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HomeMy WebLinkAbout08172010 HAMPTON ROADS PARTNERSHIP~11 ~1~ ~~~~ ~~~~ ~~t~~t~~~: Building a regionat community af eommunities The Partnership is the only public-private organization in the region convening community leaders to facilitate collaboration, promote geopolitical interdependence, and focus on key issues and actions directly related to enhancing our competitiveness in the global economy for a better quality of life for all citizens. Hampton Roads is unlike any other region of the United States and, yes, the world. While most regions have a center city, or perhaps two cities or even tri-cities, there is no other region that can boast having SEVEN diverse, distinct and large core, interdependent cities, like Hampton Roads. TEN, when including the outer cities of Franklin, Poquoson and Williamsburg. We're finally learning that this is a competitive advantage. :~ ~Nlr l~~lv OADS ~ ~; .,.:,...;~ ~~~ 1N h at i s~~~~c~r~ f~fi~r~ pten f~a-ads? ~: ~ 11.5. Dept. of ~Commerce's Economic ~evelaptn ~ ~t ~~ ~ (;omprehensive Economic Development Strategy (C~ ~;s • A region-wide economic development strategy based on the collective assets created with the input of business, academia, nonprofits, government, military and citizens; ~ • A five-year roadmap of objectives, strategies and actions to cultivate our region to be the place where people want to be; • An action plan to guide state and local governments in decision- '~% making toward common, regionally viable goals and objectives, and measures our progress: better, high-payingjobs, educated workforce, y~ ~~- increased per capita income, enhanced entrepreneurial support; and • A transformational process to propel our region into the dynamic future that we collectively envision, one that benefits all of our ~ ~~ ~^~ 1 ~~~i ~i- citizens. ~~~ ~~ ~~Y ~-'. ~' ~ ~ ° ~~ ~ . ~/,, " ~~ .. ~~ This is a process, known as Comprehensive Economic Development Strategy (CEDS), mandated by the federal government's Economic Developr~lent Administration required for our localities to request funding t~~rough economic development grants. It develo~~ed into much more: a blueprint to transform the region into a collecti`~e, interdependent vision for our future, positioning Hampton Roads to be more competitive, not with each other, but within the global economy. 2 How did the process r~~~~? • Used available research from the Hampton Roads Planning District Commission, Old Dominion University's Economic Forecasting Project and others for SWOT Analysis; • Studied three current drivers of our regional economy: o Federal/Military o Port/Maritime o Tourism/Arts & Culture • Added Opportunities to capture emerging areas for expansion and strengthening of our economy; and • Leveraged resources, including the business community, regional organizations and interested citizens to address strengths and weaknesses in their respective areas and develop plans to address those and our opportunities. , __. . ~~ ~ ~. ~A~~ ~~ ~~~ ~ ~5 ~ -~'+~ .~,.~',,,~',~' ~ ~;ti , ~_, ~ Strategy Committee - encompassing elected officials, community leaders, military installations and federal labs, small and large business interests, universities, nonprofits, and citizen and community groups - an oversight group was formed to guide the effort with the Hampton Roads Partnership providing coordination and support and the Hampton Roads Planning District Commission providing assistance and economic analysis. Sub-committees - representing each of the three current drivers of our regional economy, FederaUMilitary, Port/Maritime, Tourism/Arts & Culture, as well as Opportunities, to capture emerging areas for expansion and strengthening of our economy, sub-committees held regular meetings to address strengths and weaknesses in their respective areas and develop plans to address those. 3 I~RC)C~I~I ~~C:~7~ Big demographic, economic and environmental forces r~~write the rules that drive prosperity. These forces assign enormous value to a relatively small number of assets: ~ Innovation - new products, processes and business models ~ Human Capital - education and skills that further innovation 6~ Infrastructure - transportation, telecommunications, energy distribution ~ Quality Places - special mix of distinctive communities VVhere these assets come together, rewards are enjoyed by those regions. ~~ C)ne year, 150 parricipants and nearly 500 commenters later, o~ur issues aligned exactiy with Brookings. ~~ ~~~~ ~~~~ ~~~ ~ f ~~ ;; , ~ a ~.:~ , ; ~~ - ~v .~ ~1. .~_. Nearly 1 year and 150 participants later in the planning process and we found tha1; our regional issues aligned exactly with Brookings. 4 Results: ~r~r~ ~h~ E~~cuti~e ~urnr~ar~r A. Regional Summary- Why We Need This Plan ............................... B. Sponsorship-Who Facilitates the Process ................................... C. Approach-How We Get Where We Need to Be ... ... ..................... .. D. Themes-Broad Issues Emerged ................................................ E. Goal-What Will We Become ................................................... F. Implementation-Why This Plan Will Work ..................... ............ G. Performance Measures-How We Measure Progress ... . ............. H. Public Participation-How We Engage Citizens ............................. - -- _ _ --- ' ~,'~ http:ftVisionHamqtonRoads.eom ~ ~~ ~~ ~~~ .. ~ ~ ~~i s ~ ~ ~~ ~~~~~~ ~ ~~~~~ Visit the website, http://VisionHamptonRoads.com to download the executive summary for the 30,000 ft level view. Or, for a full picture of the plan, download the complete document, including the addenda: a Public Responsiveness Summary, planning Meeting Notes and Proj ect Prioritization. 5 A few hig;hlights from the Public Comment Period: The three best things about living in Hampton Roads were, overwhel~ningly, Scenic Beauty, Recreation, Arts & Culture 6 "We are not taking advantage of the potential we have in Hampton Roads as a region." Hampton Roads has an "identity" crisis. ' ~.* ",Adding~ jc~~~ is g~eat~ but i,~ ~._~ ~'~-~' na c~ne wr~rn~~ ta~ li~e here, it tr~~r~'~ rr-at~er he~~r rrrart~r F T4r jQbs t~he~e are." Regional awareness and our "identity crisis" was underscored. Citizens understand our region's potential. 7 The three greatest challenges were (and not unlike, I'm sure, other regions oi'the U.S.): Transportation and Job opportunities predominant; Education, a not so distant 3rd 8 ,• ~i~i~~-~~ ~ t~AL With proper foresight, continuous planning and dynamic economic development, Hampton Roads will be recognized internationallv ~ as a region fueled by Innovation, Intellectual and Human Capitaf, Infrastructure and a Sense of Place. .. . - y~~. ;~~~~ o~ ~~a ~~;a ~~ ~ ~ ,' .,.,.~'....~'-r So the overall goal became.... Public comment added "internationally" which helps define WHAT we want to define: WHO and WHAT is Hampton Roads 9 Ta,~ "I~isi~r~'~ C,~~.~E~T~~ES 1. Hampton Roads will be recognized as a region for Centers of Excellence fueled by a CultuC~ Qf ik1t1E?~~tian drld e~onQmi~ o~apQrtunitieS. (53.9%) 2. Hampton Roads wiil be the pCEt111~C EaSt CQaSt paPt. (53.7%) 3. Hampton Roads will be the ~remier' ~~a~'-CCttlnd deStin~ti~rt of distinction and appeal to travelers while significantly increasing quality of life for residents by leveraging the variety of attractions, arts and culture, venues and performances and recreationa) opportunities that exist in the region. (50.0%) ~~ m ~~ ~~~ : ~~ ~ ~. f ~~:~ ~ _ ~~' ~~ ~~ G'~~- ~ INNOVA:CION - INFRASTRUCTURE define who we are; getting back to that culture of Innovation is key. We showed it through the centuries lhere from the first landing by English settlers in 1607 to advancin~; space exploration to retail development and tourism, from transporta.tion infrastructure to academic research. 10 u -: i Tf,~p ~ ~/~S-tf,11'-~5~~'~~'~~~iii ~~~ ,~ .: ~ ~; .~., ~~} 1. Achieve an adequate transportation system to enhance regional mobility, facilitate ease of travel from outside the state and allow for full participation in the diversity of the Hampton Roads tourism and arts and culture experience upon arrival. (73.5%) 2. Hampton Roads will be a region of excellence for clusters of cutting edge ~~Chl1~-1Q~y-taased k~usiness ~nnavatic~n a~d ~ducatic~n. (60.2%) 3. Maintain the R~c'~C'~ as a~t ~CQt1t'l~11"~CC e~t~(C1e for the Hampton Roads region, the Commonwealth of Virginia and the Nation. (55.7%) ~ ~~ . w~~ ~~Q _ ~~:, ~~ ~~ , ~ a, ~ ~~ ..~..~.....~'..~~~~~ Transportation # 1 by far, followed by innovation and education 11 ~~t~ o€ ~~e T'~~ "1f~siv~-~~ ~4~Tl~N~ ~ Besides Transportation, Innovation & Education: Continue to enhance the current culture and movement that reinforces relationships with Hamp~tc~t1 RQads cort~rnur~~ties and arganizatic~~s in tMe region tU ~t0~k tog~tMer on mutual goals. _ __ _.,_ _ __ '~~ }~~~ m OH ~1~Q ~~~ ~ ~ ~~- y ~ =~~~~-~ ~ .~~~.~ ~_ TRANSP~ORTATION - INNOVATION/EDUCATION - REGIONALISM/REGIONAL AWARENESS 12 ~R~t)I~ITl~,~~'I~N ~ A~i~nr~e~t is ~e~ STRATEGIC PROJECTS, PROGRAMS AND ACTIVITIES: Job #1: Vision Strategy Committee, in tandem with the Hampton Roads Partnership and the Hampton Roads Planning District Commission, will work to support and facilitate this alignment of organizational missions and strategies with the objectives and strategies of Vsion Hampton Roads. _; ~ . . ._~__ __ . _ . ; ~- ~ ~l1~~ ~~ ~~~ ~ ~ ~ , ~~ ~ ' ~; ~'~"~ .~~..~',~' ~~~, ; The success of this Vision and this region hinges on alignment. Without alignment to achieve these common goals and objectives, this becomes just another plan. The Partnership is urging its members, Members of the Planning District Commission and every organization and citizen in Hampton Roads to join their boats to the region's flotilla, fleet or battle group. We' 11 be much more competitive in the global marketplace when we all are pulling in the same direction. 13 This grap:hic shows the complex inter-relationship between all the working c-omponents of Vision. This is not just a Hampton Roads Partnership plan. The alignment of many other interdependent regional organizati.ons is the lubricant needed to keep this engine, this Vsion, running s~moothly and moving Hampton Roads forward. 14 The GEARS graphic drives home how this engine must work with various action- specific Task Forces: • Infrastructure is led by the Hampton Roads Transportation Planning Organization. • Innovation captures many of the recommendations of the Opportunities Sub- Committee including a focus on entrepreneurship and is led by the transformation of the Hampton Roads Research Partnership. • Intellectual and Human Capital is led by the region's Workforce Development Groups. • Sense of Place, with strong interest in building the creative class, place-based economic development, and defining the region's identity, is led by WHRO and the Hampton Roads Center for Civic Engagement. • Federal is led by the Hampton Roads Military & Federal Facilities Alliance. • Port & Maritime is co-led by the Virginia Port Authority, Virginia Maritime Association and Virginia Ship Repair Association. • Tourism/Arts & Culture is co-led by the Southeastern Virginia Tourism Alliance and the Virginia Arts Festival. • Opportunities is co-led by Hampton Roads Partnership and the Hampton Roads Economic Development Alliance. •A ninth driver (or gear if you wil~ to keep this regional engine running developed as well: a category labeled Public / Government Awareness & Policy, intended for Hampton Roads to speak from one agenda, with one voice. 15 Visioa Hampton Roads Eco~ronuc Pedormance Measures: 2010 DASNBOARD r~. ~.,,.«~wN,o..~m.~.~~...~uwew»~wb.c~.aw..owm.,aa~~n. c~ wmaa.~.~w~+n,oa+~.~~waA+R,o..~,.~~~,.vna~ ~ x.,m..w:~ W„~ ~ ~+: ~.~,.,~, 5.6.. «~. 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WD _________ S]M~.JU ' ~33~DM __""_ sitl ___________ Sak M1rtam9KI:nMR~OVM6 ' .Y' ~ S]a% ~Q~.vYk?M~mb51.4wwrni[:mpa~adMOOetinG. iYPw~BVemYes4mw~Wmquno.oadt :e.:hwunv+uaaewtlbR ~~plpeM~P~Yrt ame~is~+~~s~n+sc~+e~mfap>. NFlbKRAIM~N M) ~ mw i..+mi ,s 0.~M uom.r.y..~.se trMwdD•W~K raa:i~y.a..~ ma ~ a a m xeos :,.s.n :.:m ~rms : ~. E ....~r~~ u« •araK..~v~. «e~..~rre~vM~m....+,..~.,.w: vm+~~! ....moa ........... ~»:„i . .. . e% a~ __ .~ R ~r,u .__a)7's' s'x ._........._.... S,te i4~ r _ w upGa:VYwWmw~Tla'Y~~U ~~4rmntdesneisti~n ar..wn ~I par.n~nvMrv.> ~v.KVNm.~ee~ee +~ewfii.MPm:ert6~o.EPaupc\nuN.Pre.Mmt9ffA f%WaeldhWf n.HwHg.CVm~vYb5t0 OJ>kemuvWnrt lqel Performatice matters, too. Vision has initial performance measures attached t~~ it, monitored by the annual Vision Dashboard. Initially these measures were: 1. Busin~ess Start-ups; 2. Employment Growth; 3. ModE;ling & Simulation; 4. Net l~~Iigration; 5. Perso~nal Income; 6. Port % Maritime; 7. Pove~rty; 8. Rese~~rch & Technology; 9. Unemployment; and 10. Worlcforce Quality. Added PUiblic Transit and Traffic Congestion based on public comment., 16 2009 Per Capita Personal Income . . .... . $39,674 $43,742 est. $39,560 est. 2008 $39,364 $44,075 $40,166 2007 $39,659 $44,815 $40,904 2006 $38,849 $44,072 $40,260 2005 $37,649 $42,875 $39,052 Source: U.S. Dept. of Commerce, Bureau of Economic Analysis (BEA) Released 8-9-10 Hampton Roads saw the highest increase among the nation's largest metros in 2009. Personal income rose 1.2% in 2009 when other large metros dropped 2.3 % on average. DC metro personal income rose 1.1 %. Richmond saw total personal income drop 1.6%. Per capita income is NOW just over 100% of the nation's per capita income levels Personal income is now back to (and slightly exceeding) pre-Great Recession levels. 1~ Gross Regional Product ° 2009 ' ~~ , 76.84 :t rtie ~~~ 62.55 i a u -0:3% ' ~ ~ 2008 76.93 63.01 1.7% 2007 ' 74.14 61.96 2.6% 2006 7039 6038 23% = 2005~ ~' ~ 66.67 ~~~ 59.00 2.8%~~~ ~ ~ 2 ~y 2004 62.80 5737 3J% ~ 2003 ~~~~~ 58.$9 ~ ~ 55.34 ~ ~ 5.2% ~ 2002 54.83 52.63 5.3% _ 2001 ` 51.16 ' 49.96 3.3% ' 2000 4836 4836 2.4% ~ 1999 ~~ -~46.22 ~ ~ ~ ~ 47.22 ~ ~ ~ 3.5% ~ ~ ; ~ 1998 44.04 45.65 1.9% ; ~'1997 ~~~~~42J2 44.78 ~ 3.1% ~' ' 1996 ~ ~=~ S=ource:~ 40J4 -~=~~ y •~~ ~ _„ r CSTd-bominion~nive 43.41 ,. . ~ . .,~ „_ rsity ~orecesting Project using 2.8% _, ~,,.. ~-,' '~:5: CJept: of'Commerce And, through the collaborative efforts of the Partnership and many other regional organization~s, we've moved the needle forward on measures such as Gross Regional Product. In ;?000, the Hampton Roads economy did rather well, at least compared to the previous fe~v years. The region's economy grew by 4.1 %, which was its largest regional economic g~~owth rate since 1987. The region':; GRP (Gross Regional Product) increased another 3.7 % in 2004, marking five consecutive years when our region's economy has grown more rapidly than the U.S. economy. In 2007, GRP grew another 2.6% despite the closure of the Ford plant in Norfolk (2,000 jobs lost). The net manufacturing job loss was only 1,000, though, indicating that growth in ot:her sectors (shipbuilding and repair) canceled out half of the job impact of the Ford closure. Overall, job growth lagged economic growth. Unti12009, Hampton Roads has not experienced a year of actual negative growth, or recession, since 1975.... Nearly 35 years with an average economic growth rate of 3.4%. ~8 The Old Dominion University Economic Forecasting Project estimates that the sum of both direct and indirect effects of this spending accounts for roughly 45%of gross economic activity in Hampton Roads. This makes defense spending in the region a nice umbrella to keep us dry during the recessionary rain. Of course, there is no guarantee that defense spending in the region will continue to rise. 19 :!009 Net .. ~... (7,185) '` Migration . 39,166 3,518 6,166 ;!008 (14,947) 24,768 7,109 2,624 ':!007 (14,711) 20,156 13,113' S729 :!006 (96) 35,901 23,115 5,242 :!005 ' (4,4$1) 50,938 19,497 2,030 :!004 7,995 52,110 22,905 3,753 Source: U.S. Census Bureau Goal: Irriprove the flow of people moving into the region, and remainin~; here, as an indicator of a strong region, both economically and socially. (Shown as annual net change in population) Performance: WORSENING Highlight: Hampton Roads MSA has experienced the lowest population growth in Virginia since 2000. 20 ~`~°~~~~~u;~r. r~.mm~.~.ci:: Per~forms Economy fiducation Viston Hampton Roads GwL•wcth~~proaerfaraai9fit; ~~ onGn~our~ planninq. antl dynnmk ~ort,~~de~.iocm.~t HemvroR. ao.e: air~ ag ~~«ae~~=•a ~ohm,eia„ouv.a.,.~.a~oo t~.iaa by; a InnowAOn .. . . .. „ IntNketnall. Numan. Gp{bl , inbasbuctun ~ 5e~me of Poace .. . ~ Health & family ~ubflc Safe[y Naturai Resources Transportation Government & Lifizens i*~?! ~ t.;(';t717 f.~- E, ~U<3~1`,:~+ t+'' ~afE;; i! V~.i'_jlt±l~ S f{'t31TI~JiOf~ ~':~3:~5 Check~o~lthc aamDtCn Roa.ds is a~cibranC re~ion for Oeop(e [fl live, ~nork, aitd ti~sit. ReoD~z in the region are unified by a common desire ta improre their quaiiky af iife throuqh ever-~reater ecortamic cpporiuniti=_s and an outstz~d~ng Q[iVifpSilitC>.ItC. Hampton Roads Aertorms tracks n~~e praqress and provides insighY into thase asoects Qt iife that xiii ensure the re4aon's compe[itrve position in Che global ecanamy. See ho;m Ch~ regfa7 is 4o ng o>eratl o:i che Harnoton Roads Scorecard, knd exptore iha 7 quaf~ry ~i-life cata~ories ab4ve {E:cnor:y, educaC(nn, eCC.) ta s~A how Hamptan Roads c~mpares Lo othzr rFgions af Virf~inEa anc! z4 metropoEita~~ areas nutside the State- ~{71~1{ 1'~.~~ _ 1 ~:._ _ea`~i.'~i+ 1tOrlI)~ ~ al~ n~n ~ ~3fed:•?i I ~:.Ft::1.~~G. ~ 2t9_C~43'=5 Nox de yM1+~ (mpiemen[ s raadmap to di=ersify ar,d stren~then a regior,"s ecvnamy? '~Ftith new thinking, irn~o°.akr~e u~anning and creative minds. - ' - - ch,cn Na.~o.vt Rodd>, thp pro ~uY of r.?ar.V onF yFar of ~rrco7ving more khai~ i59 c4e.~m~nity v,luriaars in ihe pianning and 500 catizens in a G~blic ;urvey, ~~~~f~j~~~/~^~ +s [he final Cnmprehensi.re Ec ~om!c CzreloGment Strat gy {CECS; dccumenC. '1 I~M i~ ~~vll ser~e as tt guide fac eg ~nai ~oais arzd oGjecti e zntl aid bca! ~ go emmencs m dedscrt-mak nq rA2ntifyin9 inve~tment pnauties and funding rT %~~~`~"f so~r _s learn ~vo~e about V bron Hamnton Roirds, ,~ x.~+vco~ rsood: sto~~a ?..' Ydirat 7s tlar.rpton Bcadr,? ~. o~+th.,. _t.- :rnr.ru( . v~~eg;n» ~~~. . aelatto:+ a~<uedins :.o ~~~. ~if~o~ r ~amr,! '_y.,rt .. _~... , . . :cS.POa ,tude~ts ~~~. ~ _.e . v^# in L3 enl;..g~s. ~~. - ~ =_n0 3 comTUr~it: .. ,p iw~rx Ex~ic~e ou^ Crrc~o+al o.qfilz ie.,- . H~~,~r~`!~.~!~aS These measures can be monitored in real time on the region's website: http://HamptonRoadsPerforms.or~ Hampton Roads Performs is the first regional version of the Commonwealth's award-winning data- based Virginia Performs, which has helped Virginia earn a strong reputation as a great place to live, get an education, work and raise a family. 21 ~si~r~~tarr~~ tonRoads. Ge~rr~ ~ ~, ,~ ~ .~ ~ ,, ~ . _ ~~ ~ ;_ ~ ~ v ~ ~A~~.~~, rT ~~. ~ ~~.,~., . ~ , ;; $ ; ; Learn 11Aore ~ Get Enga~ed. ~ Tetl Qthers. ~ Thinl~ Glc~bral~~, ~trate~ize Regior~all~, ~ct LQeatl}~ Visit ht~t ~.//VisionHamptonRoads.com to learn more. Our region's representative from the federal EDA shared with us that Vision Hampton Roads is considered a model of how this process is best accompli ,hed. For EDA officials around the country who need advice to develo~~ their own strategy, his office is pointing to Vision Hampton Roads as "how to do it right." 22 In a global economy... "the only way to retain talent is to ofFer a placethat provides emotional attachment." A few observations on "Placemaking" from the International Economic Development Council's Journal which reinforces the work of Vision Hampton Roads. 23 ~... are being based more and more on the qualit~ of a~lace. Talented people and businesses crave urban areas with vitality and distinctive cities and neighborhoods. 24 ^ Authentic and memorable experiences tied to the unique local history, environment, and culture of a particular place. ^ Physical settings, events, and image contribute to enhancing the experience of a place, reinforced by street design, open spaces, and buildings. ~~. ~~~~~ 25 ,.. is based on the premisethat a local economy must be developed as an appropriate response to the opportunities and limitations of that particular place. N~~~~op~S ~~ ~:...~-r 26 "Place-based economy builds on local assets and cultivates entrepreneurial leadership by focusing on the community's `triple bottom line' of economic, environmental, and social returns on investment." Judy Francis, North Carolina Department of Environment and Natural Resources 27 ~~ Is rooted in building srnart growrth on unique features of history, culture, and ecology; ~~ Focuses on a resto-rative ecQno-~n~ that is locally driven; and ~~ Capitalizes on a green e~anc~m~. .~ M: :~~~. ~~ ~~ ' ~, ~ ~- ~~~ - "~ ~~ ~ °~~~~ . ~~ ,~: 28 ... starts by adopting a shared I~isier-, implemented by adopting a culture that removes barriers and provides incentives to attracting investment. 29 ~~II~-~ ~ ~I~~~ ~~ ~ ~ i CONTACT: E. Dana Dickens, III Hampton Roads Partnership President & CEO DDickensC~HRP.or~ (757) 625-4696 30