Operational Plan — FY2022 Operational Plan: Executive Summary, VEDP (June 30, 2021)
Summary
This FY2022 Operational Plan: Executive Summary is dated June 30, 2021 and covers the Virginia Economic Development Partnership Authority (VEDP). It says VEDP was established by the General Assembly in 1995 and that the plan was prepared under Code of Virginia, § 2.2-2237.1 D.2, which requires an Operational Plan to be submitted to the Chairmen of the House Appropriations and Senate Finance and Appropriations Committees and to the Director of the Department of Planning and Budget. It describes the plan as the fourth full year of implementation of the Strategic Plan, with 14 major initiatives. Its table of contents lists major initiatives and appendices on performance metrics and the FY22 budget summary.
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“Operational Plan — FY2022 Operational Plan: Executive Summary, VEDP (June 30, 2021).”
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FY2022
OPERATIONAL PLAN:
EXECUTIVE
SUMMARY
American Woodmark, Frederick County
June 30, 2021
TABLE OF CONTENTS
Introduction to and overview of the FY22 Operational Plan 3
Major Initiatives 17
Appendix: Performance Metrics 19
Appendix: FY22 Budget Summary 21
Appendix: Components of the FY22 Operational Plan Required by the Code of Virginia 24
NOTES
2
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INTRODUCTION
§ The Virginia Economic Development Partnership Authority (VEDP) was established by the General
Assembly in 1995 (Code of Virginia, § 2.2-2234 et seq.)
§ VEDP is given broad powers in its enabling legislation “…to encourage, stimulate and support the
development and expansion of the economy of the Commonwealth.”
§ This FY22 Operational Plan has been prepared in accordance with Code of Virginia, § 2.2-2237.1 D.2.
and the Virginia Budget, which require that an Operational Plan be completed and submitted to the
Chairmen of the House Appropriations and Senate Finance and Appropriations Committees and to the
Director of the Department of Planning and Budget
§ This FY22 Operational Plan marks the fourth full year of implementation of the Strategic Plan for
Economic Development of the Commonwealth of Virginia (FY19-FY23), approved by the VEDP Board
of Directors in late 2017, pursuant to the Code of Virginia, §2.2-2237.1. The biennial update of the
Strategic Plan began in January 2020 and was concluded in late 2020 due to the COVID-19 pandemic
§ The 14 major initiatives contained in this FY22 Operational Plan are largely derived from the initiatives
outlined in the updated Strategic Plan for Economic Development of the Commonwealth of
Virginia (FY21-FY25)
NOTES
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THE OPERATIONAL PLAN GUIDES VEDP’S ACTIONS THROUGHOUT
THE YEAR
This FY22 Operational Plan is based primarily upon the goals, strategies, and initiatives outlined
in the updated five-year Strategic Plan (FY21-FY25)
§ The annual plan is the result of a VEDP-wide effort which identified improvement areas and new ideas
for the coming year and translated those ideas into a plan for action
The goals of this FY22 Operational Plan include:
§ Build clarity and alignment regarding VEDP’s strategic direction
§ Outline major priorities with deliverables and deadlines for the year
§ Ensure improved accountability for performance
§ Deliver upon numerous improvement opportunities identified by VEDP team members
Progress against this Operational Plan* will be reviewed throughout the year through the
following activities:
§ Regular updates at senior team meetings
§ Regular internal meetings of each VEDP division (e.g., Business Investment, Workforce, Trade)
§ Quarterly update meetings between each division head (e.g., Vice Presidents and Managing
Directors) and their respective reports
§ Ongoing updates to the Operational Plan tracker
*The implementation timelines outlined in the Operational Plan are subject to adjustment based on VEDP project
NOTES activities and/or changes in priorities
4
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VEDP ORGANIZATIONAL OVERVIEW (1 OF 2)
Division Overview
Business Investment Collaborates with regional and local partners to identify and convert high-potential leads and
prospects into project opportunities and decisions for Virginia, as well as support the
retention and growth of existing Virginia employers
Marketing and Manages Virginia’s business brand (and VEDP’s) and builds awareness of the
Communications Commonwealth’s advantages among C-level executives nationally and globally
Research Creates customized, relevant, and insightful analysis and data visualizations that promote a
common understanding of Virginia’s full value proposition, with a central focus on fast-turn,
high-priority, tailored client service (e.g., RFP responses, site recommendations)
Incentives Reviews, vets, tracks, and coordinates economic development incentives administered by
VEDP and those offered by the Commonwealth or a locality in conjunction with VEDP
Talent Solutions Supports the human capital needs of new and expanding businesses by delivering world-
class, customized workforce recruitment and training solutions in partnership with the Virginia
Community College System; managing the Virginia Jobs Investment Program (VJIP); and
developing systemic talent pipeline initiatives to address regional or statewide talent
shortages
International Trade Supports growth and expansion of Virginia’s local firms seeking international markets through
the administration of targeted programs to increase managerial capabilities and improve
networks in key countries and regions
External Affairs Cultivates and manages relationships with local, state, and federal elected officials, as well
as VEDP’s economic development partners across the Commonwealth, including convening
work groups and overseeing special initiatives regarding policy development and program
implementation
NOTES
5
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VEDP ORGANIZATIONAL OVERVIEW (2 OF 2)
Division Overview
Economic Develops medium-to-long-term strategies to improve the foundations for state, regional, and
Competitiveness local economic growth
Information Plans, implements, provides security for, and supports VEDP's technology platforms
Technology
Fiscal and Support Manages all accounting and budget-related work and provides facilities, fleet management,
Services and procurement services
Human Resources Manages employee lifecycle, talent management, talent acquisition, retention, performance
management, employee engagement, learning and development; administers payroll,
benefits, and total rewards.
Legal Services Advises on legal aspects of legislation, rules, and contracts; manages legal activities for
VEDP; drafts incentive agreements and NDAs; and responds to FOIA requests
Internal Audit Performs periodic audits on operations, accounts, and transactions and reports findings to
the VEDP Board
NOTES
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VEDP ORGANIZATIONAL CHART
President & CEO
S. Moret
Senior Vice President
Chief of Staff
Talent Solutions Executive Vice President
N. David
M. Grundmann J. El Koubi
+1 direct report
+3 direct report
Vice President Vice President Vice President Vice President Vice President Vice President Vice President
Vice President General Vice President Vice President
VJIP Marketing & Business Human Controller International Information Economic
Managing Director, External Affairs Counsel Incentives Research
T. Stuller Communications Investment Resources B. Grenell Trade Technology Competitiveness
Customized C. Morton S. McNinch Vacant N. Molliet-Ribet
+3 direct reports Training Services L. Melançon V. Barnett S. Grant +4 direct reports S. Agee J. Mehfoud Vacant
+2 direct reports +2 direct reports +1 direct reports +2 direct reports
Vacant +1 direct report +1 direct report +2 direct report +12 direct reports +4 direct reports +2 direct reports
Managing Director, Incentive
Assistant Vice Assistant Vice Director Human Assistant Network Assistant
Organizational Director, Compliance GIS Manager
President President Resources Vice President Manager Vice President
Development Events Manager S. Sanders
D. Melvin K. Goodwin M. Cox L. Bertozzi C. Hughes D. Devan
L. Boone K. Spraker K. Ellett +2 direct reports
+2 direct reports +1 direct reports +1 direct reports +2 direct report +1 direct report +3 direct reports
+4 direct reports +1direct report +2 direct report
Managing Director, Managing
Director, Program Salesforce
Visualization Director, Lead Developer
Communications Products Manager Leader
Services T. Durrer
S. Clark M. Wood +2 direct reports V. Seaford
D. Russell +1 direct report
L. Hurt +3 direct reports
+6 direct reports +1 direct report
+4 direct reports
Director, Managing Int. Research Lead
Managing Director,
Director,
Project Operations Marketing Manager Cartographer
BRE
B. Dail K. Miller A. Phillips A. Smith
+6 direct reports +3 direct reports S. Deusebio +1 direct report +1 direct report
+4 direct reports
Director,
Managing Director, Project
Brand Manager Technologies &
Video Services Research Manager
D. Neal Services
E. Futterman A. Martz
+1 direct report L. Rodriguez
+2 direct reports +2 direct reports
+5 direct reports
Sr. Managing Director, Manager, Sites &
Director, Strategic Governors Buildings
Talent Initiatives Mission Program J. Loftus
P. Harder T. Scott +2 direct reports
Managing Director, Managing
Director, Manager,
Talent Acquisition
Services Lead Generation Data Analytics
C. Robinson S. Hartka
S. Youll
+5 direct reports
+2direct reports
Director, Call Sr. Economist
Center Operations B. Kroll
C. Rogers +1 direct report
+6 direct reports
Sr. Economic
Managing Director Research
Europe Analyst
NOTES
A. Abshoff S. Earl
+2 direct reports
Current as of July 30, 2021 7
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VIRGINIA ECONOMIC DEVELOPMENT PARTNERSHIP BOARD OF
DIRECTORS - FY22
Dan M. Pleasant, Chair Richard “Rick” O. Harrell, III
Chief Operating Officer, Dewberry President (retired), R.O. Harrell Inc.
The Honorable Brian Ball, Vice Chair April Kees
Secretary of Commerce and Trade, Commonwealth of Virginia, Director, Virginia Senate Finance and Appropriations Committee,
Ex Officio Member Ex Officio Member
Nancy Howell Agee Ned W. Massee
Chair, GO Virginia, Ex Officio Member Croatan Advisors
Carrie Hileman Chenery Vincent J. Mastracco, Jr.
Principal, Valley Pike Partners Partner, Kaufman & Canoles PC
C. Daniel Clemente Anne Oman
Chairman and Chief Executive Officer, Clemente Development Director, Virginia House of Delegates Appropriations Committee,
Company, Inc. Ex Officio Member
Stephen A. Edwards Marianne Radcliff
CEO and Executive Director, The Port of Virginia, Ex Officio President, Kemper Consulting, Inc.
Member
Greg B. Fairchild Xavier R. Richardson
Associate Dean for Washington, DC Area Initiatives at the Executive Vice President, Corporate Development and Community
University of Virginia, Darden School of Business Benefit, Mary Washington Healthcare President, Mary Washington
Hospital and Stafford Hospital Foundations
Deborah Flippo Steven Stone
Economic Development Program Manager, Draper Aden Principal, Offit Kurman, Attorneys At Law
Associates, Inc.
The Honorable K. Joseph Flores
Secretary of Finance, Commonwealth of Virginia, Ex Officio
Member
NOTES
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OVERVIEW OF THE STRATEGIC PLAN FOR ECONOMIC
DEVELOPMENT OF THE COMMONWEALTH OF VIRGINIA (FY21-25)
§ On December 1, 2017, VEDP produced its Strategic Plan for Economic Development of the
Commonwealth in accordance with § 2.2-2237.1 of the Code of Virginia
§ As required by Code, the biennial update to the Strategic Plan for Economic Development of the
Commonwealth of Virginia began in January 2020 but was paused throughout the spring and summer
as the world’s attention shifted to confronting the COVID-19 pandemic. The update process was
restarted and concluded in late 2020
§ As required by Code, the Strategic Plan identifies specific goals and objectives for VEDP, as well as
quantifiable metrics and performance measures for each goal and objective. The Plan also includes a
systematic assessment of how VEDP can best add value in carrying out each of its statutory powers
and duties
§ Key economic development partners were integrally involved in the strategic planning process,
including state, regional, and local economic development agencies and organizations and
international trade organizations
§ The Strategic Plan now contains an updated set of 35 initiatives (down from 40 in the original plan),
which include three new initiatives developed in response to the pandemic
§ There is considerable alignment between this FY22 Operational Plan and VEDP’s Strategic Plan as
this year’s Operational Plan marks the fourth full year of Strategic Plan implementation. The 14 major
initiatives contained in this FY22 Operational Plan are derived from the initiatives outlined in the
Strategic Plan for FY21-FY25
NOTES
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FRAMEWORK FOR IMPLEMENTING VEDP’S STRATEGIC PLAN
§ Economic development is a combination of activities intended to create jobs, increase wages, and/or
achieve industry diversification
‒ VEDP will primarily focus on growing the Commonwealth’s economy and bringing the greatest
number of high-quality jobs to Virginia’s regions
‒ VEDP will typically avoid actively recommending incentives or investments in projects that grow
a region, community, or business at the expense of other regions, communities, or businesses
§ Creating a new Virginia economy requires aggressive, focused leadership from VEDP in three broad
areas of activity:
‒ “Business development” aims to influence the investment and location decisions of corporate
leaders (e.g., marketing, business attraction and recruitment)
‒ “Product development” aims to increase Virginia’s attractiveness for business investment and
economic opportunity (e.g., public policy efforts, community development, site development)
‒ “Trade development” aims to encourage exports of Virginia products and services
§ Much of economic development is done at the regional or local level (e.g., site selection process,
marketing leverage, business environment, economic relationships)
§ VEDP will strive to make its incentive and investment recommendations based on public return-on-
investment (ROI) analyses
NOTES
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IMPLEMENTATION DETAILS OF STRATEGIC PLAN
§ The updated Strategic Plan for Economic Development of the Commonwealth of Virginia adopted by
the VEDP Board is a five-year plan (FY21-FY25), implementation of which began July 1, 2021
§ The Strategic Plan includes five transformational goals, the achievement of which requires the
implementation of 14 strategies
§ Some of the initiatives in the Strategic Plan will require new funding to implement
§ VEDP’s FY22 Operational Plan is based on the initiatives outlined in the Strategic Plan and include
initiatives developed in response to the economic impacts of the COVID-19 pandemic
NOTES
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TRANSFORMATIONAL GOALS FOR THE COMMONWEALTH AND VEDP
Transformational Goal Description
1. Robust state job growth Position Virginia to achieve a growth rate (measured by employment and median
earned income of workers) among that of the top 5-10 states in the U.S.
2. Every region wins Ensure that every region participates in the growth of the Commonwealth (i.e., all with
positive growth in employment and median earned income of workers)
3. Best state for business Restore Virginia to its previous leadership position near the top of the national
business climate rankings (i.e., average position among the top 3-5 states)
4. Top state EDO Reestablish VEDP as one of America’s most effective state economic development
organizations (principally to better enable accomplishment of the top three
transformational goals)
5. Super collaborator Exhibit collaboration and coordination as hallmarks of VEDP (i.e., place a central
focus on the “P” in VEDP)
NOTES
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THE STRATEGIC PLAN IDENTIFIES 14 STRATEGIES TO BE
IMPLEMENTED OVER A 5-7 YEAR PERIOD, SUBJECT TO FUNDING
Enhance VA's economic Cultivate target industry growth
competitiveness Enhance VEDP’s capabilities clusters
By improving Virginia’s “product” – its By improving VEDP’s abilities to develop By improving VEDP’s capabilities and
human and physical capital – Virginia will and execute economic development enhancing VA’s economic
continue to be the top state for business strategies and programs, Virginia will be competitiveness, Virginia will be better
and a top place to call home well-positioned to compete now, and in positioned to compete and win projects
the future in target clusters
Specific strategies:
Specific strategies:
1. Strengthen Virginia’s human capital Specific strategies:
development engine 6. Cultivate world-class execution at
VEDP 10. Push new boundaries as a U.S.
2. Assemble an ample, strategic leader in information technology
portfolio of project-ready sites and 7. Implement robust
buildings across Virginia marketing/branding, lead 11. Assemble a world-class transportation
generation, and site consultant and logistics hub
3. Rigorously assess and steadily cultivation programs
improve Virginia’s state, regional, 12. Position Virginia’s manufacturing base
8. Strengthen and expand business to be future-ready
and local economic
competitiveness and international trade 13. Create business services and
development programs
4. Leverage public-private operations centers of excellence (e.g.,
partnerships to strengthen 9. Become a national leader in HQs)
Virginia’s digital infrastructure (i.e., incentives administration
14. Capitalize on Virginia’s unique assets
broadband) to become a leader in promising
disruptive technologies
5. Place a special focus on achieving
growth in Virginia’s rural regions
and small metros
NOTES
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PROGRESS HAS BEEN MADE ON ALL FIVE TRANSFORMATIONAL
GOALS, BUT MUCH WORK REMAINS TO FULLY ACHIEVE THEM
Transformational Goal Description Outlook
1. Robust state job growth Position Virginia to achieve a growth rate (measured by employment and
median earned income of workers) among that of the top 5-10 states in
the U.S.
2. Every region wins Ensure that every region participates in the growth of the Commonwealth
(i.e., all with positive growth in employment and median earned income of
workers)
3. Best state for business Restore Virginia to its previous leadership position near the top of the
national business climate rankings (i.e., average position among the top
3-5 states)
4. Top state EDO Reestablish VEDP as one of America’s most effective state economic
development organizations (principally to better enable accomplishment of
the top three transformational goals)
5. Super collaborator Exhibit collaboration and coordination as hallmarks of VEDP (i.e., place a
central focus on the “P” in VEDP)
• On track to achieve long-term goals with no major • Will likely not meet goal (typically due to lack of funding)
concerns
• Will make progress against long-term goals but • Not started
concerns (typically due to funding challenges)
NOTES
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TABLE OF CONTENTS
Introduction to and overview of the FY22 Operational Plan 3
Major Initiatives 17
Appendix: Performance Metrics 19
Appendix: FY22 Budget Summary 21
Appendix: Components of the FY22 Operational Plan Required by the Code of Virginia 24
NOTES
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MAJOR INITIATIVES FOR THE FY22 OPERATIONAL PLAN
# Major initiative Owner(s)
1 Develop a playbook to become one of America’s top states for tech sector growth in both large Rodriguez
and small regions
2 Build out the best customized workforce recruitment and training incentive program in the U.S. Grundmann
3 Expand the Virginia Business Ready Sites Program with a strategic approach and statewide Devan
participation
4 Expand exports and imports through implementation of high priority initiatives in the Agee
International Trade Plan
5 Establish, design, and launch the newly created Virginia Office of Education Economics within Harder
VEDP
6 Develop and implement a comprehensive HR talent management strategy Grant
7 Complete launch and implementation of Team Virginia to enhance consultant and executive Melançon
perceptions of Virginia
8 Complete value prop materials for all target sectors and facilitate ongoing updates Melançon, Molliet-Ribet
9 Build processes and capabilities needed to effectively and efficiently produce holistic project Barnett, Molliet-Ribet
responses
10 Further develop and execute strategies to capture post-COVID economic recovery and growth Devan
opportunities
11 Implement a best-in-class BRE program, including clear protocols, high productivity, and Barnett
reporting of insights
12 Develop a comprehensive strategy for supporting local and regional EDOs Watkins, Morton
13 Improve data management and capabilities to expand utilization across VEDP to better guide Melançon, Barnett,
activities Molliet-Ribet
14 Fully leverage IT platforms to enhance organizational effectiveness Mehfoud
NOTES
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TABLE OF CONTENTS
Introduction to and overview of the FY22 Operational Plan 3
Major Initiatives 17
Appendix: Performance Metrics 19
Appendix: FY22 Budget Summary 21
Appendix: Components of the FY22 Operational Plan Required by the Code of Virginia 24
NOTES
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PERFORMANCE METRICS AND GOALS FOR FY22
FY22 Goal
VEDP-assisted project announcements
Capital investment ($B) $4.0
Direct jobs 13,000
VEDP-generated leads
Number 305
Number converted 150
VEDP International Trade programs
Companies enrolled 360
Projected international sales ($ million) $635
Projected trade-supported jobs 5,700
NOTES
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TABLE OF CONTENTS
Introduction to and overview of the FY22 Operational Plan 3
Major Initiatives 17
Appendix: Performance Metrics 19
Appendix: FY22 Budget Summary 21
Appendix: Components of the FY22 Operational Plan Required by the Code of Virginia 24
NOTES
19
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VIRGINIA ECONOMIC DEVELOPMENT PARTNERSHIP FY2022 BUDGET
SUMMARY
Revenue Sources
FY2022 FY2021 Change
Revenue
COV General Fund Budgeted $45,014,579 $35,302,309 $ 9,712,270
Obligated Carry Forward Funds 8,731,590 5,246,128 3,485,462
Participation and Mission Fees 475,000 365,000 110,000
Other Revenue 211,080 324,600 (113,520)
Total Revenue $54,432,249 $41,238,037 $ 13,194,212
NOTES
20
20
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VIRGINIA ECONOMIC DEVELOPMENT PARTNERSHIP FY2022
BUDGET SUMMARY (CONT’D)
Budgeted Expenditure Summary
FY22 FY21 $ %
Dollars Staff Dollars Staff Change Change
Division Budgets
Talent Solutions (Note) $ 12,201,385 46 $ 7,967,294 33 4,234,091 53%
International Trade 8,635,586 22 7,201,765 19 1,433,821 20%
Business Investment 6,337,915 34 6,078,553 32 259,362 4%
Research 2,964,875 22 2,874,932 22 89,943 3%
Marketing & Communications 5,012,844 12 4,483,864 11 528,980 12%
Economic Competitiveness 1,033,198 7 999,039 7 34,159 3%
Information Technology 1,446,265 10 1,401,537 10 44,728 3%
Incentives 658,969 5 637,906 5 21,063 3%
Administration 4,560,844 21 4,280,647 20 280,197 7%
Total Division Budgets $ 42,851,881 179 $ 35,925,537 159 6,926,344 19%
Pass Throughs, Grants and Projects 11,580,368 - 5,312,500 - 6,267,868 118%
Total VEDP Budget $ 54,432,249 179 $ 41,238,037 159 13,194,212 32%
Note: Talent Solutions FY22 budget inlcudes $10,608,841 for the Talent Accelerator Program,
$1,092,544 for VJIP Program operations, and $500,000 for VOEE.
NOTES
21
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TABLE OF CONTENTS
Introduction and overview to the FY22 Operational Plan 3
Major Initiatives 17
Appendix: Performance Metrics 19
Appendix: FY22 Budget Summary 21
Appendix: Components of the FY22 Operational Plan Required by the Code of Virginia 24
NOTES
22
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COMPONENTS OF THIS FY22 OPERATIONAL PLAN REQUIRED BY THE
CODE OF VIRGINIA
This section of the FY22 Operational Plan contains the two components required by statute,
itemized below:
Virginia Code § 2.2-2237.1. Board of directors to develop strategic plan for economic
development; marketing plan; operational plan; submission
2. An operational plan for carrying out the powers and duties of the Authority. The operational plan of the
Authority shall, at a minimum, include:
a. A process to evaluate the Authority's effectiveness in exercising the powers and duties conferred by
this article, including the Authority's ability to work with other state, regional, and local economic
development organizations and international trade organizations; and
b. A strategy for coordinating with state agencies that administer economic development incentive
programs and relevant executive branch committees, councils, authorities, and commissions to
maximize the effectiveness of state economic development programs and activities.
NOTES
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VEDP WILL CONTINUE TO EVALUATE ITS EFFECTIVENESS IN
EXERCISING ITS POWERS AND DUTIES
VEDP’s approach to addressing this statutory requirement includes four components:
Requirement: 1. Assessment of how VEDP can best
add value relative to its statutory
A. Develop a process to powers and duties
evaluate the Authority's
effectiveness in exercising
the powers and duties
conferred by this article, 2. VEDP functional assessments
including the Authority's
ability to work with other
state, regional, and local 3. VEDP metrics and performance
economic development indicators
organizations and
international trade
organizations 4. Annual stakeholder survey regarding
VEDP’s effectiveness in working with
partners
NOTES
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VEDP DEVELOPED A STRATEGY FOR COORDINATING WITH KEY
STAKEHOLDERS
VEDP’s approach to addressing this statutory requirement includes two components:
Requirement:
B. Develop a strategy for 1. Approach for coordinating with local,
coordinating with state regional, and statewide economic
agencies that administer development partners
economic development
incentive programs and
relevant executive branch
committees, councils,
authorities, and
commissions to maximize 2. Strategy for coordinating with other
the effectiveness of state incentive-administering agencies
economic development
programs and activities
NOTES
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