Albemarle County Economic Vitality Action Plan: Difference between revisions
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===Development=== | ===Development=== | ||
The original idea for a county economic plan was brought forth by Board of Supervisor member Kenneth Boyd | The original idea for a county economic plan was brought forth by Board of Supervisor member [[Kenneth C. Boyd]]<ref>{{cite web|title=Supervisors adopt pro-business “action plan”; Call for increased economic development, zero-based budgeting, and reduced property taxes|url=http://cvilletomorrow.typepad.com/charlottesville_tomorrow_/2010/01/action-plan.html|author=Sean Tubbs|work=|publisher=Charlottesville Tomorrow|location=|publishdate=6 Jan. 2010|accessdate=16 Jan. 2011}}</ref> who was looking to change the way the county engaged with the business community. Its overriding goal is to “increase the County’s economic vitality and future revenues through economic development by expanding the commercial tax base and supporting the creation of quality jobs for local residents.” In collaboration with a number of different groups, including the [[Thomas Jefferson Partnership for Economic Development]], the [[Charlottesville Regional Chamber of Commerce]], the public, and sustinability advocacy groups, an economic vity plan was created. The Albemarle Economic Vitality Action Plan was adopted on August 4th, 2010, by the [[Albemarle County Board of Supervisors]].<ref>{{cite web|title=http://www.albemarle.org/upload/images/forms_center/departments/County_Executive/forms/Adopted_Economic_Vitality_Action_Plan.pdf|url=http://www.albemarle.org/upload/images/forms_center/departments/County_Executive/forms/Adopted_Economic_Vitality_Action_Plan.pdf|author=County of Albemarle|work=|publisher=County of Albemarle|location=|publishdate=4 Aug. 2010|accessdate=16 Jan. 2011}}</ref> | ||
===Debate=== | ===Debate=== | ||
Between June and July of 2010, the public was given an opportunity to give input into the plan through two roundtable meetings. Business leaders, non-profits, advocacy groups, and individual citizens hotly debated over the nature of the plan, and returned to the classic development versus sustainability debate. Groups such as Advocates for a Sustainable Albemarle Population | Between June and July of 2010, the public was given an opportunity to give input into the plan through two roundtable meetings. Business leaders, non-profits, advocacy groups, and individual citizens hotly debated over the nature of the plan, and returned to the classic development versus sustainability debate. Groups such as [[Advocates for a Sustainable Albemarle Population]] (ASAP) argued that encouraging business to locate to the area would increase population levels, further straining limited resources. On the other hand, Boyd and the Regional Chamber of Commerce said that the plan would boost job creation and increase the standard of living for county residents. | ||
==Content of Plan | ==Content of Plan== | ||
The overall goal of the economic plan is to raise county revenue by “expanding the commercial base.” This primary objective will also be used, in part, to monitor the effectiveness of the plan. The County will study comparisons between commercial revenues (Machinery and Tools Taxes; Business, Professional & Occupational License Fees; Bank Franchise Taxes and Public Service Taxes) and residential revenue (Real Estate tax revenue), to determine if the commercial tax base is expanding. The County will hope to achieve this goal through the following objectives and strategies: | The overall goal of the [http://www.albemarle.org/upload/images/forms_center/departments/County_Executive/forms/Adopted_Economic_Vitality_Action_Plan.pdf economic plan] is to raise county revenue by “expanding the commercial base.” This primary objective will also be used, in part, to monitor the effectiveness of the plan. The County will study comparisons between commercial revenues (Machinery and Tools Taxes; Business, Professional & Occupational License Fees; Bank Franchise Taxes and Public Service Taxes) and residential revenue (Real Estate tax revenue), to determine if the commercial tax base is expanding. The County will hope to achieve this goal through the following objectives and strategies: | ||
===Objective 1: Improving Image of County’s Business Climate=== | ===Objective 1: Improving Image of County’s Business Climate=== | ||
The County will improve communication with the business community through direct engagement and through strategic partnerships with the Charlottesville Regional Chamber of Commerce and the Thomas Jefferson Partnership for Economic Development. “Business targets” will be developed to match desired industries with County business representatives to form an economic relationship. | The County will improve communication with the business community through direct engagement and through strategic partnerships with the [[Charlottesville Regional Chamber of Commerce]] and the [[Thomas Jefferson Partnership for Economic Development]]. “Business targets” will be developed to match desired industries with County business representatives to form an economic relationship. | ||
Likewise, the County’s Business Development Staff will play a more proactive and visible role in engaging with the business community. County Business staff and business representatives will meet to review how county policies impact business decisions and functions. This way, County officials can have a better understanding of what issues the business community is most concerned with. | Likewise, the County’s Business Development Staff will play a more proactive and visible role in engaging with the business community. County Business staff and business representatives will meet to review how county policies impact business decisions and functions. This way, County officials can have a better understanding of what issues the business community is most concerned with. | ||
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The County is hoping to simplify a recognized “complex plan review,” that creates unnecessary barriers and requirements. It hopes to more easily administer decisions about a business’s environmental impacts and other concerns as it relates to community values. Likewise, more efforts will be made to better collaborate with businesses to adhere to development standards. This strategy is aimed to help entrepreneurs who may have little prior experience to the development review process. | The County is hoping to simplify a recognized “complex plan review,” that creates unnecessary barriers and requirements. It hopes to more easily administer decisions about a business’s environmental impacts and other concerns as it relates to community values. Likewise, more efforts will be made to better collaborate with businesses to adhere to development standards. This strategy is aimed to help entrepreneurs who may have little prior experience to the development review process. | ||
The County has already taken steps through this objective by holding a work session with the Board of Supervisors to review the process for Certificates of Appropriateness (ARB Review). | |||
The County has already taken steps through this objective by holding a work session with the Board of Supervisors to review the process for Certificates of Appropriateness ([[Architectural Review Board|ARB Review]]). | |||
===Objective 3: Build Career Ladder Jobs Structure to Provide Diverse Career Opportunities to Resident Workforce=== | ===Objective 3: Build Career Ladder Jobs Structure to Provide Diverse Career Opportunities to Resident Workforce=== | ||
The plan looks to build a special relationship with UVa, UVa Real Estate Foundation, and private and non-profit sector employers to create a new set of attractive job opportunities to local residents. Particular emphasis was given to supporting existing local enterprises, as opposed to newer entrepreneurs, however not excluding new enterprises from the process. | The plan looks to build a special relationship with UVa, UVa Real Estate Foundation, and private and non-profit sector employers to create a new set of attractive job opportunities to local residents. Particular emphasis was given to supporting existing local enterprises, as opposed to newer entrepreneurs, however not excluding new enterprises from the process. | ||
The County will provide direct assistance to local entrepreneurs to nurture small business growth. This will be done in coordination with the Regional Chamber of Commerce, TJPED, UVa, the Small Business Development Center, the workforce network, the Albemarle County | |||
In accordance with Albemarle County’s business development objectives, target enterprises will be determined to find industries the best suit the county’s needs and the community’s values. These target enterprises will receive the bulk of county support through existing business services, site selection assistance, and workforce development efforts. Fiscal and ecological impacts will be taken into consideration when determining target enterprises, as well as finding if the industry helps the County satisfy its infrastructure needs. Workforce training programs will be built in collaboration with | The County will provide direct assistance to local entrepreneurs to nurture small business growth. This will be done in coordination with the Regional Chamber of Commerce, TJPED, UVa, the Small Business Development Center, the workforce network, the [[Albemarle County Public Schools]] and other stakeholders. Information will be gathered to identify workforce needs of specific industries. | ||
In accordance with Albemarle County’s business development objectives, target enterprises will be determined to find industries the best suit the county’s needs and the community’s values. These target enterprises will receive the bulk of county support through existing business services, site selection assistance, and workforce development efforts. Fiscal and ecological impacts will be taken into consideration when determining target enterprises, as well as finding if the industry helps the County satisfy its infrastructure needs. Workforce training programs will be built in collaboration with [[Piedmont Virginia Community College]], the Workforce Training Center, [[University of Virginia]] and the County school system by the first half of 2011. TJPED data will be used to provide an online feedback loop for local policymakers to determine effectiveness of actions. | |||
Finally, efforts will be made to match growing employment opportunities with residents and to determine training or retraining programs for dislocated or low-income workers, as well as youth populations. Local job opportunities will be marketed and matched to residents with similar skills through a multi-channel approach. | Finally, efforts will be made to match growing employment opportunities with residents and to determine training or retraining programs for dislocated or low-income workers, as well as youth populations. Local job opportunities will be marketed and matched to residents with similar skills through a multi-channel approach. | ||
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===Objective 5: Build on Agricultural Strength of the County to Bolster the Rural Economy, and Promote Agri-Tourism=== | ===Objective 5: Build on Agricultural Strength of the County to Bolster the Rural Economy, and Promote Agri-Tourism=== | ||
The plan outlines a process to assess the effectiveness and impact of current investments and programs in the local agri-economy. County staff will work in collaboration with all involved actors (public, private, and others) to consider innovative, and sustainable rural businesses. For example, wetland banking[http://www.epa.gov/owow/wetlands/facts/fact16.html] and voluntary carbon banking. After the roundtable talks, ideas and conclusions will be presented to the Board of Supervisor to further consider policy. Additionally, with the new information, the County will refine and set new goals for the agricultural industry and tourism. The plans calls to | The plan outlines a process to assess the effectiveness and impact of current investments and programs in the local agri-economy. County staff will work in collaboration with all involved actors (public, private, and others) to consider innovative, and sustainable rural businesses. For example, wetland banking[http://www.epa.gov/owow/wetlands/facts/fact16.html] and voluntary carbon banking. After the roundtable talks, ideas and conclusions will be presented to the Board of Supervisor to further consider policy. Additionally, with the new information, the County will refine and set new goals for the agricultural industry and tourism. The plans calls to “identify target areas to more aggressively promote in support of agriculture, local agriculture industry and tourism. | ||
==References== | ==References== | ||
< | <references/> | ||
'''NOTE: These additional references need to be tied to specific statements above as appropriate using citation command, see examples above and cvillepedia's [[Style Guide]]''' | |||
*http://cvilletomorrow.typepad.com/charlottesville_tomorrow_/2010/07/economic_development.html | |||
*http://cvilletomorrow.typepad.com/charlottesville_tomorrow_/2010/07/economic-development-roundtable2.html | |||
*http://cvilletomorrow.typepad.com/charlottesville_tomorrow_/2010/06/economic-development-roundtable.html | |||
*http://cvilletomorrow.typepad.com/charlottesville_tomorrow_/2010/06/economic-development-plan.html | |||
==External Links== | ==External Links== | ||
*[http://www.albemarle.org/upload/images/forms_center/departments/County_Executive/forms/Adopted_Economic_Vitality_Action_Plan.pdf Economic Vitality Action Plan - Adopted August 4, 2010] | |||
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Revision as of 12:22, 16 January 2011
History
Development
The original idea for a county economic plan was brought forth by Board of Supervisor member Kenneth C. Boyd[1] who was looking to change the way the county engaged with the business community. Its overriding goal is to “increase the County’s economic vitality and future revenues through economic development by expanding the commercial tax base and supporting the creation of quality jobs for local residents.” In collaboration with a number of different groups, including the Thomas Jefferson Partnership for Economic Development, the Charlottesville Regional Chamber of Commerce, the public, and sustinability advocacy groups, an economic vity plan was created. The Albemarle Economic Vitality Action Plan was adopted on August 4th, 2010, by the Albemarle County Board of Supervisors.[2]
Debate
Between June and July of 2010, the public was given an opportunity to give input into the plan through two roundtable meetings. Business leaders, non-profits, advocacy groups, and individual citizens hotly debated over the nature of the plan, and returned to the classic development versus sustainability debate. Groups such as Advocates for a Sustainable Albemarle Population (ASAP) argued that encouraging business to locate to the area would increase population levels, further straining limited resources. On the other hand, Boyd and the Regional Chamber of Commerce said that the plan would boost job creation and increase the standard of living for county residents.
Content of Plan
The overall goal of the economic plan is to raise county revenue by “expanding the commercial base.” This primary objective will also be used, in part, to monitor the effectiveness of the plan. The County will study comparisons between commercial revenues (Machinery and Tools Taxes; Business, Professional & Occupational License Fees; Bank Franchise Taxes and Public Service Taxes) and residential revenue (Real Estate tax revenue), to determine if the commercial tax base is expanding. The County will hope to achieve this goal through the following objectives and strategies:
Objective 1: Improving Image of County’s Business Climate
The County will improve communication with the business community through direct engagement and through strategic partnerships with the Charlottesville Regional Chamber of Commerce and the Thomas Jefferson Partnership for Economic Development. “Business targets” will be developed to match desired industries with County business representatives to form an economic relationship. Likewise, the County’s Business Development Staff will play a more proactive and visible role in engaging with the business community. County Business staff and business representatives will meet to review how county policies impact business decisions and functions. This way, County officials can have a better understanding of what issues the business community is most concerned with.
Objective 2: Simplify Development Review Process and Provide Applicants with Notice of Time and Cost
The County is hoping to simplify a recognized “complex plan review,” that creates unnecessary barriers and requirements. It hopes to more easily administer decisions about a business’s environmental impacts and other concerns as it relates to community values. Likewise, more efforts will be made to better collaborate with businesses to adhere to development standards. This strategy is aimed to help entrepreneurs who may have little prior experience to the development review process.
The County has already taken steps through this objective by holding a work session with the Board of Supervisors to review the process for Certificates of Appropriateness (ARB Review).
Objective 3: Build Career Ladder Jobs Structure to Provide Diverse Career Opportunities to Resident Workforce
The plan looks to build a special relationship with UVa, UVa Real Estate Foundation, and private and non-profit sector employers to create a new set of attractive job opportunities to local residents. Particular emphasis was given to supporting existing local enterprises, as opposed to newer entrepreneurs, however not excluding new enterprises from the process.
The County will provide direct assistance to local entrepreneurs to nurture small business growth. This will be done in coordination with the Regional Chamber of Commerce, TJPED, UVa, the Small Business Development Center, the workforce network, the Albemarle County Public Schools and other stakeholders. Information will be gathered to identify workforce needs of specific industries.
In accordance with Albemarle County’s business development objectives, target enterprises will be determined to find industries the best suit the county’s needs and the community’s values. These target enterprises will receive the bulk of county support through existing business services, site selection assistance, and workforce development efforts. Fiscal and ecological impacts will be taken into consideration when determining target enterprises, as well as finding if the industry helps the County satisfy its infrastructure needs. Workforce training programs will be built in collaboration with Piedmont Virginia Community College, the Workforce Training Center, University of Virginia and the County school system by the first half of 2011. TJPED data will be used to provide an online feedback loop for local policymakers to determine effectiveness of actions.
Finally, efforts will be made to match growing employment opportunities with residents and to determine training or retraining programs for dislocated or low-income workers, as well as youth populations. Local job opportunities will be marketed and matched to residents with similar skills through a multi-channel approach.
Objective 4: Remove Obstacles and Expand Options for Industrial Land Users
The county will work to consider amending the zoning ordinance by relying more on industrial performance standards rather than adhering to a specific list of uses for a particular zone. Likewise, efforts will be made to stop the conversion of properties zoned for light industrial to commercial zones. It is widely noted throughout this objective that the environmental and community impacts of an increased industrial presence will be heavily considered by the Board of Supervisors in carrying out written strategies.
Objective 5: Build on Agricultural Strength of the County to Bolster the Rural Economy, and Promote Agri-Tourism
The plan outlines a process to assess the effectiveness and impact of current investments and programs in the local agri-economy. County staff will work in collaboration with all involved actors (public, private, and others) to consider innovative, and sustainable rural businesses. For example, wetland banking[1] and voluntary carbon banking. After the roundtable talks, ideas and conclusions will be presented to the Board of Supervisor to further consider policy. Additionally, with the new information, the County will refine and set new goals for the agricultural industry and tourism. The plans calls to “identify target areas to more aggressively promote in support of agriculture, local agriculture industry and tourism.
References
- ↑ Web. Supervisors adopt pro-business “action plan”; Call for increased economic development, zero-based budgeting, and reduced property taxes, Sean Tubbs, Charlottesville Tomorrow, 6 Jan. 2010, retrieved 16 Jan. 2011.
- ↑ Web. http://www.albemarle.org/upload/images/forms_center/departments/County_Executive/forms/Adopted_Economic_Vitality_Action_Plan.pdf, County of Albemarle, County of Albemarle, 4 Aug. 2010, retrieved 16 Jan. 2011.
NOTE: These additional references need to be tied to specific statements above as appropriate using citation command, see examples above and cvillepedia's Style Guide
- http://cvilletomorrow.typepad.com/charlottesville_tomorrow_/2010/07/economic_development.html
- http://cvilletomorrow.typepad.com/charlottesville_tomorrow_/2010/07/economic-development-roundtable2.html
- http://cvilletomorrow.typepad.com/charlottesville_tomorrow_/2010/06/economic-development-roundtable.html
- http://cvilletomorrow.typepad.com/charlottesville_tomorrow_/2010/06/economic-development-plan.html