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 10 Population 11 Table 2: Population Estimates 11 Table 3: Population Change – 1980 – 2010 13 Table 4: Population Projections – 2020-2040 14 Table 5: Population by Group Quarters 15 Table 6: Population: Urban & Rural - 2010 15 Table 7: Population Density 16 Summary of Economic Development Conditions 16 CLUSTER ANALYSIS 17 Table 8: Industry Clusters for Crater District 18 Current Initiatives 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 - Summary of Economic Development Conditions Appendix II - 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 Emporia-Greensville 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.

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U.S. 460

SussexCounty

DinwiddieCounty

SurryCounty

GreensvilleCounty

Prince GeorgeCounty

Charles CityCounty

Petersburg

Hopewell

Emporia

Colonial Heights

DendronWaverly

Claremont

Jarratt

Surry

WakefieldMcKenneyStony Creek

I-95

I-85

U.S. 460

I-295

U.S. 58

Crater EconomicDevelopment District

±0 105

Miles

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

Industry U. S. Department of Commerce Government Wal-Mart Distribution/Retail Integrity Staffing Solutions Staffing County of Prince George Government Southside Regional Medical Center Health Care Amazon.Com KYDC Inc Distribution Dominion Virginia Power Utilities Boar’s Head Provisions Co. Food Processing Central State Hospital Government/Behavioral Health Greensville Correctional Center Government/Corrections City of Petersburg School Board Government Honeywell International, Inc. Manufacturing Hopewell City School Board Government Dinwiddie County School Board Government City of Petersburg Government U. S. Department of Justice Government/Corrections HCA Virginia Health System Health Care The Atlantic Group, Inc. Support Svcs to Power Generation Industry Colonial Heights School Board Government Amsted Rail Co., Inc. Manufacturing Perdue Products Food Processing John Jones Services, LLC Government Contractor/Food Service Greensville County Schools Government Virginia Department of Transportation Government City of Hopewell Government Food Lion Retail Georgia Pacific Wood Products Manufacturing U. S. Army Non-Appropriated Funds Divisions Government E. I. DuPont de Nemours Co. Manufacturing Delhaize America Distribution Center Distribution Source: 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 Change since 2010 Census Numeric Change

Area July 1, 2015

Estimate April 1, 2010

CensusNumeric Change

Percent Change

Charles City 7,331 7256 75 1.0Colonial Heights 17,215 17,411 -196 -1.1Dinwiddie 28,753 28,001 752 2.7Emporia 6,082 5,927 155 2.6Greensville 11,804 12,243 -439 -3.6Hopewell 22,984 22,591 393 1.7Petersburg 32,057 32,420 -363 -1.1Prince George 37,131 35,725 1,406 3.9Surry 6,819 7,058 -239 -3.4Sussex 11,887 12,087 -200 -1.7Crater District 182,063 180,719 1,344 0.7Virginia 8,382,993 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

1980

1990 % Change

’80-‘90

2000 % Change 1990-2000

2010

% Change ’00-‘10

% Change 1980-2010

Charles City 6,692 6,282 -6.1 6,926 10.3 7,256 4.8 8.4Colonial Heights 16,509 16,064 -2.7 16,897 5.2 17,411 3.0 5.5Dinwiddie 22,602 22,279 -1.4 24,533 10.1 28,001 14.1 23.9Emporia 4,840 5,556 14.8 5,665 2.0 5,927 4.6 22.5Greensville 10,903 8,553 -21.6 11,560 35.2 12,243 5.9 12.3Hopewell 23,397 23,101 -1.3 22,277 -3.6 22,591 1.4 -3.4Petersburg 41,055 37,071 -9.7 33,740 -9.0 32,420 -3.9 -21.0Prince George 25,733 27,390 6.4 33,124 20.9 35,725 7.85 38.8Surry 6,046 6,145 1.6 6,829 11.1 7,058 3.35 16.7Sussex 10,874 10,248 -5.8 12,504 22.0 12,087 -3.3 11.2Crater District 168,651 162,689 -3.5 174,055 6.9 180,719 3.8 7.2Virginia 5,346,818 6,189,197 15.8 7,078,515 14.4 8,001,024 13.0 49.6 Source: U. S. Department of Commerce Bureau of the Census, 1980, 1990, 2000, 2010.

Table 4

Population Projections: 2020-2040

2010 Census

Population Projected

2020Projected

2030 Projected

2040 Charles City 7,256 7,811 8,376 8,905 Colonial Heights 17,411 18,620 19,855 20,960 Dinwiddie 28,001 29,542 30,516 31,276 Emporia 5,927 6,490 7,075 7,622 Greensville 12,243 12,473 12,589 12,672 Hopewell 22,591 23,702 24,844 25,818 Petersburg 32,420 32,699 33,320 33,939 Prince George 35,725 37,751 39,447 40,899 Surry 7,058 7,408 7,759 8,086 Sussex 12,087 12,121 12,249 12,386 Crater Planning District 180,719 188,617 196,030

202,564

Virginia 8,011,024 8,811,512 9,645,281 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 QuartersCharles City 0Colonial Heights 194Dinwiddie 881Emporia 226Greensville 3,676Hopewell 208Petersburg 844Prince George 4,756Surry 0Sussex 3,908Crater District 14,693Virginia 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 % Urban % Rural Crater District 57.3% 42.7% Virginia 75.5% 24.5% United States 80.7% 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

2010 Population Land Area (Sq. Miles)

Density (People/Sq. Mile)

Charles City 7,256 183 39.7Colonial Heights 17,411 8 2,176.4Dinwiddie 28,001 504 55.6Emporia 5,927 7 846.7Greensville 12,243 296 41.4Hopewell 22,591 10 2,259.1Petersburg 32,420 23 1,409.6Prince George 35,725 266 134.3Surry 7,058 279 25.3Sussex 12,087 491 24.6Crater District 180,719 2,067 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 gas-fired 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 multi-purpose 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 long-range 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 above-average 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 state-certified 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 Commission-eligible 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 Mid-

Atlantic 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 skill-building 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. Pre-recession, 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

Crater PDC

Virginia

703 East Main Street • Richmond, Virginia 23219Tel: (804) 786-8223 • www.VirginiaLMI.com

Virginia Employment Commission

Last updated: 3/4/2017 2:31:30 AM

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

Table of Contents

I. Introduction

II. Demographic Profile

Population by Age Cohort

Population by Race/Ethnicity

Population by Gender

Population Change

Population Projections by Age and Gender

English Language Skills

Commuting Patterns

III. Economic ProfileUnemployment Rates

Employers by Size of Establishment

Employment by Size of Establishment

Employment by Industry

New Hires by Industry

Characteristics of the Insured Unemployed

50 Largest Employers

In-Commuting

Out-Commuting

Unemployment Insurance Payments

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ContentsCrater PDC

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

IV. Education ProfileEducational Attainment

Educational Attainment by Age

Educational Attainment by Gender

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ContentsCrater PDC

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.

I. Introduction

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IntroductionCrater PDC

II. Demographic Profile

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 DefinitionsOverview

Ability to speak EnglishFor 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.

AgeThe 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.

GenderThe 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.

RaceThe 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

Demographic ProfileCrater PDC

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.

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Demographic ProfileCrater PDC

Population by Race/Ethnicity

PDC 19 Virginia United States

Total

Total Population 496,955 8,001,024 308,745,538

Race

White 305,746 5,486,852 223,553,265

Black or African American 150,658 1,551,399 38,929,319

American Indian or Alaska Native 2,360 29,225 2,932,248

Asian 12,160 439,890 14,674,252

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

Ethnicity

Not Hispanic or Latino (of any race) 467,112 7,369,199 258,267,944

Hispanic or Latino (of any race) 29,843 631,825 50,477,594

Source: 2010 Census.

Population by Gender

PDC 19 Virginia United States

Male 243,862 3,925,983 151,781,326

Female 253,093 4,075,041 156,964,212

496,955 8,001,024 308,745,538

Source: 2010 Census.

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Demographic ProfileCrater PDC

Population Change

PDC 19 (% change) Virginia (% change)

2000 433,958 7,079,030

2010 496,955 14.52 % 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.

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

Did you know...

Virginia Employment Commission Page 8 of 46

Demographic ProfileCrater PDC

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

Source: Virginia Employment Commission.

2020 2030 2040

Total

Total Population 577,511 669,871 775,256

Race

White 339,443 371,703 406,369

Black or African American 169,737 190,035 207,179

Asian 20,462 31,620 46,258

Other 47,869 76,512 115,454

Ethnicity

Not Hispanic or Latino (of any race) 523,732 583,256 644,342

Hispanic or Latino (of any race) 53,777 86,615 130,914

Virginia Employment Commission Page 9 of 46

Demographic ProfileCrater PDC

English Language Skills

TotalSpeak Englishless than well Percent

PDC 19 474,696 8,516 1.79%

Virginia 7,673,811 199,874 2.60%

United States 294,133,373 13,435,997 4.57%

Source: U.S. Census BureauAmerican Community Survey, 2010-2014.

(Age 5 and over that speak English less than well)

Commuting Patterns

Commuting Patterns

People who live and work in the area 102,720

In-Commuters 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

Demographic ProfileCrater PDC

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

Demographic ProfileCrater PDC

III. Economic Profile

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 DefinitionsOverview

Average Weekly WageComputed 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 RateThe number of unemployed people as a percentage of the labor force.

Virginia Employment Commission Page 12 of 46

Economic ProfileCrater PDC

Unemployment Rates

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.

Trends

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Economic ProfileCrater PDC

Unemployment Rates

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%

Past 12 Months

Source: Virginia Employment Commission, Economic Information & Analytics, Local Area Unemployment Statistics.

Virginia Employment Commission Page 14 of 46

Economic ProfileCrater PDC

Characteristics of the Insured Unemployed

Age PDC 19 Virginia

Under 22 years 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

Unknown

Gender PDC 19 Virginia

Male 1,230 18,212

Female 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

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

Unknown 285 3,489

Crater PDC - (2,213 claimants)

Virginia - (31,680 claimants)

Source: Virginia Employment Commission, Economic Information & Analytics, Local Area Unemployment Statistics.

Virginia Employment Commission Page 15 of 46

Economic ProfileCrater PDC

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

(excludes unclassified)

Top 5 Industries With Largest Number of Claimants in PDC 19

Source: Virginia Employment Commission, Economic Information & Analytics, Local Area Unemployment Statistics.

Characteristics of the Insured Unemployed

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Economic ProfileCrater PDC

Virginia Employment Commission Page 17 of 46

Economic ProfileCrater PDC

Characteristics of the Insured Unemployed

Source: Virginia Employment Commission, Economic Information & Analytics,Characteristics of the Insured Unemployed, February 2017.

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

(excludes unclassified)

Top 5 Occupation Groups With Largest Number of Claimants in PDC 19

Total Number of Claimants: 33,893

Virginia Employment Commission Page 18 of 46

Economic ProfileCrater PDC

Unemployment Insurance Payments

Source: Virginia Employment Commission, Economic Information & Analytics,Unemployment Insurance Program.

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

Virginia Employment Commission Page 19 of 46

Economic ProfileCrater PDC

Unemployment Insurance Payments

Source: Virginia Employment Commission,Unemployment Insurance Program.

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

Virginia Employment Commission Page 20 of 46

Economic ProfileCrater PDC

Employers by Size of Establishment

Employment by Size of Establishment

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.

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

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

Virginia Employment Commission Page 21 of 46

Economic ProfileCrater PDC

50 Largest Employers

1. Chesterfield County School Board

2. U.S. Department of Defense

3. Amazon Com KYDC Inc

4. County of Chesterfield

5. Wal Mart

6. HCA Virginia Health System

7. E.I. DuPont De Nemours Company

8. U.P.S.

9. Dominion Virginia Power

10. Kroger

11. Honeywell International, Inc.

12. Food Lion

13. Southside Regional Medical Ctr

14. County of Prince George

15. Hill Phoenix

16. Bon Secours Richmond Health System

17. Anteon Corporation

18. Boars Head Provisions Company

19. Martin's Food Market

20. Central State Hospital

21. Greensville Correctional Center

22. Capital One Bank

23. Virginia State University

24. Virginia Department of State Police

25. John Tyler Community College

26. Hopewell City School Board

27. City of Petersburg

28. YMCA

29. VDOT

30. Dinwiddie County School Board

31. Lowes' Home Centers, Inc.

32. City of Petersburg School Board

33. U.S. Department of Justice

34. Advantastaff, Inc.

35. Interpsan Inc

36. The Home Depot

37. Target Corp

38. Virginia Credit Union, Inc.

39. Sabra Dipping Co LLC

40. Postal Service

41. Perdue Products

42. WaWa

43. Integrity Staffing Solutions

44. Colonial Heights School Board

45. Atlantic Constructors Inc

46. Cw Wright Const

47. Wegmans Store #07

48. Abilene Motor Express Inc

49. John Jones Services LLC

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.

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

Did you know...

Virginia Employment Commission Page 22 of 46

Economic ProfileCrater PDC

Employment 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.

Total: 203,615

Virginia Employment Commission Page 23 of 46

Economic ProfileCrater PDC

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) 20162.) Establishment had no predecessor UI Account Number3.) Private Ownership4.) Average employment is less than 2505.) 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

Economic ProfileCrater PDC

New Hires by Industry

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.

Total: 532,629

Virginia Employment Commission Page 25 of 46

Economic ProfileCrater PDC

Turnover by Industry

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.

Average: 8.2%

Virginia Employment Commission Page 26 of 46

Economic ProfileCrater PDC

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

Economic ProfileCrater PDC

Age of Workers by Industry

14—18 19—21 22—24 25—34 35—44 45—54 55—64 65+

Total, All Industries 71,426 146,445 210,946 778,893 753,700 815,566 614,129 209,809

Agriculture, Forestry, Fishing and Hunting

396 527 766 2,676 2,709 2,948 2,568 1,561

Mining, Quarrying, and Oil and Gas Extraction

11 97 201 1,166 1,586 1,706 1,472 251

Utilities 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

Wholesale Trade 462 2,005 4,090 21,069 25,500 30,330 21,994 6,593

Retail Trade 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

Professional, Scientific, and Technical Servi

1,462 4,561 18,079 97,576 101,028 97,696 66,756 21,439

Management of Companies and Enterprises

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

Arts, Entertainment, and Recreation 5,021 5,020 5,306 13,736 10,618 10,718 8,429 4,589

Accommodation and Food Services 30,540 39,849 36,759 81,305 54,621 46,952 30,258 15,014

Other Services (except Public Administration)

2,707 6,035 8,440 29,277 26,321 29,858 23,784 10,768

Public Administration 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.

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/

What is LED?

Virginia Employment Commission Page 28 of 46

Economic ProfileCrater PDC

Industry Employment and Projections

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.

Employment Percent

Estimated 2014

Projected 2024 Change Total Annual

Total, All Industries 3,977,869 4,345,923 368,054 9.25% .89%

Agriculture, Forestry, Fishing and Hunting 58,935 54,824 -4,111 -6.98% -.72%

Mining, Quarrying, and Oil and Gas Extraction

7,470 7,259 -211 -2.82% -.29%

Utilities 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%

Information 71,474 69,426 -2,048 -2.87% -.29%

Finance and Insurance 129,981 141,636 11,655 8.97% .86%

Real Estate and Rental and Leasing 51,535 53,346 1,811 3.51% .35%

Professional, Scientific, and Technical Servi 389,128 459,829 70,701 18.17% 1.68%

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%

Arts, Entertainment, and Recreation 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%

Long Term

Virginia Employment Commission Page 29 of 46

Economic ProfileCrater PDC

Industry Employment and Projections

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.

Employment Percent

Estimated 2015

Projected 2017 Change Total Annual

Total, All Industries 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%

Information 69,554 68,654 -900 -1.29% -.65%

Finance and Insurance 131,712 136,266 4,554 3.46% 1.71%

Real Estate and Rental and Leasing 52,593 53,535 942 1.79% .89%

Professional, Scientific, and Technical Servi 394,584 409,625 15,041 3.81% 1.89%

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%

Arts, Entertainment, and Recreation 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%

Short Term

Virginia Employment Commission Page 30 of 46

Economic ProfileCrater PDC

Occupation Employment and Projections

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.

Employment Openings

Estimated 2014

Projected 2024 % Change Replace

-ments Growth Total

Total, All Occupations 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

Education, Training, and Library Occupations 235,652 265,508 12.67% 5,024 2,986 8,010

Arts, Design, Entertainment, Sports, and Media Occupations

60,392 65,726 8.83% 1,444 563 2,007

Healthcare Practitioners and Technical Occupations

202,439 239,735 18.42% 4,463 3,731 8,194

Healthcare Support Occupations 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

Farming, Fishing, and Forestry Occupations 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

Long Term

Virginia Employment Commission Page 31 of 46

Economic ProfileCrater PDC

Occupation Employment and Projections

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.

Employment Openings

Estimated 2015

Projected 2017 % Change Replace

-ments Growth Total

Total, All Occupations 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

Education, Training, and Library Occupations 243,781 249,029 2.15% 5,092 2,624 7,716

Arts, Design, Entertainment, Sports, and Media Occupations

61,233 62,553 2.16% 1,408 678 2,086

Healthcare Practitioners and Technical Occupations

205,158 211,360 3.02% 4,160 3,102 7,262

Healthcare Support Occupations 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

Farming, Fishing, and Forestry Occupations 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

Short Term

Virginia Employment Commission Page 32 of 46

Economic ProfileCrater PDC

Growth Occupations

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, 2014-2024Occupational Employment Statistics (OES) Survey, 2015.

Employment Average Annual Openings

Estimated 2014

Projected 2024 % Change Replace

-ments Growth TotalAverage

Annual Salary

Occupational Therapy Assistants 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

Ambulance Drivers and Attendants, Except Emergency Medical Technicians

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

Phlebotomists 3,465 4,658 34.43% 72 119 191 $32,591

Virginia Employment Commission Page 33 of 46

Economic ProfileCrater PDC

Declining 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.

Employment Openings

Estimated 2014

Projected 2024 % Change Replace

-ments Growth Total

Locomotive Firers *** *** *** *** *** ***

Electronic Equipment Installers and Repairers, Motor Vehicles

316 160 -49.37% 6 0 6

Telephone Operators 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

Textile Bleaching and Dyeing Machine Operators and Tenders

288 215 -25.35% 3 0 3

Molding, Coremaking, and Casting Machine Setters, Operators, and Tenders, Metal and Plastic

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

Cutting, Punching, and Press Machine Setters, Operators, and Tenders, Metal and Plastic

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

Virginia Employment Commission Page 34 of 46

Economic ProfileCrater PDC

Consumer Price Index (CPI)

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.

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

All Urban Consumers (CPI-U)

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

Virginia Employment Commission Page 35 of 46

Economic ProfileCrater PDC

Local Option Sales Tax

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.

Trends

Virginia Employment Commission Page 36 of 46

Economic ProfileCrater PDC

Local Option Sales Tax

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.

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

Virginia Employment Commission Page 37 of 46

Education ProfileCrater PDC

IV. Education Profile

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).

Related Terms and DefinitionsOverview

Associate's degreeAn award that normally requires at least two but less than four years of full-time equivalent college work.

Bachelor's degreeAn award that normally requires at least four but not more than five years of full-time equivalent college-level work.

Post-baccalaureate certificateAn 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 degreeAn 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 certificateAn 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 degreeThe highest award a student can earn for graduate study.

First-professional degreeAn 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

Education ProfileCrater PDC

Educational Attainment

Source: U.S. Census BureauAmerican Community Survey, 2011-2015.

(Population 18 years and over)

PDC 19 Virginia United States

8th Grade or Less 16,482 275,329 12,639,425

Some High School 32,992 464,075 20,093,117

High School Grad/GED 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

Graduate or Professional Degree 38,209 862,686 24,008,551

389,574 6,391,962 242,831,196

Virginia Employment Commission Page 39 of 46

Education ProfileCrater PDC

Educational Attainment by Age

18 - 24 25 - 34 35 - 44 45 - 64 65+ Total

8th Grade or Less 740 2,240 2,266 5,086 6,150 16,482

Some High School 5,329 4,920 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

Graduate or Professional Degree 308 5,192 8,282 17,255 7,172 38,209

46,726 63,151 68,070 143,883 67,744 389,574

Source: U.S. Census BureauAmerican Community Survey, 2011-2015.

Virginia Employment Commission Page 40 of 46

Education ProfileCrater PDC

Educational Attainment by Gender

Source: U.S. Census BureauAmerican Community Survey, 2011-2015.

(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

Virginia Employment Commission Page 41 of 46

Education ProfileCrater PDC

Educational Attainment by Race/Ethnicity

Less than high school diploma

High school grad, GED, or

alternative

Some college or associate's

degree

Bachelor's degree or

higherTotal

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 253 470 437 233 1,393

Asian 1,216 1,955 1,561 4,778 9,510

Native Hawaiian/Pacific Islander 6 13 90 92 201

Other 1,737 1,843 1,235 1,083 5,898

Multiple Races 816 1,220 2,060 1,313 5,409

Ethnicity

Hispanic or Latino (of any race) 5,889 4,778 4,348 3,278 18,293

49,294 102,928 105,198 103,721 361,141

(Population 25 years and over)

Source: U.S. Census BureauAmerican Community Survey, 2011-2015.

Virginia Employment Commission Page 42 of 46

Education ProfileCrater PDC

Virginia Employment Commission Page 43 of 46

Education ProfileCrater PDC

Graduate Data Trends

Cert. <1 yr.

Cert.1-2 yrs. Assoc.

Cert.2-4 yrs. BA

Cert.Post-BA MA

Cert.Post-MA Ph.D.

1stProf.

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 0 137 0 5

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

Source: U.S. Department of Education,Institute of Education Sciences (IES).

Crater PDC

Cert. <1 yr.

Cert.1-2 yrs. Assoc.

Cert.2-4 yrs. BA

Cert.Post-BA MA

Cert.Post-MA Ph.D.

1stProf.

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

Virginia Statewide

Note: This table only reflects degrees completed from institutions within Crater PDC

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

Did you know...

Virginia Employment Commission Page 44 of 46

Education ProfileCrater PDC

Training Providers

John Tyler Community College

13101 Jefferson Davis Hwy

Chester, VA 23831

Phone: (804) 796-4000

http://www.jtcc.edu

Number of 2013 graduates: 1,389

Virginia State University

1 Hayden Drive

Petersburg, VA 23806

Phone: (804) 524-5000

http://www.vsu.edu

Number of 2013 graduates: 1,087

Bryant and Stratton College-Richmond

8141 Hull St Rd

North Chesterfield, VA 23235

Phone: (804) 745-2444

http://www.bryantstratton.edu

Number of 2013 graduates: 321

ITT Technical Institute

300 Gateway Centre Pky

Richmond, VA 23235

Phone: (804) 330-4992

http://www.itt-tech.edu

Number of 2013 graduates: 234

Beta Tech

7914 Midlothian Turnpike

Richmond, VA 23235

Phone: (804) 330-0111

http://www.centura.edu

Number of 2013 graduates: 117

Richmond School of Health and Technology

751 West Hundred Road

Chester, VA 23836

Phone: (804) 245-5797

http://chestercareercollege.edu/

Number of 2013 graduates: 113

Empire Beauty School-Midlothian

10807 Hull Street Rd

Midlothian, VA 23112

Phone: (800) 920-4593

http://www.empire.edu

Number of 2013 graduates: 66

Southside Regional Medical Center

737 South Sycamore Street

Petersburg, VA 23803

Phone: (804) 765-5800

http://www.srmconline.com

Number of 2013 graduates: 45

Virginia Employment Commission Page 45 of 46

Education ProfileCrater PDC

Source: U.S. Department of Education,Institute of Education Sciences (IES), 2013.

Richard Bland Col of the Col of William

11301 Johnson Rd

Petersburg, VA 23805

Phone: (804) 862-6100

http://www.rbc.edu

Number of 2013 graduates: 210

Medical Careers Institute

800 Moorefield Park Drive

Richmond, VA 23236

Phone: (804) 521-0400

http://www.careers.edu

Number of 2013 graduates:

Virginia Employment Commission Page 46 of 46

Education ProfileCrater PDC

APPENDIX II

PROJECT PRIORITY LIST – 2016-2017

 Project Priority List 2016 ‐ 2017

Priority Description Funding Sources Total Cost Responsible Agency Partners Implementation 

Schedule

Project Status Source

1. Commonwealth Center for 

Advanced Manufacturing 

(CCAM) Apprentice Academy

EDA

Commonwealth of VA

VTC

Private

$25 million CCAM VTC

VCCS

CCAM members

2016 ‐ 2019 Planning funds for facility 

included in the 2014 ‐ 

2016 Virginia Budget. 

Included in Virginia 2016 ‐ 

2018 bond package.

CCAM

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 

included in the 2014 ‐ 

2016 Virginia Budget. 

Included in Virginia 2016 ‐ 

2018 bond package.

CCALS

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

Greensville County

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 

complete; site 

development and 

marketing in progresss; 

received $829,350 grant 

from VTC in May, 2015

Sussex County

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 

engineering studies 

completed; in permitting 

process

Dinwiddie County

City of Petersburg

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 

line to Roxbury Area of 

Charles City County

VDHCD

Local

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, 

public access to James River

VDCR

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

Construction of boat 

ramp, repairing docks and 

meeting ADA 

requirements first phase 

nearing completion; 

renovations of restaurant 

and apartments second 

phase

Surry County

13. Route 602 (Cabin Point Road) 

Industrial Park ‐ 134 Acres

VDHCD

USDA Rural Development

VTC

EDA

Local

$5 million Sussex County Sussex County 2016 ‐ 2019 Site development and 

marketing in progresss

Sussex County

Crater PDC CEDS 2016 ‐ 2017: Page 1

 Project Priority List 2016 ‐ 2017

Priority Description Funding Sources Total Cost Responsible Agency Partners Implementation 

Schedule

Project Status Source

14. Water Line Extension ‐ Mega 

Site

DOH

VTC

Local

$1.2 million Sussex Service Authority Sussex County 2017 Design underway; 

construction grant 

application ‐ 2016

Sussex County

15. Town of Surry Wastewater 

Treatment Plant Upgrade

DEQ

Local

$2 million Town of Surry Town of Surry 2016 ‐ 2018 Funding in place Town of Surry

16. Dendron Area Water System 

Replacement

VDH

VDHCD

USDA

Local

$2 million Surry County Surry County 2016 ‐ 2018 Seeking funding Surry County

17. Water Reservoir on the 

Nottoway River

VTC

VDOH

USDA RD

Local

$37 million Greensville County Greensville County Water and 

Sewer Authority

Design 2016; 

construction 2017 ‐ 

2019

Permits in place will 

proceed when Dominion 

Power has Certificate of 

Need

Greensville County

18. Redevelopment of Exit 52 on 

I‐95 (City of Petersburg 

Gateway)

Federal

State

Local

Private

$25 million City of Petersburg private investors C.A. Harrison 

Cos. LLC

Contingent on funding seeking funding for 

planning study as well as 

demolishment of existing 

building

City of Petersburg

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

City of Petersburg

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 

Expansion

VDEQ

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 Project planning phase 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 

of Funding

Seeking funding City of Petersburg

26. New Industrial Property ‐ 40 

Acres

Federal

State

Local

costs to be 

determined

City of Emporia City of Emporia Purchase property in 

late 2016 / 2017

Beginning due diligence 

with project engineer

City of Emporia

Crater PDC CEDS 2016 ‐ 2017: Page 2