Strategic Plan
for the Tucker County
Development Authority
Developed by the TCDA under the Direction of
Michael John Dougherty
Extension Specialist
Community Resources and Economic Development
West Virginia University Extension Service
October 2010
2104 Agricultural Sciences Building
Post Office Box 6108
Morgantown, WV 26506-6108
304-293-2559 (Voice)
304-293-6954 (Fax)
[email protected]
Strategic Plan
for the Tucker County
Development Authority
Developed by the TCDA under the Direction of
Michael John Dougherty
Extension Specialist
Community Resources and Economic Development
West Virginia University Extension Service
October 2010
Table of Contents
Preface ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 1
Role of the Development Authority ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 1
Tucker County Profile ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 4
Recent Development Activities‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 9
Organizational Setting ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 10
Vision for the Future ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 11
Goals and Objectives‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 12
Action Matrix ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ Appendix
2010 Tucker County Development Authority Strategic Plan
PREFACE
This strategic plan provides direction to the activities of the Tucker County Development Authority
(TCDA) for the next three years. It is based upon input from several sources, including the authority
work sessions, public comments, interviews with the authority executive director, and a review of data
trends facing the county.
The development of this plan provided the TCDA an opportunity to reflect on its achievements and to
think about the direction of its activities and its operations. This will mark the third time in the last 10
years that the development authority has completed this exercise.
The plan is designed to promote both the economic well‐being of the county and the quality of life of
county residents. It also aids in the operation and administration of the development authority as a
formal entity within the county government structure. Thus, the plan includes both externally‐focused
proposals and internally‐focused actions.
Additionally, this plan helps the county and the development authority fulfill the requirements for the
Industrial Park Track of the state’s Certified Development Community Program. While this is important,
it should not be the only reason for undertaking a strategic plan.
This strategic planning effort took place during the late spring to early fall of 2010. It started with
background discussions with the TCDA executive director in May and June. Initial background
information was gathered beginning in June. Work sessions were held with the development authority
prior to its regular meetings in August in Parsons and September in Davis. And the plan document was
finalized in October.
The document begins by briefly discussing the role of a county development authority. Following that it
presents a portrait of the county through a review of background information related to development
issues in Tucker County. This includes a review and discussion of key available demographic and
economic statistics. The plan also reviews the situation faced by the authority, both through a discussion
of the current situation it as well as a review of its past accomplishments. This information is then used
to frame the proposed series of strategic actions for the development authority to focus its activities.
The plan is closed with a restatement of the long‐standing vision and mission statements for the TCDA.
ROLE OF THE DEVELOPMENT AUTHORITY
The activities of the Tucker County Development Authority are regulated and restricted. In many cases,
what the development authority can do and what it must do are determined by legal covenant, by
contract, or by convention.
The most basic of these rules is the West Virginia Code. The TCDA exists as an arm of the county
government under the laws set forth under §7‐12 (Chapter 7: County Commissions and Officers; Article
12: County and Municipal Development Authorities).
The rationale for the creation of development authorities and the main tasks that they are to undertake
are outlined in §7‐12‐2 of the State Code:
The purposes for which the authority is created are to promote, develop and advance the
business prosperity and economic welfare of the municipality or county for which it is created,
its citizens and its industrial complex; to encourage and assist through loans, investments or
other business transactions in the locating of new business and industry within the municipality
or county and to rehabilitate and assist existing businesses and industries therein; to stimulate
and promote the expansion of all kinds of business and industrial activity which will tend to
advance business and industrial development and maintain the economic stability of the
municipality or county, provide maximum opportunities for employment, encourage thrift, and
improve the standard of living of the citizens of the county; to cooperate and act in conjunction
with other organizations, federal, state or local, in the promotion and advancement of
industrial, commercial, agricultural, and recreational developments within the municipality or
county; and to furnish money and credit, land and industrial sites, technical assistance and such
other aid as may be deemed requisite to approved and deserving applicants for the promotion,
development and conduct of all kinds of business activity within the municipality or county.
The law also discusses the ability of the development authorities to own property, incur debt, and
undertake other activities to encourage and promote economic development. Many of these actions are
tasks that the County Commission cannot (or cannot easily) undertake directly because they do not have
the legal authority or specialized legal mechanism to do so.
Of course, being an arm of the county government incurs its own set of mandates. The most obvious of
these is the need to follow applicable state and federal laws, as would be the case for any enterprise.
Then there are the more specific requirements. Among these are the public meeting requirements and
organizational restrictions that are placed on governmental entities to ensure that they do not become
too secretive or too selective in their work.
Furthermore, as the designated lead economic development agency in the county, there are
expectations placed upon the Tucker County Development Authority by the County Commission. These
typically include bringing new economic opportunities to the county, retaining current businesses and
industries, and serving the interests of the County Commission with respect to development‐related
matters. The development authority works on this task by maintaining an inventory of sites, buildings,
and facilities suitable for economic development activities. It also oversees the various incentive
programs available to firms that move to or stay and expand in the county. And it strives to ensure the
county has a sufficiently diverse mix of enterprises.
Page 2
There are other mandates placed upon the development authority by the various external funding
organizations. First and foremost are the requirements associated with the Local Economic
Development Grant from the West Virginia Development Office. The most basic of these is the county
must be working toward achieving its “Certified Development Community” status. For the industrial
park track, the development authority must develop a fully‐served, locally‐controlled industrial site.
There are also requirements for education and training that can be met by board members or staff
members. Related to that is the expectation that someone represent the development authority at
various statewide meetings.
To accomplish these tasks, there are certain activities that the Tucker County Development Authority is
expected to undertake on a regular basis. As mentioned above, it must work to recruit new business
and industry to the county while at the same time working to keep the existing enterprises and firms.
Recruitment is done through a variety of means, ranging from responding to inquiries to participating in
trade shows to making calls on development prospects. Meanwhile, business retention and expansion is
generally done by contacting those existing entities. This is done either in person or by telephone or via
general surveys. Of course, before economic development can take place, a community must be ready.
These requirements point to the general need for the development authority to be viable and
meaningful in the community. It must be proactive in its activities – ranging from finding prospects to
seeking funding to overseeing projects. It must also keep decision‐makers apprised and the general
public informed of its activities. It must serve as a good steward of the county’s resources.
To that end, the efforts of the Tucker County Development Authority must be sustainable. Activities
should complement rather than compete against the private sector. The development authority should
serve as the leader when necessary and a partner with others when appropriate.
Finally, it should be noted what the development authority is not – and what tasks that are not within its
purview. The development authority is not a constitutional office or mandated activity. This makes its
county funding is dependent upon what the County Commission deems it can spend after funding other
offices at levels required for their operation. In other words, the TCDA is in competition with other
county offices and organizations for funding. To supplement its funding though, the development
authority can seek and generate its own revenues to support its activities.
Related to this, it should be noted that the development authority does not make general governmental
decisions; it can aid the County Commission and provide service to it, but it does not always have the
final “say” on many matters related to community and economic development. Finally, the development
authority is not charged with doing overall planning for the county. Development of a comprehensive
plan is the responsibility of the Planning Commission, whose work must then be acted upon (adopted,
amended, or rejected) by the County Commission.
Page 3
TUCKER COUNTY PROFILE
Tucker County is a rural county located in the beautiful mountainous area of northeastern West Virginia.
It was created in Virginia out of Randolph County (which lies to the south) in 1856. It is named for Henry
St. George Tucker (1780‐1848), an eminent jurist and statesman.
Tucker County borders six counties – five in West Virginia and one in Maryland. Besides Randolph
County to the south, there is Barbour County to the west, Preston County to the north, Garrett County,
Md., to the northeast, Grant County to the east, and Pendleton County to the southeast.
Overall, Tucker County is approximately 421 square miles (including over 2 square miles of water area).
The elevation of the county ranges from 4,420 feet at the top of Weiss Knob to 1,450 feet where the
Cheat River crosses the Tucker/Preston county line.
The county is within a one‐day drive of much of the eastern United States and Canada. Pittsburgh (140
miles) , Charleston (156 miles), and Washington, D.C. (195 miles) are within 200 miles of the county.
Baltimore (229 miles), Richmond, Va. (232 miles), Columbus, Ohio (237 miles), Roanoke, Va., (238 miles),
and Cleveland (282 miles) are within 300 miles. And New York City (424 miles), Charlotte, N.C., (434
miles), and Toronto, Canada (477 miles) are within 500 miles.
Tucker County is sparsely populated. The population of the county in the 2000 Census was 7,321. The
population density was just under 17.5 persons per square mile. Only two counties in the Mountain
State had less people per square mile: Pocahontas County (9.7) and Pendleton County (11.7). (The
population density of Webster County was slightly more but still only about 17.5 persons per square
mile.) In other words, the population density of Tucker County is only slightly more than New Mexico
(15.0 persons per square mile) or Idaho (15.8 persons per square mile) and just less than Nevada (18.2
Page 4
persons per square mile). For reference, the population density of the state and the nation in 2000 were
75.1 persons per square mile and 79.6 persons per square mile respectively.
The Tucker County is currently estimated to be 6,812 (Table 1). The county population peaked in 1910 at
18,675. It fell between 1910 and 1920 and again between 1920 and 1930, before the Great Depression
and preparations for war halted this trend. The population declined again after World War II with drops
between 1940 and 1950 and between 1950 and 1960. The county saw population a reversal of this
trend with a substantial population jump between 1970 and 1980. However, since then, the county has
experienced population declines each decade.
Table 1: Historical Population
Tucker County
Percent Change
Tucker County
Percent Change
Source:
1900
1910
1920
1930
1940
1950
13,433
18,675
1960
39.0%
1970
16,791
13,173
13,374
10,600
-10.1%
1980
-21.5%
1990
1.5%
2000
-20.7%
2009
7,750
-26.9%
7,447
-3.9%
8,675
16.5%
7,728
-10.9%
7,321
-5.3%
6,812
-7.0%
U.S. Census Bureau.
Furthermore, this population decline is not nor is it expected to change. The rate of appears to have
increased this decade based upon Census Bureau estimates (Table 2). The problem is also not expected
to change in the next quarter century based upon population projections by WVU Bureau of Business
and Economics Research (Table 3).
Table 2: Comparative Population Change
1990 to 2000
2000 to 2009
Source:
Tucker County
-5.3%
-7.0%
West Virginia
0.8%
0.6%
United States
13.1%
7.2%
U.S. Census Bureau.
Table 3: Population Projections
2000
Population
Percent Change
Source:
7,321
2005
2010
2015
2020
2025
2030
2035
6,962
6,764
6,533
6,309
6,052
5,767
5,427
-4.9%
-2.8%
-3.4%
-3.4%
-4.1%
-4.7%
-5.9%
WVU BB&ER.
There are five municipalities in Tucker County. All are towns (Class IV municipalities). The largest is the
county seat of Parsons. The others are Davis, Hambleton, Hendricks, and Thomas. Roughly four county
residents out of nine live in the municipalities. However, the towns have been losing population over the
last three decades. Only one place – Thomas– has seen its population grow since 2000 and this appears
to be the result of a statistical interpretation by the Census Bureau after an annexation by the town.
(The Census Bureau increased its estimated town population after its 2006 annexation, though town
officials say that the annexation did not increase the town’s population.)
Page 5
Table 4: Municipal Population
1980
979
12.8%
11.3%
1990
799
-18.4%
10.3%
2000
624
-21.9%
8.5%
2009
577
-4.6%
8.5%
328
403
22.9%
265
-34.2%
246
-7.2%
241
-0.4%
Percent of County
4.4%
4.6%
3.4%
3.4%
3.5%
Hendricks
Percent Change
Percent of County
317
390
23.0%
4.5%
303
-22.3%
3.9%
319
5.3%
4.4%
317
-2.8%
4.6%
1,937
8.6%
22.3%
1,453
-25.0%
18.8%
1,463
0.7%
20.0%
1,364
-0.8%
20.0%
747
4.8%
8.6%
573
-23.3%
7.4%
452
-21.1%
6.2%
546
-5.5%
8.0%
4,456
11.1%
51.4%
3,393
-23.9%
43.9%
3,104
-8.5%
42.4%
3,045
-2.4%
44.6%
Davis
Percent Change
Percent of County
1970
868
11.7%
Hambleton
Percent Change
Parsons
Percent Change
Percent of County
Thomas
Percent Change
Percent of County
All Municipalities
Percent Change
Percent of County
4.3%
1,784
24.0%
713
9.6%
4,010
53.8%
Source: U.S. Census Bureau.
Note:
Thomas annexed areas into the town in 2006. As a result, the Census Bureau increased its “estimates base” for the town
to 606 (though town officials say no people were included in the annexation). Based upon this data, the population change for the
2000-2009 time period for the town is -9.9%.
The population of Tucker County tends to be older and is more homogeneous than West Virginia or the
United States (Tables 5). The county has a very low minority population (Table 5). According to 2009
estimates, 98½ percent of the county residents are White non‐Hispanic. This is a higher proportion of
the population than the state and a much higher proportion than the nation as a whole. Meanwhile,
less than 5 percent of Tucker County residents were under age 5, less than 20 percent were under age
18, and more than 20 percent were at least age 65. This means the county has fewer youth and more
seniors than the state or the nation. Another way to look at this data is that 60.0 percent of county
residents are of working age (18 to 65), which is less than the state (63.0%) or the nation (62.8%).
Table 5: Demographics (2009)
Persons Under Age 5
Persons Under Age 18
Persons 65 and Over
White Non-Hispanic
Tucker County
4.6%
19.4%
20.6%
98.5%
West Virginia
5.8%
21.2%
15.8%
93.3%
United States
6.9%
24.3%
12.9%
65.1%
Source: U.S. Census Bureau.
Tucker County also had a somewhat poorer population than the state or the nation as a whole (Table 6).
In 2008, estimates show the median household income of $34,157 in the county was more than $3,000
less than it is for all of West Virginia and more than $18,000 less than it was in all of the United States.
Interestingly, the county poverty rate of 15.9 percent was somewhat lower than the statewide rate but
higher than the national rate.
Page 6
Table 6: Income and Poverty (2008)
Tucker County
Median Household Income
Individual Poverty Rate
West Virginia
United States
$37,528
17.4%
$52,029
13.2%
$34,157
15.9%
Source: U.S. Census Bureau.
As the population of Tucker County has decreased, it has had an impact on economic vitality. The
number of jobs and the size of the workforce in the county have both dropped over the last nine years
(Table 7). These drops have been greater than the population decline over the same period.
Over the most recent nine‐year period for which detailed data is available, the population decreased 7
percent. However, the civilian labor force has decreased by nearly 15 percent and total employment by
almost 20 percent. Particularly problematic was goods producing employment fell by nearly half. This
was reflected in the 2009 unemployment rate of 11.7 percent, almost twice the level it was in 2000.
Table 7: Population, Jobs, and Workforce
2000
2009
Pct. Change
Population
7,321
6,812
-7.0%
Civilian Labor Force
3,330
2,840
-14.7%
Total Employment
3,120
2,510
-19.6%
Total Non-Farm Payroll
3,130
2,660
-15.0%
630
360
-47.6%
1,730
1,570
-9.2%
770
730
-5.2%
6.3%
11.7%
Goods Producing (Private)
Service Producing (Private)
Government (Public)
Unemployment Rate
Source: U.S. Census Bureau, Workforce WV.
Goods producing employment was still one‐fifth of the total private sector employment in Tucker
County in 2009, even with the marked decline (Table 8). The county had higher than expected
employment levels in the construction and manufacturing sectors, compared to statewide and national
employment levels. Additionally, these numbers do not include the over 200 workers at the large‐scale
coal mine operation near Davis in Tucker County (Mettiki Coal); their employment is reported at the
corporate headquarters in Maryland rather than their work location in the county.
Among service producing sectors, only financial activities, leisure and hospitality, and other services
have higher than expected employment levels, compared to the statewide and national employment
levels. Employment in financial activities is buoyed by the real estate, rental, and leasing subsector.
Similarly, employment in leisure and hospitality is buoyed by employment in accommodation and food
services. Neither of these is surprising, given that Tucker County is a vacation destination with second‐
home and rental‐home markets.
Finally, Tucker County has a greater proportion of governmental employment, particularly at the state
and local level, than is typically found statewide or national levels.
Page 7
Table 8: Tucker County Workforce Comparison
Industrial Sector/Category
TOTAL PRIVATE
Goods Producing
-- Natural Resources, Mining
Tucker
County
Tucker
Share
WV
Share
US
Share
Tucker on
WV Base
1,782
100.0%
100.0%
100.0%
1,782
365
20.5%
20.9%
18.3%
18
1.0%
5.6%
1.7%
Vs.
Actual
Tucker on
US Base
Vs.
Actual
-
1,782
-
373
(8)
326
39
100
(82)
30
(12)
-- Construction
105
5.9%
6.2%
5.6%
110
(5)
99
6
-- Manufacturing
241
13.5%
9.2%
11.0%
163
78
197
44
1,418
79.6%
79.1%
81.7%
1,409
9
1,456
(38)
292
16.4%
24.1%
23.1%
429
(137)
411
(119)
--- Utilities
12
0.7%
1.1%
0.5%
20
(8)
9
3
--- Wholesale Trade
12
0.7%
4.2%
5.2%
75
(63)
93
(81)
233
13.1%
15.8%
14.0%
281
(48)
250
(17)
35
2.0%
2.9%
3.7%
52
(17)
66
(31)
Service Producing
-- Trade, Transportation, Utilities
--- Retail Trade
--- Transportation & Warehousing
-- Information
-- Financial Activities
16
0.9%
1.9%
2.6%
34
(18)
47
(31)
132
7.4%
4.9%
7.1%
87
45
126
6
--- Finance and Insurance
62
3.5%
3.6%
5.3%
65
(3)
94
(32)
--- Real Estate, Rental, Leasing
70
3.9%
1.3%
1.8%
23
47
33
37
62
3.5%
10.7%
15.4%
191
(129)
275
(213)
285
16.0%
20.5%
17.1%
365
(80)
305
(20)
-- Professional & Business Services
-- Education & Health Services
--- Education
-
0.0%
0.9%
2.3%
17
(17)
40
(40)
--- Health Services
285
16.0%
19.6%
14.9%
349
(64)
265
20
-- Leisure & Hospitality
533
29.9%
13.0%
12.2%
232
301
217
316
--- Arts, Entertainment, Recreation
17
1.0%
1.7%
1.8%
30
(13)
32
(15)
--- Accommodation, Food Services
516
29.0%
11.4%
10.4%
202
314
185
331
99
5.6%
3.8%
4.1%
68
31
73
26
-
0.0%
0.1%
0.2%
1
(1)
3
(3)
669
37.5%
25.3%
20.3%
451
218
361
308
-- Other Services
Unclassified
TOTAL GOVERNMENT
Federal Government
57
3.2%
4.3%
2.6%
76
(19)
47
10
State Government
234
13.1%
7.3%
4.3%
131
103
77
157
Local Government
378
21.2%
13.7%
13.3%
244
134
236
142
Page 8
Given this description, it is not surprising that two of the top three employers in Tucker County were
tourist related enterprises. Likewise, four of the top 10 employers are governmental entities (though
one is technically classified under educational services). Finally, only one goods producing firm made it
in the top 10. However, the manufacturing company would have been joined in the list of top 10
employers by a mining company (Mettiki Coal) had its operations near Davis been reported as being in
Tucker County rather than at the corporate headquarters.
Table 9: Top 10 Employers (2009)
Rank
1
2
3
4
5
6
7
8
9
10
Employer
Timberline Four Seasons Resort Management Company
Tucker County Board of Education
Canaan Valley Resorts
Cortland Acres Nursing Home
Kingsford Manufacturing Company
West Virginia Division of Natural Resources
Tucker County Senior Citizens, Inc.
CGP Foods, Inc.
West Virginia Division of Juvenile Services
Tucker County Commission
NAICS Code and Category
71: Arts & Entertainment
61: Educational Services*
71: Arts & Entertainment
62: Health Care/Assistance
31: Manufacturing
92: Public Administration*
62: Health Care/Assistance
44: Retail Trade
92: Public Administration*
92: Public Administration*
Source: Workforce WV.
Note:
Governmental entities are marked by an asterisk (*).
Canaan Valley is a State Park but its facilities are operated by a private concessionaire.
RECENT DEVELOPMENT ACTIVITIES
The Tucker County Development Authority has engaged in many activities over the past several years.
Progress has been perceived as being slow, however. Overcoming obstacles related to everything from
organizational issues to businesses programming and practices to regional politics have proved to be
challenging. As a result, there has not been as much job creation or business retention as some would
have liked to have seen over the past few years. Also, major infrastructure projects – such as Corridor H
– are still awaiting construction and completion.
Nevertheless, there has been some progress as the development authority has led several important
efforts. The county industrial park has become functional with utility access and a new shell building.
Meanwhile, the West Virginia Division of Juvenile Services opened up a new facility near Davis, the
Rubenstein Juvenile Center. This represented the retention and expansion of the state juvenile services
facility through the replacement of an older center (the Davis Center) with a newer one. Also, the
county won the competition to be the entry point for the local mining operations of Mettiki Coal.
Additionally, the Tucker County Development Authority has been diligently behind the scenes in an
effort to fulfill its mission as the lead development agency in the county as well as to meet the goals it
set in the 2005 strategic plan.
One activity undertaken was to identify potential locations for development. To this end, the
development authority began to develop an inventory of available properties. As part of this
Page 9
undertaking, it used the local media to solicit input from county residents. Overall, properties have been
added to the inventory since this time as information has become available.
Another activity has been seeking occupants for the county industrial park and its building. Both the
executive director and authority board members have worked with potential prospects. To this point,
however, the facility remains vacant.
Related to this, the development authority has marketed the county and its industrial/commercial
facilities on a statewide and national basis. Information has been posted both on the TCDA website and
the West Virginia Development Office website (the facility inventory). This activity also helped the
development authority work on goals related to recruitment.
Meanwhile, the development authority has worked closely with the Hardwood Alliance Zone (a seven‐
county region focusing on wood and wood industries). This enables the development authority to
participate in marketing opportunities such as the National Hardwood Lumber Association
Conference/Exhibit Hall and the International Woodworking Fair, as well as providing entry entrance to
make site visits to approximately 25 companies located east of the Mississippi River which were
identified as being poised for expansion (prior to a downturn in the economy).
A concerted effort has been made to retain and enhance existing businesses in the county. On average,
8‐10 business retention visits have been conducted annually with existing businesses in an effort to
establish a relationship, help these firms understand how the Tucker County Development Authority can
assist them, and identify issues that might be of concern to them.
The Tucker County Development Authority has been active in providing training and related information
to firms. A workshop was held in 2009 to inform existing companies about the advantages of being
located in a Small Business Administration “HubZone.” A technical assistance provider was on hand to
lend support through the application process. In addition, the TCDA helped to coordinate a workshop
conducted by the WV Small Business Development Center to promote small business development.
Finally, the development authority has made strides to improve its organizational capacity. It is currently
in the process of updating its bylaws. It also has a new and improved web site
(www.tuckercountyda.org) to use for communication and promotional activities.
ORGANIZATIONAL SETTING
The Tucker County Development Authority does not operate in a vacuum. Characteristics of the
organization, characteristics of the county, and circumstances surrounding both play a meaningful part
in determining what actions are needed and what actions are possible. This is critical as most
respondents to the community assessment were unaware of the activities and the successes of the
development authority.
Page 10
The development authority has some strengths and weaknesses associated with its operations. The
TCDA is financially sound as it is debt free. It also has tangible assets as it owns property and buildings
which it can market. However, it has some issues it must overcome as well. In particular, the
development authority has problems related to limited participation and vague goals, both of which
make it difficult to move forward.
Of course, being in Tucker County provides the development authority with another set of strengths and
weaknesses. As a whole, the county exudes a feeling of community with friendly people. It has a strong
work force and good schools. There is little crime. Taxes are low. Technology is available at locations
throughout the county. The two state parks, clean rivers, fresh air, mountains benefit the residents.
Together, along with the abundant snowfall – and the snow removal work to keep the roads clear – they
benefit the tourism industry and related businesses as well.
The county needs more than tourism, however, and that is part of the economic predicament. There is
a lack of other, stable job opportunities. Likewise, there are limited properties available for
development, the result of a combination of factors including slope, terrain, available infrastructure, and
protected lands. This is exacerbated further by the current limited transportation options in the county
and the incorrect perception that the winter weather makes it an inappropriate and inaccessible
industrial location.
In addition, the development authority is affected by external events which are outside of its control.
One of these is the completion of the Corridor H highway, which could open the county up for
development and population relocation through in‐migration, especially when the section serving Davis
opens in 2013. Another is keeping land available for development, which entails keeping the land from
being purchased for parks, converted to land trusts, or decoupled from its development rights (through
sale or transfer). Another is maintaining and expanding medical and related facilities in the county,
which entails convincing clinics and pharmacies that their services are not only needed but are
financially feasible.
There are also several challenges the county and the development authority face. They have to
overcome perceptions about the county based solely on an examination of the data which do not fully
tell the story of Tucker County. They must promote jobs that have livable wages and benefits, enabling
people to have an economic choice in their residential location. They must work to create affordable
housing for residents as constrained supply and second‐home demand have led to rising real estate
prices in recent years. They must promote and protect coal mining activities now being undertaken in
the county from the dual threats of process opposition and resource competition.
VISION FOR THE FUTURE
Given the setting in which the Tucker County Development Authority operates, it is apparent that
actions by the TCDA must be future‐oriented. Those actions must also be guided by a common vision.
Page 11
The development authority described their vision of the future of Tucker County as part of the strategic
planning process. They want a county that is prosperous, thriving and a hub of business activity. At the
same time, the community is a place where people are healthy, where education is valued, and where
current technology is commonplace.
These sentiments – and the desired future state described above – are embodied in the organizational
commitment statement:
The Tucker County Development Authority is committed to encouraging economic
growth and opportunity in the area, to enhancing and maintaining economic
development, and to preserving our values and heritage.
This is essentially a reworking (rewording) of the mission statement which has guided the Tucker
County Development Authority since at least the mid‐1990s. It is further encapsulated in the
motto of the TCDA: “Doing Business Here Makes Sense.”
As part of this, development authority board members expressed a desire to see more economic
options – more jobs, more commerce, more industry, more services, more residential choices, more
educational opportunities –in the county. They also wanted to see revitalization efforts in Parsons (the
county seat) continue and expand countywide. This would provide Tucker County an opportunity build
upon its unique cultural and locational assets while improving the quality of life for residents.
To accomplish this desired state, there will need to be better communication, cooperation, and
collaboration among different entities and agencies working in the county so it does not miss crucial
opportunities. Associated with this will be the need to change the attitudinal atmosphere in the
county. A consensus must be reached that future development will depend on a diverse set of activities
(industry, commercial, services, tourism), not all of which is under the direct purview of the TCDA. As a
result, there will need to be coordination among different groups working on similar activities so that all
are working toward a common end goal and so that duplication of effort is minimized. Finally, it will be
necessary for those working on development matters in Tucker County to continue to concentrate on
moving forward.
In other words, if everyone works together, if there are common goals, if there is a consensus
understanding of what development means and entails, Tucker County can take make positive steps for
a better future. With respect to the Tucker County Development Authority, that means working (and
working with others) to enhance what already exists as well as to develop and attract what is needed for
the local economy.
GOALS AND OBJECTIVES
The vision for the future of Tucker County was translated into four general desires. These were
improving the business climate in the county, revitalizing the aesthetics in the county, utilizing more
Page 12
fully the tourism assets in the county, and working together with other entities on matters related to
development.
While all of these are worthwhile undertakings, they are not all directly related to the regular functions
of the Tucker County Development Authority. As a result, five specific goals were developed that
focused on appropriate and achievable activities for the development authority. Under each goal are
between two and six specific strategies to accomplish. For each strategy, potential partners were
identified and time frames were established, with additional funding to be noted and sought when and
where it will be needed. (Details for each strategy can be found listed under the corresponding goal on
the matrix in the Appendix).
The first goal is related to business development. It is to develop proactive and innovative approaches
to identify, attract, and locate industry and business enterprises that create jobs and advance the overall
well‐being of Tucker County. This is important because it deals with the main reason for being of the
development authority – enhancing and improving the local economic base. Potential partners on these
tasks include existing businesses, the West Virginia Development Office, Workforce West Virginia, the
West Virginia Department of Transportation, Region VII Planning and Development Council, utilities and
public service districts, Eastern West Virginia Community and Technical College, and the Hardwood
Alliance Zone.
There are six actions associated with this goal. Four are on‐going activities. They are marketing the shell
building at the industrial park, maintaining the development authority website with up‐to‐date data,
maintaining and expanding the list of available sites and buildings, and participating in national and
international trade shows. Meanwhile, a short‐term action (less than a year) is to develop a list of
targeted industries and businesses to attract to Tucker County. And a long‐term action (3‐5 years) is to
work to ensure the workforce needs of the county are met and continue to be met.
The second goal is related to business retention. It is to retain or expand existing business and industry
in Tucker County. This is important because it deals with protecting and expanding the county economy,
including the existing economic base. Potential partners on these tasks include TCDA board members,
existing businesses, the local financial community, Eastern West Virginia Community and Technical
College, Workforce West Virginia, and the West Virginia Development Office.
There are four actions associated with this goal. Two are on‐going activities. They are conducting at least
eight extensive business visits each year and informing different firms about the assistance and services
offered by the TCDA. There are also two as needed activities. They are providing follow‐up assistance to
issues identified during business visits and seeking information on local firms and industries
contemplating expansion.
The third goal is related to entrepreneurial development. It is to advance entrepreneurship throughout
Tucker County to lead to business and job growth. This is important because it promotes growth from
within to help enlarge the county economy. Potential partners on these tasks include the county
schools, Eastern West Virginia Community and Technical College, the Region VI Workforce Investment
Board, Workforce West Virginia, the U.S. Small Business Administration, West Virginia Small Business
Page 13
Development Center, West Virginia Development Office, existing businesses, and the local financial
community.
There are three actions associated with this goal and all are on‐going activities. They are to work to
indentify and support potential entrepreneurs, to serve as a clearinghouse for information and support
services, and to identify networking and training for local entrepreneurs.
The fourth goal is related to collaboration for economic prosperity. It is to improve the economic well‐
being of Tucker County through effective collaborative work that leverages resources, builds capacity
and achieves common objectives. This is important at because it recognizes that there are activities
associated with community and economic development that must be done by others so that the Tucker
County Development Authority is successful. Potential partners on these tasks include the County
Commission, the Planning Commission, municipalities, the Convention and Visitors’ Bureau, the
Chamber of Commerce, historical groups, revitalization organizations, the local financial community,
the Hardwood Alliance Zone, Workforce West Virginia, Region VI Workforce Investment Board, Region
VII Planning and Development Council, the West Virginia Development Office, the West Virginia Small
Business Development Centers, U.S. Small Business Administration, USDA Rural Development, and
elected officials at the state and local level.
There are four actions associated with this goal. Three are on‐going activities. They are to maintain a
close working relationship with state and federal partners in economic development, to identify
opportunities to collaborate with other organizations in the county that can influence community
and/or economic development in some, and to fully explore how the Hardwood Alliance Zone can be
most effective for Tucker County. Meanwhile, in the short‐term (less than a year), the development
authority should convene a “summit” to advance effective collaboration with other Tucker County
organizations that directly link or can influence economic development within their mission.
The fifth and final goal is related to operations of the development authority and promotes
organizational development activities. The goal is to ensure an active, well‐run TCDA is in place and
effectively communicating the positive points regarding the value of Tucker County as a place to do
business and promote Tucker County Development Authority’s accomplishments. This is important
because the development authority cannot be successful in its external activities if it does not do what is
needed to maintain and improve itself. Potential partners on these tasks include the County
Commission, county municipalities, development‐related and county‐related websites, news media
outlets, and social media hubs.
There are two actions under this goal. In the medium‐term (1‐3 years), the TCDA will seek to design a
new web portal. Over the long term (3‐5 years), the TCDA will work to enhance its overall image and the
image of its work through more frequent, specific communication regarding positive actions and
achievements using traditional and other outlets.
Together, these five goals take into account both the desired future for the county put forth by the
development authority as well as the current situation facing the development authority while at the
same time considering the legally‐defined (and constrained) role for a county development authority in
Page 14
West Virginia. By doing that, they form an excellent guide for the actions for the Tucker County
Development Authority for the next five years as it strives to bring about improvement in economic
conditions in the county where it is charged to do so and to engage other groups and organizations to
make similar strides in their respective areas.
Page 15
Appendix: Tucker County Development Authority Action Matrix
Goals & Strategies
Partners
Time Frame
Extra Funding
Status
Goal 1: Business Development – Develop proactive and innovative approaches to identify attract and locate industry and business enterprises
that create jobs and advance the overall well‐being of Tucker County.
Market 6,000 square foot shell building
WVDO; HAZ
On going
located in Tucker County Industrial Park.
Maintain website with up‐to‐date
Workforce WV; WVDO
On going
workforce and employment data and
available building and site information.
Maintain and expand current list of
WVDO; WV DOT;
On going
available sites and buildings, including
Region VII PDC;
specific site information such as
Utility companies
infrastructure availability, accessibility, etc.
Participate in national and international
HAZ
On going
trade shows as part of the Hardwood
Alliance Zone.
Develop a list of the potential best
Existing businesses;
Short term
industry/business types to attract to
Region VII PDC; WVDO
Tucker County.
Work to ensure current and future
Existing businesses;
Long term
workforce needs of the county is available
Workforce WV;
to support present and planned
Eastern WV Community &
enterprises.
Technical College
Goal 2: Business Retention – Retain or expand existing business and industry in Tucker County.
Conduct a minimum eight extensive
WVDO; HAZ
On going
retention visits with existing businesses
each year.
Inform local business and industry about
Existing businesses
On going
the TCDA and encourage them to contact
TCDA for assistance and respond to such
requests as appropriate.
Appendix Page 1
Goals & Strategies
Provide follow‐up assistance to businesses
as issues are identified during the
retention visits including training or
financial needs.
Partners
Time Frame
Extra Funding
Status
Eastern WV Community &
As needed
Technical College;
Workforce WV; WVDO;
USDA RD; SBA; SBDC;
Local financial institutions
Seek and provide information for existing
WVDO; Workforce WV;
As needed
business and industry contemplating
SBDC; SBA; USDA RD;
expansion.
Local financial institutions
Goal 3: Entrepreneurial Development – Advance entrepreneurship throughout Tucker County that leads to business and job growth.
Work to identify local entrepreneurs and
SBA; USDA RD; WVDO; SBDC;
On going
provide information and support as they
Workforce WV;
endeavor to establish businesses, provide a
Region VI WIB;
service and/or product and employ local
Local financial institutions
residents.
Serve as a clearinghouse for information
WVDO; SBDC;
On going
and support services.
Workforce WV
Identify networking/ training for local
WVDO; SBDC;
On going
entrepreneurs.
Eastern WV Community &
Technical College
Region VI WIB
Goal 4: Collaboration for Economic Prosperity – Improve the economic well‐being of Tucker County through effective collaborative work that
leverages resources, builds capacity and achieves common objectives.
Maintain a close working relationship with
USDA RD; SBA; WVDO; SBDC;
On going
state and federal partners in economic
Workforce WV;
development and related services.
Region VII PDC;
Region VI WIB;
Local financial institutions;
Elected officials
Identify opportunities to collaborate with
Chamber of Commerce; CVB;
On going
other organizations in the county that can
County Commission;
influence community and/or economic
Planning Commission;
development.
Endowment Foundation;
PRO (Parsons); Municipalities
Appendix Page 2
Goals & Strategies
Explore fully how the Hardwood Alliance
Zone (HAZ) can be most effective for
Tucker County.
Convene a “partner’s summit” to advance
effective collaboration with other tucker
County organizations that directly link or
can influence economic development
within their mission.
Partners
HAZ
Time Frame
On going
Extra Funding
Status
Short term
Chamber of Commerce; CVB;
Planning Commission,
County Commission;
Region VII PDC;
Endowment Foundation;
PRO (Parsons);
Municipalities;
Elected officials
Goal 5: TCDA Organizational Development/Operations – Ensure an active, well‐run TCDA is in place and effectively communicating the positive
points regarding the value of Tucker County as a place to do business and promote TCDA’s accomplishments.
Design and implement a new web
County Commission;
Medium term
presence for TCDA that focuses on site
Municipalities
selection criteria and enhances the overall
image of TCDA, Tucker County and West
Virginia.
Enhance the overall image of TCDA and its
Local media; Social media;
Long term
work through more frequent, specific
Website
communication regarding positive actions
and achievements using traditional and
other outlets.
Appendix Page 3