-old sandstone

rock outcropping known as the Great Channels of Virginia.

2.8.5 Infrastructure Assessment — State Parks Channels State Forest and Natural . Area Prese

=] CHANNELS STATE FOREST AND NATURAL AREA PRESERVE

RA ( J ) ) “MN YEAR ESTABLISHED AREA ACRES ANNUAL VISITORS NUMBER OF CAMPGROUNDS

2008 4,836 unknown 0

Amenities Trails, fishing, hunting, horseback riding

Purchased from a private owner in 2004, the Channels State Forest is managed by the Virginia Department of Forestry in Washington and Russell Counties. Within the State Forest lies the Channels Natural Area Preserve, which includes a high elevation forest, cliff communities, and a 400-million-year-old sandstone rock outcropping known as the Great Channels of Virginia.

118

119

2.8.6 Infrastructure Assessment – Additional Parks Cavitt’s Creek Park & Pinnacle

Natural Area Preserve ▶︎ CAVITT’S CREEK PARK

Cavitt’s Creek Park consists of a 300 recreational area centered around a 54-

acre lake. Various amenities are available for both locals and tourists, including

full-service campsites and cabins for rent, kayaks and paddle boards, and

fishing. Cavitt’s Park is also a well-received location for RV travelers.

▶︎ PINNACLE NATURAL AREA PRESERVE

Located on the confluence of the Clinch River and Big Cedar Creek, the

Pinnacle Natural Area Preserve covers 889 acres within Russell County. The

Preserve has multiple hiking trails and gets its name from a rock formation

towering 400 feet above the creek known as the Pinnacle. Big Cedar Creek Falls

is another local landmark, covering the width of the creek.

2.8.6 Infrastructure Assessment — Additional Parks Cavitt’s Creek Park & Pinnacle

Natural Area Preserve

] CAVITT’S CREEK PARK PINNACLE NATURAL AREA

Cavitt’s Creek Park consists of a 300 recreational area centered around a 54- Located on the confluence of the Clinch River and Big Cedar Creek, the

acre lake. Various amenities are available for both locals and tourists, including Pinnacle Natural Area Preserve covers 889 acres within Russell County. The full-service campsites and cabins for rent, kayaks and paddle boards, and Preserve has multiple hiking trails and gets its name from a rock formation fishing. Cavitt’s Park is also a well-received location for RV travelers. towering 400 feet above the creek known as the Pinnacle. Big Cedar Creek Falls

is another local landmark, covering the width of the creek.

119

120

2.9.1 Select Tourism Assets Cumberland Plateau

Source: U.S. Census, Bureau of Transportation Statistics, OpenStreetMap, Hickey Global Consulting Services, Regional County Tourism Departments

Accommodation

Campgrounds

Historical Site

Museum

Other

Park

Trail

2.9.\ Select Tourism Assets Cumberland Plateau

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rammel (3)

Russell|County,

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‘, . Allison Gap ., Dungannon (19)

Ges) %

Emory. lickelsville = a Washington County (21

Source: U.S. Census, Bureau of Transportation Statistics, OpenStreetMap, Hickey Global Consulting Services, Regional County Tourism Departments

120

52 16 32 Kent 21 Broadford 90 Rural Retreat Wythe Coun Atkins Smyth County Marion ; McMulli Cripple Creek Adwolf Sugar Grove Carroll County a ~~ 16] 9 oo” 21

Accommodation Campgrounds Historical Site Museum

Other

Park

Trail

121

MAP ID NUMBER Tourist Site ACCOMMODATION

1 Comfort Inn

2 Comfort Inn & Suites

3 Cuz’s Cabins & Restaurant

4 Elk Garden Methodist Bike Hostel

5 Fincastle Motor Inn

6 Holiday Inn Express & Suites Lebanon, an IHG Hotel

7 Holiday Inn Express Richlands/Claypool Hill

8 Real McCoy Cabins, Country Store and Kitchen

9 Sleep Inn & Suites

10 Super 8 by Wyndham Lebanon

11 Super 8 Richlands/Claypool Hill

12 Western Front Hotel

CAMPGROUNDS

13 Riverbend Campground

14 Southern Gap Outdoor Adventure

15 Thunder River Campground

16 Trailhead ATV Resort

HISTORICAL SITES

17 Coal Miners’ Memorial

18 Ellenbrook Mansion

19 Old Russell County Court House (Robert Dickenson Home)

20 Walter McDonald Sanders House

MUSEUMS

21 Dante Coal Miners & Railroad Museum

22 Historic Crab Orchard Museum

23 Honaker Heritage Museum

24 Pocahontas Exhibition Coal Mine & Museum

25 Ralph Stanley Museum

MAP ID NUMBER Tourist Site OTHER TOURIST SITES

26 Citizens for the Arts

27 Clinch River Farms

28 Foxtail Orchards, Inc

29 Plumb Creek Winery

30 Sandy Head Ostrich Farm

PARKS

31 Big Cedar Creek

32 Birch Knob Observation Tower

33 Breaks Interstate Park

34 Burkes Garden

35 Cavitt’s Creek Park

36 Cedar Bluff

37 Clinch River State Park

38 Hidden Valley Climbing

39 Hidden Valley Wildlife Management Area

40 John W Flannagan Dam

41 Keen Mountain Park

42 Laurel Bed Lake

43 Lincolnshire Park

44 Pinnacle Natural Area Preserve

45 Poplar Gap Park

46 Tank Hollow Falls

47 The Channels Natural Area Preserve

48 Verner Blankenship Community Park

TRAILS

49 Brumley Mountain Trail

50 Coal Canyon Trailhead

51 Great Channels Trailhead

52 Pocahontas OHV Trailhead

53 Ridgeview Trailhead

54 Sugar Hill Trail System

55 The Original Pocahontas Trailhead

2.9.2 Select Tourism Assets Cumberland Plateau

2.9.2 Select Tourism Assets

Cumberland Plateau

MAP ID NUMBER ACCOMMODATION

ODN DOR WY

Pe ro

12 CAMPGROUNDS

MUSEUMS 21 22 23 24 25

Tourist Site

Comfort Inn Comfort Inn & Suites Cuz’s Cabins & Restaurant Elk Garden Methodist Bike Hostel Fincastle Motor Inn Holiday Inn Express & Suites Lebanon, an IHG Hotel Holiday Inn Express Richlands/Claypool Hill Real McCoy Cabins, Country Store and Kitchen Sleep Inn & Suites Super 8 by Wyndham Lebanon Super 8 Richlands/Claypool Hill lestern Front Hotel

Riverbend Campground Southern Gap Outdoor Adventure Thunder River Campground Trailhead ATV Resort

z a x 3° 2 fe)

cr Q Sj m 2)

Coal Miners’ Memorial

Ellenbrook Mansion

Old Russell County Court House (Robert Dickenson Home) alter McDonald Sanders House

Dante Coal Miners & Railroad Museum Historic Crab Orchard Museum

Honaker Heritage Museum

Pocahontas Exhibition Coal Mine & Museum Ralph Stanley Museum

121

MAP ID NUMBER OTHER TOURIST SITES 26 27 28 29 30 PARKS 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 TRAI

49 50 yl 52 53 54 95

Citizens for the Arts Clinch River Farms Foxtail Orchards, Inc Plumb Creek Winery ‘Sandy Head Ostrich Farm

Big Cedar Creek

Birch Knob Observation Tower Breaks Interstate Park

Burkes Garden

Cavitt’s Creek Park

Cedar Bluff

Clinch River State Park Hidden Valley Climbing

Tourist Site

Hidden Valley Wildlife Management Area

John W Flannagan Dam

Keen Mountain Park

Laurel Bed Lake

Lincolnshire Park

Pinnacle Natural Area Preserve Poplar Gap Park

Tank Hollow Falls

The Channels Natural Area Preserve Verner Blankenship Community Park

Brumley Mountain Trail

Coal Canyon Trailhead

Great Channels Trailhead Pocahontas OHV Trailhead Ridgeview Trailhead

Sugar Hill Trail System

The Original Pocahontas Trailhead

Business Resiliency Strategy

September 2021

Cumberland Plateau

Planning District

Commission

Cumberland Plateau Planning District Commission

Business Resiliency Strategy

Sie Ae eee HICKEYGLOBAL

123

Overview The Business Resiliency Strategy Process

Yes 53%

The pandemic has caused a massive disruption throughout the business community. As recovery efforts unfold,

the transition is creating opportunities for prepared communities. Early migration patterns favor non-urban areas

with high quality of place and digital infrastructure.

To create a Roadmap to Economic Resiliency, Hickey Global conducted three analysis. The first gained insights

on past and current pandemic response efforts and future solutions through a Stakeholder Engagement Study.

Government, non-profit and business leaders shared insights through in-person meetings and an online survey

tool.

The second was an Asset Mapping process that analyzed community-level infrastructure deficits as well as

assets. Attention was given to infrastructure that inhibited or supported future recovery efforts.

The third analysis was a Cluster Verification Study that provided insights to economic drivers in the regional

business community. Using a methodical model, a blended portfolio of business clusters was developed

containing potential growth industries.

In addition, a review of information was completed using the International Economic Development Council’s work

on disaster recovery and their joint website with the U.S. Economic Development Administration -

RestoreYourEconomy.org.

http://restoreyoureconomy.org/ Overview The Business Resiliency Strategy Process

The pandemic has caused a massive disruption throughout the business community. As recovery efforts unfold, the transition is creating opportunities for prepared communities. Early migration patterns favor non-urban areas with high quality of place and digital infrastructure.

To create a Roadmap to Economic Resiliency,

Hickey Global conducted three analysis. The first gained insights

on past and current pandemic response efforts and future solutions through a Stakeholder Engagement Study.

Government, non-profit and business leaders s tool.

The second was an Asset Mapping process tha

hared insights through in-person meetings and an online survey

analyzed community-level infrastructure deficits as well as

assets. Attention was given to infrastructure that inhibited or supported future recovery efforts.

The third analysis was a Cluster Verification Study that provided insights to economic drivers in the regional

business community. Using a methodical mod containing potential growth industries.

el, a blended portfolio of business clusters was developed

In addition, a review of information was completed using the International Economic Development Council’s work on disaster recovery and their joint website with the U.S. Economic Development Administration -

RestoreYourEconomy.org.

123

124

Overview

Envisioning the Future of the Cumberland Plateau

The goal of this Roadmap to Economic Resiliency is to help local leaders achieve their vision for this region.

Through the stakeholder engagement process the top characteristics of that vision are grouped below. The

health of the business community is integral in achieving long-term prosperity.

Increased Livability

Strong Industrial Base

More People and Jobs

Strong Tourism Economy

BUSINESS LEADERS VISION

More Jobs

Expanded Tourism

More People

New Industry

COMMUNITY LEADERS VISION

Overview Envisioning the Future of the Cumberland Plateau

The goal of this Roadmap to Economic Resiliency is to help local leaders achieve their vision for this region. Through the stakeholder engagement process the top characteristics of that vision are grouped below. The health of the business community is integral in achieving long-term prosperity.

BUSINESS LEADERS VISION COMMUNITY LEADERS VISION Increased Livability More Jobs Strong Industrial Base Expanded Tourism More People and Jobs More People

Strong Tourism Economy New Industry

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125

Key Recommendations Based on

Stakeholder Feedback and Research

Studies

Recommendations

Key Recommendations Based on

Stakeholder Feedback and Research Studies

126

Stakeholder Engagement Recommendations

A pandemic response board should be established for all business, including tourism, inclusive of subject

matter experts and industry representatives to ensure a consistent regional approach and smooth

information flow.

A review of financial support programs used during the pandemic is necessary to improve future efforts

as needed.

There is tremendous support by all respondents for a remote-worker recruitment campaign to increase

population and wealth in the area.

To support business clusters and to disseminate critical information during pandemics and economic

downturns, a continued focus on increasing the very successful broadband network in the region is

needed.

Stakeholder Engagement Recommendations

A pandemic response board should be established for all business, including tourism, inclusive of subject matter experts and industry representatives to ensure a consistent regional approach and smooth information flow.
A review of financial support programs used during the pandemic is necessary to improve future efforts as needed.
There is tremendous support by all respondents for a remote-worker recruitment campaign to increase population and wealth in the area.
To support business clusters and to disseminate critical information during pandemics and economic downturns, a continued focus on increasing the very successful broadband network in the region is needed.

126

127

Cluster Verification Recommendations

The region should pursue a blended portfolio of Traded, Blended and Local clusters in balancing

recruiting and existing business efforts.

Economic development efforts should be focused on Mining, Fabricated Metal and Machinery &

Equipment Manufacturing, Shared Services & IT, Tourism and Healthcare.

Attention should be given to specific strategies for each cluster (listed on the Cluster Strategies Overview

page).

Cluster Verification Recommendations

The region should pursue a blended portfolio of Traded, Blended and Local clusters in balancing recruiting and existing business efforts.
Economic development efforts should be focused on Mining, Fabricated Metal and Machinery & Equipment Manufacturing, Shared Services & IT, Tourism and Healthcare.

‘

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

Tourism Healthcare

Attention should be given to specific strategies for each cluster (listed on the Cluster Strategies Overview page).

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128

Asset Mapping Recommendations

Continue successful efforts to deploy broadband throughout the region; especially in residential areas to

support work-from-home opportunities. Broadband was the number one infrastructure answer from

government and community leaders for strengthening the region.

Develop a campaign or program to increase computer ownership and internet usage. While broadband

capabilities are very strong in the Cumberland Plateau, computer and internet usage are low.

Create a taskforce to address the region’s low worker participation rate (43% vs the U.S. average of

63%), especially among females (38.6%). Disengaged residents are a source of labor that could

overcome current and future workforce needs.

Continue to develop larger industrial sites and shell buildings that could support a greater range of

industrial clients.

Based on stakeholder feedback from business leaders, more small business and entrepreneurial support

services are needed in the region.

Asset Mapping

Recommendations

Continue successful efforts to deploy broadband throughout the region; especially in residential areas to support work-from-home opportunities. Broadband was the number one infrastructure answer from government and community leaders for strengthening the region.
Develop a campaign or program to increase computer ownership and internet usage. While broadband capabilities are very strong in the Cumberland Plateau, computer and internet usage are low.
Create a taskforce to address the region’s low worker participation rate (43% vs the U.S. average of 63%), especially among females (38.6%). Disengaged residents are a source of labor that could overcome current and future workforce needs.
Continue to develop larger industrial sites and shell buildings that could support a greater range of industrial clients.
Based on stakeholder feedback from business leaders, more small business and entrepreneurial support services are needed in the region.

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129

Business Retention and Expansion (BRE) Recommendations

Yes 53%

Using a BRE program to prepare companies in the region for a disaster or economic downturn and then

support them during recovery is a key resiliency strategy for the community. BRE strategies enhance

capacity for recovery and strengthen existing business networks. The region should support their local

economic developers in implementing these strategies:

Encourage businesses to develop business continuity plans by providing workshops to small and midsized firms (see following page).
Encourage businesses to develop business preparedness plans by providing workshops to small and midsized firms (see following page).
Support each county in developing its own economic planning and recovery team using engaged business leaders (see guidance on building a team).
Establish a business recovery fund so there is an immediate and locally-controlled source of financial support for existing businesses.
Establish plans with local utilities and emergency management authorities to facilitate the prioritization of utilities to key business parks and industries.
Include local economic developers on the county emergency management teams.
Encourage local economic developers to develop their own preparedness and continuity plans to create a capacity to support businesses in an economic crisis.

Business Retention and Expansion (BRE) Recommendations

Using a BRE program to prepare companies in the region for a disaster or economic downturn and then support them during recovery is a key resiliency strategy for the community. BRE strategies enhance capacity for recovery and strengthen existing business networks. The region should support their local economic developers in implementing these strategies:

Encourage businesses to develop business continuity plans by providing workshops to small and midsized firms (see following page).
Encourage businesses to develop business preparedness plans by providing workshops to small and midsized firms (see following page).
Support each county in developing its own economic planning and recovery team using engaged business leaders (see guidance on building a team).
Establish a business recovery fund so there is an immediate and locally-controlled source of financial support for existing businesses.
Establish plans with local utilities and emergency management authorities to facilitate the prioritization of utilities to key business parks and industries.
Include local economic developers on the county emergency management teams.
Encourage local economic developers to develop their own preparedness and continuity plans to create a Capacity to support businesses in an economic crisis.

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Input and Ideas from Business and

Community Leaders

Stakeholder Engagement

Input and Ideas from Business and

Community Leaders

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Stakeholder Engagement Recommendations

A pandemic response board should be established for all business, including tourism, inclusive of subject

matter experts and industry representatives to ensure a consistent regional approach and smooth

information flow.

A review of financial support programs used during the pandemic is necessary to improve future efforts

as needed.

There is tremendous support by all respondents for a remote-worker recruitment campaign to increase

population and wealth in the area.

To support business clusters and to disseminate critical information during pandemics and economic

downturns, a continued focus on increasing the very successful broadband network in the region is

needed.

Stakeholder Engagement Recommendations

A pandemic response board should be established for all business, including tourism, inclusive of subject matter experts and industry representatives to ensure a consistent regional approach and smooth information flow.
A review of financial support programs used during the pandemic is necessary to improve future efforts as needed.
There is tremendous support by all respondents for a remote-worker recruitment campaign to increase population and wealth in the area.
To support business clusters and to disseminate critical information during pandemics and economic downturns, a continued focus on increasing the very successful broadband network in the region is needed.

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Stakeholder Feedback More Effective Pandemic Response

Better, more accurate and more

streamlined information was the

most frequent suggestion in

improving area pandemic response.

Even in many of the

recommendations around costs,

additional information is the key with

better information on grant program

qualifications and costs associated

with a pandemic operating

environment. The calls for additional

community engagement also echo

desires for communication and a

streamlined flow of information.

What would have made the

region’s business-related

pandemic response efforts

more effective?

• Education component was missing.

• Rules and actual business education around response and guideline.

• Education on the vaccines was lacking.

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

reasoning behind those guidelines.

• Banks not informed of grant guidelines.

• Better instructions.

• Not much guidance on how to handle COVID guidelines.

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

needs and safety standards.

• No clear leadership from health department on business-specific guidelines.

• Better information.

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

info, lack of clarification.

• Target businesses specifically for information.

• Need better local information source.

• More timely information. Announcements on Friday evenings after close not

helpful because you couldn’t receive further guidance.

Information • Would’ve liked more county support for grants through pandemic and into

the future. Matching through VCEDA.

• State grant assistance and PPP wasn’t sufficient for small business needs.

• Funding a vocational skills program would have been essential to post

pandemic recovery.

• Difficulty to get money through larger funds due to restrictions around

qualifications.

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

• Costs went up due to reinvestment in businesses and that wasn’t covered by

grant funding.

• Had to make an investment to meet COVID standards without sufficient

funding support for those needs.

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

Feels like a waste of time.

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

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

• Needed funding faster.

Cost

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

their own.

• Coordination between States (border communities).

• Need better regional connection to SBDC.

• Needed better pandemic exit strategy.

Community Involvement • Better promotion and active engagement with marketing materials

especially when put online.

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

community colleges funded and staffed with educational programs that can

provide skilled workers to the manufacturing industry.

• PPE availability.

• More testing needed.

Miscellaneous

Stakeholder Feedback

More Effective Pandemic Response

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

Better, more accurate and more streamlined information was the most frequent suggestion in improving area pandemic response. Even in many of the recommendations around costs, additional information is the key with better information on grant program qualifications and costs associated with a pandemic operating environment. The calls for additional community engagement also echo desires for communication and a streamlined flow of information.

e Education component was missing. e Rules and actual business education around response and guideline.

e Education on the vaccines was lacking.

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

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

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

e Noclear leadership from health department on business-specific guidelines. ¢ Better information.

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

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

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

Community Involvement

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

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Cost.

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

e State grant assistance and PPP wasn’t sufficient for small business needs.

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

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

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

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

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

e Help with upfront costs to new business to meet pandemic needs. e People had no information that grant money was being made available. e Needed funding faster.

Miscellaneous

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

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

e PPE availability. e More testing needed.

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Stakeholder Feedback Sources for Business

What sources did you use

to gain information about

pandemic response,

guidelines, and recovery

resources?

• CDC website.

• SBA website

• County did active outreach.

• County website

• CDC website

• SBDC

• Workforce Development Board

• Used small business assistance center at the

college.

• County officials

• Heart of Appalachian pushed out recovery

information and grant funding

• State briefings

• CDC

• Workforce board

• Workforce development board

• Press releases from governor’s office

• DCR had updated and recently refreshed

documents.

• Received information from the county with emails.

• IDA let owners know about grant program.

• CDC website.

• Governor’s press conferences.

• Local health department on local guidelines and

differences.

• Health department for information.

• Straight from health department.

• Health department guidance. Although sometimes

document would be issued and then changes.

• Health department provided information, but also

acted as enforcement.

Government & Nonprofit • Person to person.

• Word of mouth

• Lots of word of mouth.

Person-to-Person

• Online news sources.

• Internet

• Emails

• Facebook

• Found out about grants through Facebook.

• Facebook

Online

• CPA did application for PPP.

• Information on loans from local banks.

• Accountant

• Chamber

• Chamber emails.

• SVAM - Southwest Virginia Association of

Manufactures

Professionals & Organizations

• News

• National news but messages were very

mixed.

• News

• General news sources.

• Newspaper

News

• Made a lot of outgoing calls to prepare

and ensure within compliance.

• Dual state situation required multi-state

coordination. KY and VA response

differences.

• Consultant stayed up on information

and pushed that out.

• No common leadership sources of

information.

• Corporate HQ.

MiscellaneousThere is a strong willingness in the

business community to use

government information. Businesses

used numerous sources for

information with Government &

Nonprofit being the number one

source.

Stakeholder Feedback

Sources for Business

What did Government & Nonprofit Person-to-Person News at sources did you use » CDC website. * Person to person. + News 8 . e SBA website to gain information about * County did active outreach. ° Word of mouth National news but messages were very . * County website ° Word of mouth mixed. pa ndemic response, e CDC website e Lots of word of mouth. ° SBDC e News uidelines, and recover * Workforce Development Board . 8 ’ y e Used small business assistance center at the Online ° General news sources. resources? college. © Online news sources. e Newspaper e County officials e Heart of Appalachian pushed out recovery ° Internet . There is a strong willingness in the information and grant funding e Internet Miscellaneous . . ° State briefings e Internet ; business community to use ° CDC Internet ° Made a lot of outgoing calls to prepare government information. Businesses © Workforce board 0 eme and ensure within compliance. ‘ © Workforce development board ° Emails oo . . used numerous sources for © Press releases from governor’s office © Facebook ° Dual state situation required multi-state © DCR had updated and recently refreshed coordination. KY and VA response

information with Government & Nonprofit being the number one source.

documents.

Received information from the county with emails. IDA let owners know about grant program.

CDC website.

Governor’s press conferences.

Local health department on local guidelines and differences.

Health department for information.

Straight from health department.

Health department guidance. Although sometimes document would be issued and then changes. Health department provided information, but also acted as enforcement.

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e Found out about grants through Facebook. e Facebook

Professionals & Organizations e CPA did application for PPP.

e Information on loans from local banks. e Accountant

e Chamber

e Chamber emails.

e SVAM - Southwest Virginia Association of Manufactures

differences.

e Consultant stayed up on information and pushed that out.

e No common leadership sources of information.

° Corporate HQ.

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Stakeholder Feedback Information Sources for Business

And did you feel adequately

informed by those sources?

Just under 50% of stakeholders

did not feel adequately informed

by the multiple sources of

information they used to craft their

pandemic response.

Yes

53%

Stakeholder Feedback

Information Sources for Business

And did you feel adequately informed by those sources?

Somewhat

29%

Just under 50% of stakeholders did not feel adequately informed by the multiple sources of information they used to craft their pandemic response.

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Recommendations COVID-19 Management and

Response The Cumberland Plateau should

create a communications

structure that allows information

to be disseminated quickly and

effectively. Information should be

aggregated from reliable sources

by government entities which

already have a community

presence and then distributed

throughout the region.

Recommendations COVID-19 Management and

Response The Cumberland Plateau should

create a communications structure that allows information to be disseminated quickly and effectively. Information should be —_ aggregated from reliable sources 7, ~~ by government entities which [ already have a community \ | presence and then distributed N~

throughout the region.

LOCAL POLICY

Bi-Weekly Conference Calls

Signage &

Advertising

Business [ Leaders \

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Stakeholder Feedback Business-related Pandemic Response

And what was done well

(with region’s business-

related pandemic response

efforts)?

• Board of supervisors were supportive of businesses.

• Help with navigating the language of the mandates.

• County tourism called to check in on reopening; fairly regular

communications.

• Everyone worked together.

• Overall, good. Proactive reach out.

Community Response

• Grant funding was well run and distributed effectively.

• CARES money was distributed well.

• IDA had funds available quickly. Application process was very

easy.

• Turnaround on funds was fast to get people reopened.

• Grant access was smooth and there was assistance in getting

funding.

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

survived without it.

• The Cumberland Plateau provided me with easy access to

funds to build our capabilities which allowed me to hire

additional workers.

Funding

• Promotion for grant programs was done well.

• UVA Wise program helped to develop a website.

• Mask billboards did well.

Marketing

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

was expected.

• Health care stepped up with testing.

• Vaccine rollout did well.

• Contact with local health department office and covid clinics.

• Acted quickly to protect the aging population.

• Rollout of the vaccines went well.

• Hands-on health department. Had active outreach from health

department for events.

Health Services

Most responses focused on the

multiple financial support programs

developed and implemented and the

work of the local health departments.

Review and improvement of the

funding programs regarding clarity,

process and implementation is

needed.

Stakeholder Feedback

Business-related Pandemic Response

And what was done well (with region’s business- related pandemic response efforts)?

Most responses focused on the multiple financial support programs developed and implemented and the work of the local health departments. Review and improvement of the funding programs regarding clarity, process and implementation is needed.

Funding

e Grant funding was well run and distributed effectively. e CARES money was distributed well.

e IDA had funds available quickly. Application process was very easy.

e Turnaround on funds was fast to get people reopened.

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

e PPP distribution was done well. Business wouldn’t have survived without it.

e The Cumberland Plateau provided me with easy access to funds to build our capabilities which allowed me to hire additional workers.

Community Response

e Board of supervisors were supportive of businesses. e Help with navigating the language of the mandates.

e County tourism called to check in on reopening; fairly regular communications.

e Everyone worked together.

136

Health Services

e Did a great job working with local health department on what was expected.

e Health care stepped up with testing.

e Vaccine rollout did well.

¢ Contact with local health department office and covid clinics. e Acted quickly to protect the aging population.

e Rollout of the vaccines went well.

e Hands-on health department. Had active outreach from health department for events.

Marketing

e Promotion for grant programs was done well. e UVA Wise program helped to develop a website. e Mask billboards did well.

137

Stakeholder Feedback Remote Worker Recruitment

If the region embarked on an aggressive remote-worker recruitment campaign to

import a tech-savvy workforce, would it benefit the region?

Yes 82% No

18%

Business Leaders Response

Yes 100%

Community Leaders Response

Stakeholder Feedback

Remote Worker Recruitment

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

Business Leaders Response Community Leaders Response

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Stakeholder Feedback Why Businesses Support the Initiative

… if the region embarked

on an aggressive remote-

worker recruitment

campaign to import a tech-

savvy workforce, would it

benefit the region?

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

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

• Would help with population loss.

• Would be helpful for locals increasing restaurant demand.

• Area offers low cost of living.

• Would assist with building back population base.

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

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

• Already seeing some remote worker resettlement in the area.

• Brings in young people with children.

• Anything to get more people to live here.

• Yes, for tech savvy and general workers.

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

• Need IT and cybersecurity staff - FT and PT

• Need IT skills and drafting and engineering.

• Already seeing remote worker relocation.

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

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

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

• Could help support service industry.

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

• Need more technology and marketing workers.

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

• See temporary workers wanting to stay.

• More tax base.

• Fill empty available housing.

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

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

Why?

With best-in-class broadband

capability in the region, recruiting

and supporting remote-workers is

considered a major benefit to the

region.

Stakeholder Feedback

Why Businesses Support the Initiative

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

With best-in-class broadband capability in the region, recruiting and supporting remote-workers is considered a major benefit to the region.

Why?

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

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

Would help with population loss.

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

Would assist with building back population base.

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

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

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

Anything to get more people to live here.

Yes, for tech savvy and general workers.

Need more workers in skilled labor in addition to tech.

Need IT and cybersecurity staff - FT and PT

138

Need IT skills and drafting and engineering.

Already seeing remote worker relocation.

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

Bring in industry, ideas and experience with new people coming into area. Need more technology and marketing workers.

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

More tax base.

Fill empty available housing.

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

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

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Stakeholder Feedback Why Governments & Nonprofits Support the Initiative

… If the region embarked

on an aggressive remote-

worker recruitment

campaign to import a tech-

savvy workforce, would it

benefit the region?

• Due to internet, now easier.

• Easier after pandemic.

• Easier here now but also everywhere else too.

• Do you recruit jobs first or workers first.

• Already have top robotics team in area.

• Yes, but jobs as well as workers.

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

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

• It’s needed.

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

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

Why?

Government & Nonprofits leaders

mirror business leaders in supporting

this program to increase the

workforce and wealth in the

community.

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

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

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

• Remote healthcare might help bring fresh ideas to the table

• Businesses doing a better job at providing for visitors.

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

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

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

Stakeholder Feedback

Why Governments & Nonprofits Support the Initiative

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

Government & Nonprofits leaders mirror business leaders in supporting this program to increase the workforce and wealth in the community.

Why?

e Due to internet, now easier.

e Easier after pandemic.

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

e Already have top robotics team in area.

e Yes, but jobs as well as workers.

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

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

e It’s needed. e | think the region would be very attractive to such a workforce.

139

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

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

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

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

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

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

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Attraction and Existing Business

Strategies

Cluster Verification

Attraction and Existing Business

Strategies

141

Cluster Verification Recommendations

The region should pursue a blended portfolio of Traded, Blended and Local clusters in balancing recruiting

and existing business efforts.

Economic development efforts should be focused on Mining, Fabricated Metal and Machinery & Equipment

Manufacturing, Shared Services & IT, Tourism and Healthcare.

Attention should be given to specific strategies for each cluster (listed on the Cluster Strategies Overview page).

Cluster Verification Recommendations

The region should pursue a blended portfolio of Traded, Blended and Local clusters in balancing recruiting and existing business efforts.
Economic development efforts should be focused on Mining, Fabricated Metal and Machinery & Equipment Manufacturing, Shared Services & IT, Tourism and Healthcare.

‘

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

Attention should be given to specific strategies for each cluster (listed on the Cluster Strategies Overview page).

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142

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

Cumberland Plateau’s mining industry is

exceptional compared to the rest of the

country, but the region has low Location

Quotients in each of the remaining sectors.

LOCATION QUOTIENT

• The Cumberland Plateau has the largest

competitive advantage (as measured by

location quotient) in Mining, Health Care,

and Construction. With the exception of

Health Care, these industries are projected

to decline over the next five years.

• Although Manufacturing and Professional

Services have below-average location

quotients, those sectors make up a

significant portion of the overall workforce

and are projected to increase.

• Roughly 8 percent of the region’s total

workforce is in Mining, resulting in a high

location quotient. The pace by which the

Mining sector is expected to decline is a

moderate compound annual rate of -0.78%

but may be higher depending on market

trends.

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

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents Total Employment within

Occupation Group

1,000 Employees

P R

O JE

C T

E D

C .A

.G .R

. 2

0 2

0

2 0

2 5

LOCATION QUOTIENT 1 = U.S. Average

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

-2%

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

-3%

-5%

0% ©

Administrative & Support/Waste Management

Professional Services -—+ Manufacturing /-— Utilities
Accommodation, Food & Service / » Other Services / ~* Health Care & Social Assistance

Traded fidustry

Local dustry

Blended industry

1,000 Employees

Note: Dot Size represents Total Employment within Occupation Group

Minin

g, 1B

= J © sd

t) 0 5 10 15 20 25

Educational Services - Wholesale Trade » Agriculture * Ss Information ~~
© / ~ Real Estate Arts, Entertainment, * & Recreation e Transportation & Warehousing -—~ Finance & Insurance 0.0

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

= Management of Companines v4 & Enterprises L

0.8

“C

instruction

LOCATION QUOTIENT 1=U.S. Average

142

Cumberland Plateau’s mining industry is exceptional compared to the rest of the country, but the region has low Location Quotients in each of the remaining sectors.

LOCATION QUOTIENT

e The Cumberland Plateau has the largest competitive advantage (as measured by location quotient) in Mining, Health Care, and Construction. With the exception of Health Care, these industries are projected to decline over the next five years.

e Although Manufacturing and Professional Services have below-average location quotients, those sectors make up a significant portion of the overall workforce and are projected to increase.

e Roughly 8 percent of the region’s total workforce is in Mining, resulting in a high location quotient. The pace by which the Mining sector is expected to decline is a moderate compound annual rate of -0.78% but may be higher depending on market trends.

143

Recession Cluster Analysis Industry Sector Performance During

Recessions

Resiliency planning takes into consideration the negative economic impacts

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

perform during historic economic downturns. The accompanying chart

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

total economy declined, some industry sectors grew.

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

and Tourism - suffer deep declines during recessions. The region’s major

cluster – Mining – performs well during such events.

Because a sector declines as a whole does not mean that all the components

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

the overall industry decreased.

Traded clusters are an important consideration as they are the foundational

base of a regional economy. It is impractical to abandon a base cluster

solely based on its economic downturn performance.

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

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

growing the economy in the long-term.

AVERAGE QUARTERLY GDP CHANGE BY INDUSTRY 2001 & GREAT RECESSION

Recession Cluster Analysis Industry Sector Performance During

Recessions AVERAGE QUARTERLY GDP CHANGE BY INDUSTRY 2001 & GREAT RECESSION Resiliency planning takes into consideration the negative economic impacts Mining, Oil & Gas Extraction = of future economic downturns. One aspect is to understand how clusters Healthcare & Social Assistance = perform during historic economic downturns. The accompanying chart Finance & Insurance -_ . oo G t averages the past two major recessions in 2001 and 2008. Although the overnimen I . . Real Estate & Rental & Leasing | | total economy declined, some industry sectors grew.
Educational Services a Two of the Cumberland Plateau’s largest industry clusters — Manufacturi information wo of the Cumberland Plateau’s largest industry clusters — Manufacturin . ; 8 . y oy ; 8 Professional, Scientific, & Technical l and Tourism - suffer deep declines during recessions. The region’s major Agriculture, Forestry, Fishing, & Hunting ’ cluster — Mining — performs well during such events. Arts, Entertainment, & Recreation | Support Activities for Mining I Because a sector declines as a whole does not mean that all the components Management of Companies & Enterprises i decline. For instance, outdoor tourism increased during the pandemic as Mining (except oil & gas) I the overall industry decreased. Utilities a Admin & Waste Management | Traded clusters are an important consideration as they are the foundational Transportation & Warehousing a base of a regional economy. It is impractical to abandon a base cluster Accommodation & Food Service | solely based on its economic downturn performance. Other Services (except government) | Retail Trade | | This cluster strategy takes all of this into consideration by blending a Manufacturing, non-durable goods — portfolio of clusters to lessen the impacts of an economic downturn while Wholesale Trade a . . Construction — growing the economy in the long-term. } Manufacturing, durable goods —— Total

-12% -10% -8% -6% -4% -2% 0% 2% 4%

143

144

Cumberland Plateau PDC Blended Cluster Portfolio Economic Downturn Impact

Mining Fabricated Metal

Manufacturing

Shared Services & IT

Machinery and Equipment

Manufacturing

Tourism Healthcare

TRADED CLUSTERS LOCAL CLUSTERBLENDED CLUSTERS

Cumberland Plateau PDC Blended Cluster Portfolio

Economic Downturn Impact

te:

Tourism Healthcare

TRADED BLENDED CLUSTERS LOCAL CLUSTER

144

145

Cluster Strategies Overview

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

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

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

optimization and reducing carbon footprint.

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

via an online database to grow opportunities beyond the region.

Mining

Fabricated Metal Manufacturing

Machinery & Equipment Manufacturing

Shared Services & IT

Healthcare

Tourism

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

the region.

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

manufacturing capacity for product customization.

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

and/or partner with research institutions.

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

including batter storage and electrification.

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

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

inputs.

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

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

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

growth through a remote-worker campaign.

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

through a “pipeline” to the Cumberland Plateau.

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

from home.

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

recession resiliency among tourism enterprises.

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

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

current market demands.

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

such as agriculture and mining.

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

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

such as shared services and distribution.

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

income created in region stays in region.

Cluster Strategies Overview

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

optimization and reducing carbon footprint.

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

‘e

“¥#”” Fabricated Metal Manufacturing

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

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

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

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

| Machinery & Equipment Manufacturing

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

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

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

145

Ry Shared Services & IT

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

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

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

from home. 7) > Tourism \ e Continue to expand tourist access to outdoor recreation opportunities due to their

recession resiliency among tourism enterprises.

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

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

r AAs ) Healthcare

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

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

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

146

Infrastructure and Support Service

Strategies

Asset Mapping

Asset Mapping Strategies

Infrastructure and Support Service

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147

Asset Mapping Recommendations

Continue successful efforts to deploy broadband throughout the region; especially in residential areas to

support working from home opportunities. Broadband was the number one infrastructure answer from

government and community leaders for strengthening the region.

Develop a campaign or program to increase computer ownership and internet usage. While broadband

capabilities are very strong in the Cumberland Plateau, computer and internet usage are low.

Create a taskforce to address the region’s low worker participation rate (43% vs the U.S. average of

63%), especially among females (38.6%). Disengaged residents are a source of labor that could

overcome current and future workforce needs.

Continue to develop larger industrial sites and shell buildings that could support a greater range of

industrial clients.

Based on stakeholder feedback from business leaders, more small business and entrepreneurial support

services are needed in the region.

Asset Mapping

Recommendations

Continue successful efforts to deploy broadband throughout the region; especially in residential areas to support working from home opportunities. Broadband was the number one infrastructure answer from government and community leaders for strengthening the region.
Develop a campaign or program to increase computer ownership and internet usage. While broadband capabilities are very strong in the Cumberland Plateau, computer and internet usage are low.
Create a taskforce to address the region’s low worker participation rate (43% vs the U.S. average of 63%), especially among females (38.6%). Disengaged residents are a source of labor that could overcome current and future workforce needs.
Continue to develop larger industrial sites and shell buildings that could support a greater range of industrial clients.
Based on stakeholder feedback from business leaders, more small business and entrepreneurial support services are needed in the region.

147

148

Regional Assets

Source: Virginia Department of Conversation and Recreation

Outdoor Activities & Natural Beauty

• Plentiful outdoor activities (driving, bicycling, hiking, fishing,

hunting, water sports, camping, etc.)

• 52 parks

• 49 natural areas

• 45 trails

• 43 scenic drives

• 37 historical areas

• 15 playing fields, sports, and golf facilitiesLow cost

• Low labor costs

• Low real estate costs

• Low cost of living

Broadband is a star asset in the region

• Broadband capabilities are very strong in the Cumberland

Plateau.

• The Cumberland Plateau’s broadband capabilities are not just

locally exceptional but rank highly when compared against the

entire nation.

• All four counties rank in the top one-third of the counties and

county equivalents across the U.S.

Regional Assets

Broadband is a star asset in the region Outdoor Activities & Natural Beauty e Broadband capabilities are very strong in the Cumberland e Plentiful outdoor activities (driving, bicycling, hiking, fishing, Plateau. hunting, water sports, camping, etc.) e The Cumberland Plateau’s broadband capabilities are not just e 52 parks locally exceptional but rank highly when compared against the e 49 natural areas

entire nation. e 45 trails

e All four counties rank in the top one-third of the counties and ° 43 scenic drives

county equivalents across the U.S. a e 37 historical areas

Low cost e Low labor costs

e 15 playing fields, sports, and golf facilities

e Low real estate costs

e Low cost of living

Source: Virginia Department of Conversation and Recreation

148,

149

Regional Deficiencies

• There are presently no commercial airports in the region making

accessibility challenging and increasing time costs. The nearest

commercial airport is the Tri-Cities Airport in Blountville, TN.

• There are no Interstate Highways in the region.

Deficiencies in the transportation Infrastructure

Elementary school performance and low graduation from high-demand post-secondary programs

Lower technology usage among households

Lack of human capital (labor & consumers)

• Two of the four regional school districts are low-performing. Students in

Buchanan County School District perform well below the state average

(63% below). Students in Russell County School District perform 11%

below the state average. The other two major school districts perform at

or above the state average.

• In addition to professional degree programs (pharmacy and law), nearby

Bluefield College serves the region. However, there is still a ‘brain drain’

of high-performing high school graduates as they leave the region looking

for higher educational institutions.

• Low completion numbers from high-demand, high-growth programs such

as computer science and business administration.

• While broadband capabilities are very strong in the Cumberland Plateau,

computer and internet usage are low, as evident by the lower percentage

of households that own a computer (72% vs. the U.S. average 77%) and

small percentage of households with a broadband subscription (47% vs.

69% U.S. average).

• The region’s low participation rate (43% vs the U.S. average of 63%),

coupled with its small population, gives it a low labor force under 38,000

people. This will create challenges in drawing sizeable employers into the

region as many will believe that the region doesn’t have a sufficient

workforce to support their operations. Labor force participation is

particularly low among females (38.6%)

• At a rate less than half that of the national average and one-third of the

state average, the supply of university graduates is low in the Cumberland

Plateau region. However, the supply of graduates from 2-year colleges is

slightly above average.

• The number of people in the region with less than a high school degree is

almost twice the U.S. average, indicating this should be a focal area for

economic development efforts.

Regional Deficiencies

LC Deficiencies in the transportation Infrastructure

mt w 2a

e There are presently no commercial airports in the region making accessibility challenging and increasing time costs. The nearest commercial airport is the Tri-Cities Airport in Blountville, TN.

e There are no Interstate Highways in the region.

Elementary school performance and low graduation from high-demand post-secondary programs

e In addition to professional degree programs (pharmacy and law), nearby Bluefield College serves the region. However, there is still a ‘brain drain’ of high-performing high school graduates as they leave the region looking for higher educational institutions.

e Low completion numbers from high-demand, high-growth programs such as computer science and business administration.

149

KN Lower technology usage among households

e we Lack of human capital (labor & consumers)

e The number of people in the region with less than a high school degree is almost twice the U.S. average, indicating this should be a focal area for economic development efforts.

150

Business and Industrial Parks Regional Assets & Deficiences

• Overall, the Cumberland Plateau region has done a good job

continuing to develop industrial parks.

• Industrial parks have good utility infrastructure in place or have

plans to do so.

• Although limited in marketability, having a shell building does

attract prospects to the region.

• The reuse of existing industrial buildings as “shell” buildings is a

good strategy.

Regional DeficienciesRegional Assets

• Although there are sites throughout the region, most are smaller

parcels limiting larger impact projects.

• The great majority of sites in region are over 30 minutes from an

interstate highway.

• Road access can be challenging for truck traffic.

• Current shell building has limited potential due to design.

Business and Industrial Parks Regional Assets & Deficiences

Regional Assets Regional Deficiencies

e Industrial parks have good utility infrastructure in place or have ¢ The great majority of sites in region are over 30 minutes from an plans to do so. interstate highway.

e The reuse of existing industrial buildings as “shell” buildings is a

good strategy.

150

100 MBPS

1 GBPS

151

Infrastructure - Technology Broadband

Virginia’s broadband coverage is well distributed throughout the state, as 65% of

the state’s counties and independent cities have broadband coverage of 80% or

more. Cumberland Plateau is well positioned in this competitive environment: in

addition to Buchanan County’s best-in-class broadband coverage, Dickenson and

Tazewell perform above the state’s average and Tazewell’s 88.7% coverage is equal

to the state’s median. Outside of Southwestern Virginia, the state’s most connected

regions are largely concentrated along the eastern border.

AREA NATIONAL RANK

Buchanan County 8

Bristol 11

Franklin City 17

Bland County 23

Bedford City 24

Manassas Park 82

Lexington 89

Winchester 118

Covington 126

Radford 130

… …

Dickenson County 423

Tazewell County 611

Russell County 1,131

Source: BroadbandNow

TOP VIRGINIA COUNTIES/INDEPENDENT CITIES FOR BROADBAND COVERAGE

Infrastructure - Technology

Broadband

Virginia’s broadband coverage is well distributed throughout the state, as 65% of TOP VIRGINIA COUNTIES/INDEPENDENT CITIES FOR BROADBAND COVERAGE

the state’s counties and independent cities have broadband coverage of 80% or

more. Cumberland Plateau is well positioned in this competitive environment: in

addition to Buchanan County’s best-in-class broadband coverage, Dickenson and Buchanan County 8

Tazewell perform above the state’s average and Tazewell’s 88.7% coverage is equal Bristol ll

to the state’s median. Outside of Southwestern Virginia, the state’s most connected Franklin City 7

regions are largely concentrated along the eastern border. bland County 33 Bedford City 24 Manassas Park 82 Lexington 89 Winchester 118

100 MBPS Covington 126

Radford 130 Dickenson County 423 Tazewell County 611

Russell County 1,131

151

152

Infrastructure - Technology Broadband – National Overview

The Cumberland Plateau’s

broadband capabilities are not

just locally exceptional, but rank

highly when compared against

the entire nation. Buchanan

County’s rank of 8 is out of

3,143 total regions. Even the

lowest ranking county in the

region, Russell County, ranks

higher than two-thirds of the

counties and county equivalents

across the U.S.

NATIONAL RANK COUNTY STATE

1 Nassau New York

2 Richmond New York

3 Sullivan Tennessee

4 Whitfield Georgia

5 Bulloch Georgia

6 Hamblen Tennessee

7 Meade Kentucky

8 Buchanan Virginia

9 Morgan Tennessee

10 McCreary Kentucky

… … …

423 Dickenson Virginia

611 Tazewell Virginia

1,131 Russell Virginia

… … …

3,141 Esmeralda Nevada

3,142 Banner Nebraska

3,143 Yakutat Alaska Source: BroadbandNow

TOTAL TOP COUNTIES FOR BROADBAND COVERAGE

Infrastructure - Technology Broadband — National Overview

The

Cumberland Plateau’s

Source: BroadbandNow

TOTAL TOP COUNTIES FOR BROADBAND COVERAGE

NATIONAL RANK

Oo ON Do BW DY

an [o)

423 611 1,131

3,141 3,142 3,143

COUNTY

Nassau Richmond Sullivan Whitfield Bulloch Hamblen Meade Buchanan Morgan McCreary

Dickenson Tazewell

Russell

Esmeralda Banner

Yakutat

STATE New York New York

Tennessee Georgia Georgia

Tennessee

Kentucky Virginia Tennessee

Kentucky

Virginia Virginia

Virginia

Nevada

Nebraska Alaska

152

153

Stakeholder Feedback Needed Infrastructure – Community Leaders Perspective

What infrastructure or

support services are

needed to strengthen the

region?

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

are serious about recruiting remote workers, we need an

Amtrack station.

• Commuter air travel would help

• Road improvements

Transportation • Broadband

• Broadband

• More Broadband

• Broadband good

• Continue broadband deployment

• Broadband

• Residential Broadband would be very helpful.

• High Speed Internet

• Trending up with internet.

Broadband

• More sites and larger acre sites

• Shell buildings

• More sites

Sites & Buildings

• Natural gas

• More natural gas

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

• Wayfinding and signage to area attractions for people coming

through the area.

• Aging community- need for elderly support services.

• Support services for small businesses.

• Existing businesses need better support.

• Industry partnerships on bulk ordering.

• Need for shuttle services to local attractions

Miscellaneous

Stakeholder Feedback

Needed Infrastructure - Community Leaders Perspective

What infrastructure or support services are needed to strengthen the region?

Broadband

e Broadband

e More Broadband

e Broadband good

e Continue broadband deployment

e Broadband

e Residential Broadband would be very helpful. e High Speed Internet

e Trending up with internet.

Sites & Buildings

e More sites and larger acre sites

e Shell buildings

e More sites

153

Transportation

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

e¢ Commuter air travel would help

e Road improvements

Miscellaneous

e Natural gas e More natural gas e Really good trade schools in each area of our region.

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

e Aging community- need for elderly support services. e Support services for small businesses.

e Existing businesses need better support.

e Industry partnerships on bulk ordering.

e Need for shuttle services to local attractions

154

Stakeholder Feedback Needed Infrastructure – Business Leaders Perspective

What infrastructure or

support services are

needed to strengthen the

region?

• Entrepreneurial services for business start up.

• Entrepreneurial support services for people who are interested.

• Start up capital to assist entrepreneurs.

• Grant writing assistance for small business.

• Small business incubator type concept.

• Entrepreneurial support.

Entrepreneurship Support

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

• Central information source through the government for business

continuation.

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

• Better centralization of business support offerings going forward to

assist locals interested in starting and keeping a business in the

area.

• Better building support.

• Construction support for new businesses and buildings.

• Money allocated towards storefront beautification.

• Money towards assistance with staying in business.

Business Support

• Additional collective marketing needs.

• Social media marketing support because when social media has

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

• More online regional promotion of area itineraries.

Marketing

• Better rail access (rail spur).

• Roads have improved but more work needed.

• Logistics hub in region.

• Better rail service.

• Better roads.

Infrastructure

• Better trade education and funding.

• Education focus - PreK to Community College.

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

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

needs more funding.

• Vocational education.

• More certified welders and laser equipment operators.

• Better soft skills training.

Education & Training

• Continuation of fiber broadband deployment.

• Better cell coverage on 460.

• More daycare options.

• Better hospital services

Miscellaneous

Stakeholder Feedback

Needed Infrastructure — Busin

What infrastructure or support services are needed to strengthen the region?

ess Leaders Perspective

Business Support

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

e Central information source through the government for business continuation.

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

e Better centralization of business support offerings going forward to assist locals interested in starting and keeping a business in the area.

e Better building support.

e Construction support for new businesses and buildings. e Money allocated towards storefront beautification.

e Money towards assistance with staying in business.

Entrepreneurship Support

e Entrepreneurial services for business start up.

e Entrepreneurial support services for people who are interested. e Start up capital to assist entrepreneurs.

e Grant writing assistance for small business.

e Small business incubator type concept.

e Entrepreneurial support.

Marketing 00

e Additional collective marketing needs.

e Social media marketing support because when social media has been used, people have arrived directly citing it for visiting.

e More online regional promotion of area itineraries.

154

Education & Training

e Better trade education and funding.

e Education focus - PreK to Community College. e Make UVA Wise more of a high-tech school.

e Vocational education. e More certified welders and laser equipment operators. e Better soft skills training.

Infrastructure

e Better rail access (rail spur).

e Roads have improved but more work needed. e Logistics hub in region.

e Better rail service.

e Better roads.

Miscellaneous

¢ Continuation of fiber broadband deployment. e Better cell coverage on 460. e More daycare options.

e Better hospital services

155

Recommendations and Resources to

Support Existing Businesses

IEDC & RestoreYourEconomy.org Review

IEDC & RestoreYourEconomy.org
Review

Recommendations and Resources to

Support Existing Businesses

156

Resource Source RestoreYourEconomy.org

Yes 53%

Regarding resiliency, the main economic

development resource is

RestoreYourEconomy.org. This section

uses the International Economic

Development Council’s work on disaster

recovery and their joint website with the

U.S. Economic Development

Administration - RestoreYourEconomy.org

as a basis for recommendations.

Resource Source RestoreYourEconomy.org

Regarding resiliency, the main economic RESTORE YOUR ECONOMY ABOUT PREPAREDNESS & RECOVERY RESOURCES COVID-19 VOLUNTEER CONTACT development resource is

RestoreYourEconomy.org. This section RESTORE YOUR

uses the International Economic es

Development Council’s work on disaster ECO N 0 MY=

recovery and their joint website with the ee ta / ae

U.S. Economic Development ECON y COVI D-1 9

Administration - RestoreYourEconomy.org

. . RESOURCES FOR ECONOMIC DEVELOPMENT as a basis for recommendations. 4 eau

COVID-19 Webinars

RestoreYourEconomy is your resource for up-to-date information related to COVID-19 and its economic impacts. It

D is managed by the International Economic Development Council (IEDC) with generous support from the U.S. —~— EDRP Briefs Economic Development Administration and IEDC’s Economic Development Research Partners program.

If you have a resource or example of an effective strategy in your community that would be helpful to other EDOs in Addressing Inequality responding to COVID-19, let us know using the Contact Form to share your story.

Reopening Your Economy Reopening by Industry State, and Municipal Reopening

Research and Resources SEPTEMBER 15, 2020

LAYING THE GROUNDWORK FOR TOURISM RECOVERY IN URBAN CENTERS

156

157

Business Retention and Expansion (BRE) Recommendations

Yes 53%

Encourage businesses to develop business continuity plans by providing workshops to small and midsized

firms (see following page).

Encourage businesses to develop business preparedness plans by providing workshops to small and

midsized firms (see following page).

Support each county in developing its own economic planning and recovery team using engaged business

leaders (see guidance on building a team).

Establish a business recovery fund so there is an immediate and locally-controlled source of financial

support for existing businesses.

Establish plans with local utilities and emergency management authorities to facilitate the prioritization of

utilities to key business parks and industries.

Include local economic developers on the county emergency management teams.
Encourage local economic developers to develop their own preparedness and continuity plans to create a

capacity to support businesses in an economic crisis.

Business Retention and Expansion (BRE) Recommendations

Encourage businesses to develop business continuity plans by providing workshops to small and midsized firms (see following page).
Encourage businesses to develop business preparedness plans by providing workshops to small and midsized firms (see following page).
Support each county in developing its own economic planning and recovery team using engaged business leaders (see guidance on building a team).
Establish a business recovery fund so there is an immediate and locally-controlled source of financial support for existing businesses.
Establish plans with local utilities and emergency management authorities to facilitate the prioritization of utilities to key business parks and industries.
Include local economic developers on the county emergency management teams.
Encourage local economic developers to develop their own preparedness and continuity plans to create a capacity to support businesses in an economic crisis.

157

158

Resource Tools Business Continuity and Business

Preparedness Tools

Yes 53%

The Insurance Institute for Business & Home Safety (IBHS)

Provides two free useful tools for small businesses, one focused on business continuity, the other on business preparedness. Having both an emergency preparedness and response plan as well as a business continuity plan in place saves time and focuses energy during emergency situations. By taking this action, business owners will help make their communities more resilient, while also protecting their employees and their business’ bottom line. Open For Business-EZ (OFB-EZ) is a streamlined kit for small businesses that may not have the time or resources to create an extensive disaster recovery plan. In addition, there is a free OFB-EZ mobile app to complete the same tasks as the toolkit.

Business Continuity and Preparedness Training for Small Businesses

Small- and medium-sized businesses have strong roots in the local economy and are often more vulnerable to disasters than large businesses. Consider the following statistics from IBHS and SBA: one in four small businesses are expected to experience a disruptive disaster in the near future – regardless of their location in the country. Approximately 60 percent of those small businesses do not have even a basic emergency response plan. Of those businesses without a plan, 43 percent won’t reopen their doors and 75 percent will fail within three years of a major incident. EDO’s should consider hosting workshops and/or webinars to increase awareness of available resources.

https://disastersafety.org/busines

s-protection/ofb-ez/

Resource Tools

Business Continuity and Business

Preparedness Tools

https://disastersafety.org/busines s-protection/ofb-ez/

The Insurance Institute for Business & Home Safety (IBHS)

Provides two free useful tools for small businesses, one focused on business continuity, the other on business preparedness. Having both an emergency preparedness and response plan as well as a business continuity plan in place saves time and focuses energy during emergency situations. By aking this action, business owners will help make their communities more resilient, while also protecting their employees and their business’ bottom line. Open For Business-EZ (OFB-EZ) is a streamlined kit for small businesses that may not have the time or resources to create an extensive disaster recovery plan. In addition, there is a free OFB-EZ mobile app to complete the same tasks as he toolkit.

Business Continuity and Preparedness Training for Small Businesses

Small- and medium-sized businesses have strong roots in the local economy and are often more vulnerable to disasters than large businesses. Consider the following statistics from IBHS and SBA: one in four small businesses are expected to experience a disruptive disaster in the near future — regardless of their location in the country. Approximately 60 percent of those small businesses do not have even a basic emergency response plan. Of those businesses without a plan, 43 percent won’t reopen their doors and 75 percent will fail within three years of a major incident. EDO’s should consider hosting workshops and/or webinars to increase awareness of available resources.

158

159

Resource Team Build an Economic

Response/Recovery Team

Yes 53%

Involving the business community in the disaster preparation process at an early stage will help to ensure their

specific needs are addressed in emergency plans and increase their resilience to the disaster’s impact. Business

owners and executives don’t naturally see their role in a community’s disaster preparedness effort, so the EDO plays

an important role in conveying these understandings. While local government has the legal responsibility to address

disaster risks and make emergency management plans, businesses and the business community will recover much

more effectively from a disaster if they have taken preparedness steps tailored to business needs.

An EDO should particularly engage those businesses that may have important resources for response and recovery.

It is recommended that an economic recovery team be formed ahead of a disaster to specifically address the post-

disaster economic recovery issues that a community may face. This economic recovery team would also play a role

in working with emergency management personnel to influence a tiered system of reentry for critical businesses that

need early access back in the community following a disaster.

The economic recovery team’s first initiative should be reviewing the community’s existing emergency management

and mitigation plans with a focus on the plans’ impact on the business community and the local economy. Most

emergency management plans are primarily concerned with health and public safety issues and may overlook the

economic recovery aspect. These plans discuss business reentry, access to property, and other issues that impact

local businesses’ ability to respond and recover.

Resource Team Build an Economic Response/Recovery Team

Involving the business community in the disaster preparation process at an early stage will help to ensure their specific needs are addressed in emergency plans and increase their resilience to the disaster’s impact. Business owners and executives don’t naturally see their role in a community’s disaster preparedness effort, so the EDO plays an important role in conveying these understandings. While local government has the legal responsibility to address disaster risks and make emergency management plans, businesses and the business community will recover much more effectively from a disaster if they have taken preparedness steps tailored to business needs.

An EDO should particularly engage those businesses that may have important resources for response and recovery. It is recommended that an economic recovery team be formed ahead of a disaster to specifically address the post- disaster economic recovery issues that a community may face. This economic recovery team would also play a role in working with emergency management personnel to influence a tiered system of reentry for critical businesses that need early access back in the community following a disaster.

The economic recovery team’s first initiative should be reviewing the community’s existing emergency management and mitigation plans with a focus on the plans’ impact on the business community and the local economy. Most emergency management plans are primarily concerned with health and public safety issues and may overlook the economic recovery aspect. These plans discuss business reentry, access to property, and other issues that impact local businesses’ ability to respond and recover.

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Tourism Resiliency Strategy

August 2021

Cumberland Plateau PDC

Tourism Resiliency Strategy

August 2021

HICKEYGLOBAL

ECONOMIC DEVELOPMENT CONSULTING

161

Key Recommendations

Because the area’s tourism industry is still developing, tourist needs should be aligned with

resident needs. Any development for tourism will need to also be supported by local residents and

should benefit both groups equally.

A focus on outdoor recreation tourism benefits the region by appealing to remote workers and

resident quality of life. Outdoor recreation benefits residents as much as tourists especially in a

pandemic environment.

Key, activity-based opportunity zones need to be identified for different facets of outdoor recreation

tourism to assure visitor services align with visitor activity to reduce leakage and create a tourism

ecosystem.

A pandemic response board should be established for tourism from subject matter experts and

industry representatives to ensure a consistent regional approach and smooth information flow.

Major tourism asset development should be leveraged to bring areas up to a standard of readiness

and maintain that standard to ensure areas seeking to increase their tourism market are putting

forward a welcoming environment with sufficient visitor services.

Key Recommendations

Because the area’s tourism industry is still developing, tourist needs should be aligned with resident needs. Any development for tourism will need to also be supported by local residents and should benefit both groups equally.
A focus on outdoor recreation tourism benefits the region by appealing to remote workers and resident quality of life. Outdoor recreation benefits residents as much as tourists especially in a pandemic environment.
Key, activity-based opportunity zones need to be identified for different facets of outdoor recreation tourism to assure visitor services align with visitor activity to reduce leakage and create a tourism ecosystem.
A pandemic response board should be established for tourism from subject matter experts and industry representatives to ensure a consistent regional approach and smooth information flow.
Major tourism asset development should be leveraged to bring areas up to a standard of readiness and maintain that standard to ensure areas seeking to increase their tourism market are putting forward a welcoming environment with sufficient visitor services.

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1.0 Improving Quality of Existing

Outdoor Recreation Jobs

1.0 Improving Quality of Existing ——~ She,

Outdoor Recreation Jobs

HICKEYGLOBAL

ECONOMIC DEVELOPMENT CONSULTING

163

1.1 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality

Quality of Outdoor Recreation jobs is lower compared with

most tourism jobs due to seasonality of the region with most

outdoor recreation opportunities available only during summer

and shoulder seasons of Spring and Fall making full time work

rare. There does not appear to be any current opportunities to

engage in winter outdoor recreation given the landscape and

natural resources of the area. This could be an area for future

study or planning to increase winter season activity offerings.

Current year-round offerings are ATV/UTV trails, but the

associated accommodations with these trails are largely

camping based which impacts seasonality.

ORSA reports 3.1% value added growth in outdoor recreation

for Virginia pre-pandemic, a .5% decrease in employment

growth, and a 2.8% compensation growth which was below

the national average of 3.9%. This does not relate to Virginia’s

lack of outdoor recreation opportunities as the latest VTC 2021

Marketing Plan indicates that Virginia is best known for history,

outdoor recreation, scenic drives, and beaches. The outdoor

recreation job market in the state is simply not keeping pace

with compensation growth or added jobs compared with other

outdoor recreation areas.

Bureau of Economic Analysis. (2019). Outdoor Recreation Satellite Account, Virginia.

VTC. (2021). 2021 Marketing Plan.

Quality of Outdoor Recreation jobs is lower compared with most tourism jobs due to seasonality of the region with most outdoor recreation opportunities available only during summer and shoulder seasons of Spring and Fall making full time work rare. There does not appear to be any current opportunities to engage in winter outdoor recreation given the landscape and natural resources of the area. This could be an area for future study or planning to increase winter season activity offerings. Current year-round offerings are ATV/UTV trails, but the associated accommodations with these trails are largely camping based which impacts seasonality.

1.1 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality

ORSA reports 3.1% value added growth in outdoor recreation for Virginia pre-pandemic, a .5% decrease in employment growth, and a 2.8% compensation growth which was below the national average of 3.9%. This does not relate to Virginia’s lack of outdoor recreation opportunities as the latest VTC 2021 Marketing Plan indicates that Virginia is best known for history, outdoor recreation, scenic drives, and beaches. The outdoor recreation job market in the state is simply not keeping pace with compensation growth or added jobs compared with other outdoor recreation areas.

Bureau of Economic Analysis. (2019). Outdoor Recreation Satellite Account, Virginia. VTC. (2021). 2021 Marketing Plan

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1.2 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality

However, outdoor recreation related or supporting fields cause excellent economic multipliers when tourists are spending money

in areas with outdoor recreation opportunities. This table from the Outdoor Industry Association indicates annual spend for

different Outdoor Recreation Activities along with their total economic impact:

Source: Outdoor Industry Association. (2017). The Outdoor Recreation Economy. p. 18

AMERICANS PARTICIPATING IN OUTDOOR RECREATION ANNUALLY SPEND

Gear, Accessories & Vehicles

Trip Related TOTAL

Camping $31,271,155,486 $135,591,624,999 $166,862,780,485

Fishing $11,867,666,850 $23,908,160,290 $35,775,827,140

Hunting $16,059,527,274 $11,318,772,808 $27,378,300,882

Motorcycle Riding $16,726,560,701 $47,428,610,964 $64,155,171,665

Off Roading $15,520,574,134 $35,996,107,969 $51,516,682,103

Snow Sports $12,530,315,740 $60,190,242,316 $72,720,558,056

Trail Sports $25,342,546,672 $176,144,141,213 $201,486,687,885

Water Sports $29,059,965,205 $110,911,844,967 $139,971,810,172

Wheel Sports $13,857,894,195 $82,864,146,456 $96,722,040,651

Wildlife Watching $12,272,757,581 $17,947,854,866 $30,220,612,447

TOTAL $184,508,963,838 $702,301,506,848 $886,810,470,686

ANNUAL OUTDOOR RECREATION SPENDING DIRECTLY GENERATES

Retail Spending Jobs Salaries &

Wages Federal Taxes

State & Local Taxes

Camping $166,862,780,485 1,442,578 $50,684,882,121 $12,354,788,124 $11,183,227,292

Fishing $35,775,827,140 287,554 $10,395,326,785 $2,540,632,232 $2,360,293,823

Hunting $27,378,300,082 194,973 $7,415,989,907 $1,807,179,525 $1,689,967,918

Motorcycle Riding $64,155,171,665 480,182 $18,370,693,658 $4,549,055,289 $4,013,340,008

Off Roading $51,516,682,103 386,439 $15,498,769,234 $3,789,720,978 $3,338,430,860

Snow Sports $72,720,558,056 694,918 $24,188,497,260 $5,813,068,034 $5,296,608,281

Trail Sports $201,486,687,885 1,762,665 $607,191,555,234 $14,832,760,478 $13,505,790,914

Water Sports $139,970,810,172 1,234,876 $43,893,049,709 $10,618,742,884 $9,601,521,150

Wheel Sports $96,722,040,651 847,559 $28,543,151,818 $7,000,352,726 $6,270,032,370

Wildlife Watching $30,220,612,447 235,825 $8,206,004,990 $2,006,001,464 $1,953,449,823

TOTAL $886,810,470,686 75,675,690 $267,915,429,616 $65,312,301,734 $59,212,662,439

|.2 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality

However, outdoor recreation related or supporting fields cause excellent economic multipliers when tourists are spending money in areas with outdoor recreation opportunities. This table from the Outdoor Industry Association indicates annual spend for different Outdoor Recreation Activities along with their total economic impact:

AMERICANS PARTICIPATING IN OUTDOOR RECREATION ANNUALLY SPEND ANNUAL OUTDOOR RECREATION SPENDING DIRECTLY GENERATES Gear, vonaee® & Trip Related TOTAL Retail Spending Jobs Salaries & Federal Taxes State & Local ehicles Wages Taxes

Camping $31,271,155,486 $135,591,624,999 $166,862,780,485 Camping $166,862,780,485 1,442,578 $50,684,882,121 | $12,354,788,124 | $11,183,227,292 Fishing $11,867,666,850 $23,908,160,290 $35,775,827,140 Fishing $35,775,827,140 287,554 $10,395,326,785 | $2,540,632,232 | $2,360,293,823 Hunting $16,059,527,274 $11,318,772,808 $27,378,300,882 Hunting $27,378,300,082 194,973 $7,415,989,907 | $1,807,179,525 | $1,689,967,918 Motorcycle Riding $16,726,560,701 $47,428,610,964 $64,155,171,665 Motorcycle Riding $64,155,171,665 480,182 $18,370,693,658 | $4,549,055,289 | $4,013,340,008 Off Roading $15,520,574,134 $35,996, 107,969 $51,516,682,103 Off Roading $51,516,682,103 386,439 $15,498,769,234 | $3,789,720,978 | $3,338,430,860 Snow Sports $12,530,315,740 $60,190,242,316 $72,720,558,056 Snow Sports $72,720,558,056 694,918 $24,188,497,260 | $5,813,068,034 | $5,296,608,281 Trail Sports $25,342,546,672 $176,144,141,213 $201,486,687,885 Trail Sports $201,486,687,885 1,762,665 $607,191,555,234 | $14,832,760,478 | $13,505,790,914 Water Sports $29,059,965,205 $110,911,844,967 $139,971,810,172 Water Sports $139,970,810,172 1,234,876 $43,893,049,709 | $10,618,742,884 | $9,601,521,150 Wheel Sports $13,857,894,195 $82,864,146,456 $96,722,040,651 Wheel Sports $96,722,040,651 847,559 $28,543,151,818 | $7,000,352,726 | $6,270,032,370 Wildlife Watching $12,272,757,581 $17,947,854,866 $30,220,612,447 Wildlife Watching $30,220,612,447 235,825 $8,206,004,990 | $2,006,001,464 | $1,953,449,823

$184,508,963,838 $702,301,506,848 $886,810,470,686 $886,810,470,686 75,675,690 $267,915,429,616 $65,312,301,734 $59,212,662,439

Source: Outdoor Industry Association. (2017). The Outdoor Recreation Economy. p. 18

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165

1.3 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality

The Cumberland Plateau is best situated to

invest and specialize in the following

segments:

Camping
Trail Sports
Water Sports
Wheel Sports (Cycling)
Motorcycle Riding
Off-Roading

The primary focus should be on providing opportunities

to spend money while participating in these sports and

building high-specialty jobs around these sports to

ensure their continuation. Capturing more of the

tourism dollar to minimize leakage by assuring

appropriate visitor services are available through

locally owned, small businesses at major tourist

attractions.

1.3 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality

The Cumberland Plateau is best situated to The primary focus should be on providing opportunities invest and specialize in the following to spend money while participating in these sports and segments: building high-specialty jobs around these sports to . ensure their continuation. Capturing more of the

Camping } _ ; tourism dollar to minimize leakage by assuring
Trail Sports appropriate visitor services are available through
Water Sports locally owned, small businesses at major tourist attractions.
Wheel Sports (Cycling)
Motorcycle Riding
Off-Roading

165

166

1.4 Existing Outdoor Recreation Job Opportunities Outdoor Recreation Job Quality

In a pandemic environment, outdoor recreation saw the

lowest downturn impact among recreation-based segments

making it a better tourism employment opportunity than most

tourism jobs given this context.

In the pandemic environment, VTC found that 70% of

travelers wanted to be outdoors and experience nature on

their next trip. 83% are selecting a destination based on rest

and relaxation activities which was rated as most important

destination attribute in selecting where to go.

The market demand is sufficient to bolster outdoor

recreation job quantity, but the quality of the jobs available in

this category will be dependent on year-round related

opportunities and quality assurance roles which can provide

outdoor recreation experiences without actual outdoor sport

participation. Cluster study analysis reveals agriculture and

mining as two high potential industries within the area that

could be tied into tourism initiatives in order to improve

tourism resiliency. Outdoor recreation jobs could increase in

quality by developing some opportunities around mining

tourism and agritourism enterprises.

|.4 Existing Outdoor Recreation Job Opportunities

Outdoor Recreation Job Quality

n a pandemic environment, outdoor recreation saw the owest downturn impact among recreation-based segments

making it a better tourism employment opportunity than most ourism jobs given this context.

n the pandemic environment, VTC found that 70% of ravelers wanted to be outdoors and experience nature on heir next trip. 83% are selecting a destination based on rest and relaxation activities which was rated as most important destination attribute in selecting where to go.

166

The market demand is sufficient to bolster outdoor recreation job quantity, but the quality of the jobs available in this category will be dependent on year-round related opportunities and quality assurance roles which can provide outdoor recreation experiences without actual outdoor sport participation. Cluster study analysis reveals agriculture and mining as two high potential industries within the area that could be tied into tourism initiatives in order to improve tourism resiliency. Outdoor recreation jobs could increase in quality by developing some opportunities around mining tourism and agritourism enterprises.

167

1.5 Tourism - Cluster Overview Restaurants, RV Parks, Hotels, and

Recreational Centers

CASE TO WIN

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

and forests.

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

1,800 employees.

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

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

the Clinch River State Park.

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

POTENTIAL STRATEGIES

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

resiliency among tourism enterprises and strong natural assets.

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

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

demands.

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

such as agriculture and mining.

CLUSTER INFORMATION

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

Source: U.S. Bureau of Economic Analysis

Billions of

current dollars

Direct

Indirect

Total

1.5 Tourism - Cluster Overview Restaurants, RV Parks, Hotels, and

Recreational Centers Build infrastructure to support interest created by national trends

in natural resources and eco-tourism.

CASE TO WIN

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

» Restaurants make up the largest portion of the region’s Tourism-related workforce with over 1,800 employees.

Despite few employees in traditional hotels, Cumberland Plateau has a high location quotient for RV Parks and Campgrounds, a growing industry that will benefit from the development of the Clinch River State Park.

POTENTIAL STRATEGIES

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

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

Source: U.S. Bureau of Economic Analysis

CLUSTER INFORMATION

$1,500

$1,000 : | | | |

$0 2016 2017 2018 2019

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168

1.6 Cumberland Plateau Cluster Study

Traded Industry

Local Industry

Blended Industry

Note: Dot Size represents Total Employment within

Occupation Group

100 Employees

LOCATION QUOTIENT

• Currently, tourism infrastructure

industries such as hotels and

full-service restaurants do not

have a high employment

concentration in Cumberland

Plateau.

• Limited-Service Restaurants is

the largest industry by

employment within the Tourism

sector with a location quotient of

1.5.

• Although the RV Parks and

Campgrounds industry does not

require large scale employment

for operations, the region is

relatively advantaged with both a

high growth rate and location

quotient.

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

P R

O J E

C T

E D

C .A

.G .R

. 2 0 2 0

2 0

2 5

LOCATION QUOTIENT

1 = U.S. AVERAGE

1.6 Cumberland Plateau Cluster Study

15% LOCATION QUOTIENT

Currently, tourism infrastructure 11% industries such as hotels and full-service restaurants do not have a high employment concentration in Cumberland

8% Plateau. a + Limited-Service Restaurants is s 4% the largest industry by g employment within the Tourism » sector with a location quotient of 9 0% @°e 6 ° © © i + Although the RV Parks and 5 © e Campgrounds industry does not uw 4% Traded Industry require large scale employment 9 for operations, the region is a { ) relatively advantaged with both a ; Local Industry high growth rate and location -8% quotient.

Blended Industry

9 11% e 100 Employees ° ¢ Note: Dot Size represents 5 Total Employment within -15% Occupation Group

0 1 2 3 4 5

LOCATION QUOTIENT 1 = U.S. AVERAGE

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

168

NAICS CODES IN CLUSTER

169

1.7 Tourism Cluster Contributions to National Annual Growth in Real Tourism

487210 Scenic and Sightseeing Transportation, Water

561510 Travel Agencies

561591 Convention and Visitors’ Bureaus

713910 Golf Courses and Country Clubs

713930 Marinas

713940 Fitness and Recreational Sports Centers

721110 Hotels and Motels, Except Casino Hotels

721211 RV Parks and Campgrounds

722310 Food Service Contractors

722320 Caterers

722511 Full-service Restaurants

722513 Limited-service Restaurants

722514 Cafeterias, Grill Buffets, & Buffets

722515 Snack & Nonalcoholic Beverage Bars

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

Source: Bureau of Economic Analysis

Traveler Accommodations

Food & Beverage Services

Transportation

Recreation, Entertainment, &

shopping

ANNUAL OVERALL TOURISM GROWTH

|.7 Tourism Cluster

Contributions to National Annual Growth in Real Tourism

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

3.0% @ 2.5% ® @) _ Transportation @ shopping 2.0% 1.5% 1.0% 0.5% nul 0.0% -0.5% 2016 2017 2018 2019

ANNUAL OVERALL TOURISM GROWTH

a ee

" 2.7% 2.0% 1.5%

Source: Bureau of Economic Analysis,

Traveler Accommodations

Food & Beverage Services

Recreation, Entertainment, &

169

NAICS CODES IN CLUSTER

487210 Scenic and Sightseeing Transportation, Water 561510 Travel Agencies

561591 Convention and Visitors’ Bureaus 713910 Golf Courses and Country Clubs

713930 Marinas

713940 Fitness and Recreational Sports Centers 721110 Hotels and Motels, Except Casino Hotels 721211 RV Parks and Campgrounds

722310 Food Service Contractors

722320 Caterers

722511 Full-service Restaurants

722513 Limited-service Restaurants

722514 Cafeterias, Grill Buffets, & Buffets 722515 Snack & Nonalcoholic Beverage Bars

170

1.8 Existing Outdoor Recreation Job Opportunities Recommendations:

Priority should be given to adding jobs which ensure the continuation of outdoor recreation

opportunities in the future and provide best year-round possibilities:

Water quality management to ensure rivers stay recreation ready and to ensure fish health for

continued fishing access

Accommodations which are activity inclusive and can offer off-season nature retreats, digital detox

retreats, or nature-based relaxation which does not directly require trail access.

Working with existing RV Resorts and Campgrounds to introduce similar programming for the off-

season period to drive need for long term employment

Courting group travel which may be more open to coming during the off season to make use of

outdoor recreation areas but may not need actual trail access like schools or nursing homes.

Forestry planning which allows for recreation access where possible, perhaps in a guided capacity

to ensure safety

Working with restaurants to align open hours and menu offerings with tourist preferences for at

least the highest visitation portion of the year.

1.8 Existing Outdoor Recreation Job Opportunities Recommendations:

Priority should be given to adding jobs which ensure the continuation of outdoor recreation opportunities in the future and provide best year-round possibilities:

Water quality management to ensure rivers stay recreation ready and to ensure fish health for continued fishing access

. Accommodations which are activity inclusive and can offer off-season nature retreats, digital detox

retreats, or nature-based relaxation which does not directly require trail access.

. Working with existing RV Resorts and Campgrounds to introduce similar programming for the off-

season period to drive need for long term employment

. Courting group travel which may be more open to coming during the off season to make use of

outdoor recreation areas but may not need actual trail access like schools or nursing homes.

. Forestry planning which allows for recreation access where possible, perhaps in a guided capacity

to ensure safety

. Working with restaurants to align open hours and menu offerings with tourist preferences for at

least the highest visitation portion of the year.

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171

1.9 Existing Outdoor Recreation Job Opportunities Job Quality Brought by Outdoor Recreation to the Cumberland Plateau

Of new outdoor participants during the pandemic, most stayed closer to home and 62% engaged in

outdoor recreation for exercise and health (OIA, 2021). 53% of participants in outdoor recreation during

the pandemic reported a greater sense of mental health and wellbeing (UVM, 2020).

Outdoor industry job quality for year-round employment will be tied to local participation in outdoor

recreation providing a draw for remote workers and assisting in worker retention in the area. Local

support and participation in outdoor recreation initiatives provides greater resiliency in times of

economic downturn.

Outdoor recreation should be considered a quality of life investment for residents and not merely a

tourist draw. Most tourist facing businesses in the area report a substantial amount of business coming

from the local population.

Grima, N., Corcoran, W., Hill-James, C., Langton, B., Sommer, H., and Fisher, B. (2020). The importance of urban natural areas and urban ecosystem services during the

COVID-19 pandemic. PLOS One. https://doi.org/10.1371/journal.pone.0243344

Outdoor Industry Association. (2021). The New Outdoor Participant: COVID and Beyond.

https://doi.org/10.1371/journal.pone.0243344 1.9 Existing Outdoor Recreation Job Opportunities Job Quality Brought by Outdoor Recreation to the Cumberland Plateau

Of new outdoor participants during the pandemic, most stayed closer to home and 62% engaged in outdoor recreation for exercise and health (OIA, 2021). 53% of participants in outdoor recreation during the pandemic reported a greater sense of mental health and wellbeing (UVM, 2020).

Outdoor industry job quality for year-round employment will be tied to local participation in outdoor recreation providing a draw for remote workers and assisting in worker retention in the area. Local support and participation in outdoor recreation initiatives provides greater resiliency in times of economic downturn.

Outdoor recreation should be considered a quality of life investment for residents and not merely a tourist draw. Most tourist facing businesses in the area report a substantial amount of business coming from the local population.

Grima, N., Corcoran, W., Hill-James, C., Langton, B., Sommer, H., and Fisher, B. (2020). The importance of urban natural areas and urban ecosystem services during the COVID-19 pandemic. PLOS One. https://doi.org/10.137 1/journal,pone,0243344 Outdoor Industry Association. (2021). The New Outdoor Participant: COVID and Beyond.

171

172

1.10 Stakeholder Feedback Non-local Tourism

How much of your business comes from

tourists outside the region as opposed to

local sources? (Tourism Only)

|.10 Stakeholder Feedback

Non-local Tourism

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

25-50% 10-25% 25% 25%

75-95% 25%

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1.11 Existing Outdoor Recreation Job Opportunities Job Quality Brought by Outdoor Recreation to the Cumberland Plateau

Live Better, Work Better

Address “brain drain” and bolster remote work attractiveness of the destination by centering outdoor

recreation opportunities. Access to outdoor recreation aids in mental strain during the pandemic and

has now been shown to be an attractive element in trip planning into the future.

All jobs in the region increase in quality in a pandemic or economic downturn environment where travel

becomes restricted financially or physically. The value people see in the outdoors has grown, and this

should be part of the pitch when considering remote worker recruitment.

There are numerous campaigns currently running to recruit remote workers offering a variety of

incentives. Thus far, there is no hard data on how successful those campaigns have been. However,

there is support for the importance placed on access to nature close to home and that becoming a

priority for people in remote work environments.

Overwhelmingly, stakeholders agreed that a remote worker recruitment campaign would aid the region.

This should be a top priority not only for population maintenance and growth, but also for continued

local support of outdoor recreation jobs in the area.

1.11 Existing Outdoor Recreation Job Opportunities Job Quality Brought by Outdoor Recreation to the Cumberland Plateau

Live Better, Work Better

Address “brain drain” and bolster remote work attractiveness of the destination by centering outdoor recreation opportunities. Access to outdoor recreation aids in mental strain during the pandemic and has now been shown to be an attractive element in trip planning into the future.

All jobs in the region increase in quality in a pandemic or economic downturn environment where travel becomes restricted financially or physically. The value people see in the outdoors has grown, and this should be part of the pitch when considering remote worker recruitment.

There are numerous campaigns currently running to recruit remote workers offering a variety of incentives. Thus far, there is no hard data on how successful those campaigns have been. However, there is support for the importance placed on access to nature close to home and that becoming a priority for people in remote work environments.

Overwhelmingly, stakeholders agreed that a remote worker recruitment campaign would aid the region. This should be a top priority not only for population maintenance and growth, but also for continued local support of outdoor recreation jobs in the area.

173

2.0 New Outdoor Recreation

Jobs, Small Businesses, and

Gap-Filling Entrepreneurship

2.0 New Outdoor Recreation Jobs, Small Businesses, and Gap-Filling Entrepreneurship

ECONOMIC DEVELOPMENT CONSULTING

175

2.1.1 New Outdoor Recreation Job and Small Business Opportunities

Identify new outdoor recreation job and small business opportunities not currently utilized in the four counties,

with a particular emphasis on gap-filling entrepreneurship ventures that support primary tourism drivers (Breaks Interstate Park, Clinch River State Park, Back of the Dragon, Spearhead Trails, SWVA Outdoors, etc.).

Pre-pandemic the highest spending rates in outdoor recreation were: 1. Trail sports, 2. Camping, 3.

Water sports with a combined spend of $508bil annually in the US

Top 5 outdoor activities with new participants during the pandemic were: 1. Walking, 2.

Running/Jogging, 3. Cycling, 4. Birdwatching, 5. Fishing (OIA, 2021, The New Outdoor Participant)

New business opportunities could focus around increasing trail access and water access. Ease of

access is key which relates to not only physical access but ease of total trip planning and ability to

satisfy tourist needs while on vacation.

This aligns with key market cluster study analysis of high impact opportunities in RV Parks and

campgrounds, Restaurants, and Water-based Scenic and sightseeing transportation

2.1.1 New Outdoor Recreation Job and Small Business Opportunities

Identify new outdoor recreation job and small business opportunities not currently utilized in the four counties, with a particular emphasis on gap-filling entrepreneurship ventures that support primary tourism drivers (Breaks Interstate Park, Clinch River State Park, Back of the Dragon, Spearhead Trails, SWVA Outdoors, etc.).

Pre-pandemic the highest spending rates in outdoor recreation were: 1. Trail sports, 2. Camping, 3. Water sports with a combined spend of $508bil annually in the US

Top 5 outdoor activities with new participants during the pandemic were: 1. Walking, 2. Running/Jogging, 3. Cycling, 4. Birdwatching, 5. Fishing (O/A, 2021, The New Outdoor Participant)

New business opportunities could focus around increasing trail access and water access. Ease of access is key which relates to not only physical access but ease of total trip planning and ability to satisfy tourist needs while on vacation.

This aligns with key market cluster study analysis of high impact opportunities in RV Parks and campgrounds, Restaurants, and Water-based Scenic and sightseeing transportation

175,

176

2.1.2 New Outdoor Recreation Job and Small Business Opportunities New Business Needs

Cluster development around identified access points for outdoor recreation with visitor services like

restaurants, accommodations, and guides and outfitters

Replicating high-success models from the region such as Southern Gap with Spearhead Trails access

and Back of the Dragon development where multiple tourists needs are met in the same area. The

success of these locations is largely due to the proximity of visitor services to area attractions.

Visitor services in the region are currently clustered around major roadways. This is a good model for

business travel, but can make planning difficult when considering outdoor recreation leisure travel.

2.1.2 New Outdoor Recreation Job and Small Business Opportunities New Business Needs

Cluster development around identified access points for outdoor recreation with visitor services like restaurants, accommodations, and guides and outfitters

Replicating high-success models from the region such as Southern Gap with Spearhead Trails access and Back of the Dragon development where multiple tourists needs are met in the same area. The success of these locations is largely due to the proximity of visitor services to area attractions.

Visitor services in the region are currently clustered around major roadways. This is a good model for business travel, but can make planning difficult when considering outdoor recreation leisure travel.

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177

2.2.1 Select Tourism Assets Cumberland Plateau

Source: U.S. Census, Bureau of Transportation Statistics, OpenStreetMap, Hickey Global Consulting Services, Regional County Tourism Departments

Accommodation

Campgrounds

Historical Site

Museum

Other

Park

Trail

2.2.\ Select Tourism Assets Cumberland Plateau

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Emory. lickelsville

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Source: U.S. Census, Bureau of Transportation Statistics, OpenStreetMap, Hickey Global Consulting Services, Regional County Tourism Departments

177

rn 6 Gea “Bisnd Cour

Burkes Garden

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Accommodation Campgrounds Historical Site Museum

Other

Park

Trail

178

MAP ID NUMBER Tourist Site ACCOMMODATION

1 Comfort Inn

2 Comfort Inn & Suites

3 Cuz’s Cabins & Restaurant

4 Elk Garden Methodist Bike Hostel

5 Fincastle Motor Inn

6 Holiday Inn Express & Suites Lebanon, an IHG Hotel

7 Holiday Inn Express Richlands/Claypool Hill

8 Real McCoy Cabins, Country Store and Kitchen

9 Sleep Inn & Suites

10 Super 8 by Wyndham Lebanon

11 Super 8 Richlands/Claypool Hill

12 Western Front Hotel

CAMPGROUNDS

13 Riverbend Campground

14 Southern Gap Outdoor Adventure

15 Thunder River Campground

16 Trailhead ATV Resort

HISTORICAL SITES

17 Coal Miners’ Memorial

18 Ellenbrook Mansion

19 Old Russell County Court House (Robert Dickenson Home)

20 Walter McDonald Sanders House

MUSEUMS

21 Dante Coal Miners & Railroad Museum

22 Historic Crab Orchard Museum

23 Honaker Heritage Museum

24 Pocahontas Exhibition Coal Mine & Museum

25 Ralph Stanley Museum

MAP ID NUMBER Tourist Site OTHER TOURIST SITES

26 Citizens for the Arts

27 Clinch River Farms

28 Foxtail Orchards, Inc

29 Plumb Creek Winery

30 Sandy Head Ostrich Farm

PARKS

31 Big Cedar Creek

32 Birch Knob Observation Tower

33 Breaks Interstate Park

34 Burkes Garden

35 Cavitt’s Creek Park

36 Cedar Bluff

37 Clinch River State Park

38 Hidden Valley Climbing

39 Hidden Valley Wildlife Management Area

40 John W Flannagan Dam

41 Keen Mountain Park

42 Laurel Bed Lake

43 Lincolnshire Park

44 Pinnacle Natural Area Preserve

45 Poplar Gap Park

46 Tank Hollow Falls

47 The Channels Natural Area Preserve

48 Verner Blankenship Community Park

TRAILS

49 Brumley Mountain Trail

50 Coal Canyon Trailhead

51 Great Channels Trailhead

52 Pocahontas OHV Trailhead

53 Ridgeview Trailhead

54 Sugar Hill Trail System

55 The Original Pocahontas Trailhead

2.2.2 Select Tourism Assets Cumberland Plateau

2.2.2 Select Tourism Assets

Cumberland Plateau

MAP ID NUMBER ACCOMMODATION

ODN DOR WY

Pe ro

12 CAMPGROUNDS

MUSEUMS 21 22 23 24 25

Tourist Site

Riverbend Campground Southern Gap Outdoor Adventure Thunder River Campground Trailhead ATV Resort

z a x 3° 2 fe)

cr Q Sj m 2)

Coal Miners’ Memorial

Ellenbrook Mansion

Old Russell County Court House (Robert Dickenson Home) alter McDonald Sanders House

Dante Coal Miners & Railroad Museum Historic Crab Orchard Museum

Honaker Heritage Museum

Pocahontas Exhibition Coal Mine & Museum Ralph Stanley Museum

178

MAP ID NUMBER OTHER TOURIST SITES 26 27 28 29 30 PARKS 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 TRAI

49 50 yl 52 53 54 95

Citizens for the Arts Clinch River Farms Foxtail Orchards, Inc Plumb Creek Winery ‘Sandy Head Ostrich Farm

Big Cedar Creek

Birch Knob Observation Tower Breaks Interstate Park

Burkes Garden

Cavitt’s Creek Park

Cedar Bluff

Clinch River State Park Hidden Valley Climbing

Tourist Site

Hidden Valley Wildlife Management Area

John W Flannagan Dam

Keen Mountain Park

Laurel Bed Lake

Lincolnshire Park

Pinnacle Natural Area Preserve Poplar Gap Park

Tank Hollow Falls

The Channels Natural Area Preserve Verner Blankenship Community Park

Brumley Mountain Trail

Coal Canyon Trailhead

Great Channels Trailhead Pocahontas OHV Trailhead Ridgeview Trailhead

Sugar Hill Trail System

The Original Pocahontas Trailhead

179

2.3 New Outdoor Recreation Job and Small Business Opportunities

Recommended key development locations should each have an outdoor recreation use focus. This will

ensure that visitor services are well matched to the actual activities tourists will be engaging in at these

locations. A singular location may provide opportunities for multiple activities, but for the sake of

development, a primary activity should be identified and developed around:

• Hiking

• Trans-America Trail

• Fishing

• Camping

• Off-Road Trails

• Birding

The ability to provide a rest and relaxation element is, in part, ease of trip planning. Having a robust

number of restaurants, places to stay near outdoor recreation activities, and low barriers to entry in

participation are all key factors in providing the type of outdoor recreation-based vacation travelers are

most interested in as the tourism economy begins to recover from the effects of the pandemic.

2.3 New Outdoor Recreation Job and Small Business Opportunities

Recommended key development locations should each have an outdoor recreation use focus. This will ensure that visitor services are well matched to the actual activities tourists will be engaging in at these locations. A singular location may provide opportunities for multiple activities, but for the sake of development, a primary activity should be identified and developed around:

° Hiking

¢ Trans-America Trail

¢ Fishing

Camping

¢ Off-Road Trails

° Birding

The ability to provide a rest and relaxation element is, in part, ease of trip planning. Having a robust number of restaurants, places to stay near outdoor recreation activities, and low barriers to entry in participation are all key factors in providing the type of outdoor recreation-based vacation travelers are most interested in as the tourism economy begins to recover from the effects of the pandemic.

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180

2.4 New Outdoor Recreation Job and Small Business Opportunities Tourist Needs Checklist for Key Areas:

Full service restaurant available for lunch-dinner

• Serves some local food products

• Serves cultural or restaurant specialty item

Grocery Store

• Sells packaged goods for travel

• Some local products available

Accommodations within walking access to area’s identified

major attraction

• Walking access can be substituted for shuttle or other public

transit access

Alcohol availability

• This can be provided at either a restaurant location or at a

grocery store

• A local alcohol offering should be available along with nationally

recognized brands

Visitor Service or Information Area (Does not need to be

staffed)

• Has maps available

• Has area guides available

• Has information on rentals

• Has any area restrictions or policies

• Has emergency services information

Outfitter/Guide

• Has relevant equipment to purchase or rent

• Provides at least one guided service

• Has repair capacities where activity necessitates

Internet and Cell Service availability

• Important for emergency services

• Area encourages social media engagement during trip and after

return

2.4 New Outdoor Recreation Job and Small Business Opportunities Tourist Needs Checklist for Key Areas:

» Full service restaurant available for lunch-dinner > Visitor Service or Information Area (Does not need to be e Serves some local food products staffed) e Serves cultural or restaurant specialty item e Has maps available e Has area guides available » Grocery Store e Has information on rentals e Sells packaged goods for travel e Has any area restrictions or policies e Some local products available e Has emergency services information

» Accommodations within walking access to area’s identified » Outfitter/Guide

major attraction e Has relevant equipment to purchase or rent e Walking access can be substituted for shuttle or other public e Provides at least one guided service transit access e Has repair capacities where activity necessitates » Alcohol availability > Internet and Cell Service availability e This can be provided at either a restaurant location or ata e Important for emergency services grocery store e Area encourages social media engagement during trip and after e A local alcohol offering should be available along with nationally return

recognized brands

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181

2.5.1 New Outdoor Recreation Job and Small Business Opportunities

In many areas, these needs can be combined within a single business. Especially as areas begin to

develop and grow, it will be best to focus on those services which serve resident and tourist needs

equally.

Additionally, certain services may be unstaffed to start and become staffed as demand grows.

This checklist aligns with needs identified by stakeholders during the interview process.

Aside from accommodations and visitor information, all items on the checklist will also increase overall

resident quality of life. As these areas develop, they become more attractive to remote workers and

improve walkability for tourists and residents alike. This checklist is designed with improving livability in

mind so as to create areas that both tourists and residents may enjoy as opposed to developing areas

into tourist only spaces.

In developing these small businesses, preference and funding should be given to encourage adaptive

reuse of existing structures in these areas as opposed to new buildings where possible. This will

maintain local character and history both of which are highly ranked as attractive to visitors.

2.5.1 New Outdoor Recreation Job and Small Business Opportunities

In many areas, these needs can be combined within a single business. Especially as areas begin to develop and grow, it will be best to focus on those services which serve resident and tourist needs equally.

Additionally, certain services may be unstaffed to start and become staffed as demand grows. This checklist aligns with needs identified by stakeholders during the interview process.

Aside from accommodations and visitor information, all items on the checklist will also increase overall resident quality of life. As these areas develop, they become more attractive to remote workers and improve walkability for tourists and residents alike. This checklist is designed with improving livability in mind so as to create areas that both tourists and residents may enjoy as opposed to developing areas into tourist only spaces.

In developing these small businesses, preference and funding should be given to encourage adaptive reuse of existing structures in these areas as opposed to new buildings where possible. This will maintain local character and history both of which are highly ranked as attractive to visitors.

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182

2.5.2 New Outdoor Recreation Job and Small Business Opportunities

Overall, better support services are needed for entrepreneurs looking to start these new ventures. The

Southern Virginia Community College should be engaged to develop a restaurant and hospitality

program as part of their business track offerings to teach business skills around owning and operating

these types of businesses.

Counties or a relevant economic interest group should provide scholarships for entrepreneurs interested

in starting needed visitor service businesses in identified opportunity and development zones. This

program could be used to incentivize business development in a way that is more likely to be

sustainable in the long term and ensure that other local grant money is being given to businesses with

the best chance of stability.

Especially in a pandemic environment where recovery and businesses continuation funding becomes

available, training investments in local small business owners could ensure that recovery funding goes

towards businesses that are suffering due to economic downturn as opposed to unsustainable business

practice.

2.5.2 New Outdoor Recreation Job and Small Business Opportunities

Overall, better support services are needed for entrepreneurs looking to start these new ventures. The Southern Virginia Community College should be engaged to develop a restaurant and hospitality program as part of their business track offerings to teach business skills around owning and operating these types of businesses.

Counties or a relevant economic interest group should provide scholarships for entrepreneurs interested in starting needed visitor service businesses in identified opportunity and development zones. This program could be used to incentivize business development in a way that is more likely to be sustainable in the long term and ensure that other local grant money is being given to businesses with the best chance of stability.

Especially in a pandemic environment where recovery and businesses continuation funding becomes available, training investments in local small business owners could ensure that recovery funding goes towards businesses that are suffering due to economic downturn as opposed to unsustainable business practice.

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3.0 Tourism Pandemic Response

Plan

Tourism Pandemic Response Plan

184

3.1.1 Tourism Best Practices COVID-19 Management and

Response By now, the primary control and containment protocols for pandemic response are well known. These 5 elements are the cornerstone of pandemic response for all tourism businesses and can be rapidly implemented in a pandemic environment.

1 PHYSICAL DISTANCING 2 TRANSMISSION BARRIERS 3 ENHANCED SANITATION 4 LIMITING IN PERSON INTERACTION 5 HEALTH SCREENINGS

• Maintaining government

suggested distances between

people

• Operating businesses at

partial capacity

• Face masks

• Physical barriers for in person

interaction

• Face shields

• Other PPE

• More frequent cleaning of

high-touch surfaces

• Use of products proven

effective against virus

• Hand washing

• Hand sanitizing

• Post exposure quarantine

• Automated services

• Stay at home orders

• Contactless services

• Testing for viral infection

• Symptom monitoring

• Vaccination checks

3.1.) Tourism Best Practices COVID-19 Management and

Response By wow the primary control and containment protocols for pandemic response are well known. These 5 elements are the cornerstone of

pandemic response for all tourism businesses and can be rapidly implemented in a pandemic environment.

PHYSICAL DISTANCING ENHANCED SANITATION HEALTH SCREENINGS ° Maintaining government * Face masks ° More frequent cleaning of ¢ Post exposure quarantine * Testing for viral infection suggested distances between high-touch surfaces people « Physical barriers for in person « Automated services « Symptom monitoring interaction ° Use of products proven .

Operating businesses at effective against virus * Stay at home orders * Vaccination checks
Face shields

partial capacity

Hand washing Contactless services

Other PPE ° Hand sanitizing

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185

3.1.2 Tourism Best Practices COVID-19 Management and

Response Recommended equipment and assistance needed to rapidly enact pandemic response varies for each operational category. Access to the following items will be essential in meeting a pandemic threat while keeping businesses operational. Starred items (*) should be maintained in a small stockpile within the region for rapid deployment in a pandemic scenario.

1 PHYSICAL DISTANCING 2 TRANSMISSION BARRIERS 3 ENHANCED SANITATION 4 LIMITING IN PERSON INTERACTION 5 HEALTH SCREENINGS

• Signage indicating occupancy

limitations

• Physical markers denoting

distancing

• Face masks*

• Transparent plastic sheets for

barriers

• Face shields

• Other PPE

• CDC approved cleaning

solutions

• Additional soap, cloths, and

paper towels*

• Hand sanitizer*

• Technologies which limit

person to person interaction

• Websites which allow for

online ordering and payment

processing

• Online presence to update

open status and business

restrictions

• Testing kits

• Online platforms for symptom

checks and waivers

• Vaccination waivers

Response

3.1.2 Tourism Best Practices COVID-19 Management and

Recommended equipment and assistance needed to rapidly enact pandemic response varies for each operational category. Access to the following items will be essential in meeting a pandemic threat while keeping businesses operational. Starred items (*) should be maintained in a small stockpile within the region for rapid deployment in a pandemic scenario.

PHYSICAL DISTANCING

ENHANCED SANITATION

Signage indicating occupancy limitations

« Physical markers denoting distancing

Face masks*

Transparent plastic sheets for barriers

Face shields

Other PPE

CDC approved cleaning solutions

« Additional soap, cloths, and paper towels*

Hand sanitizer*
Technologies which limit person to person interaction

« Websites which allow for online ordering and payment processing

° Online presence to update open status and business restrictions

HEALTH SCREENINGS ° Testing kits

Online platforms for symptom checks and waivers

« Vaccination waivers

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186

3.2 Stakeholder Feedback Business-related pandemic response

What was done well (with

region’s business-related

pandemic response

efforts)?

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

expected.

• Health care stepped up with testing.

• Vaccine rollout did well.

• Contact with local health department office and covid clinics.

• Acted quickly to protect the aging population.

• Rollout of the vaccines went well.

• Hands-on health department. Had active outreach from health

department for events.

• Grant funding was well run and distributed effectively.

• CARES money was distributed well.

• IDA had funds available quickly. Application process was very easy.

• Turnaround on funds was fast to get people reopened.

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

• PPP distribution was done well. Business wouldn’t have survived without

it.

• The Cumberland Plateau provided me with easy access to funds to build

our capabilities which allowed me to hire additional workers.

Funding

• Board of supervisors were supportive of businesses.

• Help with navigating the language of the mandates.

• County tourism called to check in on reopening; fairly regular

communications.

• Everyone worked together.

• Overall, good. Proactive reach out.

Community Response • Promotion for grant programs was done well.

• UVA Wise program helped to develop a website.

• Mask billboards did well.

Marketing

3.2 Stakeholder Feedback

Business-related pandemic response

What was done well (with region’s business-related pandemic response efforts)?

Funding

Grant funding was well run and distributed effectively.

CARES money was distributed well.

IDA had funds available quickly. Application process was very easy. Turnaround on funds was fast to get people reopened.

Grant access was smooth and there was assistance in getting funding. PPP distribution was done well. Business wouldn’t have survived without it.

The Cumberland Plateau provided me with easy access to funds to build our capabilities which allowed me to hire additional workers.

Community Response

Board of supervisors were supportive of businesses. Help with navigating the language of the mandates.

County tourism called to check in on reopening; fairly regular communications.

Everyone worked together.

Overall, good. Proactive reach out.

186

Health Services ¢ Did a great job working with local health department on what was expected.

Health care stepped up with testing.
Vaccine rollout did well.
Contact with local health department office and covid clinics.
Acted quickly to protect the aging population.
Rollout of the vaccines went well.

« Hands-on health department. Had active outreach from health department for events.

Marketing

« Promotion for grant programs was done well. « UVA Wise program helped to develop a website. « Mask billboards did well.

187

3.3 Stakeholder Feedback COVID-19 Assistance

Did you use or receive

assistance from

pandemic response

programs?

Funding efforts were routinely

mentioned as a highlight of

pandemic response in the area. In

a future pandemic event, similar

types of funding should be made

available to business owners.

3.3 Stakeholder Feedback COVID-19 Assistance

Cumberland RLF Did you use or receive Rebuild VA Program assistance from State Grant) pandemic response programs?

/ is IDA Grant ce) 23% Funding efforts were routinely mentioned as a highlight of

pandemic response in the area. In T A a future pandemic event, similar own Cares Act Grant

types of funding should be made 23% available to business owners.

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188

3.4 Stakeholder Feedback More Effective Pandemic Response

Better, more accurate, and more

streamlined information was the

most frequent suggestion in

improving area pandemic response.

Even in many of the

recommendations around costs,

additional information is the key with

better information on grant program

qualifications and costs associated

with a pandemic operating

environment. The calls for additional

community engagement also echo

desires for communication and a

streamlined flow of information.

What would have made

the region’s business-

related pandemic

response efforts more

effective?

• Education component was missing.

• Rules and actual business education around response and guideline.

• Education on the vaccines was lacking.

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

reasoning behind those guidelines.

• Banks not informed of grant guidelines.

• Better instructions

• Not much guidance on how to handle COVID guidelines.

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

health needs and safety standards.

• No clear leadership from health department on business specific

guidelines.

• Better information

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

of info, lack of clarification.

• Target businesses specifically for information.

• Need better local information source.

• More timely information. Announcements on Friday evenings after close

not helpful because you couldn’t receive further guidance.

Information • Would’ve liked more county support for grants through pandemic and into

the future. Matching through VCEDA.

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

• Funding a vocational skills program would have been essential to post

pandemic recovery.

• Difficulty to get money through larger funds due to restrictions around

qualifications.

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

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

by grant funding.

• Had to make an investment to meet COVID standards without sufficient

funding support for those needs.

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

qualifications. Feels like a waste of time.

• Help with upfront costs to new business to meet pandemic needs.

• People had no information that grant money was being made available.

• Needed funding faster.

Cost

• More involvement from county and town. Feels like business owners are

on their own.

• Coordination between States (border communities).

• Need better regional connection to SBDC.

• Needed better pandemic exit strategy.

Community Involvement • Better promotion and active engagement with marketing materials

especially when put online.

• Instead of pouring money into individual payments, preferred to see the

community colleges funded and staffed with educational programs that

can provide skilled workers to the manufacturing industry.

• PPE availability.

• More testing needed.

Miscellaneous

What would have made the region’s business- related pandemic response efforts more effective?

Better, more accurate, and more streamlined information was the most frequent suggestion in improving area pandemic response. Even in many of the recommendations around costs, additional information is the key with better information on grant program qualifications and costs associated with a pandemic operating environment. The calls for additional community engagement also echo desires for communication and a streamlined flow of information.

3.4 Stakeholder Feedback

More Effective Pandemic Response

Information

Education component was missing. » Rules and actual business education around response and guideline.
Education on the vaccines was lacking.
More information on actual guidelines as well as information on the reasoning behind those guidelines.
Banks not informed of grant guidelines.
Better instructions « Not much guidance on how to handle COVID guidelines.
No singular vision for how to handle restrictions and get educated on health needs and safety standards.
No clear leadership from health department on business specific guidelines.
Better information

° Difficult to maintain policies for staff and guests due to lack of time, depth of info, lack of clarification.

Target businesses specifically for information.
Need better local information source.

« More timely information. Announcements on Friday evenings after close not helpful because you couldn’t receive further guidance.

Community Involvement

More involvement from county and town. Feels like business owners are on their own.

Coordination between States (border communities). « Need better regional connection to SBDC.

Needed better pandemic exit strategy.

188

Miscellaneous _

Cost

Would’ve liked more county support for grants through pandemic and into

the future. Matching through VCEDA. State grant assistance and PPP wasn’t sufficient for small business needs

Funding a vocational skills program would have been essential to post pandemic recovery.

Difficulty to get money through larger funds due to restrictions around qualifications.

Resources got a bit swamped, and grant systems got overwhelmed.

Costs went up due to reinvestment in businesses and that wasn’t covered by grant funding.

Had to make an investment to meet COVID standards without sufficient funding support for those needs.

Filled out numerous grants but got bumped back due to grant qualifications. Feels like a waste of time.

Help with upfront costs to new business to meet pandemic needs. People had no information that grant money was being made available. Needed funding faster.

Better promotion and active engagement with marketing materials especially when put online.

Instead of pouring money into individual payments, preferred to see the community colleges funded and staffed with educational programs that can provide skilled workers to the manufacturing industry.

PPE availability. More testing needed.

189

3.5.1 Stakeholder Feedback Government and Non-Profit

Responses

Governmental and non-profit

organizations expressed better

satisfaction with regional

communication. This makes them a

possible resource to businesses who

felt communication was less

accessible than they’d hoped.

What was done well? • Rally calls gathered info and group camaraderie, communication

between organizations increased.

• Calls together plus individual outreach.

• Keeping people updated.

• VTC did industry meetings, monthly calls were helpful.

• Partnered with UVA WISE, gather regularly to provide a resource

for those at high level in the industry within gov and non-profit

orgs.

• Marketing efforts, pushing people towards time saving tech.

• Rally calls were useful for keeping people calm.

• Communication and togetherness. We were supported from

multiple sources.

Communication • Comprehensive response.

• No complaints

• Good job overall

• In general, went well.

• I think it was handled well.

Overall Effort

• Funding grants

• We were awash in funding to help businesses.

Funding • Scarecrow campaign.

• Followed recommendations from State.

• To some extent , quick reaction from business owners.

Miscellaneous

3.5.) Stakeholder Feedback

Government and Non-Profit

Responses What was done well? Communication Overall Effort

Rally calls gathered info and group camaraderie, communication * Comprehensive response. between organizations increased. * No complaints
Calls together plus individual outreach. * Good job overall
Keeping people updated. * In general, went well.

VTC did industry meetings, monthly calls were helpful. + | think it was handled well.
Partnered with UVA WISE, gather regularly to provide a resource for those at high level in the industry within gov and non-profit orgs. Governmental and non-profit + Marketing efforts, pushing people towards time saving tech. organizations expressed better « Rally calls were useful for keeping people calm. satisfaction with regional * Communication and togetherness. We were supported from

. ge . multiple sources. communication. This makes them a

possible resource to businesses who Funding Miscellaneous felt communication was less * Funding grants * Scarecrow campaign. accessible than they’d hoped. » We were awash in funding to help businesses. * Followed recommendations from State.

To some extent , quick reaction from business owners.

189

190

3.5.2 Stakeholder Feedback Government and Non-Profit

Responses

Requests for additional clarity from

this stakeholder group mostly reveal

a desire for a stronger, more

centralized regional structure around

pandemic response. This group

correctly identified the need the

business group had for a centralized

information source. Additionally, the

“Reaction” section further

emphasizes the need for a

coordinated, regional effort to

addressing the appropriate

application and timing of pandemic

responses.

What would have made

the region’s business-

related pandemic

response efforts more

effective?

• Lack of clarification and diverse interpretation of information

available, clearer direction was needed.

• Lots of confusion around qualifications.

• Needed clear process.

• Could have been a central information source since each county

also had its own grants so confusion around criteria.

• Early confusion over what would be helpful, try to create a

universal application to be able to update each year, have those

numbers available, would allow them to know when anything

happens what they might be able to do and how they could apply.

• Orders came quickly which caused business panic, business

adjustments and learning, right way kept changing, trying to stay

up to date, and find unified approach.

• Lack of steady information, info changed constantly with lots of

uncertainty of federal and state info.

• More straightforward application.

Clarity • Had over reaction and then under reaction.

• The “shut down” imposed by the State should have been imposed

on a regional basis. Our economy was prematurely “shut down”

when the virus was not present or at least not prevalent here.

• Then when the virus came in the fall residents were fatigued with

the limitations. This led to less public cooperation at the critical

juncture in October and November.

• Ironically, the “shut down” made the problem worse here and

prolonged it.

• Response delayed due to cases in area delayed.

Reaction

• I think it was handled well.

• Nothing.

• I think business response was about right. It was as effective as

could be expected.

Nothing • More community outreach for info in rural areas.

• No town representatives to give info for what they can be doing to

help the public.

• Federal grants need to be prepared in advance.

• Banks were having a hard to knowing how to loan and distribute

funds; PPP loans were hardest

Miscellaneous

3.5.2 Stakeholder Feedback

Government and Non-Profit Responses

What would have made the region’s business- related pandemic response efforts more effective?

Requests for additional clarity from this stakeholder group mostly reveal a desire for a stronger, more centralized regional structure around pandemic response. This group correctly identified the need the business group had for a centralized information source. Additionally, the “Reaction” section further emphasizes the need for a coordinated, regional effort to addressing the appropriate application and timing of pandemic responses.

Clarity

Lack of clarification and diverse interpretation of information available, clearer direction was needed.

« Lots of confusion around qualifications.

Needed clear process.

Could have been a central information source since each county also had its own grants so confusion around criteria.

Early confusion over what would be helpful, try to create a universal application to be able to update each year, have those numbers available, would allow them to know when anything happens what they might be able to do and how they could apply.

Orders came quickly which caused business panic, business adjustments and learning, right way kept changing, trying to stay up to date, and find unified approach.

« Lack of steady information, info changed constantly with lots of uncertainty of federal and state info.

More straightforward application.

Nothing

« | think it was handled well.

Nothing.
| think business response was about right. It was as effective as could be expected.

190

Reaction

Had over reaction and then under reaction.
The “shut down” imposed by the State should have been imposed on a regional basis. Our economy was prematurely “shut down” when the virus was not present or at least not prevalent here.
Then when the virus came in the fall residents were fatigued with the limitations. This led to less public cooperation at the critical juncture in October and November.
lronically, the “shut down” made the problem worse here and prolonged it.

» Response delayed due to cases in area delayed.

Miscellaneous

More community outreach for info in rural areas.

No town representatives to give info for what they can be doing to help the public.

« Federal grants need to be prepared in advance.

« Banks were having a hard to knowing how to loan and distribute funds; PPP loans were hardest

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3.6 Stakeholder Feedback Business Responses

Businesses received and sought out

pandemic response information

through a variety of sources. A need

appears to guide businesses towards

regionally specific and consistently

reliable sources of information.

Distilling national level restrictions

from the CDC may not align with the

state level response plan. These

discrepancies combined with

unofficial sources such as social

media and person-to-person

communication can lead to

businesses picking and choosing

strictures to implement.

What sources did you

use to gain information

about pandemic

response, guidelines,

and recovery resources?

• CDC website.

• SBA website

• County did active outreach.

• County website

• SBDC

• Workforce Development Board

• Used small business assistance center at the

college.

• County officials

• Heart of Appalachian pushed out recovery

information and grant funding

• State briefings

• CDC

• Workforce board

• Workforce development board

• Press releases from governor’s office

• DCR had updated and recently refreshed

documents.

• Received information from the county with emails.

• IDA let owners know about grant program.

• Governor’s press conferences.

• Local health department on local guidelines and

differences.

• Health department for information.

• Straight from health department.

• Health department guidance. Although sometimes

document would be issued and then changes.

• Health department provided information, but also

acted as enforcement.

Government & Nonprofit • Person to person.

• Word of mouth

• Lots of word of mouth.

Person-to-Person

• Online news sources.

• Internet

• Emails

• Facebook

• Found out about grants through Facebook.

• Facebook

Online

• CPA did application for PPP.

• Information on loans from local banks.

• Accountant

• Chamber

• Chamber emails.

• SVAM - Southwest Virginia Association of

Manufactures

Professionals & Organizations

• News

• National news but messages were very mixed.

• News

• General news sources.

• Newspaper

News

• Made a lot of outgoing calls to prepare and

ensure within compliance.

• Dual state situation required multi-state

coordination. KY and VA response differences.

• Consultant stayed up on information and

pushed that out.

• No common leadership sources of information.

• Corporate HQ.

Miscellaneous

3.6 Stakeholder Feedback

Business Responses

What sources did you Government & Nonprofit Person-to-Person News . . . CDC website. * Person to person. « News use to gain information SBA website * Word of mouth » National news but messages were very mixed.

about pandemic response, guidelines, and recovery resources?

Businesses received and sought out pandemic response information through a variety of sources. A need appears to guide businesses towards regionally specific and consistently reliable sources of information. Distilling national level restrictions from the CDC may not align with the state level response plan. These discrepancies combined with unofficial sources such as social media and person-to-person communication can lead to businesses picking and choosing strictures to implement.

County did active outreach. County website

SBDC

Workforce Development Board

Used small business assistance center at the college.

County officials

Heart of Appalachian pushed out recovery information and grant funding

State briefings

CDC

Workforce board

Workforce development board

Press releases from governor’s office

DCR had updated and recently refreshed documents.

Received information from the county with emails. IDA let owners know about grant program. Governor’s press conferences.

Local health department on local guidelines and differences.

Health department for information. Straight from health department.

Health department guidance. Although sometimes document would be issued and then changes.

Health department provided information, but also acted as enforcement.

191

Word of mouth
Lots of word of mouth.

Online

Online news sources.
Internet
Internet
Internet
Internet
Emails

» Facebook

» Found out about grants through Facebook. » Facebook

Professionals & Organizations

CPA did application for PPP.
Information on loans from local banks.

Accountant Chamber Chamber emails.

SVAM - Southwest Virginia Association of Manufactures

News » General news sources. » Newspaper

Miscellaneous « Made a lot of outgoing calls to prepare and ensure within compliance.

Dual state situation required multi-state coordination. KY and VA response differences.
Consultant stayed up on information and pushed that out.

« No common leadership sources of information.

Corporate HQ.

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3.7 Stakeholder Feedback Information Sources

And did you feel

adequately informed by

those sources?

Just under 50% of stakeholders

did not feel adequately informed

by the multiple sources of

information they used to craft their

pandemic response.

Yes

53%

3.7 Stakeholder Feedback

Information Sources

And did you feel adequately informed by those sources? somewhat

29%

Just under 50% of stakeholders did not feel adequately informed by the multiple sources of information they used to craft their pandemic response.

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193

3.8 Stakeholder Feedback Government and Non-Profit

Responses

Government and non-profit entities

were more likely to get their

information from official sources. All

levels of government were consulted

which ensures appropriate

understanding of differences and

similarities in regulation. Fewer types

of sources were consulted overall

meaning fewer chances to absorb

incorrect or unverifiable information.

What sources did you

use to gain information

about pandemic

response, guidelines,

and recovery resources?

• VEDP

• Virginia health webpage

• SBDC

• State Gov

• State Government

• State government

• State

• Department of Treasury

• VDH

• Virginia Department of Health

• Governor’s calls were not useful for

tourism and funding.

• Governor calls were useful for guidelines

• Gov. Northam’s office

• State website

• VDH

• CICV (Council of Independent Colleges in

Virginia)

State Government • County

• County Administration

• County emergency management

• County administrator

• Local gov’t website

• Health Departments

• Health department

• Local Health Department

Local Government

• Federal website

• CDC

• Federal Government

Federal Government

• Social media

• Facebook

• Social media

• Industry tourism group on Facebook

Social Media

• Downtown happy hours.

• RALLY calls

• Internal communications

• Pharmacy school

• Large restaurant chain

• Private organizations

Miscellaneous

3.8 Stakeholder Feedback

Government and Non-Profit

Responses

What sources did you State Government Local Government Social Media

t - f ti »« VEDP * County * Social media use to gain inrormation * Virginia health webpage * County Administration * Facebook about pandemic + SBDC * County emergency management + Social media response, g uidel i nes, * State Gov * County administrator * Industry tourism group on Facebook

State Government * Local gov’t website and recovery resources? ° State government * Health Departments . . ° State * Health department Government and non-profit entities * Department of Treasury * Local Health Department were more likely to get their + VDH information from official sources. All * Virginia Department of Health levels of government were consulted + Governor’s calls were not useful for Federal Government Miscellaneous : : tourism and funding. « Federal website * Downtown happy hours. which ensures appropriate * Governor calls were useful for guidelines * CDC * RALLY calls understanding of differences and * Gov. Northam’s office * CDC + Internal communications similarities in regulation. Fewer types + State website * CDC » Pharmacy school of sources were consulted overall * VDH * cbc * Large restaurant chain meaning fewer chances to absorb . vicy (Council of Independent Colleges in * Federal Government « Private organizations irginia) + Federal Government

incorrect or unverifiable information.

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194

3.9.1 Stakeholder Feedback Source Satisfaction

And did you feel

adequately informed by

those sources?

Governments and non-profits felt

better informed by fewer, higher

quality sources than did their

business sector counterparts.

3.9.) Stakeholder Feedback

Source Satisfaction

And did you feel adequately informed by those sources?

Governments and non-profits felt

better informed by fewer, higher uality sources than did their

many No 7%

business sector counterparts.

Sometimes

21%

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195

3.9.2 Stakeholder Feedback Source Satisfaction

Did you feel you played a

leadership role in

pandemic response in

your sector?

All felt they had played at least

some kind of leadership role

during the pandemic. This was

supported by the mentions of

assistance in information and

distribution of funding and

community togetherness by

business stakeholders.

3.9.2 Stakeholder Feedback

Source Satisfaction

Did you feel you played a leadership role in pandemic response in your sector?

All felt they had played at least some kind of leadership role during the pandemic. This was seustanceininfornaton ane 12% distribution of funding and community togetherness by business stakeholders.

To Some Degree

195

196

3.10 Stakeholder Feedback Role Capability

And did you feel capable

in that role?

Again, this group expressed a

majority feeling capable in a

leadership role during the

pandemic. This would indicate that

this group is ready to take on

additional leadership roles

especially if they are more officially

designated to act in that capacity.

3.10 Stakeholder Feedback Role Capability

And did you feel capable in that role?

Again, this group expressed a majority feeling capable in a leadership role during the pandemic. This would indicate that No

this group is ready to take on oO additional leadership roles 13 to

especially if they are more officially designated to act in that capacity. Sometimes

19%

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197

3.11 Recommendations COVID-19 Management and

Response

Pandemic scenarios are highly changeable with approaches evolving as more information is discovered,

new medical advances are made, and political decision making continues. During the COVID-19

pandemic, different states have taken widely varied approaches within the bounds of national

recommendations and regulations to varying degrees of success in controlling spread and continuation

of business operations and tourism.

Due to this inherent variability, the most important planning adjustment for the Cumberland Plateau is to

create a communications structure that allows information to be passed quickly and effectively.

Information should be aggregated from reliable sources by government entities which already have a

community presence and then distributed throughout the region.

3.11 Recommendations COVID-19 Management and Response

Pandemic scenarios are highly changeable with approaches evolving as more information is discovered, new medical advances are made, and political decision making continues. During the COVID-19 pandemic, different states have taken widely varied approaches within the bounds of national recommendations and regulations to varying degrees of success in controlling spread and continuation of business operations and tourism.

Due to this inherent variability, the most important planning adjustment for the Cumberland Plateau is to create a communications structure that allows information to be passed quickly and effectively. Information should be aggregated from reliable sources by government entities which already have a community presence and then distributed throughout the region.

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3.11 Recommendations COVID-19 Management and Response

3.1] Recommendations COVID-19 Management and Response

NATIONAL ) POLICY

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; y (Si nage & \ ae \ Advertising CT s

\ (Clearinghouse Yo aN x '( Business)

199

3.13 Recommendations COVID-19 Management and

Response

The Pandemic Action Board should consist of the following representative members:

• A tourism administration representative from each county

• Virginia Department of Health

• Restaurants

• Accommodations

• Retail

• Outdoor recreation

• Cultural attractions

These representatives would meet bi-weekly to determine regional strategy. They could assess new

information from reputable sources but also check in with industry representatives to determine how

policy measures are impacting tourism industry businesses.

3.13 Recommendations COVID-19 Management and Response

The Pandemic Action Board should consist of the following representative members:

¢ A tourism administration representative from each county ¢ Virginia Department of Health

e Restaurants

Accommodations
Retail
Outdoor recreation

¢ Cultural attractions

These representatives would meet bi-weekly to determine regional strategy. They could assess new information from reputable sources but also check in with industry representatives to determine how policy measures are impacting tourism industry businesses.

199

4.0 Tourism Asset Proposal

HICKEYGLOBAL

ECONOMIC DEVELOPMENT CONSULTING

201

4.1.1 Cumberland Plateau Bike Rally A Festival on Two Wheels

What would the event entail?

A 4 day (long weekend) bicycle rally that tours the Cumberland Plateau region with stopover nights in

each county that include events such as small festivals celebrating local culture or music festivals

highlighting local bands:

• The route would include a night in each of the four Cumberland Plateau region counties.

• Cyclists would ride from county to county and then set up to camp on arrival.

• This event is not intended to be a race, so attractions along the route such as food vendors, natural wonders, and

cultural landmarks can be incorporated as stopping points.

• Each host destination would have a nighttime activity to welcome cyclists to the destination. This way, the event

takes on the characteristic of being a roving festival as opposed to a bike race or a biking only event.

• Additional, non-cyclist tourists can be incorporated into the fun by allowing them to attend destination events without

cycling.

• This event should be ticketed to assist destinations in covering costs associated with hosting and cleanup. Non-

cyclist tourists should also be ticketed to attend festival events.

• As a start point, the region should hold this event every 3-4 years to give adequate time for planning, area

development, and partnership building.

• In between events, the route with associated agritourism and heritage tourism stops could be made available online

and through a brochure to act as a semi-permanent touring route for those visiting the area.

4..1| Cumberland Plateau Bike Rally

A Festival on Two Wheels

What would the event entail?

A 4 day (long weekend) bicycle rally that tours the Cumberland Plateau region with stopover nights in each county that include events such as small festivals celebrating local culture or music festivals highlighting local bands:

The route would include a night in each of the four Cumberland Plateau region counties. Cyclists would ride from county to county and then set up to camp on arrival.

This event is not intended to be a race, so attractions along the route such as food vendors, natural wonders, and cultural landmarks can be incorporated as stopping points.

Each host destination would have a nighttime activity to welcome cyclists to the destination. This way, the event takes on the characteristic of being a roving festival as opposed to a bike race or a biking only event.

Additional, non-cyclist tourists can be incorporated into the fun by allowing them to attend destination events without cycling.

This event should be ticketed to assist destinations in covering costs associated with hosting and cleanup. Non- cyclist tourists should also be ticketed to attend festival events.

As a start point, the region should hold this event every 3-4 years to give adequate time for planning, area development, and partnership building.

In between events, the route with associated agritourism and heritage tourism stops could be made available online and through a brochure to act as a semi-permanent touring route for those visiting the area.

201

202

4.1.2 Cumberland Plateau Bike Rally A Festival on Two Wheels

Benefits to the region

• Opportunity to highlight natural beauty of the region

• Way to introduce tourists to the region who already have an interest in outdoor recreation

• Chance to highlight areas which are developing as tourism destinations or new assets of the region

• Aligns with region’s already developed goals and plans for the region in supporting small,

entrepreneurial tourism businesses and creative economies planning.

• Provides ample partnership opportunities to strengthen regional tourism cooperation

• Stopover nights and stops along the route allow highlights of local food and culture

• Makes the region seem inherently more accessible by giving tourists a pre-defined access route

• Supports infrastructure development goals and tourism development goals for the region that are

beneficial to tourists and residents

4..2 Cumberland Plateau Bike Rally

A Festival on Two Wheels

Benefits to the region ¢ Opportunity to highlight natural beauty of the region e Way to introduce tourists to the region who already have an interest in outdoor recreation ¢ Chance to highlight areas which are developing as tourism destinations or new assets of the region

¢ Aligns with region’s already developed goals and plans for the region in supporting small, entrepreneurial tourism businesses and creative economies planning.

¢ Provides ample partnership opportunities to strengthen regional tourism cooperation e Stopover nights and stops along the route allow highlights of local food and culture ¢ Makes the region seem inherently more accessible by giving tourists a pre-defined access route

¢ Supports infrastructure development goals and tourism development goals for the region that are beneficial to tourists and residents

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4.2 Stakeholder Feedback Shift in Tourist Demographics

This event speaks to the

demographics shifts that have been

observed at a national level in

outdoor recreation as well as at the

local level. This event incorporates

camping, which has grown in

popularity, focuses on the region’s

natural assets which are a draw for

those in more urban environments,

and is a more active event speaking

to the younger and more outdoorsy

demographics currently exploring the

area.

Have you seen a shift in

tourist demographics

during the pandemic?

(Examples include age,

income, location of

origin, interests upon

arrival, etc.)

• Usually pulling from neighboring states.

• 50% of business comes from VA and KY

• Pandemic changes not particularly high. Still seeing similar

demographics.

• Big boom in camping. Shifted slightly more local during pandemic.

• Ongoing shift away from older, less experienced community

toward more outdoorsy and younger demographic.

• Emphasis on natural assets as opposed to the facilities.

• Anecdotal increase in rock climbing.

• Classic destinations are getting crowded, so people are spreading

out. Getting away urban and crowding.

• Mostly returning guests from NC and Ohio. Have seen a pandemic

uptick from Pike County and Lecher County KY.

• Shift towards farther flung markets. Heavy influx from NY. Major

draw was the ATV trails.

• Most travelers outside of the immediate area are coming from

outside of the state entirely. Lots of NC, SC, PA, OH

• Not much shift

Observations

4.2 Stakeholder Feedback

Shiff in Tourist Demographics

Have you seen a shift in tourist demographics during the pandemic? (Examples include age, income, location of origin, interests upon

antival: EtG to the

demographics shifts that have been observed at a national level in outdoor recreation as well as at the local level. This event incorporates camping, which has grown in popularity, focuses on the region’s natural assets which are a draw for those in more urban environments, and is a more active event speaking to the younger and more outdoorsy demographics currently exploring the area.

Observations

Usually pulling from neighboring states. 50% of business comes from VA and KY

Pandemic changes not particularly high. Still seeing similar demographics.

Big boom in camping. Shifted slightly more local during pandemic.

Ongoing shift away from older, less experienced community toward more outdoorsy and younger demographic.

Emphasis on natural assets as opposed to the facilities. Anecdotal increase in rock climbing.

Classic destinations are getting crowded, so people are spreading out. Getting away urban and crowding.

Mostly returning guests from NC and Ohio. Have seen a pandemic uptick from Pike County and Lecher County KY.

Shift towards farther flung markets. Heavy influx from NY. Major draw was the ATV trails.

Most travelers outside of the immediate area are coming from outside of the state entirely. Lots of NC, SC, PA, OH

Not much shift

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204

4.3 Cumberland Plateau Bike Rally A Festival on Two Wheels

This event is designed to specifically

speak to stakeholder feedback.

These elements mentioned in

feedback can be enhanced or

supported by holding this bike

festival.

• Outdoor industry businesses who put a high

value on quality of life.

Government & Nonprofit • More regional approach to activities with

rotation between recreation sources.

• Additional activities in the park area.

• Could use community guide for helping to

start new businesses.

• Need additional signage to find trailheads

and parking areas for hiking

Tourism Specific:

• Remoteness, difficulty of travel to the area.

People expect short drive to everything.

• Lots to do in area but need willingness to

drive.

• Some people aren’t willing to make the

drive to get to these places.

• Roads, and the difficulty of getting to the

site.

Accessibility

• More modernization but maintaining

community historic beauty.

• Natural beauty preserved.

• Trashcans and dumping out on the side of the

road need to go.

• Clean up the community a bit.

Tourism and Business:

• More tourism friendly- pushing out into the

community with signage and

communication from major tourism draws

which already exist.

• See outdoor activities become the center

piece of the community’s tourism efforts.

• Opportunities for local people to become

entrepreneurs in outdoor industry.

• Additional emphasis on the tourism

market.

• Bike shops.

• More services to capture people once their

already here.

• More inter-county cooperation in tourism

• Trail expansion

• A destination for trails and camping.

Strong Tourism Economy

• Expanded tourism and recreation

opportunities for the public.

• Welcoming area with tourism economy.

• Heart of Appalachia itinerary planning

including day trips working out from other

attractions outside the area.

Expanded Tourism

4.3 Cumberland Plateau Bike Rally

A Festival on Two Wheels

This event is designed to specifically Government & Nonprofit Tourism Specific: Strong Tourism Economy speak to stakeholder feedback. * Outdoor industry businesses who put a high . More regional approach to activities with ° More tourism friendly- pushing out into the . ; value on quality of life. rotation between recreation sources. community with signage and These elements mentioned in + Additional activities in the park area. communication from major tourism draws feedback can be enhanced or * Could use community guide for helping to which already exist, start new businesses. * See outdoor activities become the center

supported by holding this bike

« Need additional signage to find trailheads piece of the community’s tourism efforts.

festival. Expanded Tourism and parking areas for hiking + Opportunities for local people to become

Expanded tourism and recreation entrepreneurs in outdoor industry. opportunities for the public. + Additional emphasis on the tourism

Welcoming area with tourism economy. market. ° Heart of Appalachia itinerary planning - Bike shops. including day trips working out from other + More services to capture people once their attractions outside the area. already here.

A ibilit » More inter-county cooperation in tourism

» Remoteness, difficulty of travel to the area. | Trail . People expect short drive to everything. rall expansion

Tourism and Business: + Lots to do in area but need willingness to * “destination for trails and camping. « More modernization but maintaining drive. community historic beauty. ° Some people aren’t willing to make the

Natural beauty preserved. drive to get to these places.

Trashcans and dumping out on the side of the + Roads, and the difficulty of getting to the road need to go. site.
Clean up the community a bit.

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205

4.4.1 Cumberland Plateau Bike Rally A Festival on Two Wheels

Host stopover locations will need:

Large area for tent camping

• At least a portion should be available year-round for trail

continuation

Restaurants or ability to get food trucks or stands Sells

packaged goods for travel

• Participating vendors should offer at least one locally distinctive

dish for the event

Outdoor venue space for nighttime activity

• This could be the same area as the one used for camping if

enough space exists

• This space should be incorporated into the closest main street

area

Road accessibility suitable for bikes

• This can be provided at either a restaurant location or at a grocery

store

• A local alcohol offering should be available along with nationally

recognized brands

Space for those not biking

• Additional space should be incorporated for participation in

stopover events and camping

A key asset the location hopes to showcase

• A key asset the location hopes to showcase

4.4.| Cumberland Plateau Bike Rally

A Festival on Two Wheels

Host stopover locations will need:

» Large area for tent camping >» Road accessibility suitable for bikes e Atleast a portion should be available year-round for trail e This can be provided at either a restaurant location or at a grocery continuation store

e A local alcohol offering should be available along with nationally

Restaurants or ability to get food trucks or stands Sells recognized brands

packaged goods for travel e Participating vendors should offer at least one locally distinctive » Space for those not biking

dish for the event e Additional space should be incorporated for participation in

Outdoor venue space for nighttime activity stopover events and camping e This could be the same area as the one used for camping if enough space exists >» Akey asset the location hopes to showcase e This space should be incorporated into the closest main street e A key asset the location hopes to showcase

area

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206

4.4.2 Cumberland Plateau Bike Rally A Festival on Two Wheels

Pandemic Resiliency

Event is held entirely outdoors

Outdoor recreation is seen as highly desirable in a pandemic

environment

It can be easily accessed from key source markets by car

which contributes to pandemic resiliency.

Can provide a communal environment while still adhering to

distancing guidelines

Participation can remain affordable with participants able to

choose level of involvement and length of stay

Meets pandemic use preferences of new outdoor recreation

participants with opportunities for time in nature, a relaxed

pace, and food tourism integration which appeals to the

younger demographics getting involved.

4.4.2 Cumberland Plateau Bike Rally

A Festival on Two Wheels

Pandemic Resiliency

» Event is held entirely outdoors >» Participation can remain affordable with participants able to choose level of involvement and length of stay

» Outdoor recreation is seen as highly desirable in a pandemic

environment >» Meets pandemic use preferences of new outdoor recreation participants with opportunities for time in nature, a relaxed » It can be easily accessed from key source markets by car pace, and food tourism integration which appeals to the which contributes to pandemic resiliency. younger demographics getting involved.

» Can provide a communal environment while still adhering to distancing guidelines

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207

4.4.3 Cumberland Plateau Bike Rally A Festival on Two Wheels

Needed Infrastructure

❑ Roads must be suitable for packs of bikes to travel along

❑Medical services available to cyclists

❑ Trash collection services at campsites and along routes

❑ Toilet facilities along route

❑Wayfinding signage

❑ Possible partial road closures or reroutes for biker safety

❑ Pre-rally beautification and route cleanup

• Road maintenance, wayfinding signage, and

pre-route beautification can all be leveraged for

year-round viability. These were all stake-

holder identified needs during surveying.

• These points can be used to encourage

destinations to maintain a “tourist ready” status

where the area is clean, well signposted, and

roads are well maintained for best access.

These community beautification and

infrastructure initiatives were identified by

business, tourism specific, and government and

non-profit stakeholders.

4.4.3 Cumberland Plateau Bike Rally

A Festival on Two Wheels

Needed Infrastructure

_] Roads must be suitable for packs of bikes to travel along » Road maintenance, wayfinding signage, and pre-route beautification can all be leveraged for

year-round viability. These were all stake- holder identified needs during surveying.

_) Medical services available to cyclists _] Trash collection services at campsites and along routes

I Toilet facilities along route e These points can be used to encourage

—! Wayfinding signage destinations to maintain a “tourist ready” status _] Possible partial road closures or reroutes for biker safety where the area is clean, well signposted, and roads are well maintained for best access. These community beautification and infrastructure initiatives were identified by business, tourism specific, and government and non-profit stakeholders.

LJ Pre-rally beautification and route cleanup

207

208

4.5 Cumberland Plateau Bike Rally A Festival on Two Wheels

Partnership Potential

The rally could directly engage the following partners:

• The Crooked Road to host local music events at stopovers

• Local small businesses for prizes or booths

• Local food producers and food trucks and restaurants to have

food available at stopovers

• As this is not a bike race, there are opportunities for agritourism

stops along the main route

• Local volunteers and non-profit organizations should be worked

with to sponsor nighttime events, coordinate set up, and assist

with cleanup

• Regional partnership between tourism boards and highlighted

areas

• Larger manufacturing and industrial businesses for event

sponsorship opportunities

All of these partnerships necessitate the type of regional

cooperation and small business support that stakeholders

included in their long term vision of the area. The festival

could serve as an industry anchor and introduce tourists to

the communities and associated businesses there that are

ready to welcome tourists and grow tourist presence. This list

is not exhaustive but can be used as a start point for seeking

event partners

4.5 Cumberland Plateau Bike Rally

A Festival on Two Wheels

Partnership Potential

» The rally could directly engage the following partners: e The Crooked Road to host local music events at stopovers

Local food p ood availab

Local small businesses for prizes or booths

roducers and food trucks and restaurants to have e at stopovers

As this is not a bike race, there are opportunities for agritourism

stops along

he main route

Local volunteers and non-profit organizations should be worked

with to sponsor nighttime events, coordinate set up, and assist with cleanup Regional partnership between tourism boards and highlighted

areas

Larger manufacturing and industrial businesses for event

sponsorship

opportunities

All of these partnerships necessitate the type of regional

208

cooperation and small business support that stakeholders included in their long term vision of the area. The festival could serve as an industry anchor and introduce tourists to the communities and associated businesses there that are ready to welcome tourists and grow tourist presence. This list is not exhaustive but can be used as a start point for seeking event partners

209

4.6 Cumberland Plateau Bike Rally A Festival on Two Wheels

Location • The bike route should run through all four

counties in the CPPDC region

• The route can be redone every 4 years when

the race is run to highlight new tourism

development and bring attention to target areas

for tourism development

• Ideally each leg should run 30-50mi to remain

accessible to mid-level bikers

• This asset map can be used as a start point for

currently developed route options.

Accommodation

Campgrounds

Historical Site

Museum

Other

Park

Trail

4.6 Cumberland Plateau Bike Rally

A Festival on Two Wheels

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209

¢ The bike route should run through all four counties in the CPPDC region

¢ The route can be redone every 4 years when the race is run to highlight new tourism development and bring attention to target areas for tourism development

¢ Ideally each leg should run 30-50mi to remain accessible to mid-level bikers

¢ This asset map can be used as a start point for

currently developed route options.

e@ Accommodation

e@ Campgrounds

e@ Historical Site

210

4.7 Cumberland Plateau Bike Rally A Festival on Two Wheels

Time of Year and a Note on Seasonality

• This event could be used to extend regional seasonality. As the area seeks to establish itself better

as a tourism destination, having a season opening event or season closing event can extend the

time period in which the region is presented to tourists as open and viable for outdoor recreation.

• Other cycling events of larger scale start as early as April and are largely concluded by mid-

November.

• As this would be an entirely outdoor event, caution must be taken as to selecting a time where the

weather is likely to be good. Good weather in this case should be defined as unlikely to cause

hazardous conditions. This would include road conditions as well as health factors like risk of heat

stroke.

• If the route is posted online and published as a brochure which highlights attractions along the way

and the route itself as an informal bike touring trail for the region, this provides year-round use

options for individual travelers

4./ Cumberland Plateau Bike Rally

A Festival on Two Wheels

Time of Year and a Note on Seasonality

¢ This event could be used to extend regional seasonality. As the area seeks to establish itself better as a tourism destination, having a season opening event or season closing event can extend the time period in which the region is presented to tourists as open and viable for outdoor recreation.

¢ Other cycling events of larger scale start as early as April and are largely concluded by mid- November.

¢ As this would be an entirely outdoor event, caution must be taken as to selecting a time where the weather is likely to be good. Good weather in this case should be defined as unlikely to cause hazardous conditions. This would include road conditions as well as health factors like risk of heat stroke.

¢ If the route is posted online and published as a brochure which highlights attractions along the way and the route itself as an informal bike touring trail for the region, this provides year-round use options for individual travelers

210

211

4.8.1 Cumberland Plateau Bike Rally A Festival on Two Wheels

Predicted Economic Impact

• The average cyclist to the Shenandoah Valley

was found to generate $155 per person per day

in direct spending.

• Assuming a fairly conservative participation

number of 200 cyclists this festival would

generate $124,000 in direct spending before

ticket price.

• A recommended ticket price for this event

would be $250 per cyclist generating an

additional $50,000 in spending.

• Using the Shenandoah Valley’s modeling,

another $52,200 would be likely in indirect

impact and $43,500 in induced impact

SPENDING TYPE ESTIMATED DOLLAR AMOUNT

Direct Spending $124,000

Ticket Revenue $50,000

Indirect Impact $52,200

Induced Impact $43,500

Total Predict Impact from Cyclists

$269,700

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

4.8.1 Cumberland Plateau Bike Rally

A Festival on Two Wheels

Predicted Economic Impact

° The average cyclist to the Shenandoah Valley was found to generate $155 per person per day in direct spending.

e Assuming a fairly conservative participation number of 200 cyclists this festival would generate $124,000 in direct spending before ticket price.

e A recommended ticket price for this event would be $250 per cyclist generating an additional $50,000 in spending.

e Using the Shenandoah Valley’s modeling, another $52,200 would be likely in indirect impact and $43,500 in induced impact

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

SPENDING TYPE | ESTIMATED DOLLAR AMOUNT Direct Spending $124,000 Ticket Revenue $50,000

Indirect Impact $52,200 Induced Impact $43,500

$269,700

Total Predict Impact from

Cyclists

211

212

4.8.2 Cumberland Plateau Bike Rally A Festival on Two Wheels

Predicted Economic Impact

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

Additional spending associated with this event would be likely

considering the increased spend of:

• The nighttime events and festivals

• Non-cyclist, festival-only participants

The economic reach of this event is likely to extend beyond

the festival itself by prompting return visits to the area for

outdoor recreation.

The structure of this festival with overnight stays in the region

assured also eliminates most traditional sources of tourism

leakage.

The event would also have additional economic impacts by

establishing the Cumberland Plateau as a destination in

Virginia for cycling. The Shenandoah Valley found a total

annual impact from cycling tourism to be $13.6 million. By

hosting this event, the Cumberland Plateau would position

itself to see these higher annual economic impact numbers

from cycling tourism.

4.8.2 Cumberland Plateau Bike Rally

A Festival on Two Wheels

Predicted Economic Impact

» Additional spending associated with this event would be likely

considering the increased spend of: e The nighttime events and festivals e Non-cyclist, festival-only participants

» The economic reach of this event is likely to extend beyond the festival itself by prompting return visits to the area for outdoor recreation.

» The event would also have additional economic impacts by

» The structure of this festival with overnight stays in the region

assured also eliminates most traditional sources of tourism leakage.

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

establishing the Cumberland Plateau as a destination in Virginia for cycling. The Shenandoah Valley found a total annual impact from cycling tourism to be $13.6 million. By hosting this event, the Cumberland Plateau would position itself to see these higher annual economic impact numbers from cycling tourism.

213

4.9.1 Additional Ideas EDA Travel, Tourism and Outdoor

Recreation Funding

To be developed as part of Tourism Master Plan

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

Water access for fishing and kayaking could grow to become

a key asset for the area.

Additional water access is needed throughout the county to

accommodate activity usage without threatening native

species.

EDA grant funding in conjunction with the American Rescue

Plan could be used to create a water trails system.

This trail network should be connected where possible to

allow for multi-day water trips. However, the trail system can

also just be a regionally organized series of trails.

Continued access should be actively planned for including

ownership planning for boat launches, access ramps, and

fishing platforms or piers.

4.9.| Additional ldeas

EDA Travel, Tourism and Outdoor Recreation Funding

To be developed as part of Tourism Master Plan

» Water access for fishing and kayaking could grow to become > This trail network should be connected where possible to a key asset for the area. allow for multi-day water trips. However, the trail system can

also just be a regionally organized series of trails. » Additional water access is needed throughout the county to accommodate activity usage without threatening native » Continued access should be actively planned for including species. ownership planning for boat launches, access ramps, and fishing platforms or piers. » EDA grant funding in conjunction with the American Rescue Plan could be used to create a water trails system.

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

213

214

4.9.2 Additional Ideas EDA Travel, Tourism and Outdoor

Recreation Funding

Idea for future mine closure

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

If there is a mine or quarry closure which leaves an open pit

style area, it could potentially be developed into a mining

play park.

This could follow a similar model to Diggerland USA, but with

a regionally specific mining theme allowing young people to

use heavy machinery and mining equipment under

appropriate supervision.

Similar mining adventure tours have been implemented in

Australia in the Central Deborah Mine to great success with

active drilling demonstrations and surface tours where

people enjoy the experience of getting to look into a pit mine.

These types of developments provide job opportunities for

displaced workers who have experience with heavy

machinery.

Image: diggerlandusa.org

4.9.2 Additional ldeas

EDA Travel, Tourism and Outdoor Recreation Funding

Idea for future mine closure

» If there is a mine or quarry closure which leaves an open pit style area, it could potentially be developed into a mining play park.

» This could follow a similar model to Diggerland USA, but with a regionally specific mining theme allowing young people to use heavy machinery and mining equipment under appropriate supervision.

» Similar mining adventure tours have been implemented in Australia in the Central Deborah Mine to great success with active drilling demonstrations and surface tours where people enjoy the experience of getting to look into a pit mine.

» These types of developments provide job opportunities for displaced workers who have experience with heavy machinery.

Central Shenandoah Planning District Commission. (2016). The Economic Impact of Bicycling in the Central Shenandoah Valley.

214

Title

Date

Company name or logoBarry I. Matherly, CEcD, FM, HLM

President & CEO, Hickey Global

+1 917-410-4626

[email protected]

125 Park Avenue, 25th Floor

New York, NY 10017

hickeyglobal.com