CRATER PLANNING DISTRICT COMMISSION
2016 COMPREHENSIVE ECONOMIC
DEVELOPMENT STRATEGY Approved June 23, 2016
TABLE OF CONTENTS
Page
INTRODUCTION
1
Overview of the Crater District
4
History of the Crater District
7
Employment Structure
9
Table 1 – 30 Largest Employers
Population
10
11
Table 2:
Table 3:
Table 4:
Table 5:
Table 6:
Table 7:
11
13
14
15
15
16
Population Estimates
Population Change – 1980 – 2010
Population Projections – 2020-2040
Population by Group Quarters
Population: Urban & Rural - 2010
Population Density
Summary of Economic Development Conditions
CLUSTER ANALYSIS
Table 8:
Industry Clusters for Crater District
Current Initiatives
16
17
18
19
ECONOMIC DEVELOPMENT OPPORTUNITIES AND
CHALLENGES
22
VISION STATEMENT
33
IMPLEMENTATION PLAN
34
PERFORMANCE MEASURES
39
SUPPORTING ECONOMIC RESILIENCY WITHIN THE
CRATER DISTIRCT
41
INTEGRATION WITH STATE PRIORITIES
43
TABLE OF CONTENTS - Continued
Appendices
Appendix I
Appendix II
-
Summary of Economic Development Conditions
Project Priority List – 2016-2017
COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
INTRODUCTION
The Crater Planning District Commission facilitates an ongoing economic development
strategy planning process through the engagement of public and private sector
stakeholders who are committed to innovation in the expansion of the District’s economic
base. These stakeholders recognize the need for strengthening the District’s workforce
by providing the education necessary for the creation of higher skilled, higher wage jobs
that will result in a region that is attractive to investment and offers a high quality of life
for its citizens. The CEDS process is an efficient and effective mechanism for
coordinating the efforts of individuals, organizations, local governments, and private
industry, all of which are committed to and working toward economic development.
The CEDS document:





sets forth the District’s goals, strategies and implementation plan;
describes the challenges, opportunities, and resources of the Crater District;
details the demographics, infrastructure, and natural resources of the Region; and
identifies priority programs, performance measures and projects for
implementation; and
discusses supporting economic resilience within the Region.
The CEDS Committee was appointed by the Crater Planning District Commission and is
representative of the many multi-jurisdictional initiatives and organizations that work
under the PDC “umbrella” or are stakeholders in the economic development of the Crater
District.
The Planning District Commission administers six multi-jurisdictional efforts: Crater
Development Company- small business financing utilizing the EDA Revolving Loan
Fund program; Procurement Technical Assistance Center- group training or one-on-one
counseling to assist small businesses to expand their markets via government contracting;
Virginia’s Gateway Region Economic Development Organization- regional economic
development entity offering technical assistance, research, lead generation and business
outreach and assistance on behalf of its member communities and corporate partners;
Crater Regional Workforce Development Group- implements Workforce Innovation and
Opportunity Act programs in the region; Tri-Cities Area Metropolitan Planning
Organization- undertakes regional transportation planning process in cooperation with the
Virginia Department of Transportation and Federal Highways Administration; and
Petersburg Area Regional Tourism- implements a regional tourism marketing and
promotions effort. Additionally, in the southern portion of the District, the EmporiaGreensville area is marketed by Virginia’s Growth Alliance.
Together these multi-jurisdictional entities, working collaboratively through the PDC,
encompass a broad-based economic development planning process reflecting the varied
needs of the District. They bring together members from the public and private sectors,
including community leaders, educators, small and large employers, local elected
officials, local government staff, and Fort Lee representatives who have contributed to
the CEDS process.
Participation of community stakeholders has continued to grow and the CEDS is now
“familiar” and “recognized” by the local governments and by business and community
leaders. In particular, private sector representatives are becoming better informed about
the region’s demographics and its economy, whereas they might previously have been
more focused on a particular locality. The awareness and understanding of a “regional”
approach to economic development/job creation is growing throughout the District as a
result of the CEDS process.
Beyond awareness and familiarity, the Comprehensive Economic Development Strategy
is an invaluable tool for decision-makers (public or private sector), investors, and the
general public to use as a guide to understanding the regional economy and steps which
might be taken to strengthen and improve it.
The Crater Planning District Commission obtained designation as an Economic
Development District in 1985, reflecting the growing emphasis upon approaching
economic development/job creation “regionally”. Since that time the role that agriculture
plays has declined, manufacturing has changed and now requires a higher-skilled
workforce, and Fort Lee’s prominence has strengthened dramatically. Today the level of
understanding and appreciation for the “regional” economy and the myriad linkages that
are necessary for success have brought about the successful regional collaborative effort
that has produced this update of the Five-Year Comprehensive Economic Development
Strategy for the Crater Planning District.
Crater Economic
Development District
Charles City
County
Hopewell
Colonial Heights
.4
U.S
5
Petersburg I-29
p
60
Claremont
Prince George
County
U.
S.
46
0
Surry Surry
County
Dinwiddie
County
Dendron
I-8
5
Waverly
p
McKenney
I-95
Stony Creek
Wakefield
Sussex
County
±
Jarratt
U.
S.
58
Emporia
Greensville
County
0
Miles
5
10
Overview of the Crater District
The Crater Economic Development District takes its name from the large crater left by the
explosion of a mine planted during the Civil War siege of Petersburg, and is still visible today at
the Petersburg National Battlefield. On July 30, 2014, the region commemorated the 150th
anniversary of the Battle of the Crater and the Siege of Petersburg, the longest siege on
American soil.
The District is located in south-central Virginia and encompasses the Counties of Charles City,
Dinwiddie, Greensville, Prince George, Surry and Sussex, the Cities of Colonial Heights,
Emporia, Hopewell and Petersburg, and eight small incorporated towns, all with populations
under 3,500: Claremont, Dendron and Surry in Surry County; Stony Creek, Wakefield and
Waverly in Sussex County; McKenney in Dinwiddie County; and Jarratt, located partially in
Greensville and Sussex Counties. Its 2,493 square miles are spread across urban, suburban and
rural land areas.
Much of the District (seven localities) comprises the southern portion of the Richmond MSA.
The neighboring Hampton Roads MSA is directly east of the Crater District and includes Surry
County. The City of Emporia and Greensville County, located along the Virginia-North
Carolina boundary, are not part of an MSA.
It should be pointed out, because it is unique, that in the Commonwealth of Virginia cities are
independent local governments; they are not located within counties.
The District’s strategic location in the U. S. Mid-Atlantic Region and transportation network are
key assets. Interstates 95 and 85 run through the middle of the District, with I-295 running
parallel to I-95 around Richmond and Petersburg. Both I-295 and Route 288 provide eastern and
western linkages to I-64. In addition to I-64, Routes 460, 58 and 10 provide east/west linkages to
the growing Port of Virginia. The coming widening of the Panama Canal, which will
significantly expand business at Virginia’s ports only enhances the importance of the District’s
location and transportation access.
Historically, transportation and access have played pivotal roles in the development of the Crater
District. In earlier years the focus was on the rivers. Petersburg was a significant river port
throughout the nineteenth century and was settled at the point where the Appomattox River
crosses the Fall Line. Hopewell, located just downstream, is at the confluence of the
Appomattox and James Rivers and was a thriving port city during the Civil War. Surry County,
along the James, was settled concurrently with Jamestown, and Charles City County, also along
the James where it meets the Chickahominy, has a significant history dating to the Colonial
period. Likewise, the Meherrin River was significant to the development of Greensville County,
and Emporia was created in 1787 through the merger of the Town of Hicksford, on one side of
the river and the Town of Belfield on the other side. Sussex County was formed in 1753 from
that part of Surry County that was south of the Blackwater River.
Excellent rail service has also played a significant role in the economy of the Crater District
throughout its history and continues today. Norfolk Southern and CSX have lines running
through the District and they merge in Petersburg at Collier yard. That intersection of two rail
lines is a unique and significant asset.
Norfolk Southern’s Heartland Corridor Rail Project significantly enhanced the District’s
transportation and distribution capabilities by shortening rail shipments from Norfolk to the
Midwest. The project improved intermodal train operations by raising clearances on the railroad
bridges and tunnels to enable double stacked rail freight along the route. The trip time and
distance from Norfolk to Chicago, for example, has been reduced by 24 hours and over 200
miles. Another major rail project enhancing the Crater District’s long-haul freight capability is
the CSX National Gateway Project. This was also a multi-state project that extended north-south
from North Carolina to Ohio running parallel to Interstate-95 through Virginia and included a
spur that connects to the Port of Virginia. The Heartland Corridor and the National Gateway
intersect at Collier Yard in the City of Petersburg making the Crater District well suited to serve
as an east coast hub for freight distribution.
The map on the following page visually presents the District’s excellent mid-Atlantic location
and its close proximity to major markets within 250, 500 and 750 miles.
The Crater Planning District straddles the Fall Line, with the western portions of Dinwiddie and
Greensville counties in the Piedmont Plateau and the remaining area in the Coastal Plain.
Elevations range from 400 feet in the west to less than 100 feet above sea level in the east. Some
of the low-lying sections are swampy. Having essentially flat to gently rolling topography with
few areas of steep slopes, the District offers few restrictions to development.
While the number of farms has not grown in the past 10 years, agricultural use is the most
dominant land use in the District’s counties. The principal crops are soybeans, wheat, corn and
cotton. There is also significant acreage in forest land.
The District is very fortunate to have large open space areas for its citizens and for wildlife
preservation/protection. One significant federal resource which provides valuable green space in
an urban setting, as well as attracting hundreds of visitors to the Crater District, is Petersburg
National Battlefield encompassing large properties in Petersburg, Prince George County,
Hopewell and Dinwiddie County. The U. S. Fish & Wildlife Service owns the Harrison Lake
National Fish Hatchery in Charles City County, which offers barrier free recreational fishing, as
well as trails and wildlife areas.
District citizens are provided easy access to two large state parks, Pocahontas (7,919 acres) in
southern Chesterfield County, and Chippokes (1,946 acres) along the James River in Surry
County. Additionally, 5,000+ acres have been acquired at the Chickahominy Wildlife
Management Area in Charles City County, there are 3,908 acres at Hog Island Wildlife
Management Area in Surry County, and also in Surry is the Charles Steirly Heron Rookery on
the Blackwater River (19 acres). The Nature Conservancy owns 300-400 acres along the
5
James River in Prince George County, which is an eagle protection area. A large open space and
recreation area in Sussex County is the Southeastern 4-H Educational Center on Airfield Lake.
Also in Sussex County is a state-designated natural area, Chub Sandhill, along a segment of the
Nottoway River-599 acres. Continuing to expand in Dinwiddie County is the privately-owned
Pamplin Historical Park and the National Museum of the Civil War Soldier, which includes
interpretive and educational facilities, museums, a plantation home, and a system of trails.
During recent years, the Appomattox River Regional Park was established along the Appomattox
River in Prince George County.
There are five scenic river segments in the District including portions of the James, Appomattox,
Chickahominy, and Nottoway Rivers. The confluence of the James and Appomattox Rivers at
Hopewell serves as a gateway to the Lower Appomattox River Trail Greenway and Blueway,
which traverses over 400 acres in six localities. This trail is currently under development and
will be a 22-mile linkage of all recreational, cultural and natural features, and historic sites on
both sides of the Appomattox River between Lake Chesdin in Dinwiddie County and City Point
in Hopewell. This project is spear-headed by the Friends of the Lower Appomattox River
administered by the Crater Planning District Commission. A huge new asset is the Capital Trail
linking Richmond and Williamsburg, which passes through Charles City County along Route 5.
History of the Crater District
Portions of the Crater Region were established as the country was being established. Surry
County, along the James River, was settled concurrently with Jamestown, just across the river.
City Point, the oldest part of Hopewell and located at the confluence of the James and
Appomattox Rivers, was established by Sir Thomas Dale in 1613 and became part of the Charles
City Shire, one of Virginia’s eight original shires in 1634. Petersburg was a major port city in
the 1700s, located along the Appomattox River, a commercial center for processing cotton,
tobacco and metal. By the early 1800s when Petersburg became a rail center also, it was the
second largest city in Virginia with manufacturers producing tobacco products, cotton and flour
mills, iron works, and it was a banking center. The Pocahontas Island community was the
largest community of free blacks along the Mid-Atlantic. Prince George County was formed
from Charles City County in 1703, Dinwiddie County was formed from Prince George County in
1752, and Sussex County was formed from Surry County in 1753. Moving south the City of
Emporia, located in the center of Greensville County was formed in 1787 when two towns along
the Meherrin River were merged.
The Crater District was heavily impacted by the Civil War. The ten-month Siege of Petersburg
was the longest siege on American soil and the campaign that resulted in the fall of Richmond
and Petersburg and General Lee’s surrender at Appomattox Courthouse.
During the 1900s, the counties’ economies were agriculturally based; however, Petersburg and
Hopewell were major centers of manufacturing and commerce.
Hopewell was developed by DuPont in 1914 as Hopewell Farm, an incorporated area (a
company town) in Prince George County- it was incorporated as an independent city in 1916.
DuPont first built a dynamite factory there and then during World War I switched it to a gun
cotton plant. It was abandoned by DuPont after World War I; however the Tubize Corporation
established a plant there in 1923. Since that time to today it has been home to large chemical
plants owned by Honeywell Corporation, DuPont, Alliance Group Rock Tenn, Goldschmidt and
Hercules Chemical Corporation.
Located along Route 36 between Hopewell and Petersburg, in Prince George County, is Fort
Lee, originally Camp Lee. Construction on Camp Lee commenced in June, 1917. It was not
active after World War I until October, 1940, when a second Camp Lee was constructed. It was
re-designated in 1950 as Fort Lee and continues to grow, doubling in size as a result of Base
Realignment & Closure (BRAC) decisions in 2005.
Petersburg was a retail and industrial center until the mid-to-late 1980s, when Brown &
Williamson Tobacco Corporation left the City transferring its operations to Macon, GA in 1985,
and the Southpark Mall retail complex was opened in Colonial Heights in 1989, just across the
Appomattox River from Petersburg.
The period of the 1970s and 1980s was also a time of suburbanization in the counties adjacent to
the District’s cities. Economic development/jobs generation/tax base expansion became a central
focus in all of the District’s localities. A key example was the location in 1972 of the Dominion
Virginia Power Surry Power Station, the company’s first nuclear station, in rural Surry County
along the James River. It continues to be a major employment center and taxpayer in Surry
County. Other examples are: the location of two Rolls-Royce plants in Prince George County;
Georgia Pacific, Boars Head and Beach Mold & Tool plants in Greensville County; and Gerdau
Ameristeel, Amazon and a Wal-Mart Distribution Center in Dinwiddie County.
The local governments created the Appomattox Basin Industrial Development Corporation (now
Virginia’s Gateway Region), the Emporia-Greensville Industrial Development Corporation
(replaced by Virginia’s Growth Alliance), and the Crater Planning District was designated as an
EDA Economic Development District in order to bring more focus to economic development in
the District and to more effectively pursue economic development opportunities.
Even with the addition of major manufacturing plants, the interstate access, the retail hubs, the
tourism attractions, government employees comprise the largest segment of employed persons in
the Crater District. The District sits just south of Virginia’s capital city, Richmond, on I-95.
There are a variety of options for government employment in addition to Fort Lee. The Defense
Supply Center Richmond is in Chesterfield County just north of Colonial Heights, Virginia State
University and John Tyler Community College are in neighboring Chesterfield County and
Richard Bland College sits along the Petersburg-Dinwiddie County-Prince George County
boundary, there are state and federal correctional facilities in Prince George, Greensville and
Sussex Counties, and state mental health facilities in Dinwiddie County, as well as the ten local
governments and nine public school divisions (Emporia and Greensville County have a joint
school system).
Employment Structure
Fort Lee represents one-eighth of the Crater District’s economy. Following the conclusion of the
2005 Base Realignment & Closure (BRAC)-directed expansion at Fort Lee (the base essentially
doubled in size), the Nathalie P. Voorhees Center at the Chicago campus of the University of
Illinois conducted an economic impact analysis. The report, The Economic Impact of Fort Lee
on the Petersburg Region, released in September, 2012, concluded that Fort Lee’s overall
economic impact to the Crater District is $2.4 billion per year. This study was commissioned by
the U. S. Office of Economic Adjustment within the Defense Department. The study delineated
three categories of economic impact: direct; i.e. direct federal spending on personnel and
procurement; indirect, i.e. contractors’ spending on materials and services; and induced, i.e. Fort
Lee employees spending in the region’s marketplace.
As of May 25, 2016, Fort Lee reported that there is a supported population on post of 27,689
people (military permanent party, students, civilian employees, contractors and active duty
military dependents) and a supported population off post of 58,667 people (active duty military
and dependents, reservists and dependents and retirees and dependents).
A review of the District’s 30 largest employers (see Table 1) reveals that 14 are government
employers. If you look at the top 50 employers, 23 are government entities. The Quarterly
Census of Employment & Wages for October-December, 2015, reports that of the 71,504
persons employed in the District, 25.2 percent are employed in the government sector. The next
sectors with the largest number of employees are: Health Care and Social Assistance-14.1
percent; Retail Trade- 13.1 percent; Manufacturing- 9.5 percent and Accommodation and Food
Services- 9.2 percent. The remaining employees are spread throughout other industry sectors
ranging from Transportation and Warehousing- 6.8 percent; and Construction- 3.7 percent to
Information, Agriculture, Forestry, Fishing & Hunting, Educational Services, and Mining,
Quarrying & Oil & Gas Extraction each at 0.3 percent.
It should be pointed out that last year when the Crater District’s CEDS was updated, there were
3,972 fewer people employed in the District. Additionally, Manufacturing employment
increased from 9.0 to 9.5 percent and Transportation & Warehousing employment increased
from 5.3 percent to 6.8 percent.
Table 1
Crater District – 30 Largest Employers
Employer
U. S. Department of Commerce
Wal-Mart
Integrity Staffing Solutions
County of Prince George
Southside Regional Medical Center
Amazon.Com KYDC Inc
Dominion Virginia Power
Boar’s Head Provisions Co.
Central State Hospital
Greensville Correctional Center
City of Petersburg School Board
Honeywell International, Inc.
Hopewell City School Board
Dinwiddie County School Board
City of Petersburg
U. S. Department of Justice
HCA Virginia Health System
The Atlantic Group, Inc.
Colonial Heights School Board
Amsted Rail Co., Inc.
Perdue Products
John Jones Services, LLC
Greensville County Schools
Virginia Department of Transportation
City of Hopewell
Food Lion
Georgia Pacific Wood Products
U. S. Army Non-Appropriated Funds Divisions
E. I. DuPont de Nemours Co.
Delhaize America Distribution Center
Source:
Industry
Government
Distribution/Retail
Staffing
Government
Health Care
Distribution
Utilities
Food Processing
Government/Behavioral Health
Government/Corrections
Government
Manufacturing
Government
Government
Government
Government/Corrections
Health Care
Support Svcs to Power Generation Industry
Government
Manufacturing
Food Processing
Government Contractor/Food Service
Government
Government
Government
Retail
Manufacturing
Government
Manufacturing
Distribution
Virginia Employment Commission, “Quarterly Census of Employment & Wages”, 4th Quarter
(October-December) 2015
Population
According to estimates prepared by the Weldon Cooper Center for Public Service of the
University of Virginia for July 1, 2015, the population of the Crater District is 182,063. As
Table 2 illustrates, the rate of population growth for the District is slow and five of the ten
localities have experienced a decline in population since 2010, the cities of Colonial Heights and
Petersburg and Greensville, Surry and Sussex Counties. The increase in the District’s population
was less than one percent from 2010 to 2015, while the increase in Virginia’s population during
the same time period was 4.8 percent.
Table 2
Population Estimates for the Crater District
Area
Charles City
Colonial Heights
Dinwiddie
Emporia
Greensville
Hopewell
Petersburg
Prince George
Surry
Sussex
Crater District
Virginia
July 1, 2015
Estimate
7,331
17,215
28,753
6,082
11,804
22,984
32,057
37,131
6,819
11,887
182,063
8,382,993
Change since 2010 Census
Numeric Change
April 1, 2010
Numeric
Percent
Census
Change
Change
7256
75
1.0
17,411
-196
-1.1
28,001
752
2.7
5,927
155
2.6
12,243
-439
-3.6
22,591
393
1.7
32,420
-363
-1.1
35,725
1,406
3.9
7,058
-239
-3.4
12,087
-200
-1.7
180,719
1,344
0.7
8,001,024
381,969
4.8
Source: Weldon Cooper Center For Public Service of the University of Virginia, “July 1, 2015
Population Estimates for Virginia, Its Counties & Its Cities”, January 27, 2016.
The increase in the District’s population was 3.8 percent from 2000-2010.
A review of the population growth in Virginia’s 21 planning districts during the 2000-2010
period reveals that 12 of the 21 districts experienced population growth greater than the Crater
District’s growth. Only four of the 21 districts have lost population between 2000 and 2010.
Census data for 1980, 1990 and 2000 revealed that the District lost population during the 1980s,
with the exception of Prince George and Surry Counties and the City of Emporia, which
experienced population growth. The Crater District’s 3.5 percent loss in population is a stark
contrast to the state’s increase of almost 16 percent. It was during that decade (1985) that the
Planning District was designated as an EDA Economic Development District.
The District experienced population growth of 6.9 percent during the 1990s and all localities
grew except the cities of Hopewell and Petersburg. Growth during this period ranged from 2
percent in Emporia to 35.2 percent in Greensville County. A significant factor in Greensville
County’s growth during that period was the location of a large state correctional facility during
that time period. Growth; however, was sluggish when compared to Virginia’s population
growth of 14.4 percent during the nineties.
Between 2000 and 2010, the Census Bureau data reflects a slowing of growth, with the District
growing at 3.8 percent, and Virginia growing at 13.0 percent.
An examination of the entire 30 year period, 1980-2010, reveals growth in the District of 7.2
percent or 0.24 percent per year. By far, the locality in the District with the highest growth,
according to the Census Bureau is Prince George County- 38.8 percent since 1980, or 1.3 percent
per year. During the same 30-year timeframe, Virginia grew at a rate of 1.65 percent per year
(see Table 3).
Looking farther out, as presented on Table 4, the Weldon Cooper Center at the University of
Virginia projects that by 2040, the District’s population will grow to 202,564, which would only
be an annual growth rate of 0.4 percent. During this period, all of the District6s localities would
gain population. During this 30-year planning period, the Cooper Center projects that Virginia’s
average annual rate of growth will be 1.1 percent.
Table 3
Population Change
1980-2010
Charles City
Colonial Heights
Dinwiddie
Emporia
Greensville
Hopewell
Petersburg
Prince George
Surry
Sussex
Crater District
Virginia
Source:
1980
6,692
16,509
22,602
4,840
10,903
23,397
41,055
25,733
6,046
10,874
168,651
5,346,818
1990
6,282
16,064
22,279
5,556
8,553
23,101
37,071
27,390
6,145
10,248
162,689
6,189,197
% Change
’80-‘90
-6.1
-2.7
-1.4
14.8
-21.6
-1.3
-9.7
6.4
1.6
-5.8
-3.5
15.8
2000
6,926
16,897
24,533
5,665
11,560
22,277
33,740
33,124
6,829
12,504
174,055
7,078,515
% Change
1990-2000
10.3
5.2
10.1
2.0
35.2
-3.6
-9.0
20.9
11.1
22.0
6.9
14.4
U. S. Department of Commerce Bureau of the Census, 1980, 1990, 2000, 2010.
2010
7,256
17,411
28,001
5,927
12,243
22,591
32,420
35,725
7,058
12,087
180,719
8,001,024
% Change
’00-‘10
4.8
3.0
14.1
4.6
5.9
1.4
-3.9
7.85
3.35
-3.3
3.8
13.0
% Change
1980-2010
8.4
5.5
23.9
22.5
12.3
-3.4
-21.0
38.8
16.7
11.2
7.2
49.6
Table 4
Population Projections: 2020-2040
Charles City
Colonial Heights
Dinwiddie
Emporia
Greensville
Hopewell
Petersburg
Prince George
Surry
Sussex
Crater Planning
District
Virginia
2010 Census
Population
7,256
17,411
28,001
5,927
12,243
22,591
32,420
35,725
7,058
12,087
Projected
2020
7,811
18,620
29,542
6,490
12,473
23,702
32,699
37,751
7,408
12,121
Projected
2030
8,376
19,855
30,516
7,075
12,589
24,844
33,320
39,447
7,759
12,249
Projected
2040
8,905
20,960
31,276
7,622
12,672
25,818
33,939
40,899
8,086
12,386
180,719
8,011,024
188,617
8,811,512
196,030
9,645,281
202,564
10,530,228
Source: U. S. Bureau of the Census, 2010; Weldon Cooper Center of the University of Virginia,
Total Population Projections for Virginia and its Localities, 2020-20140.
When reviewing population growth in the Crater District, there is a unique circumstance that
must be considered (see Table 5). While 3.0 percent of Virginia’s 2010 population resides in
Group Quarters, 8.1 percent of the population in the Crater District resides in Group Quarters.
Even more striking are the percentages in Greensville, Sussex and Prince George Counties,
which were 30.0 percent, 32.3 percent and 13.3 percent respectively. In addition to Fort Lee
being located in Prince George County, a large federal correctional facility is there along with a
large regional jail. Both Greensville and Sussex Counties have very large state correctional
facilities, and Dinwiddie County has a state mental hospital, and the Richard Bland College
dormitories. These institutions offer jobs for District residents and they generate economic
impact; however, these populations cannot be counted as part of the District’s labor force. Three
exceptions to that might be Fort Lee, as persons transition from military to civilian life some
remain here for employment; Virginia State University, located in Chesterfield County along its
boundary with Petersburg, from which some graduating students remain in the region for
employment; and some of the graduating students from Richard Bland College who do not
choose to continue their higher education.
Table 5
Population in Group Quarters: 2009-2013
Total No. in
Group Quarters
Charles City
Colonial Heights
Dinwiddie
Emporia
Greensville
Hopewell
Petersburg
Prince George
Surry
Sussex
Crater District
Virginia
0
194
881
226
3,676
208
844
4,756
0
3,908
14,693
241,331
Source: U. S. Department of Commerce, Bureau of the Census, 2009-2013 American
Community Survey.
Table 6 reflects a far more rural population in the Crater District than would be found when
looking at Virginia as a whole or at the United States. Actually, between 2000 and 2010, the
percentage of the population in the Crater District that is rural increased from 41.8% to 42.7%,
while the rural population in Virginia and the U. S. declined.
Table 6
Population-Urban & Rural-2010
Area
Crater District
Virginia
United States
% Urban
57.3%
75.5%
80.7%
% Rural
42.7%
24.5%
19.3%
Source: U. S. Bureau of Census, 2010.
The data related to population density in Table 7 reflects the mix of urban and rural areas in the
District.
Table 7
Population Density by Locality
Area
Charles City
Colonial Heights
Dinwiddie
Emporia
Greensville
Hopewell
Petersburg
Prince George
Surry
Sussex
Crater District
2010 Population
7,256
17,411
28,001
5,927
12,243
22,591
32,420
35,725
7,058
12,087
180,719
Land Area
(Sq. Miles)
183
8
504
7
296
10
23
266
279
491
2,067
Density
(People/Sq. Mile)
39.7
2,176.4
55.6
846.7
41.4
2,259.1
1,409.6
134.3
25.3
24.6
87.4
Source: U. S. Bureau of the Census, 2010.
Summary of Economic Development Conditions
A current detailed summary of economic development-related conditions within the Crater
District can be found in Appendix I. The Virginia Employment Commission, through its labor
market information system, maintains a current community profile of regions within the
Commonwealth of Virginia. The community profile centers on demographic, economic and
education profiles of the Crater District. The Crater Planning District Commission has found the
Virginia Employment Commission to be a great partner in maintaining the Crater District’s
community profile of current relevant economic development-related information.
CLUSTER ANALYSIS
A cluster is defined as a geographic concentration of interrelated industries or occupations.
Industry clusters can form and grow because of a region’s competitive advantage- resources such
as location, trained labor and education systems.
The Location Quotient (LQ) is reflective of the size of the circle; the larger the circle, the larger
the location quotient. A location quotient greater than 1.0 indicates that the region has a higher
concentration of employment in a particular industry or occupation than the nation, while a
location quotient less than 1.0 indicates the region has a lower concentration of employment in
the cluster than the nation. If a regional industry group has a location quotient of 1.25 or higher,
it is considered to possess a competitive advantage in that industry.
Average wages are shown on the vertical axis. The higher the circle is shown on the chart, the
higher the average wages in the cluster.
The forecast growth rate for a cluster is the annual average percentage change in employment
expected over the given period, shown along the horizontal axis. The farther to the right a
cluster’s circle is shown, the greater the growth expected in that cluster.
Key questions to be answered utilizing cluster analysis are:

Are the largest concentrations of employment in my region in clusters that are expected
to grow or decline?

Which industry clusters can be supported in economic development efforts to increase
regional wages?

Which clusters can be supported to support future employment growth?
Chmura Economics & Analytics provided an analysis of the District’s industry clusters for the 1st
quarter of 2016 (January-March) utilizing data from the U. S. Bureau of Labor Statistics.
A review of Table 8 clearly illustrates that the industry most dominant in the District is the
Chemical industry, which is an industry in which the District has a distinct competitive
advantage, with a location quotient (LQ) of 2.45. It employs over 4,900 people and it is a high
wage industry with average wages of almost $77,000; however, it is a declining industry with an
average annual employment growth rate over the coming years that has risen to -1.19 from -1.01
just a year ago.
Other industry sectors in which the District enjoys a competitive advantage are: Utilities (LQ of
1.63), Public Administration (LQ of 1.46), Freight Transportation (LQ of 1.32), Construction
(LQ of 1.25).
There are industry sectors in which the LQ is between 1.0 and 1.25, thus they have a very strong
presence in the District. These include: Metal & Product Manufacturing (LQ of 1.23),
Consumer Services (LQ of 1.13), Retail (LQ of 1.12) and Wood/Paper (LQ of 1.06). The Crater
District has a higher concentration of employment in these industry sectors than does the U. S.
The industry sectors that are strong or in which the District has a competitive advantage are
mixed in terms of growth projections and average wages. It has already been noted that the
chemical industry is projected to continue to decline. The Wood/Paper sector is also projected to
decline (-1.21 percent) with an average wage of $58,244. The Metal & Product Manufacturing
sector has a very strong average wage ($75,286); however, it is also projected to decline, but at a
much lower rate (-0.23 percent). The Construction sector has a projected growth rate of 1.44
percent with an average wage of $49,232.
While the Health Sector is not one in which the District has a competitive advantage, the LQ is
0.95 and it employs a large number of people. It is projected to be the fastest growing sector
(1.97 percent) and the average wage is $42,359. Another of these examples would be the
Professional Services Sector. It has a LQ of 0.80, it also employs a large number of people, the
projected growth rate is 1.24 percent and the average wage is $52,030.
The Public Administration sector is another large employer in this district and the average wage
is $59,209. It has been flat in previous years; however, current projections show a slight decline
(-0.11 percent).
Industry sectors projected to decline in this District are: Textile/Leather (-3.70), Wood/ Paper (1.21), Chemical (-1.19), Coal, Oil, Power (-1.14), Food Manufacturing (-0.75), Machinery
Manufacturing (-0.38), Metal & Product Manufacturing (-0.23), and Public Administration (0.11).
Industry sectors projected to grow are: Health (1.97), Construction (1.44), Professional Services
(1.24), Auto/Auto-Related (0.86), Retail (0.78), Financial Services (0.61), Education (0.60),
Consumer Services (0.59), Utilities (0.24), and Freight Transportation (0.10).
Those growing sectors employing the most people are Consumer Services (average wage is
$21,540) and Retail (average wage is $34,881). Another large employer, the Education sector,
has an average wage of $34,269. The average wage in the Health sector is $42,359. With the
exception of Professional Services (average wage of $52,030) and Construction (average wage
of $49,232), the remaining sectors have higher wages, but fewer jobs.
Current Initiatives
Development on the Rolls-Royce manufacturing campus continues. Two plants are operational,
one employing approximately 120 people, and the second employing approximately 130 people.
There are economic development initiatives underway that reflect the District’s desire to: 1) plan
on a longer-term basis, 2) seek opportunities for higher-wage, high-technology, 21st century jobs
and 3) ensure that educational opportunities exist to support those efforts.
The Commonwealth Center for Advanced Manufacturing (CCAM) is located on the Rolls-Royce
campus in Prince George County. It is an applied research center that provides production-ready
advanced manufacturing solutions to member companies across the globe. The research
university partners are Virginia State University, Virginia Tech, University of Virginia, Virginia
Commonwealth University, and Old Dominion University, which work with and for 26 major
global corporations that are CCAM members.
In addition to its research, CCAM has a workforce development component, equally important to
bringing higher-wage, advanced manufacturing jobs to the District. Its focus is to leverage
CCAM’s resources and industry contacts to help regional partners establish an industry-centric,
high performance workforce that makes southern and southwest Virginia the sites of choice for
advanced manufacturing firms.
The Commonwealth of Virginia awarded CCAM $25 million to support the construction of an
advanced manufacturing apprentice academy- a regional center providing hands-on training to
prepare workers for careers in advanced manufacturing. Additionally, CCAM is pursuing an
Investing in Manufacturing Communities Partnership designation that would focus upon
workforce development and training, which was supported by the Crater District.
Siemens (a CCAM member company) announced that it will provide approximately $1 billion in
software grants for manufacturing programs at community colleges and universities in Virginia,
including Virginia State University just outside of Petersburg and Virginia Commonwealth
University in downtown Richmond.
Similar in structure to CCAM, the Commonwealth Center for Advanced Logistics Systems
(CCALS) is also a collaborative of business, government and universities with a mission to
transform industry by improving the complex system of technological, mechanical and human
factors that enable logistics. The District’s location along interstate highways with dual rail
access and close proximity to the Port of Virginia, coupled with the Army’s “capital” for
logistics- Fort Lee and the Army Logistics University, located here, compelled the collaboration
and examination that brought CCALS into being. The Center began operating in February,
2013. Its partners include Virginia State University, Longwood University, University of
Virginia, Virginia Commonwealth University, The Port of Virginia, Virginia Economic
Development Partnership, LMI and Fort Lee. Old Dominion University has indicated an interest
in becoming a partner. CCALS has a multi-year research partnership with the Port of Virginia
(POV).
Three phases of the Southside Virginia Education Center are complete. This facility in
Greensville County, operated by Southside Virginia Community College, is enabling
District residents to further their education while continuing to work or while residing at home.
It is a place to obtain a GED, or to earn a bachelor’s degree from Longwood University or Mary
Baldwin College, or it is a place to earn an industrial certification- obtaining a higher level of
skills to enhance opportunities for job advancement.
Development work continues on the Mid-Atlantic Advanced Manufacturing Center site, a
certified mega site of 1,545 acres located in Greensville County adjacent to I-95. It is a joint
initiative of the County, City of Emporia and Mecklenburg County. The City has commenced a
major upgrade of its water treatment plant, which will serve this site and Greensville County is
undertaking an upgrade of its wastewater treatment facilities. In addition to its interstate access,
the site has CSX main line rail access and a direct route to the Port of Virginia. In May, 2016 the
U. S. Economic Development Administration announced a $2.6 million grant to Greensville
County for enhancements to the Mid-Atlantic Advanced Manufacturing Center.
In addition, Dominion Virginia Power is proposing to construct a state-of-the-art natural gasfired power station in Greensville County at a cost of $1.3 billion. The power plant, which will
bring major positive economic impacts to the region, is expected to come on line in 2019.
ECONOMIC DEVELOPMENT OPPORTUNITIES AND CHALLENGES
Opportunities
Department of Defense investments in the Crater District and in adjacent areas provide
substantial job opportunities and help to drive the District’s economy. As the District
moves forward, it is believed that advanced manufacturing and logistics will also drive
the economy here.
Fort Lee/Military Assets – According to the Voorhees Center report, The Economic
Impact of Fort Lee on the Petersburg Region, September 2012, Fort Lee represents one
eighth of the District’s economy, with annual economic impact of $2.4 billion and
generating more than $124 million in state and local tax revenue. Fort Lee essentially
doubled in size as a result of the 2005 BRAC actions and is now the “Logistics Capital of
the Army” and home to the Army Logistics University.
During 2014 the District, working cooperatively with Fort Lee, completed the Fort Lee
Joint Land Use Study. There were two working groups which oversaw this effort
composed of a variety of stakeholders and an extensive public participation process was
implemented. The purpose of the study was to proactively look at encroachment broadly
interpreted, to include frequencies, air quality, air space, wastewater, as well as
development around Fort Lee. The study found that most of Fort Lee’s operational
impacts and hazards are contained within its existing boundary, it is primarily surrounded
by natural and man-made boundary features and Fort Lee and the region have a
compatible growth pattern. The District, working with the local governments and Fort
Lee, is moving forward on a key recommendation, which is development of a regional
geographic information system (GIS) database for monitoring land use changes in the
region around Fort Lee.
In terms of opportunities, the fact that Fort Lee and the region have undertaken this study
gives it a positive asset should Fort Lee be considered in future base realignment and
closure reviews or other military realignment/reorganization considerations. The District
continues to be diligent in monitoring discussions at the federal level recognizing that
Fort Lee could be a candidate for additional functions to relocate on post.
A strong Fort Lee Civilian-Military Council, which meets quarterly, provides a positive
mechanism for installation-community dialogue. There is broad representation from Fort
Lee as well as the six neighboring jurisdictions. This excellent communication continues
to result in other opportunities, such as the large number of volunteer hours that Fort Lee
provides to community projects, clean-ups, school activities. Also, as a result of federal
budgetary issues, Fort Lee will be seeking to do even more via public-private
partnerships, which offers opportunities for the District’s businesses.
An additional Fort Lee asset that contributes toward strengthening the District’s available
workforce is the opportunity to access soldiers transitioning out of the military. These
people offer skills, discipline and work experience, all of which are valuable to area
employers.
There are two other military facilities that provide jobs/opportunity. The Defense Supply
Center Richmond is located just north of the District in Chesterfield County, between the
District and Richmond. A Virginia Employment Commission economic impact analysis
recently reported that this facility has an annual impact of $375 million on the District’s
economy and employs 3,000 persons (primarily civilian).
On the southwestern side of the District, Fort Pickett is located partially within Dinwiddie
and Nottoway Counties. It was announced that the U.S. State Department has selected
Fort Pickett for its new Foreign Affairs Security Training Center to train U. S. diplomatic
and government personnel assigned to high-threat posts around the world. Ground was
broken this past May, as environmental and planning work was completed. It is
estimated that the investment will be $460 million and up to 10,000 students will receive
training annually.
Rolls-Royce Campus- Since the initial location announcement in 2007, Rolls-Royce has
built two advanced manufacturing plants in Prince George County, one which
manufactures engine discs and the second is an advanced airfoil machining facility. The
County has provided broadband to the Rolls-Royce campus and there are “ready”
building pads for Tier 1 suppliers to Rolls-Royce. The Rolls-Royce location has
enlightened the Crater Economic Development District as to the needs of today’s
advanced manufacturers.
While not located within the Crater District, Virginia’s governor announced that
Shandong Tralin Paper Company, LTD, an innovative global pulp and paper company,
will invest $2 billion over the coming five years to establish its first advanced
manufacturing operation in the U.S. on an 840-acre campus in northeastern Chesterfield
County. This site, which is just off of I-95, is easily accessible to the entire Crater
District and 2,000 new jobs are expected by 2020. This new industrial location also
presents huge opportunities for the District’s agricultural interests as it uses agricultural
products in its processes.
Research & Development Centers- Two highly innovative and collaborative centers of
excellence have been established in the Crater District, the Commonwealth Center for
Advanced Manufacturing and the Commonwealth Center for Advanced Logistics
Systems.
The Commonwealth Center for Advanced Manufacturing (CCAM), which opened in
March, 2013, is located on the Rolls-Royce campus and is a partnership among five
research universities: University of Virginia, Virginia State University, Virginia Tech,
Virginia Commonwealth University and Old Dominion University, along with 26 global
member corporations. It is an applied research center that is focused upon bridging the
gap between fundamental research typically performed in universities and product
development routinely performed by companies. CCAM accelerates the transition of
research innovation from the laboratory to commercial use. Rolls-Royce was one of the
eight CCAM organizing partners.
CCAM also has a workforce development component which was established to work
with the CCAM members and regional partners to help establish an industry-centric, high
performing workforce that makes southern and southwest Virginia the site of choice for
advanced manufacturing firms. A partner in this workforce development effort is the
Virginia Tobacco Indemnification and Revitalization Commission, which has a
workforce strategy based upon a study it undertook with Boston Consultant Group. A
big next step is the establishment of an advanced manufacturing apprentice academy on
the CCAM campus. The CCAM workforce development director sits on the Crater
District CEDS Committee. The Commonwealth of has agreed to fund $25 million
toward the construction of the apprentice academy.
The Commonwealth Center for Advanced Logistics Systems (CCALS) was formally
established in February, 2013. It was an initiative of the Crater Planning District
Commission, which had come to recognize that the District was the heart of an expanding
logistics region within the Richmond Metropolitan Area and closely connected to
Hampton Roads, as evidenced by:
A location within 750 miles of two-thirds of the U.S. population;
Accessibility to the growing deepwater Port of Virginia (drive of 2 hours or less via
Routes 460 or 58), which becomes even more significant with the opening of the
Panama Canal;
District’s excellent road and rail network – I-95, I-85, I-295, Routes 460 & 58,
Intersection of CSX & Norfolk Southern lines at Collier Yard;
Fort Lee’s logistics mission and home to the Army Logistics University; and
Presence of large distribution facilities, including Amazon, Wal-Mart, Food Lion,
Perdue & Boar’s Head Provisions.
CCALS is also a collaboration of public and private partners and universities, including:
Fort Lee, Virginia State, Virginia Commonwealth and Longwood Universities,
University of Virginia, Port of Virginia, Crater Planning District Commission, Virginia
Economic Development Partnership and private logistics-related companies. It offers
business and government agencies with significant logistics operations a unique,
collaborative research and development method that promises to cut costs, accelerate new
discoveries and deliver transformative results to the technology, transportation, human
and other systems that enable logistics. The Virginia 2016-2018 Budget includes
$750,000 to support CCALS activities.
Access, Transportation Network - The Crater District is very fortunate to have a number
of attributes that make it attractive for investment and development, including its
accessible mid-Atlantic location and its excellent transportation network.
The District sits within a two-hour drive to the nation’s capital, to the mountains and to
the seashore. Its location on the mid-Atlantic seaboard is within a 500-mile radius of the
major U. S. eastern markets.
Interstates 95 and 85 run through the middle of the District with I-295 running parallel to
I-95 around Richmond. Both I-295 and Route 288 provide eastern and western linkages
to I-64. Routes 460, 58 and 10 are major east west linkages to the growing Port of
Virginia. Both Norfolk Southern and CSX serve the District and these two lines
converge in Petersburg. While air service is primarily provided by Richmond
International Airport, portions of the District are reasonably convenient to airports in
Newport News and Norfolk. Additionally, there are three general aviation airports
serving the Crater District, in Dinwiddie, Greensville and Sussex Counties. Deep water
channels on the Appomattox and James Rivers provide important access to the Port of
Richmond and the Port of Virginia.
Megasites –While the District has a strong inventory of available sites and buildings
available for development, two megasites, one in Greensville County and one in Sussex
County, offer significant opportunities in the District for large employers.
The Mid-Atlantic Advanced Manufacturing Center is Virginia’s only certified megasite
composed of 1, 545 acres along I-95 with CSX main line rail access and is a 90-minute
drive to the Port of Virginia. It is a regional partnership involving Greensville and
Mecklenburg Counties and the City of Emporia. The certification, announced in January,
2008, means that this site is suitable for automotive assembly operations and other major
advanced manufacturing facilities. There are 1.9 million people residing within a 60-mile
radius of the site including all of the Crater District.
The Sussex County Megasite is located adjacent to U. S. Route 460 north of the Town of
Waverly and 10 miles east of the I-295/Route 460 interchange. It encompasses almost
1,000 acres, with plans to expand to 1,835 acres. It is served by Norfolk Southern and
the drive time to the Port of Virginia is just over one hour.
Tourism - Expanding the District’s economic base through tourism offers opportunities
in every District locality. During 2014, travel expenditures in the District totaled $343
million, which generated $23.7 million in local tax receipts. Travel expenditures
increased by 18.6 percent over 2010 expenditures, according to data compiled by the
Virginia Tourism Corporation.
Petersburg Area Regional Tourism (PART) markets Chesterfield, Dinwiddie and Prince
George Counties and Colonial Heights, Hopewell and Petersburg through its website,
www.petersburgarea.org, television and print advertising, a regional visitor guide and
trade show participation, as well as working collaboratively with the Virginia Tourism
Corporation and local tourism staff.
The Sesquicentennial of the American Civil War, which commenced in 2011 and
concluded in 2015, generated increased interest in this part of Virginia in light of this
region’s very significant Civil War history. The City of Petersburg has agreed to partner
with the National Park Service to locate its Visitor Center in the historic Southside
Station located in Petersburg’s Old Towne. Signature events planned in cooperation with
the National Park Service and local governments were held in the District through April
2015.
The Fort Lee expansion brought the number of museums on post to three: the Army’s
Quartermaster, Women’s, and Ordnance Museums, which create a strong critical mass of
military history that attracts visitors to the District.
The District’s history, strategic location, rivers, urban/rural mix, growing downtowns all
serve as attributes which will continue to draw visitors to the Crater District. There are
also ongoing improvements along the Appomattox and James Rivers to enhance public
access, provide park and natural areas and develop trails. Tourism is a major contributor
to the District’s overall excellent quality of life. Those attributes, facilities, attractions
that draw visitors to the District also provide opportunities to draw residents and
economic investment here.
The efforts to revitalize the downtown in Hopewell, the completed rehabilitation of the
Beacon Theatre and the rebuilding of the Hopewell Marina are examples of wonderful
assets that enhance the quality of life for citizens, while also being magnets for visitors.
Similar efforts are underway in Emporia to redevelop its downtown, provide river access
and find a way to fund the rehabilitation of an elementary school auditorium for use as a
performing arts/civic center. Petersburg has a plan for revitalizing Exit 52 on I-95, which
is the gateway to its downtown. Old, outdated hotels are being razed in order to make the
sites attractive to new investment. These initiatives will enhance the experience of
visitors and act as an encouragement for visitors to stay longer and spend money, which
is the purpose of a tourism effort.
The City of Petersburg continues to work on a major project to boost the development
potential of its downtown, the dredging of the Appomattox River harbor. This project
would allow larger boats into the downtown
A major facility for which ground was broken in spring, 2014 is a multi-purpose facility
on the Virginia State University campus that will accommodate meetings, conferences
and sports events with a seating capacity of 10,000-12,000 people. This project is a
longer-term opportunity for the District and its hospitality-related businesses. The multipurpose facility opened its doors in mid-March, 2016. While Virginia State’s campus is
located in Chesterfield County, it is just across the Appomattox River and overlooks
downtown Petersburg and is immediately adjacent to the City of Colonial Heights.
Currently major road improvements are under construction to enable traffic flow from the
I-95/Temple Avenue interchange in Colonial Heights to the VSU campus. This could be
a catalyst for redevelopment along the Colonial Heights Boulevard as the traffic along
that corridor increases as people come and go to events at the VSU facility.
Challenges
Fiscal Stress - While the Fort Lee expansion, research and development centers of
excellence and Rolls-Royce development offer significant opportunities, along with the
future development of major industrial properties, the Crater District remains fiscally
stressed. These constraints make it difficult for localities to make the necessary longrange investments, particularly in high cost infrastructure projects, without substantial
federal and/or state assistance. For fiscal year 2003-2004, five of the District’s localities
were ranked among the most fiscally stressed localities in Virginia, out of 134 cities and
counties, by the Virginia Commission on Local Government. Those were Emporia
(ranked 1st), Petersburg (ranked 5th), Sussex County (ranked 6th) Hopewell (ranked 15th)
and Greensville County (ranked 21st). Ten years later, for fiscal year 2013-2014, the three
cities continue to be ranked among the top 20. Those rankings are: Emporia (continues to
be the number 1 most fiscally stressed locality in Virginia), Petersburg (ranked 3rd) and
Hopewell (ranked 9th) with Greensville County (ranked 20th). Sussex County (ranked
25th), Colonial Heights (ranked 35th) and Dinwiddie County (ranked 67th) have aboveaverage levels of fiscal stress. The state calculates fiscal stress through a summary
statistic combining relative stress scores based on the revenue capacity per capita,
revenue effort and median adjusted gross income.
This continuing level of fiscal stress is related to the low revenue capacity per capita,
which is also calculated annually by the Virginia Commission on Local Government. In
fiscal year 2013-2014, the state’s median revenue capacity per capita was $1,873.87, and
only the City of Colonial Heights and Charles City and Surry Counties exceeded that
capacity; the eight remaining localities had less capacity than the state median. The City
of Petersburg and Greensville County had the fourth and fifth lowest revenue capacity
per capita in the state at $1,071.77 and $1,119.57 respectively.
The real estate tax is the primary source of local revenue in Virginia. For the 2016 tax
year, the City of Petersburg imposed the third highest real estate tax rate in Virginia at
$1.35/ $100 of assessed value. The rates for the cities of Colonial Heights, Hopewell and
Emporia were $1.14, $1.13 and $0.90 respectively. This is evidence of those localities
making a maximum level of local effort. Of Virginia’s 95 counties, Charles City,
Dinwiddie, Prince George and Surry Counties imposed real estate tax rates higher than 71
of Virginia’s counties. Thus, within the Crater District, the localities are limited in terms
of their flexibility to generate local revenue.
Localities that are fiscally stressed are unable to give sufficient attention to long-term
investments, often investments in infrastructure must be delayed, “image” and quality of
life amenities are set aside as revenue must go toward mandated education requirements,
public safety and direct human services.
Lack of Infrastructure – The District has been successful in attracting private investment
in recent years, thus some of its inventory of “ready”, fully-serviced sites and buildings
has been acquired. There are greenfield sites in the District that are not zoned for
development, some of which have not been cleared. Many available buildings are
outdated and unsuitable for today’s needs of manufacturers. They have insufficient
ceiling heights, and many lack an adequate power supply or do not have a redundant
power supply. Greensville and Mecklenburg Counties and Emporia continue to work
toward development of the Mid-Atlantic Advanced Manufacturing Center, the only statecertified mega industrial site in Virginia. Substantial support has been provided by the
VA Tobacco Commission. There are huge costs associated with the necessary
infrastructure improvements needed in order for the site to meet the needs of a major
investor/employer. These include the need to upgrade the road to the site and either add
an interchange onto I-95 for direct access or improve existing I-95 interchanges, the
extension of broadband to the site, the extension of both water and sewer services, with
water entailing major upgrades to the adjacent City of Emporia’s water system, extension
of natural gas service, and substantial improvements that Mecklenburg Electric
Cooperative would have to make in order to adequately serve the site. These
improvements cannot be accomplished by small rural localities without other
governmental assistance. These same is true in Sussex County, which has been able to
acquire approximately 1,000 acres for development of a megasite on the Route 460
corridor. The VA Tobacco Commission has been very supportive of this effort also. A
number of years ago, EDA funding of utilities upgrades/expansion in the area of this
property was critical to jump-start this project; however more investment will be
necessary to successfully locate a major employer. Dinwiddie County’s new commerce
park is the location of a very large Amazon distribution facility, so this park is now
essentially full.
The District has been a beneficiary of the Mid-Atlantic Broadband Initiative, a
partnership of EDA and the Virginia Tobacco Indemnification and Community
Revitalization Commission, which extended broadband into the Tobacco Commissioneligible localities in the District (Dinwiddie, Greensville and Sussex Counties and the
City of Emporia) to serve their industrial/business parks. Sussex County has one network
access point. The District’s network runs along Routes 58, 460 and 1. Prince George
County provided broadband to the Rolls-Royce Campus and has been looking into the
extension of service into the remainder of the County and how it might be financed.
Surry County is in the implementation phase of a countywide system utilizing broadband
and a tower for wireless service. The County has a broadband authority. Charles City
County has recently moved forward to serve the Roxbury area. A big factor in all of this
is getting a provider. Currently, the rural portions of the District, if served, must rely on
dial-up access. Communications technology is a big challenge for much of the District.
With regard to water, wastewater treatment, natural gas, and electricity infrastructure, the
degree to which these utilities are available varies according to location in the Crater
District. Similar to the concern about broadband, many portions of the District are unable
to access natural gas. The Appomattox River Water Authority, which serves Colonial
Heights, Petersburg and portions of Dinwiddie and Prince George Counties, along with
Chesterfield County, has commenced long-range planning to consider how it will meet
needs for water in the future. The South Central Wastewater Authority, which is a
regional plant in Petersburg serving the same localities as the Water Authority, has
localities that are “bumping up against” their allocations for treatment capacity. Major
rain events cause problems as there are serious infiltration and inflow problems
associated with Petersburg’s very old collection system. The Hopewell Regional and
South Central Wastewater Treatment Facilities are facing huge financial hurdles as the
state proceeds to implement new water quality standards promulgated by EPA to assist in
the clean-up of the Chesapeake Bay. The financial ramifications of nutrient removal are
daunting and along with those come fears that these stringent environmental regulations
could place in jeopardy hundreds of manufacturing jobs in the District. On the heels of
these requirements have come new state mandated stormwater management regulations
that are resulting in the imposition of new fees on residents and businesses.
Higher-Skilled, Well-Trained Workforce – There is strong concern about the Crater
District being able to provide a highly skilled, motivated and well-trained workforce for
the 21st century workplace. This is the issue that the CEDS Committee spent much of its
time on in the preparation of the Five-Year Comprehensive Economic Development
Strategy and the issue that it will concentrate on in the coming year.
The impetus for the District’s focus on workforce development in the Crater District
came out of involvement by the District’s participation and involvement in the
development of Blueprint Virginia, an initiative of the Virginia Chamber of Commerce to
develop a long-range economic development plan, which was presented to Virginia’s
governor. This very inclusive, collaborative effort was initiated to ensure that Virginia
plans for longer than four-year gubernatorial terms. Workforce was a significant area of
attention and the Plan calls for and identifies opportunities for regions to work
collaboratively to address their workforce issues.
According to data compiled by the Virginia Department of Education, in December,
2015, 1,732 students graduated from high school in the Crater District, 145 fewer than
just two years before. Of that number, 1,230 (71.0%) went on to some form of continuing
education - a two year college, a four-year college or university or some other continuing
education program. For Virginia, the percentage of students continuing their education
was 83.0 percent. The remaining Crater District graduates moved into military service
(4.8%), immediately entered the workforce (21.3%) or had no plans (50 students or
2.9%). During that same 2014-2015 school year, 165 students in grades 7-12 dropped out
of school in the Crater District, a reduction of 73 in two years.
Of the 2015 high school graduates in Virginia, only 10.0 percent went directly into the
workforce, while in the Crater District that percentage was 21.3 percent. This would
suggest that these Crater District graduates are moving into low-wage entry-level jobs.
Also, 48.5 percent of the state’s graduates went on to a four-year college or university,
while that percentage in the Crater District was 35.2 percent. Perhaps in light of recent
research regarding jobs in the 21st century workplace, the statistic that should be more
closely monitored is the number of graduates who are entering 2-year colleges, as we are
told that the employees that employers are and will be seeking require education beyond
high school, technical certifications, but do not require a 4-year bachelor’s degree. In
2015, 552 of the District’s graduates planned to attend 2-year colleges – 31.9 percent of
the District’s graduates, up from 26.4 percent just two years ago.
The high numbers of persons living in poverty in the Crater District, certainly impacts the
ability of some students to pursue higher education immediately upon high school
graduation. The high number of residents who reside in correctional facilities and
behavioral health facilities also affects the number of workers available to employers.
The District’s unemployment rate is in line with the U. S. unemployment rate and has
come down following the recent economic downturn; however, that is another segment of
the population that is not prepared for the 21st century workplace. The unemployment
rate in the District’s cities is much higher than in the District overall.
Data concerning educational attainment reveals that 22.3 percent of the District’s
population over the age of 25 does not have a high school diploma or GED, and 37.5
percent of those 25 and older did not proceed to further education beyond high school or
attainment of a GED.
The Crater Regional Workforce Development Group’s Strategic Plan 2017-2020 (Vision
2020) aligns with articulated state goals, which are focused upon career pathways,
outreach to the Virginia Workforce Network, business services, credential attainment and
industry sector/pipeline expansion.
In January, 2013, the VA Tobacco Commission released a report Developing an
Advanced Manufacturing Workforce for Virginia’s Tobacco Region. The findings
identify an opportunity for Virginia’s Tobacco Region to build a top-ten advanced
manufacturing hub focused upon aerospace, automotive and heavy machinery and
estimates that there will be 6,840 new job openings in manufacturing by 2017. It also
states that there will be a critical gap of approximately 1,045 medium-skilled workers in
that time period, with the greatest demand expected for machinists, welders and industrial
mechanics. The recommended strategy is to establish/designate three regional “centers of
excellence” to deliver hands-on training and increase awareness and attractiveness of
advanced manufacturing jobs.
The Crater District has resources: Commonwealth Center for Advanced Manufacturing
and its workforce development office, along with the plan for an apprentice academy at
CCAM; the commitment of the VA Tobacco Commission to work collaboratively with
CCAM on workforce development; the Commonwealth Center for Advanced Logistics
Systems; the higher education institutions that are already collaborating in this region via
one of these two R & D centers of excellence; the Southside Virginia Education Center in
Greensville County, which is enabling persons in the District to pursue skills training or a
higher education degree while remaining at home and working; John Tyler Community
College, which is exploring ways to offer classes in the rural portions of the Crater
District that are geographically on the outer edges of the school’s service area; and
Richard Bland College, Virginia’s only junior college, located on the Petersburg/Prince
George/Dinwiddie boundary. The role of the Crater District can be as a convener to
connect the employers to these resources, as well as the nine public school divisions, to
examine how this region might proceed to grow the available STEM workforce here. It
will also be important to determine if this District expands the focus to STEM-H, which
brings health care employment to the mix. There is a substantial shift toward modeling &
simulation in the training of the health care workforce, which is in line with the efforts of
CCALS.
The Crater District has expressed its formal support for the development of the apprentice
academy at CCAM. This initiative was also identified and supported within Blueprint
Virginia.
Blueprint Virginia calls for supporting the development of business-driven regional
workforce solutions that meet the needs of a key regional industry over a sustained period
of time, particularly for “mid-skill” workers. It also emphasizes a deep understanding of
STEM opportunities that align with regional needs.
Regional Cooperation - The CEDS Committee continues to identify regional cooperation
as a challenge in the Crater District. There is always room for improvement in the
intergovernmental cooperation arena. Virginia’s unique governmental structure of
independent cities contributes to stresses that are inherent as local governments work
together to identify issues and solve problems. In Virginia, cities are totally separate from
counties; there is no tax/revenue sharing. It is a complicating factor when business
representatives do not really identify local boundaries; they see labor market areas, but
local governments are forced to recognize local boundaries because of revenue and cost
implications of projects. While there is currently a moratorium on annexation, laws
permitting certain cities in Virginia to annex land in neighboring counties remain. Cities
tend to be more fiscally stressed and have higher proportions of their populations with
low incomes and requiring public assistance. In terms of economic development, cities
tend not to have available acreage for large-scale new development.
Within the Crater District, Virginia’s Gateway Region EDO provides regional economic
development services for all of the localities except Emporia and Greensville, which are
promoted by the Virginia’s Growth Alliance. Charles City County has a local economic
development office.
Additionally, within the Crater District there are seven separate chambers of commerce.
The overall “regional” message can be diluted by the multiplicity of chambers. The
expansion of Fort Lee and the unanimity of commitment throughout the District to
welcome that growth of new citizens and to meet the needs of Fort Lee has been an
outstanding example to the District of how accomplishments can be achieved through
regional cooperation. The challenge will be to address other regional issues with the same
level of commitment.
Poor Health Indicators – In May, 2016, the Robert Wood Johnson Foundation released
its annual County Health Rankings. The Foundation calculates each locality’s ranking by
weighing the following: Health Behaviors (includes alcohol & drug use, tobacco use,
diet & exercise, sexual activity) – 30 percent; Social & Economic Factors (includes
education, employment, income family & social support, community safety) – 40
percent; Clinical Care (includes access & quality) – 20 percent; and Physical
Environment (includes air & water quality, housing & transit) – 10 percent.
The Crater District, with the exception of Prince George County (ranked 42), and
Colonial Heights (ranked 63) does not rate well, with the remaining eight localities
falling into the third or bottom quartiles. Of the 134 Virginia localities ranked, Emporia
was at the bottom – 134, with Petersburg at 133, Sussex at 119, Hopewell at 118,
Greensville County at 110 and Charles City County at 112. Localities that were in the
third quartile were: Dinwiddie County -74, and Surry County – 83.
This data present an additional challenge to Crater District employers, as a workforce that
is not healthy is certain to have an effect on the costs of doing business in the District.
A review of health risks reveals that the District and Virginia as a whole are fairly
similar. A higher percentage of the District’s residents continue to smoke than in
Virginia as a whole, 20.6 percent and 20 percent respectively. By far, the percentages of
adults who are overweight or obese in the District and Virginia exceed all other risk
factors.
VISION STATEMENT
The Crater District is recognized as an excellent location in which to invest, live, work, learn and
raise a family. It offers an innovative, highly skilled, healthy and motivated workforce. The
District’s fully serviced sites and buildings, with technologically advanced infrastructure, result
in higher wage employment opportunities, innovative products and processes and increased
private investment. Visitors are attracted to its natural beauty, rich history and cultural
enrichment opportunities, which support the District’s excellent quality of life.
IMPLEMENTATION PLAN
The Crater Planning District Commission is the region’s facilitator, collaborating and
cooperating with its growing regional network to address the challenges that hinder this
District in its efforts to produce a highly skilled and motivated workforce, expand and
diversify the regional economy by facilitating job growth in new technology sectors,
strengthen and expand the District’s small business base, and assist in and support the
provision of state-of-the-art public infrastructure.
As a part of the Crater Planning District Commission’s economic development planning
responsibility, the District subscribes to “Jobs EQ”, which was developed by Chmura
Economics and Analytics in Richmond, Virginia. It is a web-based software system that
provides current economic, demographic and educational statistics compiled for a locality
or localities, or for particular regions, as defined by the user. Included are industry
forecasts, entrepreneurial activity, labor inventory, employment trends, and workforce
productivity. This resource can also be used to develop customized reports for business
prospects. Access enables the District to remain current, while also examining trends and
to provide very useful information to the member localities and to its numerous partners.
This annual update of the CEDS does not represent a shift in focus. The Crater District
has been focused on its challenges, i.e. fiscal stress and the high level of poverty, aging
infrastructure and infrastructure that does not meet current environmental requirements,
as well as a lack of technology infrastructure, an aging workforce and a prospective
workforce that does not have the skills and necessary certifications or education to
qualify for jobs in the 21st century workplace and a population that has poor health
indicators, at the same time working to engage its partners and expand its circle of
partners to meet the identified goals and objectives in recent years.
The Fort Lee expansion, development of Rolls-Royce and the Commonwealth Center for
Advanced Manufacturing and plans for the advanced manufacturing apprentice academy,
have been catalysts for renewed enthusiasm and a sense of optimism. This growth has
caused a strengthened focus on the “regional” economy, it has caused more public
dialogue, and the District’s regional network continues to grow. The collaboration of
business and higher education at CCAM, along with Fort Lee’s expertise and
concentration in logistics spawned the Commonwealth Center for Advanced Logistics
Systems (CCALS) and highlighted for the region its logistical assets, many of which have
always been here (proximity to the Port of Virginia, excellent mid-Atlantic location,
excellent road and rail network); however, regional leaders had not really focused upon
“connecting the dots” previously. The Mid-Atlantic Advanced Manufacturing Center in
Greensville County is “ready” for a large employer, Sussex County has a megasite under
development positioned between I-295 and the Port of Virginia, and Dinwiddie and
Prince George Counties and the City of Petersburg are collaborating on the feasibility of
a large industrial property that weaves together all of the logistical assets here.
This regional network includes: Fort Lee, the two regional economic development
organizations – Virginia’s Gateway Region and Virginia’s Growth Alliance, ten local
governing bodies and local government staff, nine public school divisions, Crater Small
Business Development Center of Longwood University, Crater Procurement Technical
Assistance Center, Crater Regional Workforce Development Group, the Tri-Cities Area
Metropolitan Planning Organization, Commonwealth Center for Advanced
Manufacturing, Commonwealth Center for Advanced Logistics Systems, Virginia
Tobacco Indemnification & Community Revitalization Commission, VA Economic
Development Partnership, Virginia Chamber of Commerce, local chambers of commerce,
The Cameron Foundation, The John Randolph Foundation, Petersburg Area Regional
Tourism, public utilities, Virginia State University, Richard Bland College, John Tyler
Community College, Southside Virginia Community College, Longwood University,
Community College Workforce Alliance and Commonwealth of Virginia agencies.
In addition to pursuit of funding for the grant projects presented, the District will partner
with its network participants in the coming year to promote economic development and
opportunity, foster effective transportation access, enhance and protect the environment,
maximize opportunities for developing a highly skilled and motivated workforce, expand
the District’s economy by facilitating job growth in advanced manufacturing and
technology, entrepreneurship, small business expansion and tourism, support the
agricultural community by growing the District’s “Buy Fresh Buy Local” initiative and
identify funding to support critical new infrastructure, in particular technology-related
infrastructure.
While every goal and objective is important as we work to move the Crater District
forward, the consensus appears to be that a workforce prepared for the 21st century
workplace is where the District will continue to push forward. It will require much
collaboration and coordination; however, business, government and education appear
poised to move forward. The District is positioned geographically for high technology,
higher- wage advanced manufacturing jobs and a nucleus of such employers has
discovered this region. The “key” necessary element is a highly skilled and motivated
workforce. A recent news release from the Commonwealth Center for Advanced
Manufacturing said, “one of the biggest challenges in advanced manufacturing right now
is access to qualified employees”.
The goals and objectives which follow will only be achieved through the ongoing
collaboration and cooperation that has become a hallmark of the Crater District.
Strategies and decisions are evaluated and adjusted on a continuous basis as unknown
and unexpected factors are encountered.
Goals and Objectives
PRIORITY: A Highly Skilled and Motivated Workforce
GOAL 1: Provide accessible workforce training programs for the development of
skills that match the needs of the region’s current and prospective 21st
century employers.
Objectives:
1.1
Align the workforce with the needs of business and industry by providing a series
of connected education, training and support services (Crater Regional Workforce
Investment Board and Community College Workforce Alliance) to prepare
participants for job placement, emphasizing three high-growth sectors:
Logistics
Advanced Manufacturing
Health Care
1.2 Support development of the Advanced Manufacturing Apprentice Academy on the
CCAM campus in Prince George County.
1.3
Engage John Tyler Community College leadership with local school divisions,
higher education institutions and the business community to examine the potential
for development of a regional Science, Technology, Engineering & Math (STEM)
Initiative, which aligns with regional needs.
1.4
Engage the community colleges and other appropriate partners on expanding
credentialing and certification pathways to ensure the availability of middle-skilled
workers.
1.5
Support John Tyler Community College in its efforts to be designated as a National
Advanced Manufacturing Center of Excellence.
PRIORITY: An Expanded Use of Technology
GOAL 2: Diversify the region’s economy and increase the number of higher-skilled
and higher-wage jobs by encouraging and facilitating job growth in
advanced manufacturing, innovation, logistics and technology.
Objectives:
2.1
Support growth of private sector involvement in the Commonwealth Center for
Advanced Logistics Systems (CCALS) and utilize the Center as a “magnet” for
attracting logistics-related companies to the District.
2.2
Support expansion of the research and development programs at the
Commonwealth Center for Advanced Manufacturing (CCAM).
2.3
Richard Bland College entered into a historic agreement with CodeVA to promote
computer science and programming instruction for secondary school teachers across
the Commonwealth. The first CodeVA high school will open later this year in
Richmond. Many of the Crater region’s school divisions will feed interested
students into this new, innovative school.
PRIORITY: Strengthen and Grow the Small Business Base
GOAL 3: Increase the number of jobs created by small businesses by strengthening
the existing small business base, attracting new businesses and
encouraging entrepreneurial start-ups and small business expansions
through innovative commerce-based initiatives.
Objectives:
3.1
Continue to assist and serve businesses to expand their market opportunities
through government contracting utilizing services of the Crater Procurement
Technical Assistance Services.
3.2
Encourage military personnel exiting military service by offering entrepreneurial
training as a mechanism for generating additional potential employees and small
business entrepreneurs in the District.
3.3
Continue to offer one-on-one counseling, workshops and loan packaging assistance
to small businesses and would-be entrepreneurs through the Crater Small Business
Development Center of Longwood University.
3.4
Market and encourage the use of the Crater Planning District Commission’s EDA
Revolving Loan Fund program.
3.5
Support the availability of microloans to small businesses in the District through the
Crater Planning District Commission working cooperatively with the Crater Small
Business Development Center of Longwood University.
3.6
Reach out to Crater District farmers and expand participation in the District’s “Buy
Fresh Buy Local” marketing initiative.
PRIORITY: Improve Underlying Infrastructure
GOAL 4: Encourage and facilitate the provision of well-planned, state-of-the-art
public infrastructure that will attract higher-wage employers.
OBJECTIVES:
4.1
Continue to advocate for improvements to the existing U. S. Route 460 corridor, a
key linkage between The Port of Virginia and the Crater District.
4.2
Support Greensville County in securing resources necessary to complete the MidAtlantic Advanced Manufacturing Center, the only certified industrial megasite in
Virginia.
4.3
Support Sussex County in efforts to secure the necessary resources to fully develop
a megasite north of the Town of Waverly along the U.S. Route 460 corridor.
4.4
Seek funding to extend information technology infrastructure (broadband, Wi-Fi
and fiber optic) to unserved portions of the District.
4.5
Assist the District’s localities in pursuing revitalization of blighted areas, downtown
areas and redevelopment and re-use projects which offer a promising strategy for
increasing employment and local revenues from tourism and retail trade.
4.6
Seek funding for water and sewer infrastructure upgrades throughout the Crater
District.
4.7
Coordinate with the Virginia Department of Transportation to make improvements
to the I-95/I-85 Interchange located in the City of Petersburg.
4.8
Coordinate with the Virginia Department of Transportation to make improvements
along the existing U. S. Route 460 which will enhance economic vitality and safety
as well as provide for viable emergency hurricane evacuation.
4.9
Richard Bland College is on track to build an Academic Innovation Center (an
addition to the Library Commons). It’s mission will be to offer Massively Open
Online Courses (MOOC) and other new technology-enhanced models for degree
completion. The Center will be a part of the Virginia Learning Network. The
Center will also have a simulation center for development, testing and training
industrial, manufacturing and retail personnel. Initial planning for the Innovation
Center is underway.
PERFORMANCE MEASURES
Performance measures are used to evaluate the level of successful development and
implementation of the Crater Comprehensive Economic Development Strategy (CEDS).
Performance measures are about identified outcomes and results.
Thus, the Crater CEDS will be evaluated by the following:
CCAM
• progress on establishment of Apprentice Academy, funding acquisition and site
location
• addition of corporate members
CCALS
• progress on development as a center of excellence for logistics
• progress on research for the Virginia Port Authority
• addition of private sector partners
Workforce Development
• progress on development of regional initiative for a District STEM-H Program
• growth of students enrolled at Southside Virginia Education Center
• progress of John Tyler CC (CCWA) Apprenticeship Program
Infrastructure Improvements
• progress on development of Mid-Atlantic Advanced Manufacturing Center and
Sussex County Route 460 Megasite
• extension of broadband to underserved areas in District
• acquisition of funding and progress on redevelopment of Exit 52 on I-95 (City of
Petersburg Gateway)
• progress on making improvements to the I-95/I-85 Interchange located in the City
of Petersburg which is a Virginia corridor of statewide significance
• progress on making improvements to the existing U. S. Route 460 which is partially
located within the Crater District. U. S. Route 460 is a Virginia corridor of
statewide significance
Grow Small Business/Entrepreneurial Base
• track private investment/job creation resulting from work of Crater Procurement
Technical Assistance Center and the Crater Small Business Development Center
• track private investment/job creation from new business locations/existing business
expansions resulting from the efforts of the Virginia Economic Development
Partnership, Virginia’s Gateway Region and Virginia’s Growth Alliance
• track participation in seminars, training programs, counseling for small business
owners and would-be entrepreneurs
Tourism
• track travel/tourism expenditure data provided by Virginia Tourism Corporation
• track visitation numbers compiled by the National Park Service for battlefield
properties in District
• track inquiries received by Petersburg Area Regional Tourism
• track Lodging & Sales Tax data by locality
SUPPORTING ECONOMIC RESILIENCY WITHIN THE CRATER DISTRICT
The concept of resilience is not a new one. Resilience has been used in diverse academic and
policy domains such as security, urban and regional planning, emergency preparedness, and
disaster response. Resilience is about change, or to be more specific, adaptability to change. It
is a concept concerned with how a system bounces back from an external shock or adjusts to a
slow-moving internal challenge.
When a local or regional economy falls on hard times and jobs are lost due to the decline of
critical industries and foreign or domestic competition changes the competitive landscape, the
natural reaction of community leaders is to work to replace the lost industry and associated jobs
with like-for-like replacements that can return the employment base to normal.
Economic developers are deployed with the task of replacing the lost companies and associated
jobs while workforce development professionals often are called upon to develop job skillbuilding programs and other educational offerings designed to match the anticipated needs of
replacement employers. Unfortunately, the external shock or internal system issues that led to
the loss of employers and jobs in the first place can make it impossible to achieve this desired
return to previous levels. The job creation and skill development measures enacted to create
stability in the system may become ineffective when they are engaged to achieve an equilibrium
end state that is no longer an option.
Fostering resilience in a system becomes less about the return to a previous baseline and more
about the ability of a system to handle the big swings and fluctuations brought on by changes in
external conditions. Resilience is an adaptive process and a resilient system is one that
continuously adapts and changes to respond to a new normal. Virginia is faced with the need to
compete in a new economic environment where the competitive landscape has now shifted and a
return to what worked in periods of previous economic strength may not be viable.
Virginia is at a crossroads, facing critical issues that affect its economy. Virginia can no longer
count on the federal government’s employment and spending contributions as in years past. Prerecession, ever-increasing federal spending kept Virginia’s unemployment rate below the
national average.
But times have changed, and Virginia finds itself in a difficult position. Governor McAuliffe has
called for creation of The New Virginia Economy. The Virginia Economic Development
Partnership’s key role in its construction is outlined in its Strategic Review 2015. It addresses
each of The New Virginia Economy’s pillars, which are:
 Enhancing Our Infrastructure
 Growing Our Strategic Industry Sectors
 Promoting Our Competitive Business Climate
 Nurturing a Sustainable Entrepreneurial Environment
 Equipping Virginia’s Workforce with In-Demand Skill Sets
These five pillars run in parallel with the Crater Comprehensive Economic Development
Strategy Update as well as with Virginia’s Gateway Region’s Global 3.0 five-year
strategic plan and subsequent programs for regional economic development.
In fact, the Crater CEDS is advancing economic resilience models that are recognized in
VEDP’s Strategic Review 2015:
“Virginia is home to unique capabilities in R&D and in workforce development through
entities such as the Commonwealth Center for Advanced Manufacturing. Projections are
for significant growth in this segment, and Virginia possesses many of the assets needed
to scale up a manufacturing presence.
Virginia recently established the Commonwealth Center for Advanced Logistics Systems
(CCALS). CCALS is a unique collaboration among business, government and Virginia
universities, all focused on the singular mission of transforming industry by improving
the complex system of technological, mechanical and human factors that enable logistics.
Industry and government members direct the CCALS agenda, and unprecedented
intellectual property policies accelerate the transfer of lab innovation to solution
implementation. Like CCAM, CCALS is an example of a shared research collaboration
exploring new methods of innovation in its sector by leveraging technology for
solutions”.
Both CCAM and CCALS are located within the Crater District and represent two very
critical economic resilience tools for the District.
VEDP is committed to working with all regions and to developing creative, collaborative
partnerships with key allied stakeholders to help carry out its mission of expanding
economic opportunity throughout the Commonwealth.
The Crater District has a major military presence with three installations (Fort Lee,
Defense Supply Center Richmond (DSCR) and Fort Pickett). The Crater District has
been asked to enter into conversations with state representatives and military officials to
discuss community resilience from the standpoint of power and communication concerns.
A region whose leadership is able to help its stakeholders adapt and change in the face of
volatile circumstances beyond their control, exhibit strong and responsible leadership by
working collaboratively with each other and across boundaries, and show a strong
understanding of the inherent strengths and weaknesses within their region, is a region
more likely to exhibit the resilience needed to demonstrate economic competitiveness.
The Crater Planning District Commission’s CEDS clearly demonstrates the promotion of
economic resilience at a high level within the Crater District.
INTEGRATION WITH STATE PRIORITIES
Approximately one year before Virginia would elect its most recent governor, the
Virginia Chamber of Commerce launched a statewide bottom – up effort to develop a
long – range economic development strategic plan for Virginia, Blueprint Virginia - A
Business Plan for the Commonwealth. The Plan was built through industry councils (8)
and regional input sessions (32), including one in the Crater District. It was presented to
Virginia’s governor and has been embraced by his administration.
The priorities indentified in the Crater District CEDS: Workforce, Technology,
Infrastructure and Small Business are clearly articulated in “Blueprint”. The need to
strengthen Virginia’s workforce is front and center in the State’s Plan as it is in the
District’s CEDS. “Blueprint” speaks to STEM education and aligning it with regional
needs, engaging the private sector, emphasizing collaboration (CCAM & CCALS),
industry certifications, better utilizing veterans. These are all areas on which the Crater
District intends to concentrate.
The “Blueprint” document cites CCAM and CCALS, saying “replicate CCAM and
CCALS approach for other industries”.
The portion of “Blueprint” which addresses broadband urges expanding broadband
coverage and establishing public- private partnerships to achieve optimal service.
A section of “Blueprint” calls for additional small business financing, development of
business incubators, promoting capabilities in federal contracting.
The Crater District has a strong working relationship with the VA Economic
Development Partnership, VA Department of Housing & Community Development and
the VA Tourism Corporation, all of which are under Virginia’s Commerce and Trade
secretariat.
The Virginia Economic Development Partnership has indentified six target industry
sectors and three are sectors in which the Crater District is strong: advanced
manufacturing, transportation, distribution and logistics and information technology. In
March, 2015 the Virginia Economic Development Partnership released its Strategic
Review 2015 which discusses (1) Challenges to the Virginia Way; (2) The New Virginia
Economy; and (3) Pushing The Reset Button.
During its 2016 session, the Virginia General Assembly approved the Growth and
Opportunity Act, known as GO Virginia, which will provide a new framework for
strengthening the economy in each region of Virginia through enhanced collaboration by
business, education, and local government encouraged and incentivized by the
Commonwealth of Virginia.
An engaged business community in each region can provide leadership in cooperation
with local government and educational officials to promote private-sector expansion in
high-growth clusters, helps small and large businesses find the qualified workers they
need to grow, expand job opportunities for Virginians in the private sector, and make tax
dollars go farther through greater efficiency and less duplication.
To encourage this business-led collaboration in each of Virginia’s distinctive regions, GO
Virginia will provide financial and technical support from the Commonwealth that will
be matched by private, local, and other resources, providing a catalyst for projects that
will encourage private-sector growth across a region or broader area rather than
benefiting particular businesses.
The Crater Planning District Commission and related partner entities will be fully
engaged in the implementation of the GO Virginia Initiative during the next two years.
APPENDIX I
SUMMARY OF ECONOMIC DEVELOPMENT CONDITIONS
Virginia
Crater PDC
Charles City County • Chesterfield County • Dinwiddie County •
Greensville County • Prince George County • Surry County • Sussex
County • Colonial Heights city • Emporia city • Hopewell city •
Petersburg city
Virginia Employment Commission
703 East Main Street • Richmond, Virginia 23219
Tel: (804) 786-8223 • www.VirginiaLMI.com
Last updated: 3/4/2017 2:31:30 AM
Crater PDC
Contents
Table of Contents
I.
II.
Introduction . . . . . . . . . . . . . . . . . . . . . . .
.......................
Demographic Profile . . . . . . . . . . . . . . . . .
.................
Population by Age Cohort
...................
...................
Population by Race/Ethnicity . . . . . . . . . . . . . . . . .
.................
Population by Gender . . . . . . . . . . . . . . . . . . . . . .
......................
Population Change . . . . . . . . . . . . . . . . . . . . . . . .
........................
Population Projections by Age and Gender . . . . . . .
.......
Population Projections by Race/Ethnicity . . . . . . . . .
.........
English Language Skills . . . . . . . . . . . . . . . . . . . . .
.....................
Commuting Patterns . . . . . . . . . . . . . . . . . . . . . . .
.......................
In-Commuting . . . . . . . . . . . . . . . . . . . . . . . .
........................
Out-Commuting . . . . . . . . . . . . . . . . . . . . . . .
.......................
4
5
6
7
7
8
9
9
10
10
11
11
III. Economic Profile
. . . . . . . . . . . . . . . . . . 12
..................
Unemployment Rates . . . . . . . . . . . . . . . . . . . . . . 13
......................
Characteristics of the Insured Unemployed . . . . . . .
.......
Unemployment Insurance Payments . . . . . . . . . . . .
............
Employers by Size of Establishment . . . . . . . . . . . .
............
Employment by Size of Establishment . . . . . . . . . . .
...........
50 Largest Employers . . . . . . . . . . . . . . . . . . . . . .
......................
Employment by Industry . . . . . . . . . . . . . . . . . . . .
....................
New Startup Firms . . . . . . . . . . . . . . . . . . . . . . . .
........................
New Hires by Industry . . . . . . . . . . . . . . . . . . . . . .
......................
Virginia Employment Commission
15
18
20
20
21
22
23
24
Page 2 of 46
Crater PDC
Contents
Turnover by Industry . . . . . . . . . . . . . . . . . . . . . . .
.......................
Average Weekly Wage by Industry
............
............
Age of Workers by Industry
.................
.................
Industry Employment and Projections . . . . . . . . . . .
...........
Occupation Employment and Projections . . . . . . . . .
.........
Growth Occupations . . . . . . . . . . . . . . . . . . . . . . .
.......................
Declining Occupations . . . . . . . . . . . . . . . . . . . . . .
......................
Consumer Price Index (CPI) . . . . . . . . . . . . . . . . . .
..................
Local Option Sales Tax . . . . . . . . . . . . . . . . . . . . .
.....................
25
26
27
28
30
32
33
34
35
IV. Education Profile
. . . . . . . . . . . . . . . . . . 37
..................
Educational Attainment . . . . . . . . . . . . . . . . . . . . . 38
.....................
Educational Attainment by Age . . . . . . . . . . . . . . . .
................
Educational Attainment by Gender . . . . . . . . . . . . .
.............
Educational Attainment by Race/Ethnicity . . . . . . . .
........
Graduate Data Trends . . . . . . . . . . . . . . . . . . . . . .
......................
Training Providers . . . . . . . . . . . . . . . . . . . . . . . .
........................
Virginia Employment Commission
39
40
41
42
43
Page 3 of 46
Crater PDC
Introduction
I. Introduction
This report provides a community profile of Crater
PDC. It is intended to complement the information
found in our Virginia Workforce Connection
application, which can be accessed online at:
www.VirginiaLMI.com
The report is divided into three major sections.
The first contains a profile of regional
demographic characteristics and trends, the
second supplies similar information for the
regional economy, and the third provides a profile
of regional education characteristics.
Virginia Employment Commission
Page 4 of 46
Crater PDC
Demographic Profile
II. Demographic Profile
Overview
This Demographic Profile provides an in-depth
analysis of the population in Crater PDC. Most of
the data is produced by the U.S. Census Bureau,
and includes demographic characteristics such as
age, race/ethnicity, and gender.
Related Terms and Definitions
Ability to speak English
For people who speak a language other than
English at home, the response represents the
person's own perception of his or her ability to
speak English. Because census questionnaires are
usually completed by one household member, the
responses may represent the perception of
another household member.
Age
The age classification is based on the age of the
person in complete years as of April 1, 2010. The
age of the person usually was derived from their
date of birth information. Their reported age was
used only when date of birth information was
unavailable.
Gender
The data on gender were derived from answers to
a question that was asked of all people.
Individuals were asked to mark either "male" or
"female" to indicate their gender. For most cases
in which gender was not reported, it was
determined by the appropriate entry from the
person's given (i.e., first) name and household
relationship. Otherwise, gender was imputed
according to the relationship to the householder
and the age of the person.
Race
The concept of race as used by the Census
Bureau reflects self-identification by people
according to the race or races with which they
most closely identify. The categories are
sociopolitical constructs and should not be
interpreted as being scientific or anthropological
in nature. Furthermore, the race categories
include both racial and national-origin groups.
Please note: In the past, our population by race/ethnicity
data has always excluded the Hispanic ethnicity from each
race category. Starting in January 2013, each race category
now includes all ethnicities.
Virginia Employment Commission
Page 5 of 46
Crater PDC
Demographic Profile
Population by Age
PDC 19
Virginia
United States
Under 5 years
30,356
509,625
20,201,362
5 to 9 years
33,414
511,849
20,348,657
10 to 14 years
35,053
511,246
20,677,194
15 to 19 years
36,686
550,965
22,040,343
20 to 24 years
29,584
572,091
21,585,999
25 to 29 years
30,375
564,342
21,101,849
30 to 34 years
30,861
526,077
19,962,099
35 to 39 years
33,557
540,063
20,179,642
40 to 44 years
36,625
568,865
20,890,964
45 to 49 years
40,304
621,155
22,708,591
50 to 54 years
38,557
592,845
22,298,125
55 to 59 years
33,943
512,595
19,664,805
60 to 64 years
28,967
442,369
16,817,924
65 to 69 years
20,096
320,302
12,435,263
70 to 74 years
13,730
229,502
9,278,166
75 to 79 years
10,346
173,929
7,317,795
80 to 84 years
7,747
130,801
5,743,327
85 years and over
6,754
122,403
5,493,433
496,955
8,001,024
308,745,538
Source: 2010 Census.
Virginia Employment Commission
Page 6 of 46
Crater PDC
Demographic Profile
Population by Race/Ethnicity
PDC 19
Virginia
United States
496,955
8,001,024
308,745,538
White
305,746
5,486,852
223,553,265
Black or African American
150,658
1,551,399
38,929,319
2,360
29,225
2,932,248
12,160
439,890
14,674,252
Total
Total Population
Race
American Indian or Alaska Native
Asian
Native Hawaiian/Pacific Islander
378
5,980
540,013
Other
13,582
254,278
19,107,368
Multiple Races
12,071
233,400
9,009,073
467,112
7,369,199
258,267,944
29,843
631,825
50,477,594
Ethnicity
Not Hispanic or Latino (of any race)
Hispanic or Latino (of any race)
Source: 2010 Census.
Population by Gender
Male
Female
PDC 19
Virginia
United States
243,862
3,925,983
151,781,326
253,093
4,075,041
156,964,212
496,955
8,001,024
308,745,538
Source: 2010 Census.
Virginia Employment Commission
Page 7 of 46
Crater PDC
Demographic Profile
Population Change
PDC 19
(% change)
Virginia
(% change)
2000
433,958
2010
496,955
14.52 %
7,079,030
8,001,024
13.02 %
2020
577,511
16.21 %
8,811,512
10.13 %
2030
669,871
15.99 %
9,645,281
9.46 %
2040
775,256
15.73 %
10,530,229
9.17 %
Source: U.S. Census Bureau, Virginia Employment Commission.
Did you know...
you can log on to our website today and see population
counts from each Decennial Census all the way back to
1900? Looking for annual population estimates? We have
those too, all the way back to the 1970s!
For this data and more, visit us on the web at:
www.VirginiaLMI.com
Virginia Employment Commission
Page 8 of 46
Crater PDC
Demographic Profile
Population Projections by Age and Gender
2020
2030
2040
Female
Male
Female
Male
Female
Male
Under 5 years
16,674
17,003
19,425
19,781
22,079
22,450
5 to 9 years
18,090
19,255
21,317
22,717
24,439
26,065
10 to 14 years
19,424
20,068
21,921
22,640
26,061
26,905
15 to 19 years
19,054
20,185
21,493
22,745
25,770
27,264
20 to 24 years
14,933
15,758
16,940
17,677
19,214
19,946
25 to 29 years
17,766
18,165
19,122
19,351
21,867
22,015
30 to 34 years
20,507
20,183
21,991
21,261
25,419
24,281
35 to 39 years
20,150
19,857
24,852
23,840
27,352
26,004
40 to 44 years
18,588
18,174
25,072
24,198
27,330
26,053
45 to 49 years
18,896
18,053
22,685
21,734
28,339
26,718
50 to 54 years
19,743
18,200
19,948
18,366
27,266
24,880
55 to 59 years
20,886
19,061
19,231
17,531
23,434
21,399
60 to 64 years
19,150
17,800
18,960
17,640
19,370
18,019
65 to 69 years
16,379
14,924
19,431
17,703
18,106
16,536
70 to 74 years
14,089
11,519
18,083
14,825
18,170
14,921
75 to 79 years
9,149
6,946
14,484
11,020
17,411
13,234
80 to 84 years
5,829
3,523
11,193
6,858
14,566
8,947
85 years and over
6,601
2,926
9,537
4,297
16,095
7,331
295,908
281,600
345,685
324,184
402,288
372,968
577,508
669,869
775,256
Source: Virginia Employment Commission.
Population Projections by Race/Ethnicity
2020
2030
2040
577,511
669,871
775,256
White
339,443
371,703
406,369
Black or African American
Total
Total Population
Race
169,737
190,035
207,179
Asian
20,462
31,620
46,258
Other
47,869
76,512
115,454
523,732
583,256
644,342
53,777
86,615
130,914
Ethnicity
Not Hispanic or Latino (of any race)
Hispanic or Latino (of any race)
Source: Virginia Employment Commission.
Virginia Employment Commission
Page 9 of 46
Crater PDC
Demographic Profile
English Language Skills
(Age 5 and over that speak English less than well)
Total
PDC 19
Virginia
United States
Speak English
less than well
Percent
474,696
8,516
1.79%
7,673,811
199,874
2.60%
294,133,373
13,435,997
4.57%
Source: U.S. Census Bureau
American Community Survey, 2010-2014.
Commuting Patterns
Commuting Patterns
People who live and work in the area
In-Commuters
102,720
80,668
Out-Commuters
126,944
Net In-Commuters
(In-Commuters minus Out-Commuters)
-46,276
Source: U.S. Census Bureau,
OnTheMap Application and LEHD Origin-Destination Employment Statistics, 2012.
Virginia Employment Commission
Page 10 of 46
Crater PDC
Demographic Profile
Top 10 Places Residents are Commuting To
Area
Workers
Richmond city, VA
40,122
Henrico County, VA
35,303
Hanover County, VA
5,993
Fairfax County, VA
4,640
Goochland County, VA
2,569
Virginia Beach city, VA
2,197
Newport News city, VA
1,957
Norfolk city, VA
1,901
Chesapeake city, VA
1,684
Powhatan County, VA
1,431
Top 10 Places Workers are Commuting From
Area
Workers
Henrico County, VA
16,289
Richmond city, VA
12,257
Hanover County, VA
4,678
Powhatan County, VA
3,313
Virginia Beach city, VA
1,890
Fairfax County, VA
1,668
Brunswick County, VA
1,591
Prince William County, VA
1,516
Amelia County, VA
1,474
Newport News city, VA
1,354
Source: U.S. Census Bureau,
OnTheMap Application and LEHD Origin-Destination Employment Statistics, 2012.
Please Note: Commuting patterns data is no longer produced from the Decennial
Census. As an alternative, we are providing commuting data from the U.S. Census
Bureau's OnTheMap application and LEHD Origin-Destination Employment Statistics
program. Since this data is produced from an entirely different data set, it is not
advisable to compare the new data with previously released commuting patterns. For
more information about the OnTheMap application or the LEHD program, please visit the
following website:
http://lehd.ces.census.gov
Virginia Employment Commission
Page 11 of 46
Crater PDC
Economic Profile
III. Economic Profile
Overview
The Economic Profile of Crater PDC consists
primarily of data produced by the Virginia
Employment Commission, U.S. Census Bureau,
and the Bureau of Labor Statistics.
Related Terms and Definitions
Average Weekly Wage
Computed as average quarterly wages divided by
13.
Consumer Price Index (CPI)
The Consumer Price Index measures the average
change over time in the prices paid by urban
consumers for a representative market basket of
consumer goods and services.
Local Employment Dynamics (LED)
The Local Employment Dynamics Program at the
Census Bureau, together with its state partners,
provides employment information at the county,
city, and Workforce Investment Area level. This
information tracks workers in different industries
by age and gender and provides statistics on job
creation, separation, turnover, and wages.
Quarterly Census of Employment & Wages
(QCEW)
A federal/state cooperative program that collects
and compiles employment and wage data for
workers covered by state unemployment
insurance (UI) laws and the federal civilian
workers covered by Unemployment Compensation
for Federal Employees (UCFE). These data are
maintained at the state in micro and macro levels
and also sent to BLS quarterly.
Unemployment Insurance (UI)
Unemployment insurance is a program for the
accumulation of funds paid by employers to be
used for the payment of unemployment insurance
to workers during periods of unemployment which
are beyond the workers' control. Unemployment
insurance replaces a part of the worker's wage
loss if he becomes eligible for payments.
Unemployment Rate
The number of unemployed people as a
percentage of the labor force.
Virginia Employment Commission
Page 12 of 46
Crater PDC
Economic Profile
Unemployment Rates
Trends
PDC 19
Virginia
United States
2005
3.8%
3.6%
5.1%
2006
3.3%
3.1%
4.6%
2007
3.2%
3.0%
4.6%
2008
4.2%
3.9%
5.8%
2009
7.5%
6.7%
9.3%
2010
8.2%
7.1%
9.6%
2011
7.6%
6.6%
8.9%
2012
6.9%
6.0%
8.1%
2013
6.5%
5.7%
7.4%
2014
5.8%
5.2%
6.2%
2015
4.9%
4.4%
5.3%
Source: Virginia Employment Commission, Economic Information & Analytics,
Local Area Unemployment Statistics.
Virginia Employment Commission
Page 13 of 46
Crater PDC
Economic Profile
Unemployment Rates
Past 12 Months
PDC 19
Virginia
United States
Dec. 2015
4.3%
3.9%
4.8%
Jan. 2016
4.7%
4.4%
5.3%
Feb. 2016
4.5%
4.2%
5.2%
Mar. 2016
4.4%
4.2%
5.1%
Apr. 2016
3.8%
3.4%
4.7%
May 2016
3.9%
3.6%
4.5%
Jun. 2016
4.3%
4.0%
5.1%
Jul. 2016
4.3%
4.0%
5.1%
Aug. 2016
4.4%
4.1%
5.0%
Sep. 2016
4.3%
4.0%
4.8%
Oct. 2016
4.3%
4.1%
4.7%
Nov. 2016
4.3%
4.0%
4.4%
Dec. 2016
4.1%
3.8%
4.5%
Source: Virginia Employment Commission, Economic Information & Analytics,
Local Area Unemployment Statistics.
Virginia Employment Commission
Page 14 of 46
Crater PDC
Economic Profile
Characteristics of the Insured Unemployed
Crater PDC - (2,213 claimants)
Virginia - (31,680 claimants)
Gender
Male
Female
PDC 19
Virginia
1,230
18,212
983
13,468
Unspecified
Race
PDC 19
Virginia
White
948
16,207
Black
1,081
11,668
American Native
12
175
Asian
17
769
Other
63
1,030
Hispanic or Latino
92
1,831
Age
PDC 19
Virginia
39
429
22 to 24 years
115
1,289
25 to 34 years
526
7,109
35 to 44 years
475
6,808
45 to 54 years
550
7,839
55 to 64 years
408
6,541
65 years and over
100
1,665
Under 22 years
Unknown
Education
PDC 19
Virginia
8th Grade or Less
27
771
Some High School
108
2,087
High School Grad/GED
846
11,296
Some College/2-Yr Degree
525
7,399
Bachelor's Degree
298
4,371
Some Graduate School
34
646
Post Graduate Degree
90
1,621
285
3,489
Unknown
Source: Virginia Employment Commission, Economic Information & Analytics,
Local Area Unemployment Statistics.
Virginia Employment Commission
Page 15 of 46
Crater PDC
Economic Profile
Characteristics of the Insured Unemployed
Top 5 Industries With Largest Number of Claimants in PDC 19
(excludes unclassified)
Industry
PDC 19
Virginia
2
163
1
112
1
25
326
4,665
49
658
93
1,029
143
1,676
36
718
24
601
95
1,031
38
528
190
2,922
25
166
373
4,389
35
537
196
2,328
26
685
82
1,951
62
910
121
2,476
Source: Virginia Employment Commission, Economic Information & Analytics,
Local Area Unemployment Statistics.
Virginia Employment Commission
Page 16 of 46
Crater PDC
Virginia Employment Commission
Economic Profile
Page 17 of 46
Crater PDC
Economic Profile
Characteristics of the Insured Unemployed
Total Number of Claimants: 33,893
Top 5 Occupation Groups With Largest Number of Claimants in PDC 19
(excludes unclassified)
Occupation
PDC 19
Virginia
184
2,645
105
1,274
45
914
30
450
10
142
23
221
11
123
16
350
21
527
50
460
76
832
21
283
65
1,521
79
1,452
28
491
168
2,291
339
3,809
5
273
246
3,534
70
1,060
240
2,752
140
2,126
6
232
235
3,918
Source: Virginia Employment Commission, Economic Information & Analytics,
Characteristics of the Insured Unemployed, February 2017.
Virginia Employment Commission
Page 18 of 46
Crater PDC
Economic Profile
Unemployment Insurance Payments
Trends
PDC 19
Virginia
Weeks Paid
Amount Paid
Weeks Paid
Amount Paid
2006
74,252
$18,650,461
1,334,848
$334,996,815
2007
74,854
$19,412,253
1,384,335
$364,789,088
2008
103,787
$29,301,012
1,699,923
$468,544,246
2009
255,382
$74,446,180
3,782,630
$1,069,206,277
2010
170,631
$47,302,010
2,727,738
$748,174,724
2011
138,356
$37,816,203
2,242,341
$612,702,314
2012
127,484
$35,299,444
2,102,986
$592,044,339
2013
122,976
$33,685,579
1,999,039
$574,074,609
2014
105,713
$29,710,839
1,684,690
$490,522,709
2015
74,678
$21,222,358
1,198,476
$351,290,100
2016
77,322
$22,468,778
1,263,292
$379,622,081
Source: Virginia Employment Commission, Economic Information & Analytics,
Unemployment Insurance Program.
Virginia Employment Commission
Page 19 of 46
Crater PDC
Economic Profile
Unemployment Insurance Payments
Past 12 Months
PDC 19
Virginia
Weeks Paid
Amount Paid
Weeks Paid
Amount Paid
Feb. 2016
7,998
$2,316,060
143,184
$42,572,243
Mar. 2016
6,960
$1,979,596
121,436
$36,553,108
Apr. 2016
6,293
$1,786,566
104,003
$31,571,994
May 2016
7,590
$2,176,234
121,078
$36,842,184
Jun. 2016
6,369
$1,842,729
101,469
$30,441,828
Jul. 2016
6,540
$1,879,402
102,280
$30,340,929
Aug. 2016
7,415
$2,169,530
115,661
$34,598,546
Sep. 2016
5,526
$1,646,766
85,545
$26,087,097
Oct. 2016
5,907
$1,757,498
92,947
$28,461,452
Nov. 2016
5,081
$1,508,857
78,874
$24,054,832
Dec. 2016
5,296
$1,558,661
83,871
$25,120,302
Jan. 2017
7,114
$2,111,214
119,865
$35,546,956
Feb. 2017
6,038
$1,793,363
100,181
$29,994,222
Source: Virginia Employment Commission,
Unemployment Insurance Program.
Virginia Employment Commission
Page 20 of 46
Crater PDC
Economic Profile
Employers by Size of Establishment
PDC 19
Virginia
0 to 4 employees
7,529
158,194
5 to 9 employees
1,980
38,373
10 to 19 employees
1,513
28,231
20 to 49 employees
1,194
20,990
50 to 99 employees
403
7,435
100 to 249 employees
209
3,854
250 to 499 employees
61
1,098
500 to 999 employees
20
367
1000 and over employees
13
238
12,922
258,780
Employment by Size of Establishment
PDC 19
Virginia
0 to 4 employees
11,074
223,754
5 to 9 employees
13,064
254,944
10 to 19 employees
20,642
383,341
20 to 49 employees
35,947
633,145
50 to 99 employees
27,488
506,491
100 to 249 employees
31,088
574,807
250 to 499 employees
21,469
379,393
500 to 999 employees
13,914
250,622
1000 and over employees
28,930
585,516
203,616
3,792,013
Note: Asterisks (***) indicate non-disclosable data.
'Zero; no employment' typically represents new startup firms or sole-proprietorships.
Source: Virginia Employment Commission, Economic Information & Analytics,
Quarterly Census of Employment and Wages (QCEW), 3rd Quarter (July, August, September) 2016.
Virginia Employment Commission
Page 21 of 46
Crater PDC
Economic Profile
50 Largest Employers
1.
Chesterfield County School Board
26.
Hopewell City School Board
2.
U.S. Department of Defense
27.
City of Petersburg
3.
Amazon Com KYDC Inc
28.
YMCA
4.
County of Chesterfield
29.
VDOT
5.
Wal Mart
30.
Dinwiddie County School Board
6.
HCA Virginia Health System
31.
Lowes' Home Centers, Inc.
7.
E.I. DuPont De Nemours Company
32.
City of Petersburg School Board
8.
U.P.S.
33.
U.S. Department of Justice
9.
Dominion Virginia Power
34.
Advantastaff, Inc.
10.
Kroger
35.
Interpsan Inc
11.
Honeywell International, Inc.
36.
The Home Depot
12.
Food Lion
37.
Target Corp
13.
Southside Regional Medical Ctr
38.
Virginia Credit Union, Inc.
14.
County of Prince George
39.
Sabra Dipping Co LLC
15.
Hill Phoenix
40.
Postal Service
16.
Bon Secours Richmond Health System
41.
Perdue Products
17.
Anteon Corporation
42.
WaWa
18.
Boars Head Provisions Company
43.
Integrity Staffing Solutions
19.
Martin's Food Market
44.
Colonial Heights School Board
20.
Central State Hospital
45.
Atlantic Constructors Inc
21.
Greensville Correctional Center
46.
Cw Wright Const
22.
Capital One Bank
47.
Wegmans Store #07
23.
Virginia State University
48.
Abilene Motor Express Inc
24.
Virginia Department of State Police
49.
John Jones Services LLC
25.
John Tyler Community College
50.
B & R Industrial Services, LLC
Source: Virginia Employment Commission, Economic Information & Analytics,
Quarterly Census of Employment and Wages (QCEW), 3rd Quarter (July, August, September) 2016.
Did you know...
you can search over 300,000 employer listings on our
website provided by Infogroup? This easy-to-use
feature lets you search for employers by keyword,
industry, sales volume, size range, and more!
For this data and more, visit us on the web at:
www.VirginiaLMI.com
Virginia Employment Commission
Page 22 of 46
Crater PDC
Economic Profile
Employment by Industry
Total: 203,615
Note: Asterisk (*) indicates non-disclosable data.
Source: Virginia Employment Commission, Economic Information & Analytics,
Quarterly Census of Employment and Wages (QCEW), 3rd Quarter (July, August, September) 2016.
Virginia Employment Commission
Page 23 of 46
Crater PDC
Economic Profile
New Startup Firms
PDC 19
Virginia
3rd Qtr. 2013
138
2,792
4th Qtr. 2013
148
2,751
1st Qtr. 2014
143
3,404
2nd Qtr. 2014
178
3,299
3rd Qtr. 2014
125
3,317
4th Qtr. 2014
173
4,531
1st Qtr. 2015
179
3,923
2nd Qtr. 2015
197
3,749
3rd Qtr. 2015
173
3,396
4th Qtr. 2015
152
3,000
1st Qtr. 2016
145
3,802
2nd Qtr. 2016
170
4,283
3rd Qtr. 2016
63
1,847
Note: The following criteria was used to define new startup firms:
1.) Setup and liability date both occurred during 3rd Quarter (July, August, September) 2016
2.) Establishment had no predecessor UI Account Number
3.) Private Ownership
4.) Average employment is less than 250
5.) For multi-unit establishments, the parent company must also meet the above criteria.
Source: Virginia Employment Commission, Economic Information & Analytics,
Quarterly Census of Employment and Wages (QCEW), 3rd Quarter (July, August, September) 2016.
Virginia Employment Commission
Page 24 of 46
Crater PDC
Economic Profile
New Hires by Industry
Total: 532,629
Data is for Virginia. No data available for Crater PDC.
Source: U.S. Census Bureau,
Local Employment Dynamics (LED) Program, 4th Quarter (October, November, December) 2015, all ownerships.
Virginia Employment Commission
Page 25 of 46
Crater PDC
Economic Profile
Turnover by Industry
Average: 8.2%
Data is for Virginia. No data available for Crater PDC.
Source: U.S. Census Bureau,
Local Employment Dynamics (LED) Program, 3rd Quarter (July, August, September) 2015, all ownerships.
Virginia Employment Commission
Page 26 of 46
Crater PDC
Economic Profile
Average Weekly Wage by Industry
Note: Asterisk (*) indicates non-disclosable data.
Source: Virginia Employment Commission, Economic Information & Analytics,
Quarterly Census of Employment and Wages (QCEW), 3rd Quarter (July, August, September) 2016.
Virginia Employment Commission
Page 27 of 46
Crater PDC
Economic Profile
Age of Workers by Industry
Total, All Industries
Agriculture, Forestry, Fishing and
Hunting
Mining, Quarrying, and Oil and Gas
Extraction
Utilities
14—18
19—21
22—24
25—34
35—44
45—54
55—64
65+
71,426
146,445
210,946
778,893
753,700
815,566
614,129
209,809
396
527
766
2,676
2,709
2,948
2,568
1,561
11
97
201
1,166
1,586
1,706
1,472
251
50
158
515
3,562
3,746
5,154
4,420
610
Construction
1,520
5,866
9,223
40,620
45,745
49,820
33,857
10,887
Manufacturing
1,054
4,910
9,779
42,912
48,954
66,962
54,288
11,017
462
2,005
4,090
21,069
25,500
30,330
21,994
6,593
17,684
40,354
40,348
94,806
70,112
77,106
62,055
26,906
Transportation and Warehousing
727
3,842
5,883
22,183
23,834
31,228
22,784
6,631
Information
952
1,640
3,152
15,800
19,804
19,784
11,961
3,169
Finance and Insurance
308
1,640
5,979
30,912
35,053
34,020
21,334
5,430
Real Estate and Rental and Leasing
337
1,294
2,673
11,843
10,998
12,717
9,831
4,389
1,462
4,561
18,079
97,576
101,028
97,696
66,756
21,439
664
1,627
3,198
16,154
18,057
20,440
15,128
3,830
Administrative and Support and Waste
Manageme
1,891
8,670
16,198
58,860
51,897
52,043
35,560
14,046
Educational Services
1,804
4,839
11,773
63,158
75,353
89,089
78,148
27,945
Health Care and Social Assistance
2,917
11,771
24,186
107,093
100,400
103,226
81,602
25,984
Wholesale Trade
Retail Trade
Professional, Scientific, and Technical
Servi
Management of Companies and
Enterprises
Arts, Entertainment, and Recreation
Accommodation and Food Services
Other Services (except Public
Administration)
Public Administration
5,021
5,020
5,306
13,736
10,618
10,718
8,429
4,589
30,540
39,849
36,759
81,305
54,621
46,952
30,258
15,014
2,707
6,035
8,440
29,277
26,321
29,858
23,784
10,768
921
1,738
4,400
24,183
27,366
33,769
27,900
8,750
Data is for Virginia. No data available for Crater PDC.
Source: U.S. Census Bureau,
Local Employment Dynamics (LED) Program, 4th Quarter (October, November, December) 2015, all ownerships.
What is LED?
Developed by the U.S. Census Bureau, the Local
Employment Dynamics (LED) program merges
Virginia's Unemployment Compensation wage and
employer records with Census demographic data.
Read more about LED on the following website:
http://lehd.did.census.gov/led/
Virginia Employment Commission
Page 28 of 46
Crater PDC
Economic Profile
Industry Employment and Projections
Long Term
Employment
Total, All Industries
Agriculture, Forestry, Fishing and Hunting
Mining, Quarrying, and Oil and Gas
Extraction
Utilities
Percent
Estimated
2014
Projected
2024
Change
3,977,869
4,345,923
368,054
9.25%
.89%
58,935
54,824
-4,111
-6.98%
-.72%
7,470
7,259
-211
-2.82%
-.29%
Total
Annual
10,631
9,516
-1,115
-10.49%
-1.1%
Construction
178,203
200,963
22,760
12.77%
1.21%
Manufacturing
231,497
219,778
-11,719
-5.06%
-.52%
Wholesale Trade
110,804
114,430
3,626
3.27%
.32%
Retail Trade
413,395
442,557
29,162
7.05%
.68%
Transportation and Warehousing
107,989
113,524
5,535
5.13%
.5%
71,474
69,426
-2,048
-2.87%
-.29%
129,981
141,636
11,655
8.97%
.86%
51,535
53,346
1,811
3.51%
.35%
389,128
459,829
70,701
18.17%
1.68%
Information
Finance and Insurance
Real Estate and Rental and Leasing
Professional, Scientific, and Technical Servi
Management of Companies and Enterprises
74,283
77,075
2,792
3.76%
.37%
Administrative and Support and Waste
Manageme
214,758
234,450
19,692
9.17%
.88%
Educational Services
352,778
395,156
42,378
12.01%
1.14%
Health Care and Social Assistance
418,602
515,689
97,087
23.19%
2.11%
49,367
55,167
5,800
11.75%
1.12%
Accommodation and Food Services
321,040
352,330
31,290
9.75%
.93%
Other Services (except Public
Administration)
131,382
143,824
12,442
9.47%
.91%
Arts, Entertainment, and Recreation
Note: Asterisks (***) indicate non-disclosable data.
Projections data is for Virginia. No data available for Crater PDC.
Source: Virginia Employment Commission, Economic Information & Analytics,
Long Term Industry and Occupational Projections, 2014-2024.
Virginia Employment Commission
Page 29 of 46
Crater PDC
Economic Profile
Industry Employment and Projections
Short Term
Employment
Total, All Industries
Percent
Estimated
2015
Projected
2017
Change
Total
Annual
3,977,496
4,093,656
116,160
2.92%
1.45%
Agriculture, Forestry, Fishing and Hunting
4,210
4,433
223
5.3%
2.61%
Mining, Quarrying, and Oil and Gas
Extraction
6,805
5,869
-936
-13.75%
-7.13%
Utilities
10,717
10,695
-22
-.21%
-.1%
Construction
185,026
195,598
10,572
5.71%
2.82%
Manufacturing
232,632
233,073
441
.19%
.09%
Wholesale Trade
110,001
111,188
1,187
1.08%
.54%
Retail Trade
412,345
421,889
9,544
2.31%
1.15%
Transportation and Warehousing
112,837
117,619
4,782
4.24%
2.1%
69,554
68,654
-900
-1.29%
-.65%
131,712
136,266
4,554
3.46%
1.71%
52,593
53,535
942
1.79%
.89%
394,584
409,625
15,041
3.81%
1.89%
Information
Finance and Insurance
Real Estate and Rental and Leasing
Professional, Scientific, and Technical Servi
Management of Companies and Enterprises
74,086
75,252
1,166
1.57%
.78%
Administrative and Support and Waste
Manageme
224,339
236,780
12,441
5.55%
2.74%
Educational Services
365,350
372,071
6,721
1.84%
.92%
Health Care and Social Assistance
427,570
446,476
18,906
4.42%
2.19%
56,096
57,991
1,895
3.38%
1.68%
Accommodation and Food Services
334,516
349,857
15,341
4.59%
2.27%
Other Services (except Public
Administration)
133,850
136,332
2,482
1.85%
.92%
Arts, Entertainment, and Recreation
Note: Asterisks (***) indicate non-disclosable data.
Projections data is for Virginia Statewide. No data available for Crater PDC.
Source: Virginia Employment Commission, Economic Information & Analytics,
Short Term Industry and Occupational Projections, 2015-2017.
Virginia Employment Commission
Page 30 of 46
Crater PDC
Economic Profile
Occupation Employment and Projections
Long Term
Employment
Total, All Occupations
Openings
Estimated
2014
Projected
2024
% Change
Replace
-ments
Growth
Total
3,977,869
4,345,923
9.25%
91,873
39,696
131,569
Management Occupations
245,713
260,353
5.96%
5,341
1,643
6,984
Business and Financial Operations
Occupations
272,943
304,041
11.39%
5,310
3,135
8,445
Computer and Mathematical Occupations
199,588
234,513
17.5%
2,856
3,613
6,469
Architecture and Engineering Occupations
77,469
80,679
4.14%
1,898
382
2,280
Life, Physical, and Social Science Occupations
33,772
37,033
9.66%
869
331
1,200
Community and Social Service Occupations
52,465
60,234
14.81%
1,130
777
1,907
Legal Occupations
43,393
46,695
7.61%
785
356
1,141
235,652
265,508
12.67%
5,024
2,986
8,010
60,392
65,726
8.83%
1,444
563
2,007
202,439
239,735
18.42%
4,463
3,731
8,194
88,809
114,202
28.59%
1,946
2,539
4,485
Protective Service Occupations
104,345
116,523
11.67%
2,450
1,230
3,680
Food Preparation and Serving Related
Occupations
314,694
349,577
11.08%
11,703
3,621
15,324
Building and Grounds Cleaning and
Maintenance Occupations
146,794
157,362
7.2%
2,944
1,058
4,002
Personal Care and Service Occupations
148,432
171,914
15.82%
3,107
2,353
5,460
Sales and Related Occupations
421,043
447,037
6.17%
12,435
2,627
15,062
Office and Administrative Support
Occupations
549,417
576,971
5.02%
11,542
3,762
15,304
39,772
37,134
-6.63%
1,027
47
1,074
Construction and Extraction Occupations
183,368
201,618
9.95%
2,794
1,840
4,634
Installation, Maintenance, and Repair
Occupations
151,233
163,586
8.17%
3,482
1,310
4,792
Production Occupations
179,752
175,957
-2.11%
3,946
438
4,384
Transportation and Material Moving
Occupations
226,384
239,525
5.8%
5,378
1,351
6,729
Education, Training, and Library Occupations
Arts, Design, Entertainment, Sports, and
Media Occupations
Healthcare Practitioners and Technical
Occupations
Healthcare Support Occupations
Farming, Fishing, and Forestry Occupations
Note: Asterisks (***) indicate non-disclosable data.
Projections data is for Virginia. No data available for Crater PDC.
Source: Virginia Employment Commission, Economic Information & Analytics,
Long Term Industry and Occupational Projections, 2014-2024.
Virginia Employment Commission
Page 31 of 46
Crater PDC
Economic Profile
Occupation Employment and Projections
Short Term
Employment
Total, All Occupations
Openings
Estimated
2015
Projected
2017
% Change
Replace
-ments
Growth
Total
3,977,496
4,093,656
2.92%
92,736
59,171
151,907
Management Occupations
211,684
216,918
2.47%
4,446
2,618
7,064
Business and Financial Operations
Occupations
276,201
284,397
2.97%
4,962
4,098
9,060
Computer and Mathematical Occupations
203,891
212,732
4.34%
2,536
4,451
6,987
Architecture and Engineering Occupations
78,184
79,032
1.08%
1,861
488
2,349
Life, Physical, and Social Science Occupations
33,613
34,156
1.62%
820
278
1,098
Community and Social Service Occupations
53,847
56,057
4.1%
1,101
1,105
2,206
Legal Occupations
43,892
44,747
1.95%
712
428
1,140
243,781
249,029
2.15%
5,092
2,624
7,716
61,233
62,553
2.16%
1,408
678
2,086
205,158
211,360
3.02%
4,160
3,102
7,262
90,672
94,357
4.06%
1,859
1,842
3,701
Protective Service Occupations
105,361
107,514
2.04%
2,354
1,081
3,435
Food Preparation and Serving Related
Occupations
327,173
342,449
4.67%
14,249
7,644
21,893
Building and Grounds Cleaning and
Maintenance Occupations
151,649
157,036
3.55%
2,839
2,694
5,533
Personal Care and Service Occupations
155,803
163,251
4.78%
3,230
3,728
6,958
Sales and Related Occupations
423,418
432,998
2.26%
13,691
4,790
18,481
Office and Administrative Support
Occupations
554,516
566,160
2.1%
11,737
5,962
17,699
6,868
7,147
4.06%
168
141
309
Construction and Extraction Occupations
187,792
195,659
4.19%
2,884
4,098
6,982
Installation, Maintenance, and Repair
Occupations
152,257
156,081
2.51%
3,384
2,080
5,464
Production Occupations
181,313
183,120
1%
3,937
1,364
5,301
Transportation and Material Moving
Occupations
229,190
236,903
3.37%
5,304
3,878
9,182
Education, Training, and Library Occupations
Arts, Design, Entertainment, Sports, and
Media Occupations
Healthcare Practitioners and Technical
Occupations
Healthcare Support Occupations
Farming, Fishing, and Forestry Occupations
Note: Asterisks (***) indicate non-disclosable data.
Projections data is for Virginia Statewide. No data available for Crater PDC.
Source: Virginia Employment Commission, Economic Information & Analytics,
Short Term Industry and Occupational Projections, 2015-2017.
Virginia Employment Commission
Page 32 of 46
Crater PDC
Economic Profile
Growth Occupations
Employment
Occupational Therapy Assistants
Average Annual Openings
Estimated
2014
Projected
2024
% Change
Replace
-ments
Growth
Total
Average
Annual
Salary
795
1,217
53.08%
23
42
65
$61,562
Physical Therapist Aides
1,130
1,674
48.14%
33
54
87
$25,891
Home Health Aides
9,928
14,494
45.99%
224
457
681
$22,832
Personal Financial Advisors
5,568
8,021
44.06%
140
245
385
$123,140
276
396
43.48%
5
12
17
$23,309
Nurse Practitioners
3,522
5,045
43.24%
83
152
235
$100,394
Physical Therapist Assistants
2,085
2,979
42.88%
60
89
149
$52,598
Hearing Aid Specialists
141
201
42.55%
1
6
7
$49,162
Audiologists
428
605
41.36%
10
18
28
$81,606
Physician Assistants
2,070
2,901
40.14%
46
83
129
$90,503
Interpreters and Translators
2,381
3,325
39.65%
38
94
132
$69,817
Nurse Midwives
119
166
39.5%
3
5
8
$105,761
Statisticians
945
1,313
38.94%
17
37
54
$87,652
Commercial Divers
165
229
38.79%
2
6
8
$58,425
Industrial-Organizational
Psychologists
140
191
36.43%
3
5
8
$115,906
Physical Therapists
4,905
6,673
36.04%
131
177
308
$86,901
Operations Research Analysts
5,560
7,505
34.98%
99
194
293
$106,958
Forensic Science Technicians
656
885
34.91%
28
23
51
$68,752
Arbitrators, Mediators, and
Conciliators
***
***
***
***
***
***
N/A
3,465
4,658
34.43%
72
119
191
$32,591
Ambulance Drivers and
Attendants, Except Emergency
Medical Technicians
Phlebotomists
Note: Asterisks (***) indicate non-disclosable data.
Projections and OES wage data are for Virginia. No data available for Crater PDC.
Source: Virginia Employment Commission, Economic Information & Analytics,
Long Term Industry and Occupational Projections, 2014-2024
Occupational Employment Statistics (OES) Survey, 2015.
Virginia Employment Commission
Page 33 of 46
Crater PDC
Economic Profile
Declining Occupations
Employment
Estimated
2014
Projected
2024
Locomotive Firers
***
Electronic Equipment Installers and Repairers,
Motor Vehicles
316
Telephone Operators
Openings
% Change
Replace
-ments
Growth
Total
***
***
***
***
***
160
-49.37%
6
0
6
183
112
-38.8%
4
0
4
Postal Service Mail Sorters, Processors, and
Processing Machine Operators
2,660
1,761
-33.8%
31
0
31
Switchboard Operators, Including Answering
Service
2,189
1,521
-30.52%
26
0
26
Photographic Process Workers and Processing
Machine Operators
2,494
1,785
-28.43%
48
0
48
Postmasters and Mail Superintendents
***
***
***
***
***
***
Postal Service Clerks
1,898
1,399
-26.29%
23
0
23
Postal Service Mail Carriers
7,053
5,199
-26.29%
136
0
136
Extruding and Drawing Machine Setters,
Operators, and Tenders, Metal and Plastic
1,636
1,208
-26.16%
40
0
40
Textile Knitting and Weaving Machine Setters,
Operators, and Tenders
1,316
980
-25.53%
22
0
22
288
215
-25.35%
3
0
3
1,979
1,489
-24.76%
29
0
29
Aircraft Structure, Surfaces, Rigging, and
Systems Assemblers
***
***
***
***
***
***
Rolling Machine Setters, Operators, and
Tenders, Metal and Plastic
470
362
-22.98%
12
0
12
Grinding, Lapping, Polishing, and Buffing
Machine Tool Setters, Operators, and Tenders,
Metal and Plastic
521
405
-22.26%
22
0
22
Textile Cutting Machine Setters, Operators, and
Tenders
248
193
-22.18%
4
0
4
2,067
1,615
-21.87%
26
0
26
Motion Picture Projectionists
203
159
-21.67%
8
0
8
Forging Machine Setters, Operators, and
Tenders, Metal and Plastic
248
195
-21.37%
6
0
6
Textile Bleaching and Dyeing Machine Operators
and Tenders
Molding, Coremaking, and Casting Machine
Setters, Operators, and Tenders, Metal and
Plastic
Cutting, Punching, and Press Machine Setters,
Operators, and Tenders, Metal and Plastic
Note: Asterisks (***) indicate non-disclosable data.
Projections data is for Virginia. No data available for Crater PDC.
Source: Virginia Employment Commission, Economic Information & Analytics,
Long Term Industry and Occupational Projections, 2014-2024.
Virginia Employment Commission
Page 34 of 46
Crater PDC
Economic Profile
Consumer Price Index (CPI)
All Urban Consumers (CPI-U)
Jan.
Feb.
Mar.
Apr.
May
Jun.
Jul.
Aug.
Sep.
Oct.
Nov.
Dec.
Ann. % chg
2007
202.416 203.499 205.352 206.686 207.949 208.352 208.299 207.917 208.490 208.936 210.177 210.036
207.342
2.8
2008
211.080 211.693 213.528 214.823 216.632 218.815 219.964 219.086 218.783 216.573 212.425 210.228
215.303
3.8
2009
211.143 212.193 212.709 213.240 213.856 215.693 215.351 215.834 215.969 216.177 216.330 215.949
214.537
-0.4
2010
216.687 216.741 217.631 218.009 218.178 217.965 218.011 218.312 218.439 218.711 218.803 219.179
218.056
1.6
2011
220.223 221.309 223.467 224.906 225.964 225.722 225.922 226.545 226.889 226.421 226.230 225.672
224.939
3.2
2012
226.665 227.663 229.392 230.085 229.815 229.478 229.104 230.379 231.407 231.317 230.221 229.601
229.594
2.1
2013
230.280 232.166 232.773 232.531 232.945 233.504 233.596 233.877 234.149 233.546 233.069 233.049
232.957
1.5
2014
233.916 234.781 236.293 237.072 237.900 238.343 238.250 237.852 238.031 237.433 236.151 234.812
236.736
1.6
2015
233.707 234.722 236.119 236.599 237.805 238.638 238.654 238.316 237.945 237.838 237.336 236.525
237.017
0.1
2016
236.916 237.111 238.132 239.261 240.229 241.018 240.628 240.849 241.428 241.729 241.353 241.432
240.007
1.3
2017
242.839
Urban Wage Earners and Clerical Workers (CPI-W)
Jan.
Feb.
Mar.
Apr.
May
Jun.
Jul.
Aug.
Sep.
Oct.
Nov.
Dec.
Ann. % chg
2007
197.559 198.544 200.612 202.130 203.661 203.906 203.700 203.199 203.889 204.338 205.891 205.777
202.767
2.9
2008
206.744 207.254 209.147 210.698 212.788 215.223 216.304 215.247 214.935 212.182 207.296 204.813
211.053
4.1
2009
205.700 206.708 207.218 207.925 208.774 210.972 210.526 211.156 211.322 211.549 212.003 211.703
209.630
-0.7
2010
212.568 212.544 213.525 213.958 214.124 213.839 213.898 214.205 214.306 214.623 214.750 215.262
213.967
2.1
2011
216.400 217.535 220.024 221.743 222.954 222.522 222.686 223.326 223.688 223.043 222.813 222.166
221.575
3.6
2012
223.216 224.317 226.304 227.012 226.600 226.036 225.568 227.056 228.184 227.974 226.595 225.889
226.229
2.1
2013
226.520 228.677 229.323 228.949 229.399 230.002 230.084 230.359 230.537 229.735 229.133 229.174
229.324
1.4
2014
230.040 230.871 232.560 233.443 234.216 234.702 234.525 234.030 234.170 233.229 231.551 229.909
232.771
1.5
2015
228.294 229.421 231.055 231.520 232.908 233.804 233.806 233.366 232.661 232.373 231.721 230.791
231.810
-0.4
2016
231.061 230.972 232.209 233.438 234.436 235.289 234.771 234.904 235.495 235.732 235.215 235.390
234.076
1.0
2017
236.854
Note: CPI data is for the United States only. No data available for Crater PDC.
The CPI-U includes expenditures by urban wage earners and clerical workers, professional, managerial, and technical workers, the
self-employed, short-term workers, the unemployed, retirees and others not in the labor force. The CPI-W only includes
expenditures by those in hourly wage earning or clerical jobs.
Source: Bureau of Labor Statistics,
Consumer Price Indexes (CPI) Program.
Virginia Employment Commission
Page 35 of 46
Crater PDC
Economic Profile
Local Option Sales Tax
Trends
PDC 19
Virginia
2006
$57,594,476
$1,028,544,074
2007
$60,026,753
$1,056,766,678
2008
$59,187,992
$1,032,815,078
2009
$55,357,340
$979,594,664
2010
$57,718,525
$992,820,512
2011
$59,415,104
$1,035,981,229
2012
$62,243,432
$1,080,663,042
2013
$63,133,816
$1,093,292,668
2014
$66,422,987
$1,131,194,860
2015
$67,669,440
$1,179,611,271
2016
$70,893,023
$1,202,257,995
Note: This data is based on Virginia sales tax revenues deposited, rather than the actual taxable sales figures as reported on a
dealer's return.
Source: Virginia Department of Taxation,
Revenue Forecasting.
Virginia Employment Commission
Page 36 of 46
Crater PDC
Education Profile
Local Option Sales Tax
Past 12 Months
PDC 19
Virginia
Dec. 2015
$6,956,099
$119,052,844
Jan. 2016
$4,812,877
$82,117,925
Feb. 2016
$5,217,229
$87,669,475
Mar. 2016
$6,148,288
$103,129,428
Apr. 2016
$5,353,009
$96,492,946
May 2016
$5,514,563
$99,084,148
Jun. 2016
$5,979,506
$106,933,368
Jul. 2016
$5,485,182
$99,245,902
Aug. 2016
$5,785,600
$100,841,437
Sep. 2016
$6,390,977
$101,173,002
Oct. 2016
$6,010,278
$102,651,090
Nov. 2016
$6,491,796
$100,777,400
Dec. 2016
$7,703,718
$122,141,874
Note: This data is based on Virginia sales tax revenues deposited, rather than the actual taxable sales figures as reported on a
dealer's return.
Source: Virginia Department of Taxation,
Revenue Forecasting.
Virginia Employment Commission
Page 37 of 46
Crater PDC
Education Profile
IV. Education Profile
Overview
Related Terms and Definitions
The Education Profile for Crater PDC provides an
assortment of data collected from the United
States Census Bureau and the National Center for
Education Statistics (NCES).
Associate's degree
An award that normally requires at least two but
less than four years of full-time equivalent college
work.
Bachelor's degree
An award that normally requires at least four but
not more than five years of full-time equivalent
college-level work.
Post-baccalaureate certificate
An award that requires completion of an
organized program of study equivalent to 18
semester credit hours beyond the bachelor's. It is
designed for persons who have completed a
bachelor's degree, but do not meet the
requirements of a master’s degree.
Master's degree
An award that requires the successful completion
of a program of study of at least the full-time
equivalent of one but not more than two academic
years of work beyond the bachelor's degree.
Post-master's certificate
An award that requires completion of an
organized program of study equivalent to 24
semester credit hours beyond the master's
degree, but does not meet the requirements of
academic degrees at the doctor's level.
Doctor's degree
The highest award a student can earn for
graduate study.
First-professional degree
An award that requires completion of a program
that meets all of the following criteria: (1)
completion of the academic requirements to begin
practice in the profession; (2) at least two years
of college work prior to entering the program; and
(3) a total of at least six academic years of
college work to complete the degree program,
including prior required college work plus the
length of the professional program itself.
Virginia Employment Commission
Page 38 of 46
Crater PDC
Education Profile
Educational Attainment
(Population 18 years and over)
8th Grade or Less
Some High School
PDC 19
Virginia
United States
16,482
275,329
12,639,425
32,992
464,075
20,093,117
114,631
1,633,105
68,044,371
Some College
93,312
1,457,887
57,431,237
Associate's Degree
27,412
440,219
18,586,866
Bachelor's Degree
66,536
1,258,661
42,027,629
High School Grad/GED
Graduate or Professional Degree
38,209
862,686
24,008,551
389,574
6,391,962
242,831,196
Source: U.S. Census Bureau
American Community Survey, 2011-2015.
Virginia Employment Commission
Page 39 of 46
Crater PDC
Education Profile
Educational Attainment by Age
18 - 24
25 - 34
35 - 44
45 - 64
65+
Total
8th Grade or Less
740
2,240
Some High School
5,329
4,920
2,266
5,086
6,150
16,482
4,366
10,194
8,183
32,992
High School Grad/GED
16,481
18,248
18,491
40,294
21,117
114,631
Some College
18,059
15,498
14,853
31,796
13,106
93,312
Associate's Degree
1,815
5,001
5,941
11,475
3,180
27,412
Bachelor's Degree
3,994
12,052
13,871
27,783
8,836
66,536
308
5,192
8,282
17,255
7,172
38,209
46,726
63,151
68,070
143,883
67,744
389,574
Graduate or Professional Degree
Source: U.S. Census Bureau
American Community Survey, 2011-2015.
Virginia Employment Commission
Page 40 of 46
Crater PDC
Education Profile
Educational Attainment by Gender
(Population 18 years and over)
Male
Female
Total
8th Grade or Less
8,930
7,552
16,482
Some High School
17,923
15,069
32,992
High School Grad/GED
60,608
54,023
114,631
Some College
43,053
50,259
93,312
Associate's Degree
11,029
16,383
27,412
Bachelor's Degree
30,484
36,052
66,536
Graduate or Professional Degree
17,611
20,598
38,209
189,638
199,936
389,574
Source: U.S. Census Bureau
American Community Survey, 2011-2015.
Virginia Employment Commission
Page 41 of 46
Crater PDC
Education Profile
Educational Attainment by Race/Ethnicity
(Population 25 years and over)
High school
Less than high
grad, GED, or
school diploma
alternative
Some college
or associate's
degree
Bachelor's
degree or
higher
Total
Race
White
22,591
62,145
64,235
73,035
222,006
Black or African American
16,786
30,504
31,232
19,909
98,431
American Indian or Alaska Native
Asian
Native Hawaiian/Pacific Islander
Other
Multiple Races
253
470
437
233
1,393
1,216
1,955
1,561
4,778
9,510
6
13
90
92
201
1,737
1,843
1,235
1,083
5,898
816
1,220
2,060
1,313
5,409
5,889
4,778
4,348
3,278
18,293
49,294
102,928
105,198
103,721
361,141
Ethnicity
Hispanic or Latino (of any race)
Source: U.S. Census Bureau
American Community Survey, 2011-2015.
Virginia Employment Commission
Page 42 of 46
Crater PDC
Virginia Employment Commission
Education Profile
Page 43 of 46
Crater PDC
Education Profile
Graduate Data Trends
Crater PDC
Cert.
<1 yr.
Cert.
1-2 yrs.
Assoc.
Cert.
2-4 yrs.
BA
Cert.
Post-BA
2003
354
63
941
11
607
118
2004
124
61
837
0
502
117
2005
147
77
764
20
648
153
2006
184
177
1327
16
741
138
2007
181
59
1500
17
775
2008
220
58
544
12
599
99
9
2009
237
72
1246
705
95
7
2010
275
415
1347
776
8
102
6
2011
318
393
1248
774
1
148
6
2012
389
681
1496
914
7
135
3
2013
398
624
1583
1039
15
138
6
0
MA
137
Cert.
Post-MA
Ph.D.
0
5
1st
Prof.
Note: This table only reflects degrees completed from institutions within Crater PDC
Virginia Statewide
Cert.
<1 yr.
Cert.
1-2 yrs.
Assoc.
Cert.
2-4 yrs.
BA
Cert.
Post-BA
MA
Cert.
Post-MA
Ph.D.
1st
Prof.
2003
5,245
3,079
11,174
97
32,635
178
9,948
447
974
2,133
2004
4,465
3,772
11,400
76
33,392
247
10,487
360
1,033
2,407
2005
3,983
3,831
11,833
77
34,615
476
11,255
251
1,268
2,496
2006
4,213
4,298
14,431
102
39,247
608
12,429
225
1,440
2,490
2007
4,478
3,686
15,519
116
40,381
650
12,781
252
1,516
2,626
2008
5,197
3,813
16,207
134
39,160
725
13,802
334
1,080
2,168
2009
6,259
4,587
17,179
85
40,233
756
15,445
300
925
2,064
2010
7,648
8,158
21,014
374
45,361
915
18,889
601
2,100
2,598
2011
6,972
12,557
24,306
473
49,109
1,055
20,697
727
2,329
2,658
2012
8,825
12,801
26,199
620
53,051
1,215
21,516
686
2,095
3,298
2013
8,153
12,179
25,854
484
54,778
1,067
22,782
706
2,230
2,963
Source: U.S. Department of Education,
Institute of Education Sciences (IES).
Did you know...
you can search over 2,300 school listings online
provided by the U.S. Department of Education?
For this data and more, visit us on the web at:
www.VirginiaLMI.com
Virginia Employment Commission
Page 44 of 46
Crater PDC
Education Profile
Training Providers
John Tyler Community College
Beta Tech
13101 Jefferson Davis Hwy
7914 Midlothian Turnpike
Chester, VA 23831
Richmond, VA 23235
Phone: (804) 796-4000
Phone: (804) 330-0111
http://www.jtcc.edu
http://www.centura.edu
Number of 2013 graduates: 1,389
Number of 2013 graduates: 117
Virginia State University
Richmond School of Health and Technology
1 Hayden Drive
751 West Hundred Road
Petersburg, VA 23806
Chester, VA 23836
Phone: (804) 524-5000
Phone: (804) 245-5797
http://www.vsu.edu
http://chestercareercollege.edu/
Number of 2013 graduates: 1,087
Number of 2013 graduates: 113
Bryant and Stratton College-Richmond
Empire Beauty School-Midlothian
8141 Hull St Rd
10807 Hull Street Rd
North Chesterfield, VA 23235
Midlothian, VA 23112
Phone: (804) 745-2444
Phone: (800) 920-4593
http://www.bryantstratton.edu
http://www.empire.edu
Number of 2013 graduates: 321
Number of 2013 graduates: 66
ITT Technical Institute
Southside Regional Medical Center
300 Gateway Centre Pky
737 South Sycamore Street
Richmond, VA 23235
Petersburg, VA 23803
Phone: (804) 330-4992
Phone: (804) 765-5800
http://www.itt-tech.edu
http://www.srmconline.com
Number of 2013 graduates: 234
Number of 2013 graduates: 45
Virginia Employment Commission
Page 45 of 46
Crater PDC
Education Profile
Richard Bland Col of the Col of William
Medical Careers Institute
11301 Johnson Rd
800 Moorefield Park Drive
Petersburg, VA 23805
Richmond, VA 23236
Phone: (804) 862-6100
Phone: (804) 521-0400
http://www.rbc.edu
http://www.careers.edu
Number of 2013 graduates: 210
Number of 2013 graduates:
Source: U.S. Department of Education,
Institute of Education Sciences (IES), 2013.
Virginia Employment Commission
Page 46 of 46
APPENDIX II
PROJECT PRIORITY LIST – 2016-2017
Project Priority List 2016 ‐ 2017
Priority
Description
1.
Funding Sources
Total Cost
Responsible Agency
Partners
Implementation Schedule
Project Status
Commonwealth Center for EDA
Advanced Manufacturing Commonwealth of VA
(CCAM) Apprentice Academy VTC
Private
$25 million
CCAM
VTC
VCCS
CCAM members
2016 ‐ 2019
Planning funds for facility CCAM
included in the 2014 ‐ 2016 Virginia Budget. Included in Virginia 2016 ‐ 2018 bond package.
2.
Commonwealth Center for Advanced Logistics Systems (CCALS) facility
EDA
Commonwealth of VA
VDHCD
Private
$19.8 million
CCALS
VCU
VSU
Longwood U
JTCC
Crater PDC
Fort Lee
VEDP
UVA
VCU
VPA
LMI
2016 ‐ 2019
Planning funds for facility CCALS
included in the 2014 ‐ 2016 Virginia Budget. Included in Virginia 2016 ‐ 2018 bond package.
3.
MAMaC 1,600 Acre Mega Site
VTC
VEDP
EDA
Local
$50 million
Greensville County
City of Emporia
Mecklenburg County
2016 ‐ 2019
Access road to be built; PER to bring natural gas on site is completed; Received $2.6 million grant from U.S. EDA in May, 2016; plans for water line expansion to site underway
4.
Sussex County Route 626 1,500 Acre Mega Site
VDHCD
USDA Rural Development
VTC
EDA
Local
$30 million
Sussex County
Sussex County
2016 ‐ 2019
Preliminary engineering Sussex County
complete; site development and marketing in progresss; received $829,350 grant from VTC in May, 2015
5.
Global Logistics Park
VDHCD
VTC
EDA
Commonwealth of VA
Local
$25 million
Dinwiddie County
City of Petersburg
Prince George County
Dinwiddie County
City of Petersburg
Prince George County
Virginia Port Authority
2019
Market demand and Dinwiddie County
engineering studies City of Petersburg
completed; in permitting process
6.
I‐95 / I‐85 Interchange Improvements
Federal
VDOT
MPO
$125 million
Tri‐Cities Area MPO
City of Petersburg
Crater Planning District Commission
VDOT
VDOT to determine implementation schedule
Seeking HB2 funding
Tri‐Cities Area MPO
7.
Appomattox River Dredging Project
USCOE
EDA
Local
$17 million
City of Petersburg
City of Petersburg Resolution of Support Adopted by Neighboring Localities, Crater PDC, VA's Gateway Region
Planning Complete
Site Identified for Dredged Materials
Permits Acquisition Underway
Upon Funding Approval;
Ready to Move Forward
City of Petersburg
8.
Crater Small Business Development Center
SBA
Local
Longwood University
Crater PDC
$100,000
Longwood University
Local Governments
Longwood University
Crater PDC
2016 ‐ 2017
Continuation Funding
Longwood University
9.
Crater Procurement Technical Assistance Center
USDLA
ODU
Crater PDC
$403,198
Crater PDC
Crater PDC
ODU
Local Governments
2016 ‐ 2017
Continuation Funding
Crater PDC
10.
Improvements to Existing U.S. Route 460
Federal
VDOT
MPO
costs to be determined
Tri‐Cities Area MPO
Crater Planning District Commission
Local Governments
VDOT
VDOT to determine implementation schedule
Seeking HB2 funding
Tri‐Cities Area MPO
11.
Raw water intake and water VDHCD
line to Roxbury Area of Local
Charles City County
Private
$14 million
Charles City County
Charles City County EDA
VDHCD
Private
Start construction in mid‐2017
Due diligence underway
Charles City County
12.
Grey's Creek Marina Project, VDCR
public access to James River VDHCD
U.S. Dept. of Interior
Local
$2 million
Surry County
Surry County
Property purchased in 2013, and all redevelopment to be completed by 2017
13.
Route 602 (Cabin Point Road) VDHCD
Industrial Park ‐ 134 Acres
USDA Rural Development
VTC
EDA
Local
$5 million
Sussex County
Sussex County
2016 ‐ 2019
Construction of boat Surry County
ramp, repairing docks and meeting ADA requirements first phase nearing completion; renovations of restaurant and apartments second phase
Site development and Sussex County
marketing in progresss
Crater PDC CEDS 2016 ‐ 2017: Page 1
Source
Greensville County
Project Priority List 2016 ‐ 2017
Priority
Description
14.
Funding Sources
Total Cost
Responsible Agency
Water Line Extension ‐ Mega DOH
Site
VTC
Local
$1.2 million
15.
Town of Surry Wastewater Treatment Plant Upgrade
Implementation Schedule
Project Status
Source
Sussex Service Authority Sussex County
2017
Design underway; construction grant application ‐ 2016
Sussex County
$2 million
Town of Surry
Town of Surry
2016 ‐ 2018
Funding in place
Town of Surry
16.
Dendron Area Water System VDH
Replacement
VDHCD
USDA
Local
$2 million
Surry County
Surry County
2016 ‐ 2018
Seeking funding
Surry County
17.
Water Reservoir on the Nottoway River
$37 million
Greensville County
Greensville County Water and Sewer Authority
Design 2016; construction 2017 ‐ 2019
Permits in place will Greensville County
proceed when Dominion Power has Certificate of Need
18.
Redevelopment of Exit 52 on Federal
I‐95 (City of Petersburg State
Gateway)
Local
Private
$25 million
City of Petersburg
private investors C.A. Harrison Cos. LLC
City of Petersburg
Contingent on funding seeking funding for planning study as well as demolishment of existing building
19.
Halifax Industrial Park Site Improvements (two sites)
Federal
State
Local
costs to be determined
City of Petersburg
potential private investors
Contingent on funding site is infrastructure ready; needs to be pad‐
ready site; seeking funding
20.
Business Incubator Co‐
Located With Southside Virginia Educational Center
VDHCD
VTC
Local
$3 million
Greensville County
City of Emporia
2016 ‐ 2017
Project currently on hold Greensville County
21.
Wastewater Treatment Plant VDEQ
Expansion
VDHCD
Local
$750,000
Surry County
Surry County
Design complete in 2016; construction in 2017
PER complete; seeking funding
Surry County
22.
Claremont Water System Improvements
VDH
USDA RUS
Local
$400,000
Town of Claremont
Town of Claremont
PER 2016; design and build in 2017
RFP for engineer advertised
Town of Claremont
23.
Stony Creek Wastewater Treatment Plant Upgrade
VDEQ
USDA RUS
Local
Unknown
Sussex Service Authority Sussex County
Town of Stony Creek
Contingent on funding Need PER funding
Sussex Service Authority
24.
Downtown Hopewell Business Incubator Building
HUD
VDHCD
EDA
Local
$6 million
City of Hopewell
Possible regional and local partners
2017
City of Hopewell
25.
Route 36 Regional Corridor Revitalization Project Study
Local
State
Federal
EDA
VDOT
$100,000
City of Petersburg
City of Hopewell
Fort Lee
NPS
Prince George County
2 months from Award Seeking funding
of Funding
City of Petersburg
26.
New Industrial Property ‐ 40 Federal
Acres
State
Local
costs to be determined
City of Emporia
City of Emporia
Purchase property in late 2016 / 2017
City of Emporia
DEQ
Local
VTC
VDOH
USDA RD
Local
Partners
Crater PDC CEDS 2016 ‐ 2017: Page 2
Project planning phase
Beginning due diligence with project engineer
City of Petersburg