PEAC
Powhatan Economic Advisory
Council
Strategic Economic
Development Plan
February 10, 2010
Adopted by the
Powhatan County
Economic Development Authority
March 2010
1
Table of Contents
Page
3
Introduction
Assets
4
Powhatan Vision
6
Goals
8
Objectives
9
Strategies and Policies
12
Initial Steps
18
Appendix A – Powhatan Economic Advisory Council
Appendix B – VEDP Summary Report
Appendix C – Comprehensive Plan Comments
Appendix D – Marketing Plan
2
I.
Introduction
Powhatan County, through its economic development program, has embarked on a
process to develop a strategic plan for the economic growth of the County. As the old
saying goes “If you don’t know where you are going, any road will get you there.”
The County wished to establish a vision of a prosperous future and a road map to
achieve that vision. This planning process has spanned over the last year starting in
the spring of 2009 with the expected completion in March of 2010.
A Powhatan Economic Advisory Council (PEAC), representing key stakeholders in
the County, was formed to guide the development of the strategic plan (see
attachment “A” for the members of the group). This group met at least monthly to
develop the strategic plan. The strategic planning process included a review of the
factors of successful communities, the components of successful economic
development programs, identification of the County’s economic development assets
and challenges facing the County. The PEAC group took a field trip to visit the
economic development programs of New Kent County and James City County. This
trip demonstrated several successful economic development efforts in these counties
that are similarly situated to Powhatan County. The strategic planning process also
included an assessment of the County’s economic development and tourism efforts by
key leadership from the Virginia Economic Development Partnership and the
Virginia Tourism Corporation (see appendix “B” for the VEDP summary report).
The PEAC group identified an economic vision for the County, goals, objectives and
strategies that would help the County achieve that vision. Because of the close
linkage between the comprehensive Plan and the Strategic Economic Development
Plan, the PEAC group reviewed the draft Comprehensive Plan and submitted a series
of comments to the Planning Director and Planning Commission for their
consideration prior to adoption of the Comprehensive Plan (see report in Appendix
“C”). In addition to the strategic Economic Development Plan, the PEAC has
developed a Marketing Plan that the Economic Development Office and Economic
Development Authority can use as a tool to implement the Strategic Plan.
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The Strategic Plan should not be viewed as a static document but should be viewed as
a continuous process of reflection, refinement, improvement and opportunity
identification. Once you have identified the desired end result often opportunities
will present themselves that will help the County achieve its goals.
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II.
Assets
The strategic plan is built upon a foundation of the community assets that can be
leveraged to achieve community goals. The positive attributes of a community can be
a springboard for other positives in the community – “success breeds success”. Here
is a partial listing of assets that Powhatan County can use to build a stronger
economic base.
A. Regional Location
The location on the fringe of the Richmond metropolitan area is a key
economic advantage. Businesses that wish to expand or locate in Powhatan
have easy access to all of the amenities of the greater Richmond area/market
which include:
 Large and diverse labor pool
 Multiple higher education and training resources
 Large variety of business professional support services
 Wide array of financial institutions
 Easy access to national markets
 A significant regional/local market
 A variety of cultural and recreational activities
 A broad selection of residential options
 A variety of transportation options
 Easy access to State government
 Easy access to State headquarters for major corporations
 Easy access to major retail and wholesale sales operations
B. Labor Market
Over 1,000,000 people and 500,000 workers in the labor market area for
Powhatan County.
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C. Higher Education
At least 19 campuses of higher education that serve the County.
D. Retail Sales
Major regional shopping centers within 15 minutes of the County.
E. Major economic development engine
Richmond 4th best place to find a job.
Richmond 6th best place to start over.
Virginia the #1 pro-business state – Pollina Real Estate Corporation
Virginia 4th best pro-business state – forbes.com
F. Transportation
Within 10 miles of interstates, I-64 and I-295
Served by International and General Aviation airports, RIC and Chesterfield.
Served by Richmond and Virginia ports.
Rail service provided by Norfolk Southern.
Rt 288 and Rt 60 provide easy and direct access to I-64, I-85, I-95, and I-295.
G. An upscale small town/rural lifestyle
H. Product
1. Tourism – The County offers a variety of activities/venues that either
attract visitors to the County or hold the potential to attract additional
visitors. The County offers a variety of eating and shopping opportunities
to complement a visitors’ experience in the County.
2. Available Business Properties – While not known for its abundant
available business properties, the County has a selection of undeveloped
parcels of land and some vacant buildings that can support expanded
business ventures.
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I. Infrastructure
Over the last several years, Powhatan County has made sizeable investments to
upgrade the level of public facilities serving the citizens. Through these
strategic investments, the County has been able to provide a high level of
quality services to the citizens and provide the basic infrastructure for business
expansion in the County. While additional infrastructure facilities may need to
be expanded or relocated, the County is well positioned with a very favorable
bond rating and staff capacity to make these needed and required future
investments. Strategic public investments fuel added private investment which
in turn expands the tax base creating a positive upward economic spiral. Some
of the areas where significant infrastructure investments have been made
include:
a) Water and sewer system expansion and improvement
b) Parks/Recreation facilities (Fighting Creek Park) and programs
c) Modern school facilities and programs
d) State-of-the-art public library
e) Comprehensive YMCA facility and programs
f) Uncongested and integrated transportation system including highway
and rail
J. Low cost of doing business
The County prides itself on providing high levels of County services with very
modest taxes as compared to other metropolitan localities. As an example, the
county does not impose a “gross receipts” tax on businesses and Powhatan
County’s real estate tax is considerably lower than most of the local
governments in the Richmond metropolitan area. Even with the lower tax
structure of the County, it provides a high level of public services to the
residents and businesses.
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K. Housing
The rural character of the County has allowed for the development of a
significant range of quality housing options from large homes on 5 acres of land
to a more intimate community setting around a golf course. The County has
been attractive to families looking for a small community atmosphere with easy
access to quality services and amenities.
L. Active Development Organizations
The County is served by a full-time economic development office and Chamber
of Commerce. These full-time organizations are supplemented by an active
Economic Development Authority and Tourism Council. The County is
fortunate to have a variety of other volunteer organizations that support the
economic growth of the County.
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III.
Powhatan Vision
The following vision statement is provided to describe the desired economic
development in the County over the next 25 years. The vision statement is a
written narrative describing those economic characteristics that the County should
strive to achieve. While not a complete graphic illustration of the County’s
future, it is illustrative of the economic activity that is desired and fostered.
Vision Statement
Powhatan County is a bustling community on the edge of the Richmond Metropolitan
area supporting a variety of businesses that have taken advantage of its rural heritage,
the proximity to regional markets and prosperous local population.
The State Park, Wildlife Management Area and James River access support thriving
outdoors and eco-tourism businesses throughout the County. The St. Francis/Belmead
property has been converted into an internationally recognized eco-friendly conference
and resort facility and the Powhatan Pavilion has been developed into a summer
performing arts complex rivaling Tanglewood in western Massachusetts. The abundant
horse farms and stables have joined together to sponsor regionally acclaimed horse
events throughout the year. These events attract riders from all over the eastern United
States. A variety of niche agricultural operations have flourished supporting local and
regional artisans that market their wares in the Courthouse Area and at the regional
farmers market. The farmers market is renowned for its unique, locally grown,
agricultural items that attract buyers from around the region.
The Courthouse area has become the location of choice for dozens of artists, craftsmen
and artisans. The boutique shops display their wares and the products produced locally.
Local wines are served in fine restaurants as visitors meander through the historic
exhibits and museum. Numerous events are held here annually to celebrate the rich
history of Huguenots and other early settlers to the County.
The 711/288 interchange area has developed into an award winning regional
commercial center serving the Richmond Metropolitan Area. This densely developed
area has blended the principles of new urbanism, transportation-oriented development,
mixed-use development and sustainable development into a bustling island hub of
activity.
The Route 60 corridor has three areas of concentrated commercial and mixed-use
development from the County line to the Courthouse area. These nodes of development
support a variety of mixed-use and stand-alone commercial and light industrial uses
serving local, regional, national and international markets. Extensive landscaping and
classic architectural design are hallmarks of the development along the corridor
allowing seemingly incompatible uses to flourish next to each other. The development of
advanced high-speed telecommunications along the corridor has spurred the location
and incubation of a variety of technology businesses. The County’s support of
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commercial space specially designed for these types of businesses has created thriving
and growing technology and knowledge-based business sectors.
The railhead at Moseley and the associated County developed rail served business park
has led to a clustering of businesses that ship bulk products throughout the Richmond
region. While the rail-dependent businesses have flourished in this rural setting, the
rural character of the area has been maintained through strict adherence to land use
regulation and limitations on the extension of utility service.
The development of the County has been guided by enlightened public officials, Board of
Supervisors, Planning Commission, Economic Development Authority and County staff,
based upon a commonly-held vision of the future. The Board of Supervisors has made
strategic investments to achieve the vision and has provided the regulatory environment
to ensure that development moves forward according to the high standards of quality
expected by the citizens. Desired economic development has been achieved through an
aggressive economic development program that nurtures and fosters compatible business
ventures.
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IV.
Goals
The following set of goals have been developed to provide a way to achieve the
vision of the County outlined in the previous section. These goals are the desired
outcomes/results needed to fulfill the vision and establishes the direction for the
economic development efforts for the County.
1.
2.
3.
4.
5.
6.
7.
8.
Provide diverse and stable economy that supports a labor-to-jobs
ratio of 2:1.
Expand the existing tourism businesses/agri-businesses and recruit
new businesses building on the tourism and agricultural assets of the
County.
Transform the Courthouse area into a destination village with upscale
boutique shops, niche retail, fine restaurants and B&B’s/Inns.
Create an award-winning regional “Gateway Corridor” commerce
center at the Rt 711 and 288 Interchange.
Create a nationally-recognized, destination, eco-friendly
conference/resort center complex at the St. Francis/Belmead site.
Develop a rail-served, light industrial complex in the Moseley
community.
Develop concentrated, high-quality commercial and mixed-use
development in specified areas along Rt 60.
Create a set of governmental services and policies that support
business growth, investment, job creation and expand the commercial
tax base by at least 1% per year.
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V.
Objectives
Each goal has a specific set of objectives that, if completed, will result in
achieving the overall goal.
1. Goal – Provide diverse, modern and stable economy that supports a labor
force-to-jobs ratio of 2:1.
Objectives:
1.1.
Attract environmentally-friendly/low impact businesses to the County
1.2.
Retain and expand existing businesses
1.3.
Create a support system for entrepreneurship and small business
development
1.4.
Prepare the workforce with the skills and abilities required for
existing businesses, projected businesses and target industries
1.5.
Create a public/private business park with a technology spec building
1.6.
Develop an advanced telecommunications network able to support
sophisticated, technology-based business sectors
2. Goal – Expand the existing tourism businesses/agri-businesses and recruit
new businesses building on the tourism and agricultural assets of the
County.
Objectives:
2.1.
Strengthen travel promotion activities
2.2.
Recruit lodging facilities – Hotel and Inns
2.3.
Develop a “Pavilion on the James”
2.4.
Expand/improve river access
2.5.
Expand the number and variety of agri-businesses in the County
2.6.
Recruit/attract river-related business, i.e. Canoe livery, raft company
3. Goal – Transform the Courthouse area into a destination village with upscale
boutique shops, niche retail, fine restaurants and B&B’s/Inns.
Objectives:
3.1.
Create a low-density “New Urbanism” style of development at the
Courthouse Village with a variety of specialty retail shops
3.2.
Provide a variety of venues for the Arts and Artisans at the
Courthouse
3.3.
Ensure that the historic character of the Courthouse area is preserved
and enhanced
3.4.
Consolidate and integrate the public use facilities to create more
efficiencies, generate more customer traffic, and free up potential
development sites
4. Goal – Create an award-winning regional “Gateway Corridor” commerce
center at the Rt 711 and 288 Interchange.
Objectives:
4.1.
Develop a conceptual development plan to illustrate the commercial
potential of the Interchange
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4.2.
4.3.
Provide utility infrastructure to support intensive commercial
development
Recruit a nationally recognized development team to design and build
a state-of-the-art commercial project
5. Goal – Create a nationally recognized destination, eco-friendly
conference/resort center complex at the St. Francis/Belmead site.
Objectives:
5.1.
Conduct a national/international design competition to receive
development concepts for the St. Francis/Belmead complex
5.2.
Partner with the selected development team to construct the
conference/resort complex
6. Goal – Develop a rail-served, light industrial complex in the Moseley
community.
Objectives:
6.1.
Determine the market feasibility of a rail-served industrial site
6.2.
Gain site control of select properties
6.3.
Plan for the necessary utility extension/provisions to the property
6.4.
Conduct a special marketing program to regional, rail-dependent
Industries
7. Goal – Develop concentrated high-quality commercial and mixed-use
development in specified areas along Rt 60.
Objectives:
7.1.
Ensure that there are identified sites for a diverse set of potential
future commercial and light industrial uses along the corridor
7.2.
Identify future areas for concentrated business and mixed-use
development in the Comprehensive Plan
7.3.
Designate specific economic development zones for commercial and
industrial development – technology zone, community development
authority, development district, etc.
7.4.
Ensure the timely extension of infrastructure to serve the designated
development areas
7.5.
Prepare conceptual development plans for select parcels along the
corridor to illustrate the types of development desired
8. Goal – Create a set of governmental services and policies that support
business growth, investment, job creation and expands the commercial tax
base by at least 1% per year.
Objectives:
8.1.
Insure timely project/permit approvals to meet project deadlines for
business development
8.2.
Maintain quality development standards without being overly
burdensome to business development/expansion
8.3.
Provide competitive business incentives for target business sectors
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8.4.
8.5.
8.6.
Maintain a favorable and competitive business tax structure
Create and implement an infrastructure plan that supports the
development of new and expanded business properties in designated
development areas
Support and maintain a proactive and aggressive business
development program
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VI.
Strategies and Policies
A. Business Development
1.
Goal – Provide diverse, modern and stable economy that supports a
labor force-to-jobs ratio of 2:1.
1.1. Attract environmentally friendly/low impact businesses to the
County
Strategies and Policies
1.1.1. Target business sectors: The County should establish an
aggressive marketing campaign targeted at the following
target industries:
 Information technology-based companies
 Cyber Security
 Niche agri-business
 Creative and knowledge-based services
 Engineering and architecture
 Advertising and public relations
 Technical consulting
 Finance
 Richmond regional rail-dependent businesses
1.1.2. Incentive Policy: The County should establish a formal
incentive policy directed at the target business sectors.
1.1.3. Technology Zone: The County should establish a
technology zone along sections of the Route 60 corridor to
entice technology and knowledge-based businesses to locate.
1.2. Retain and expand existing businesses
Strategies and Policies
1.2.1. “Powhatan Business First” program – Continue and
strengthen the current structure of the existing industry call
program.
1.3 Create a support system for entrepreneurship and small
business development
Strategies and Policies
1.3.1. Business incubator – conduct a feasibility study
1.3.2. Strengthen small and emerging business services
1.3.3. Create a Technology Council as a function of the Chamber
of Commerce
1.4. Prepare the workforce with the skills and abilities required for
existing businesses, projected businesses and target industries
Strategies and Policies
1.4.1. Conduct a workforce/labor study for the County
1.4.2. Create workforce development center – combined adult
education and career and technical education facility
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1.5
Create a public/private business park with a technology spec
Building
Strategies and Policies
1.5.1. Partner with a developer to construct a campus style office
park with an office space designed specifically for
technology based companies
1.6 Develop an advanced telecommunications network able to support
sophisticated, technology-based business sectors
Strategies and Policies
1.6.1. Prepare an advanced telecommunications plan for the
County
1.6.2 Construct an open-access fiber network serving the business
corridor of the County
2.
Goal – Expand the existing tourism businesses/agri-businesses and
recruit new businesses building on the tourism and agricultural assets
of the County.
2.1. Strengthen travel promotion activities
Strategies and Policies
2.1.1. Target sectors – The County should establish an aggressive
marketing campaign targeted at the following target tourism
markets:
 Eco-tourism industry
 Outdoor recreation
 Horse industry
 History
o More sites open to the public
 Increase the number of special events
2.1.2. Cooperative Marketing – Cooperate with local and regional
tourism agencies to market theme tourism experiences such as
Virginia’s Retreat, Civil War Trails, etc.
2.1.3. Package tourism development –
attraction/eating/shopping/lodging – Combine tourism
experiences with places to eat, stay and shop and market the
combined experience as a package; lovers’ getaway package or
trail rides weekend, etc.
2.2
Recruit lodging facilities – Hotel and Inns
Strategies and Policies
2.2.1. Hotel and Inn feasibility study – Conduct a feasibility study
for an inn or hotel for the Courthouse area
2.2.2. Market to hotel/inn developer – Use the hotel/inn feasibility
study to recruit a hotelier to the Courthouse area.
2.3
Develop a “Pavilion on the James” – Identify potential sites for a
summer entertainment venue like Tanglewood in the Berkshires of
western Massachusetts
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2.4
Expand/improve river access
Strategies and Policies
2.4.1 James River Water Trail – Identify suitable locations along
the James River for a water trail that can be paddled by either
canoe or kayak. Include those locations in the brochure with
interpretive text for paddlers from out of the area. Market the
James River Water Trail to various paddling organizations.
2.5 Expand the number and variety of agri-businesses in the County
Strategies and Policies
2.5.1. Niche or specialty agriculture – Encourage expansion of
specialty agriculture in the following areas:
 Farmers market – Establishment of a local farmers
retail outlet in the Courthouse area. Another option is the
work with a local farmer along Rt 60 to establish a
comprehensive year-round farmers market experience.
 Livestock market – Conduct a feasibility study for
establishment of a specialized livestock market.
 Promote the diversification of existing farm practices
into specialty products:
o Specialty horse hay – Timothy
o Meat goats
o Barley for O’Sage
3. Goal – Transform the Courthouse area into a destination village with
upscale boutique shops, niche retail, fine restaurants and B&B’s/Inns
3.1. Create a low-density “New Urbanism” style of development at the
Courthouse Village with a variety of specialty retail shops.
Strategies and Policies
3.1.1. Encourage medium density residential development in the
Courthouse area
3.1.2. Develop/re-develop under-utilized parcels into specialty
retail and artist/artisan shops
3.1.3. Recruit an Inn or B&B to the Courthouse area
3.1.4. EDA/County gain site control of key development parcels
3.1.5. Farmers Market – fixed location in the Courthouse area
3.1.6. Clearly define the “Courthouse Village” by establishing a
traffic circle at the intersection of Rt 13 and Mann Road
3.1.7. Develop a comprehensive pedestrian-friendly streetscape
along the Rt 13 corridor in the Courthouse including flags,
banners, signage, plantings, flowers, lighting, street
furniture, etc.
3.1.8. Provide comprehensive trail/sidewalk network connecting
all of the venues in the Courthouse area, including Fighting
Creek Park, County Administration Building, other public
venues with the surrounding existing and future residential
areas
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3.1.9.
Provide a new graphic image for the “Courthouse Village”
with the appropriate signage along Rt 60 and throughout the
Courthouse area
3.2 Provide a variety of venues for the Arts and Artisans at the
Courthouse.
Strategies and Policies
3.2.1. Convert the “Village Building” into a graphic and
performing arts facility
3.2.2. Create an outdoor events facility on the School Board
Property
3.3 Ensure that the historic character of the Courthouse area is
preserved and enhanced.
Strategies and Policies
3.3.1. Enact an “historic overlay district” with architectural
review board
3.3.2. Provide a modest matching grant program for building
renovations
3.4 Consolidate and integrate the public use facilities to create more
efficiencies, generate more customer traffic and free up potential
development sites.
Strategies and Policies
3.4.1. Expand the County Administration facility in a new building
at its current location
3.4.2. Combine the emergency services, fire and rescue, to a
central location north of the Courthouse area on Rt 13 –
relocate the school bus maintenance facility to a new location
3.4.3. Expand/relocate the County Museum
3.4.4. Create a visitor’s center in the Courthouse area
3.4.5. Consolidate the existing ball fields in a central location,
Fighting Creek Park
3.4.6. Extend the road from Fighting Creek Park to connect to Rt
13 at Yates Lane
3.4.7. Connect all public facilities with a network of sidewalks and
trails
4.
Goal – Create an award-winning regional “Gateway Corridor”
commerce center at the Rt 711 and 288 Interchange
4.1. Develop a conceptual development plan to illustrate the commercial
potential of the Interchange
4.2. Provide utility infrastructure to support intensive commercial
development
4.3. Recruit a nationally-recognized development team to design and
build a state-of-the-art commercial project
18
5.
Goal – Create a nationally-recognized destination, eco-friendly
conference/resort center complex at the St. Francis/Belmead site.
5.1. Conduct a national/international design competition to receive
development concepts for the St. Francis/Belmead complex
5.2. Partner with the selected development team to construct the
conference/resort complex
6.
Goal – Develop a rail-served, light industrial complex in the Moseley
community.
6.1. Determine the market feasibility of a rail-served, industrial site
6.2. Gain site control of select properties
6.3. Plan for the necessary utility extension/provisions to the property
6.4. Conduct a special marketing program to regional rail-dependent
industries
7.
Goal – Develop concentrated high-quality commercial and mixed-use
development in specified areas along Rt 60.
7.1. Ensure that there are identified sites for a diverse set of potential
future commercial and light industrial uses along the corridor
7.2. Identify future areas for concentrated business and mixed-use
development in the Comprehensive Plan
7.3. Designate specific economic development zones for commercial and
industrial development – technology zone, community
development authority, development district, etc.
7.4. Ensure the timely extension of infrastructure to serve the
designated development areas
7.5. Work with property owners in select areas along the corridor to
assemble and market a combined large track of land suitable for
an upscale mixed-use development
7.6. Prepare conceptual development plans for select parcels along the
corridor to illustrate the types of development desired
8.
Goal – Create a set of governmental services and policies that support
business growth, investment, job creation and expands the commercial
tax base by at least 1% per year.
8.1. Ensure timely project/permit approvals to meet project deadlines
for business development
Strategy/Policy
8.1.1. Review existing regulatory and permit procedures
8.2. Maintain quality development standards without being overly
burdensome to business development/expansion
8.3. Provide competitive business incentives for target business sectors
Strategy/Policy
8.3.1. Develop and implement a set of guidelines for providing
business incentives
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8.4.
Maintain a favorable and competitive business tax structure
8.4.1. No BPOL tax
8.5. Create and implement an infrastructure plan that supports the
development of new and expanded business properties in
designated development areas
Strategy/Policy
8.5.1. Continually monitor and update the capital improvements
Plan
8.6. Support and maintain a proactive and aggressive business
development program
Strategies and Policies
8.6.1. Implement the policies and strategies of the Strategic
Economic Development Plan
8.6.2. Adopt and implement an aggressive Marketing Plan
8.6.3. Provide adequate resources to carry out the County’s
Economic Development Program
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VII.
Initial Steps – “A journey of a thousand miles begins with a single step.” This
Strategic Economic Development Plan outlines a vision that has multiple
components and many individual strategies. With limited resources, it is
imperative that the County select those activities that will begin the journey off
on the right foot. The following are a set of initial steps that, if taken, will move
the County towards achieving the vision outlined at the beginning of this
document. The County has already taken action to initiate several of the
recommended initial steps below. There are two overarching principles that
govern the selection of the following actions for those initial steps:
 Powhatan County’s priorities for business expansion and location should
be focused on; 1) providing a facility that can support the needs of target
businesses; 2) supplying an adequate number of quality workers; and 3)
continuing a modest-cost environment of doing business (initially and
over the long-term).
 “You can’t sell your product if no one knows about it.” Active marketing
is essential even in a down economy.
Here are the top 10 initial steps recommended to begin the implementation of
this Strategic Economic Development Plan:
1. Implement the recommendations of the Marketing Plan.
2. Document the detailed characteristics of the workforce within the labor
market area.
3. Prepare a plan for the provision of advanced broadband service along the
Route 60 corridor from the County line to the Courthouse and ultimately
throughout the County (this study is currently being advanced).
4. Partner with a developer to construct a spec office building with advanced
technology capabilities. The building should be in a campus style
office/mixed-use development.
5. Prepare a detailed conceptual master plan for the Courthouse area (this
plan is currently being advanced).
6. Establish a policy for providing incentives for targeted business sectors
including the establishment of a technology zone along Route 60.
7. Conduct a review of the land development regulatory permit processes
with recommendations for potential streamlining (this study is currently
being advanced).
8. Update the Comprehensive Plan and Zoning Ordinances to reflect the
concepts and vision of this Strategic Plan (the update of the
Comprehensive Plan is currently underway).
9. Continue the extension of water and sewer service to the unserved
commercial areas along Route 60 (currently underway from Judes Ferry to
Flat Rock).
10. Work with landowners along the Route 60 corridor to assemble and
market a sizable tract of land for a mixed-use development.
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Appendix A
Powhatan Economic Advisory Council – Members
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Powhatan County Economic Advisory Council
Steve Harris, Chairman, Powhatan County Economic Development Authority (EDA)
Larry Lyons, Treasurer, Powhatan County EDA
Tim Benusa, Powhatan County EDA
Archie Goodwyn, Powhatan County EDA
Robert Royall, Powhatan County EDA
Don Balzer, Powhatan County EDA
Yowanda Brown, Powhatan County EDA
Robert Cosby, Chairman, Powhatan County Board of Supervisors
Joe Walton, Powhatan County Board of Supervisors
Billy Melton, Chairman, Powhatan County Planning Commission
Tina Bustos, Executive Director, Powhatan Chamber of Commerce
Carolyn Cios, Powhatan County Administrator
Sherry Swinson, Powhatan County Economic Development Director
Brandon Stidham, Powhatan County Planning Director
Stephanie Davis, Powhatan County Finance Director
Chris Rapp, Powhatan County Utilities Director
David Ziletti, Chairman, Powhatan Tourism Committee
Maureen Moslow Benway, Co-Chair, Powhatan Tomorrow
Pam McCune, Co-Chair, Powhatan Tomorrow
Dr. Margaret S. Meara, Division Superintendant, Powhatan County Public Schools
Sandy Lynch, Assistant Superintendant for Secondary Instruction and Gifted
Education, Powhatan County Public Schools
Louis McGinty, Vice President, Community College Workforce Alliance
Mary Kay Gates, Executive Director, Powhatan YMCA
Dr. Gary Rhodes – President, J. Sargeant Reynolds Community College
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Appendix B
Virginia Economic Development Partnership
Summary Report of Visit
24
Powhatan County
Virginia Economic Development Partnership
Economic Development Assessment
April 8, 2008
25
Economic Development Assessment
April 8, 2008
Process
A team of economic development professionals from the Virginia Economic
Development Partnership (VEDP) visited Powhatan County on April 8, 2009 to
receive a briefing on the County and to tour select development opportunities
and initiatives of the County’s Economic Development Program. The purpose of
the visit and tour was to provide the County a perspective and an independent
professional assessment of the County’s economic development efforts. This
short report provides an overview of the reactions and recommendations of the
VEDP Team based upon their short
exposure to the County’s economic development program. The representatives
of VEDP team included Elizabeth (Liz) Povar, Director of Business Development;
Robert (Rob) McClintock, Director of Research; Dr. Jay Langston, Senior Project
Support Manager; John Loftus, Sites and Buildings Representative; and
Catherine (Sissy) Pack, Community Assistance Specialist. This summary report
provides the reflections and suggestions form the VEDP team.
Overview
The VEDP team was very impressed with the overall quality and professionalism
displayed during the VEDP team visit and tour. This high level of professionalism
is a reflection of the commitment and the active involvement of the County
Administration, Board of Supervisors, Economic Development Authority and
engaged citizens. Some of the key themes that came out of the briefings, tour
and discussion included:
Vision of the Future - The County’s economic development efforts could be
enhanced if the character and type of development desired was more clearly
defined and illustrated. There is a general consensus that the County wishes to
retain its rural character and concentrate future high quality development in
select locations along Rt. 60 corridor, at the Courthouse area, south of 288 along
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Rt. 711 and in select parcels along the railroad. The County’s Strategic Plan
Economic Development Plan and the Comprehensive Plan update should
provide a clear vision of desired development.
Target Industries - The County’s policies and marketing efforts should be
tailored to meet the particular needs of a refined list of “target” industries. The
County’s economic development efforts are currently targeted to agribusiness,
tourism, and small business development. As the County redefines its vision of
desired development it should refine and expand these target industries to
include, small technology businesses, CyberSecurity businesses, supply chain
businesses related to the automotive and wood products industries and a
Richmond region rail dependent user. These types of industries appear to be well
suited to the available product (sites and buildings), the County’s geographic
location and potential labor supply.
Regional Perspective - Powhatan County is uniquely positioned to take
maximum advantage of the many resources that are available within a short
commute. The County’s marketing materials and presentations focus on the
activities of the County and the wonderful amenities that exist in the County but
business decisions are often made based upon the resources that are available
in the region. Businesses in Powhatan are able to draw from a major multi-county
labor market area, the business services of the Richmond region, several major
training and educational institutions in the region and residents can take
advantage of a large variety of shopping and recreational opportunities just a few
miles away. The County’s economic development efforts would be enhanced
considerably if these regional assets are highlighted in future marketing efforts.
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Infrastructure Investment - Continued investment in the expansion of water and
sewer infrastructure will allow for additional commercial development in the
future. The County has made significant investment in infrastructure development
(water, sewer and schools) over the recent years. This investment has resulted in
considerable business expansion along the Rt. 60 corridor and has allowed for
the more commercial land to come on to the market. As a result, the tax
revenues generated by businesses continue to increase and new businesses are
continuing to look to locate in the County. The County needs to document the
existing broadband infrastructure and pursue the expansion of the broadband
network and services within the County. Affordable robust broadband
telecommunications infrastructure is a necessity to support technology-based
small businesses.
Business Environment – A review of existing policies, programs and
regulations that support or encourage the desired business development should
be a component of the County’s business development strategy. The lack of a
“gross receipts” tax is a major incentive to many businesses, particularly small
technical and professional businesses. This business friendly policy should be
matched with other public policies and incentives that encourage the types of
business development desired.
Marketing – Based upon the Powhatan County’s vision of the future, desired
target industries/businesses, and regional context, the County should build upon
and refine the professional economic development program in place with an
aggressive marketing campaign.
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Vision and Future Development
The County wishes to retain a rural character for most of the county with the
exception of select growth areas.
The County is still trying to determine or define what “rural character” is. Growth
is desired in select nodes along the Rt. 60 corridor, at the Courthouse complex
and on the south of Rt. 288.
The County wishes to ensure a high quality development standard for all
intensely developed parcels.
The County is interested in exploring rail dependent development on select
parcels adjacent to the NS rail line. It is recommended that the County establish
a dialogue with Kevin Page of VDRPT as another resource to support
development of the rail site.
The presentations supported the above vision for the County, but it would be
helpful to have a clear statement or policy to articulate this vision. The
Comprehensive Plan update process is envisioned to provide this clarity.
Visual 3-dimensional representations of future development in the target areas
would be helpful to illustrate the type, character and quality of development
desired. Such visualization would help to convey the desires of the community to
any prospective business.
A high-level presentation that reflects the “message” of the community and can
be used by multiple leaders and stakeholders is important in building consensus
and focusing efforts.
Utilities
The County has undertaken a significant investment in utility infrastructure. This
investment has already paid major dividends in business expansion and
increased tax base.
It would be helpful to have a succinct map and description of the location of both
private and public water and sewer infrastructure. This description should include
the future plans for the expansion and upgrade of this infrastructure with
timelines.
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A robust broadband network is a necessity to support modern technology based
companies. Very few details were available on the existing telecommunications
network, providers and services. An inventory of the existing broadband system
would be important information to technology based companies. Consideration
and plans should be developed to provide these services to the future
development nodes. VEDP may be able to provide technical assistance in
working with the broadband partners to identify the infrastructure. It is
recommended that contact be made with Tad Deriso of Mid-Atlantic Broadband
for a discussion of best-practices in this infrastructure area.
Quality of Life
It is evident that the County has been able to attract a higher income and affluent
residential population base. The County has been able to provide high quality
support services and facilities that are available to all of the citizens: schools,
parks, library, fire and rescue. Likewise the private sector has developed services
and facilities that are high quality as well; golf courses, restaurants, health and
wellness, day care, etc.
The high income and well educated population would like access to a greater
selection of up-scale amenities in the County but these amenities have been or
are being developed within a short commute in adjacent localities.
When discussing and illustrating the county’s assets it is good to refer to the
proximity of the commercial offerings in the adjacent localities. These amenities
are an asset that’s necessary for attraction/growth of Information Technology
business sector.
Powhatan County’s investment in these quality of life assets is a strength, and
presenting these assets visually in marketing materials is important.
Fiscal Condition
The County has a very well managed government with a very low tax rate and
very good bond rating.
The VEDP team was impressed with the extent of civic involvement from the
citizens.
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The lack of a BPOL (Gross Receipts) Tax is a very big incentive to business,
particularly business and professional services sector, and should be prominent
in all promotional material.
Business Environment
With the County’s desire for high quality development, it is important to be able to
illustrate that the County’s regulatory processes are conducive to business
development. There appears to be some process in place to expedite permit
reviews and processing. All efforts should be made to continually evaluate the
details of the regulations and processing procedures to insure that they provide
the quality desired but are not overly restrictive and cumbersome in their
administration. Three principles should govern; 1) let me know upfront what the
rules are; 2) apply the rules uniformly; and 3) time is money.
It may be useful to survey existing business and confirm that the County’s
regulatory processes are not cumbersome. This can be a real strength in
business development, but validation by existing clients is important.
It appears that the zoning classifications and district delineations are not
consistent with the type of business development desired or likely to occur over
time. With the revisions to the Comprehensive Plan and the development of the
Strategic Economic Development Plan the County should immediately revise the
Zoning Ordinance to conform to this new vision of development.
Product Availability
The County’s diversity of product was a surprise and an asset. It is
recommended that the County present and position these real estate assets
collectively, as that may be the best way to introduce the options in a short but
effective message.
The County is fortunate to have a couple of privately owned commercial parks
with a variety of businesses. The Oakbridge Industrial Park, in particular, has
some high-quality tenants and plenty of available space for business expansion.
This park had some existing building space that could be a significant asset in
marketing efforts.
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From the material presented on the tour, it was hard to tell what properties had
available space and were served by what type of utilities. It would have been
helpful to have a series of site specification sheets on each business and
industrial property.
The County has taken an option on rail-served property, but no materials were
available which would provide a good description of the property. Given the size
and location of the property the team thought that a Richmond regional raildependent user may be more suited to the site than a multi-state business
supplier. Again, some good site specification materials would be beneficial in
understanding the potential of the site.
Workforce and Education
The County can position itself within both the Richmond region (for technicallyskilled labor) and the central region (for more traditional blue-collar labor). It is
worthwhile to spend time and money in developing the statistics and the relevant
data to support the diversity in this workforce.
The County has a high quality school system equivalent to or exceeding adjacent
localities in standardized performance measures, but there was not discussion of
how the education resources are tailored to meet the needs of business.
Workforce and labor continues to be one of the highest priority business location
factors even given these recessionary times. There was scant information
provided on this very important topic.
The County has a number of higher education resources available within the
region, but these resources were not presented in any way as being supportive
of or offering programs that meet the needs of existing or desired businesses.
The County should explore stronger partnerships with educational institutions
that can address the workforce training needs of the County. The EDA may wish
to visit some localities that have taken proactive steps to provide programs and
facilities addressing workforce development. The County may wish to establish a
functional arrangement with a single higher education partner around a single
business-oriented initiative to gain momentum and demonstrate an early
success.
There appear to be some unique assets in the local workforce that could be
beneficial to clients, i.e. foreign languages that are spoken. If this is the situation
then these assets should be documented and presented in marketing materials.
Target Industries
Agribusiness, tourism and small business were identified as being the current
targeted industries for the County.
Based upon the location of the County, the population demographics, and
available products it was suggested that the County may wish to establish small
technology companies and CyberSecurity companies as a potential target
industry (assuming the broadband infrastructure can be documented).
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The target industry suggestions above relate to the near-term “product” (i.e. real
estate offerings) which is available. If new and larger properties can be made
available, the target industries could evolve to accommodate businesses
requiring larger footprints.
Given the number of automotive-related and support industries, there may be an
opportunity to develop an automotive industry “supply chain” cluster. The same is
true in the wood products industry.
Survey the County and identify local residents who could be entrepreneurs, or
mentor entrepreneurs, or create a local venture capital fund to support small and
emerging local business development.
Current ED Program and Partners
The County is to be commended for a very professional and talented
professional staff and EDA. The VEDP Team was very impressed with the “can
do” spirit personified by the County Management Team.
The County is also to be commended for the foresight to engage in a process of
strategic planning to establish a renewed vision and direction for business
development in the County.
The County appears to have an engaged team to promote business
development, a committed, County administration and Board of Supervisors,
Chamber of Commerce, Tourism Committee, engaged businesses, and active
citizens. This diversity is a strength that sets the county apart from many of its
peers.
The marketing materials and website, while very attractive, do not convey many
of the major business assets of the County that were presented during the tour.
Those assets that support the vision of the County and are important for
business decisions should be prominent in all promotional and informational
materials.
Powhatan County’s access to a regional workforce, geographic location in the
region, ease of highway access and convenient access to business and
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professional services make a compelling business attraction story and should be
prominent in marketing materials.
It is very important that the County establish a clear vision of the desired
business development and then present all of the attributes of the County that
support that vision.
The Comp plan and ED Plan under development should be very clear in
graphically depicting the design standards, and land-use concepts it decides
upon by showing examples of recommended architectural standards and land
planning it wishes to achieve (density, setbacks, clustering, materials, energy
efficiency, water retention, etc.)
The County will need to put into place those public policies that will be supportive
of the type of business development desired.
The County does not appear to have any established policies for providing
business incentives. Once the target industries have been identified the County
should establish a set of incentive policies that address the key location decision
factors of those industries.
As mentioned earlier there is very little information on available product (sites
and buildings) and workforce. These are two of the most important business
location considerations; do you have a suitable location for my business and
can the region provide the labor I need? The County should clearly document
the available resources in these areas.
Once the County has established the revised target industries it wishes to
pursue, then the marketing strategies and materials will need to be developed to
address the specific location factors of those industries.
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Presentations
The briefings were well done by the County staff. The team came away form the
briefings and tour with a very deep understanding of the character of the County
and what makes it unique - mission accomplished!
The content of the briefings tended to be on the business of the County. In future
presentations of that nature, there should be more attention paid to specifics of
business location factors. It’s difficult to do, but putting these briefings into a real
“value proposition statement” for clients is important. Meaning, what do the
services and assets of the County mean to the business client’s bottom line? The
presentations could pick a few business types, and run a pro forma which shows
quantitatively what a business would pay in Powhatan vs. an assortment of
competitor locations. This analysis itself should reveal strengths and perhaps
weaknesses that may require local policy responses.
Tour Logistics
The venues for the tour were outstanding! The food and beverages were
wonderful. The information was well organized and well presented. The timing of
the individual elements of the tour was about right. The stop to visit the Rapid
industry was an important element of the tour to be able to actually interact with a
local entrepreneur.
It would have been helpful to have a map with the various highlights along the
tour to orient people.
In the future for showcasing the County, it would have been a bit more
comfortable and conducive to explanation if the van had been one of the VIPtype, twelve passenger vans.
The Powhatan Team was a very good host, including refreshments in the van
and pit stops on the way, often overlooked, but very important when hosting a
group.
Summary
Powhatan County has one of the most important key elements in place for
success - a dedicated team of leaders and an engaged citizenry. The important
factor now is to use this window of opportunity to affix proactive policies and
standards before rapid economy expansion gets rolling again. Soon the County
staff will be swamped with the pressures of development without an up-to-date
guidepost for decision-making. Powhatan County has enormous upside potential
if it can handle the planning and policy work before the regional development
pressures take hold.
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Appendix C
Comprehensive Plan Comments
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Powhatan County
Draft
Comprehensive Plan
Economic Development Review
By
Powhatan Economic Advisory Council
Introduction
The comments and observations presented in this short review of the draft
Comprehensive Plan are based on the presentations by the Planning Director at
the August 21st meeting and revisions presented at the September 22nd meeting
of the PEAC and reflect the perspective of maximizing the economic
development potential of the County. It is assumed that the County wishes to
maximize the economic and revenue generation potential of future land
development activities. An economic development perspective, observations and
comments represent only one perspective that the Planning Commission and
Board of Supervisors should consider when planning for the future of the County.
It is understood that this economic development perspective should be
considered in light of other public goals and objectives.
The Comprehensive Plan document should have a time horizon of 20 to 25 years
and establish a vision of phased development of the County over that timeframe.
While it is hard to predict the exact nature of development in 20 to 25 years, the
policies that are put in place now will have a major impact on shaping the longrange future of the County. Land development that appears totally unrealistic
today may be realistic in 10 to 15 years as a result of change in market and
environmental conditions. It is important to establish what is desired in order to
be able to take advantage of opportunities as they present themselves in the
future. As one famous land planner once said “make no little plans”.
Economic Development Chapter
This chapter begins with an introduction that is not very positive towards
economic development. The general philosophy expressed is; “let’s wait for
development to approach the county and then evaluate the impact of the
development on services that may be generated by the development and extract
fees to offset the cost of that impact”. This general approach discourages future
economic development in the County that may generate tax revenues and sends
the wrong message to the business community. The tenor of this chapter should
start with a commitment of the County to help facilitate the desired development
outlined in the rest of the document. The County has taken some bold steps to
install the infrastructure in support development realizing that these investments
will yield a significant return on investment with increased tax base from
commercial development. This same philosophy should be reflected throughout
the chapter. The tenor of the chapter should start with a commitment of the
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County to be proactive in encouraging high-quality development that increases
the tax base and achieves its goals and objectives. Strategic investment is often
required if the County is to determine its own future. The comprehensive plan
should reflect a more proactive approach towards economic development and
embrace the concept of strategic investment to achieve its goals.
The plan does not quantify how much land will be necessary over the planning
horizon for the various types of development, residential, commercial, industrial,
etc that would be needed to accommodate the projected population growth and
related commercial development. Without some order of magnitude, it is hard to
tell if there is too much or too little land allocated for intensive development. The
plan does not include projections that were made in the phase I of the planning
process. These projections would be of help in understanding the magnitude and
character of future population and economic growth.
The PEAC/EDA should request that extra time be allowed for the group to
suggest modified goals and objectives based upon a strategic economic
development vision of the County.
Given the importance of tourism and agri-business development to the future of
the County, it is suggested that the plan have a separate section within the
economic development chapter that addresses these topics.
Development Concepts Proposed - Village Center/Town Center and Commerce
Center
The proposed Village Center and Town Center concepts embrace the concepts
of mixed-use/mixed-income development. While these proposed development
concepts are worthy public policies that should be reflected in the Plan, there are
certain types of development that are not conducive to a mixed-use development
concept. Auto-dependent commercial development and economic activity that
has outdoor storage, high noise levels or high volume truck traffic, are not always
compatible adjacent to residential or mixed-use developments. It would be useful
to the reader and future business prospects if the Plan had illustrative notes or
text that more clearly discussed how these types of commercial activity would be
accommodated. It is noted that the Future Land Use Plan, while listing the Town
Center in the Legend, does not list this type of development on the map.
The parcel sizes along Rt 60 vary from a couple of acres to a couple hundred
acres. It is uncertain that the Commercial Center-type of development as
envisioned will work on the smaller parcels of land. The plan could recommend
that the County help assemble parcels into workable development sizes. Another
alternative option is to prepare a detailed design of desired development in
targeted areas to illustrate the type of development that is desired and possible
through joint efforts of land owners.
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The Village Center designation along Rt 60 does not appear to follow property
lines in several locations, thus cutting parcels into two different use
classifications. It would be more beneficial to the property owners of the Village
Center designations were consistent with the property lines.
Care must be exercised in the implementation of the mixed-use concepts of
development in order to avoid simply allowing commercial strip development
along the road frontage with multi-family development in the back of the parcels
or designating one office space in a primarily multi-family development. These
detailed items could be more appropriately addressed in the zoning ordinance
revisions, but the descriptions of the Village Center areas could be more
illustrative to portray the types of development desired or envisioned.
Moseley Area
The proposed Village Center development for the Moseley area is not consistent
with potential future development along a railroad. If the County wishes to take
advantage of the potential of rail-dependent development, the Village Center
concept does not suit that type of development. Rail-dependent development
would likely be industrial/wholesale uses given the lack of any rail passenger
service in the Richmond region. Medium density residential and mixed-use
development is not consistent with rail-dependent industrial/warehouse uses.
The railroad lines would most likely be used for freight serving the greater
Richmond region. The area around the industrial/warehouse use could be left
rural or low density.
711/288 interchange
The interchange at Route 711 and Route 288 has the highest potential for
intensive commercial/mixed-use development in the County. The close proximity
to Short Pump in Henrico County, West Creek in Goochland County, The
Watkins Center and other commercial development in Chesterfield County,
makes this a prime location for intensive mixed-use economic development
activity. This location is the single best location for future commercial
development to serve a regional market. The Commerce Center, or Town Center
or other intensive use type of development could easily be envisioned for the
areas east and west of the interchange. While the current infrastructure, water
and sewer, are not present in this area, it would not be hard to extend utilities
from neighboring localities at some time in the future.
Belmead/St Francis de Sales
The Belmead-St Francis de Sales property with a total of almost 2,300 acres of
land under single ownership fronting on the James River with stunning
architecture and national historical significance, make this property an excellent
candidate for a world-class, upscale resort facility in the future. A wide variety of
resort/convention facilities could be developed on the property. While 1,000
acres have been preserved with a conservation easement, the remaining 1,200
plus acres have plenty of potential for future development. The current draft of
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the comprehensive plan designates this property as conservation. This
designation would discourage or prohibit any type of future resort or commercial
development whether it be a low-impact, eco-resort/retreat conference-type
facility or a more intense resort/vacation residential development. Because of the
unique character of the land, architecture and history of the property, it may be
appropriate to create a special land use designation for this property which would
allow for innovative, high-quality development proposals to be brought forward
and explored.
Courthouse Area
The draft plan designates the Courthouse area as a Village Center. The
description of a Village Center is a location that provides a mixed-use
environment where the commercial activity serves a local market. The discussion
about the future development of the Courthouse area has centered around an
area that has niche and specialty shops serving tourists, a regional market, as
well as a local population. This discussion may not be consistent with the
description of a Village Center. Again, it may be appropriate to have a special
designation for this area to distinguish this area from other Village Centers in the
County or elaborate on the vision of this historic area in the text of the
Comprehensive Plan.
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Appendix D
Marketing Plan
41
PEAC
Powhatan Economic Advisory Council
Marketing Plan
January 13, 2010
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Table of Contents
Page
3
Introduction
I. Business Development
4
A. Business Attraction
B. Small Business and Entrepreneurship
C. Existing Business and Industry
II. Tourism/Agri-business
A. Tourism
B. Agri-business
7
III. Summary of Marketing Strategies
9
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Powhatan Economic Advisory Council
Marketing Plan
January 13, 2010
Introduction: Powhatan County is largely unknown outside of the Richmond area.
Business leaders from outside central Virginia don’t know where Powhatan is
located; much less know what its attributes are. When marketing Powhatan County
to an external audience, it should always be framed in the perspective of the larger
regional context – “Powhatan County, the western perimeter of the greater
Richmond Metropolitan region”. Businesses in Powhatan have easy access to and
can enjoy all of the business amenities of the region.
The challenge that Powhatan faces is to present the County’s assets and marketable
strengths to the target audiences – businesses, industries and influencers, in an
attention grabbing way with limited financial resources. Marketing can be
extremely expensive, and at times, ineffective. It is important to specifically target
marketing efforts in a manner that reaches the target audiences. Surveys of
corporate executives by several national groups have tried to determine the most
effective methods of influencing business location decision-makers and those that
influence decision-makers. These studies tell us that general print advertising, radio
and TV ads are among the least effective means of marketing, and yet can be some
of the most expensive. The best methods are effective use of the internet, personal
interaction with peers, professional advisors and economic development
professionals, positive news stories and a pleasant travel experience. The old saying
“you can’t see them unless you can get them in the store” holds true for economic
development as it does for retailing.
There are several audiences that Powhatan needs to reach with its marketing
strategies. Each of these audiences may require a different marketing strategy or
approach. A visitor to the County requires a totally different marketing strategy
than an executive of a Fortune 500 company. Powhatan needs to develop a separate
brand for each of the audiences based upon the “value proposition” for the
identified target audience. When businesses plan a new location or expansion, there
are three primary factors that they care most about: a facility that meets their
needs, workers that they can count on, and a low cost of doing business (initially and
long-term). The “value proposition” has to address the business considerations that
resonate with the target audience.
This Marketing Plan is divided into two sections related to the economic
development functions of the Strategic Economic Development Plan, Business
Development and Tourism/Agri-business Development. A number of the marketing
strategies contained in this report are already being conducted by the Economic
Development Office, but are included to ensure that they are continued and
strengthened.
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I.
BUSINESS DEVELOPMENT
For purposes of the Marketing Plan, the business development function of the
County’s Economic Development Program is further segmented into three separate
activities;
1. The attraction of new business into the County,
2. The growing of new or small businesses in the County and
3. Retention, nurturing and expansion of existing businesses located in the
County.
A. Business Attraction – The Strategic Economic Development Plan identified
several target business sections as the focus of marketing efforts – these are:
 Information technology-based companies
 Cyber Security
 Creative and knowledge-based services
o Engineering and architecture
o Advertising and public relations
o Technical consulting
 Financial services
 Regional real-dependent businesses
Rail-dependent businesses, because of their specialized requirements, have
been identified as an independent target audience with its own distinct
marketing strategy.
Target Audiences – It is recommended that business recruitment marketing
activities be directed at the following target audiences:
1. Out-of-region target businesses,
2. Richmond area target business sectors, and
3. Rail-dependent businesses
Marketing Strategies – Out-of-region businesses – With the limited economic
development staff and budget, it is recommended that the priority be given to
marketing to individuals/influences that come in direct contact with the outof-region business prospects or advise them, principally VEDP Marketing
Managers and site location consultants. Included in appendix “B” is a listing
of major site location consultants. The internet has become the first and
foremost information source of facility planners and site location consultants.
An “information rich” and user friendly website is a requirement if the
County is to grab the attention of this target audience. Here are the
marketing strategies recommended to reach this target audience:
1. Website enhancements – Properties, Workforce, Incentives,
Community Profile/print materials
2. Consultant e-newsletter – quarterly
3. Quarterly – take your VEDP Marketing Manager to lunch
4. International Association of Shopping Centers – join and
participate in annual meetings
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Marketing Strategies – Richmond area businesses – With the current
product, sites and buildings, available in the County, the expansion or
relocation of area businesses to the County may have the greatest potential
for business recruitment. The fact that the County does not have a BPOL
tax could be a significant cost savings/advantage for professional businesses
wishing to expand. The County would be particularly attractive to those
businesses with large gross sales and thin profit margins. The marketing
strategies recommended to reach this target audience include:
1. Website enhancements – Properties, Workforce, Incentives,
Community Profile/Market information
2. Richmond Technology Council – “Rich Tech” – join, participate
and host an annual event of members
3. Professional Associations – ULI, Architects, Engineers, etc – join
and host an annual event
4. Commercial Real Estate community/brokers
o Semi-annual luncheon and golf outing
o GRACRE – active participation
5. e-newsletter – at least bi-monthly
6. Quarterly article in TD Monday Business Section
7. Ambassador Program – local businessmen schooled to outreach to
their peers in the region – spreading the Powhatan value-added
story
Marketing Strategies – Rail-dependent Industries
o Take your NS and DRPT representative to lunch – semi-annual. The
nature of regional rail-dependent businesses demands that they make
direct contact with the rail service provider, Norfolk Southern and the
Virginia Department of Rail and Public Transportation. The
marketing strategies are directed at these 2 target groups that will
have direct knowledge of business prospects that require rail service
and suitability for the limited sites in Powhatan County.
B. Small Business and Entrepreneurship – small and emerging businesses
o National statistics indicate that 80% of new job growth comes from
small businesses. The task is to find those entrepreneurs that have the
ability and business acumen to start or expand a business. Only a
very few of those interested in starting a business actually produce a
viable business plan. Even those who have operated a small business
for years have a difficult time developing successful strategies for
growing their business. Since so much of economic growth depends
upon the expansion of small businesses, it is vitally important to carry
out an active marketing program to identify those individuals with the
business acumen to succeed. There are several institutions that
provide in-depth assistance to existing small and emerging businesses.
The small business development centers, the Community College
System, chambers of commerce, banks, SCORE and micro-enterprise
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programs, just to name a few, that provide training and technical
assistance to small and emerging businesses. Partnership with these
organizations increases the likelihood that the entrepreneur will have
access to the technical support and financing needed to grow their
business. Since the strategic plan has identified technology and
knowledge-based businesses as a target business sector, it would be
appropriate to establish a special marketing effort to nurture these
target sector businesses. Here are the marketing strategies
recommended to nurture small and emerging businesses:
1. Joint sponsorship of business workshops and classes –
existing activity
2. Create a Powhatan Technology group with the Chamber of
Commerce
3. Website enhancements – tools to starting or expanding a
business
4. e-newsletter
C. Existing Businesses and Industry
o The goal of an existing industry program is to retain those businesses
currently in the County and to help them flourish. An existing
business and industry program not only expands your local economy,
but also generates support for the economic development program.
In some instances existing businesses question why economic
development efforts are directed at recruiting new business when they
are paying a sizeable share of the local taxes. An existing industry
program not only expresses the County’s appreciation for the
contributions that industry makes to the County, but provides
valuable insights into the major areas of concern that businesses are
having. Often businesses don’t know how economic development
organizations can assist them to expand or improve efficiencies of
operations. In addition, if a business is considering locating in the
County, they will often pick up the phone and talk to an existing
business to see what issues they are having. Here are several
recommended marketing efforts targeted at assistance to existing
County businesses:
1. An existing business “Call” program – “Powhatan Business
First” – visits to at least 30 to 40 key businesses a year
2. Recognition event – semi-annual – Business Appreciation
week and one other event possibly in cooperation with the
Chamber of Commerce
3. Business advisory council to Economic Development office
4. International trade assistance – VEDP
5. e-newsletter
6. Ambassador Program – local businessmen schooled to
outreach to their peers in the region – spreading the
Powhatan value-added story
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II.
TOURISM – AGRI-BUSINESS
A. Tourism
Powhatan County has a significant array of tourism assets to build a more
vibrant tourism sector. These include, but are not limited to:
 Parks & Recreation – Fighting Creek Park
 Disc Golf
 Historical sites
 James River access
 Horse industry
 State Wildlife Management Area
 St. Francis/Belmead
 State Park
 Events – Festival of the Grape, 4th Fridays
 Golf courses
 Local artisans
 Campground
 Unique shops and venues
 Niche agriculture
P
P
While there are an abundant number and variety of tourism assets, there are
some significant voids in the inventory of tourism assets – most notably the
lack of lodging. As a result, the marketing efforts will need to be directed at
day trip visitors and partnerships with other regional organizations to
provide a greater variety of travel experienced over a longer timeline, two to
three days. Given the lack of some tourism assets, the tourism marketing
strategies are divided into two components – one directed at the traveler and
the other directed at developers of tourism venues.
The target traveler audiences should include:
 History lovers
 Horse lovers – trail riders
 Boaters
 Canoes and Kayakers
 Outdoorsmen – hunters and fishermen
 African-American heritage travelers
 French history buffs
 Golfers
 Disc Golfers
 Baseball/softball tournaments
 Richmond/Charlottesville day-trippers
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The greater Richmond and Charlottesville areas should be the focus of
marketing efforts. Individuals, families or groups that live in these areas or
are visiting are prime candidates for day trips to the “country” to experience
a unique experience. The strategy should always be to try to package things
to see and do with places to eat and shop. If you can entice them to come
back a second day, even better.
Marketing Strategies – Traveler Audience
 Website enhancements – what to do, where to stay, where to shop and
where to eat
 Active support of the Tourism Council
 VTC Partnership for electronic marketing – Martinsville example
 “Horse Lovers” marketing program – trail riding
 Coop marketing – Lee’s Retreat, Civil War Trails, Civil Rights in
Education Heritage Trail
 Richmond Convention and Visitor’s Bureau – theme tours and website
 Day travel – theme tours – historical sites, French-Huguenot history,
African-American history, hunting and fishing, boating on the James,
canoe and kayak on the James, trail riding, golfing and disc golf
 Richmond area travel writers “fam” tour
The attraction of a hotel and an inn to the County is extremely important to
the further development of the tourism industry in the County. The
expenditure by a traveler increases several fold with an overnight stay.
There is also a need to expand the availability and variety of tourism venues
to be able to attract and keep visitors longer. As an example, most of the
historic sites are privately owned and are not open to the public. To expand
significantly the history of tourism, more historical sites will need to be open
to the public and there needs to be a rich interpretation of the historical
events. Travelers are looking for rich and positive experiences. The tourism
venues can be developed by the private or public sectors. There is a need for
some auxiliary business development to support the tourism venues such as
boat/canoe/kayak rental, outdoors outfitter, horse rental, bait and tackle
shop, etc.
Marketing Strategies – Venue development audience – hotel, retail
 Conduct a hotel/inn feasibility study
 Virginia Hospitality and Travel Association – membership and
participation
 e-newsletter
B. Agri-business
The existing farmers and landowners are the primary target audience for
expansion of the agribusiness in the County. The continued diversification
of agriculture into a variety of niche agri-businesses will be the main method
of expansion of the agri-business sector. The Cooperative Extension Service
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is the primary organization with contacts to the farm community and they
provide a wealth of technical and advisory services to assist existing famers
and landowners diversify.
The suggested marketing strategies are structured at partnering with the
existing agricultural organizations to expose farmers and landowners to new
and different agricultural practices. Once a farmer or landowner has shown
an interest in a specific agricultural enterprise, then the specific technical
and business development assistance can be provided.
Marketing Strategies – existing farms and agri-businesses
 VA Extension Service connection/joint programs
 Farm Bureau joint events
 Farm Tour – annual
 Agri-business Council
 e-newsletter
III. SUMMARY OF MARKETING STRATEGIES
A. Website Enhancements
1. Business Recruitment
2. Small Business and Entrepreneurship
3. Existing Business Development
4. Tourism
B. Collateral Material
1. Community Profile
2. Tourism brochure
3. Tourism theme brochures
C. e-newsletter (s)
1. Location consultants
2. Commercial brokers
3. Existing businesses
4. Entrepreneurs
5. Professional association members
6. Business and travel writers
D. Business Call Program – “Powhatan Business First”
E. Ambassador’s program
1. Business Recruitment
2. Existing Business Development
F. Professional Association Participation
1. International Association of Shopping Centers
2. GRACRE
3. “Rich Tech”
4. ULI, AIA, SPE
5. VA Hospitality Association
6. Richmond Convention and visitors Bureau
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G. Publication articles
1. Business journals/sections
2. Travel sections
H. Events and Workshops
1. Broker outing
2. “Rich Tech” outing
3. Business appreciation
4. Entrepreneurship workshops
5. Agri-business workshops
6. Farm Tour
7. “Fam” tour-travel writers
8. International trade
I. Lunch with marketing representatives
1. VEDP
2. NS/DRPT
3. VDACS
4. VTC
J. Cooperative marketing
1. VEDP
2. VTC
3. Richmond Convention and Visitors Bureau
4. Lee’s Retreat, Civil War Trails, Civil Rights in Education
Heritage Trail
K. Business Advisory Councils
1. Technology Council
2. Business Advisory Council
3. Agri-business Advisory Council
4. Tourism Council
L. Market Studies
1. Hotel/Inn
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