Greater Ripley Area Plan

Greater Ripley Area Plan Jackson County, West Virginia

We Are America’s CONNECTED Community

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Welcome

We Are A Community On The Move!

Community Engagement Is The Foundation And Assets Are The Building Blocks

Demographic, Economic & Housing Trend Data

Our Path Forward Has Challenges And Opportunities

Our Vision

Our 5 Goals

Three Year Implementation Plan

Appendix A - Social Media Reports And Summary Of Community Surveys

Appendix B - Greater Ripley Site Analysis Matrix

Appendix C - Demographic, Economic, And Housing Data

Appendix D - Plan And Budget For Downtown Wi-Fi System

Appendix E - Marketing Plan

Table of Contents

We have reached people 1.2 million times with our message since the contest started with Facebook, Twitter, and our Website RipleyBelieves.com. We have directly engaged with 13,600 unique individuals through our online channels a total of 17,400 times. We have had 17,684 messages directed at our social channels since the contest began, and created an active following of 2,500 people evenly dispersed across the 25+ age demographic. Exceeded the 2GB, Dropbox capacity provided by the contest in the early stages.

Reach. Engage. Act.

Greater Ripley Area Plan • Ripley Believes...We Are America’s CONNECTED Community | 3


Welcome!The Greater Ripley Area and Jackson County, West Virginia community has undertaken the development of this plan with an unprecedented amount of public engagement. If engaging stakeholders is the foundation for good community planning, then we have built an exceptionally strong community! There is no place that takes more pride in bettering the place we love to call home. In fact, this past year, WV Living magazine voted Ripley as the town with the most community pride in West Virginia. Shortly thereafter, the City of Ripley was also selected as a winner in the Turn This Town Around competition sponsored by WV Focus magazine and the WV Community Development Hub. With the launch of the ABC contest, we doubled our efforts at outreach in order to seek broad consensus about the future direction of our community.


We are proud to call ourselves one of America’s Best Communities…

and look forward to becoming THE Best American Community.

The vision, goals, objectives and projects identified in this plan represent the culmination of ideas, hopes and dreams of our community.

•ParticipationintheTurnThisTownAround programwhichproducedmonthlycommunity gatheringstodetermineareasforcommunity improvementandspecificprojectstoundertake. Theaverageattendanceateachmeetingwas 90communityleaders.

•Creationofon-lineandmobilecommunication platformstoinform,promote,andengagethe citizenryinthedevelopmentofourvision,goals andstrategies.Thisincludesdevelopmentofthe

websiteRipleyBelieves.com,socialmedianetworks, andamobiletextbasedcommunicationnetwork.

•SponsorshipoftheRipleyBelievescommunityrally attendedbynearly1,000people.Throughthisrally wesecurednearly500surveysthatwerecollected bothonsiteandon-line.Thesurveyshelpedusto furtherdefineourgoalsandprojectsrelatedtothis revitalizationplan.Asummaryofthecommunity surveyresponsesisfoundinAppendixA.


Jackson County Community Foundation’s Charity Challenge

OurabilitytoengagewithoneanothertoworktogetherforacommongoalisevidencedeachyearbytheJacksonCountyCommunityFoundation’sCharityChallenge.ThiseventhaswontheGovernor’sAwardforVolunteerismandCommunityEngagementandhasbecomeamodelforothercommunitiesacrossthestate.In2015,theCharityChallenge5KRun&FunWalksupported21localcharities.Thecharitiesgenerated$145,000whichwasmatchedby$27,000ofmatchingfundsfromtheFoundationforatotalof$172,000thatwasbedistributedinOctobertosupportawidevarietyofcommunityprogramsandprojects.

Jack Hanna, guest speaker at the Jackson County Community Foundation’s Community Celebration, supporting the community’s Charity Challenge efforts to raise $50,000 for animal welfare causes.


We Are A Community On The Move! TheGreaterRipleyEconomicDevelopmentTeam(GREDT)has prepared this plan as a roadmap to guide thecomprehensivegrowthofourcommunityover thenextthreeyears.FromourFourthofJuly traditions,knownasAmerica’sLargestSmallTownIndependenceDayCelebration,toourexemplaryCharityChallenge,leadersandcitizensarepassionateaboutpullingtogethertomakeourcommunitythebestplacetolive,work,andraiseafamily.

UponbeingselectedbytheAmerica’sBestCommunitiescontest and being awarded $50,000, theGreater RipleyEconomicDevelopmentTeam(GREDT)immediatelysecureditsmatchingfundsof$15,000fromtwolocalcompaniesandtheCityofRipley.

Look What We Have Already Done…In reading our plan, you will note that it focuses on:

1.Bringinggreaterconnectivitytoourcommunityin termsofbroadbandinfrastructure,andinternaland externalcommunicationsandmarketing.

2.Attractingmoreresidentsandbusinessestoour communityandkeepingthemconnectednotonly tothelocalbutglobaleconomy.

3.Connectingourcommunityandresidentstoamenities andaqualityoflifethattheycan’tfindanywhere else…includingthecreationofaLEEDNeighborhood PlanthatwillputRipleyattheforefrontofsmalltowns indevelopingasustainableandlivablecommunityplan.

With the $65,000 in hand, we immediately began implementation of this plan. We are proud to report that several important objectives have already been accomplished:

•Identificationofsitestoattractmoreresidentsand businesses.Wehavecompletedacomprehensive siteplanandutilityevaluationthatidentifies12sites forfutureresidentialandcommercialdevelopment includingrequirementsforsitedevelopment, infrastructureandutilityextensions,andcost estimates.SeeAppendixBforaSiteRankingMatrix.

•Developmentofamarketingandcommunications plantoattractmorebusinessesandresidents.

•DesignandimplementationoftheRipleyBelieves.com websitewhichisacorecomponentofour communitymarketingandcommunicationplan.


Look at Where We Are Going…Ourgoalsandobjectivesresultedfromtheinputreceivedin our communitymeetings and through our on-linesurveys.TheresultsofthisdatacollectionclearlyshowedthatthenextroundofABCfundingmustbespentontheitemsrankedthemostimportantbythecommunity:

1.Developmentof21stcenturybroadbandinfrastructure.

2.Expansionofthecommunitywidecommunication platformRipleyBelieves.comtohostexpanded informationaboutthecommunity.

3.Developmentofkeysitestocreateacenter forregionalcommerce.

4. Implementationofbusinessandcommunityplanning innovationpractices.

5.MultipleimprovementstotheCityofRipley’spublic recreationfacilities.

Our entire plan and theABC budget for the first yearof implementation is included in the following sectionsofthisplan.

The work that has been accomplished to date shows that Ripley is a community on the move!

But we didn’t stop there. We have leveraged the initial $65,000 of ABC funding into an additional $15.5 million and other resources to implement projects in this plan including:

$200,000fromlocalandfederalsourcestoimplementtheimprovementsoutlinedinourrecreationgoal.

$15.2millioninstateandfederalfundstoconstructmajorwaterandsewerupgradesincludingwastewatercollectionsystemimprovementstoexpandourresidentialandcommercialbase.

$75,000infundingfromtheTurnThisTownAroundprogramtoassistwithimplementationofvariousaspectsoftheplan.

TheadditionofWi-FitotheCedarLakesConferenceCenterandinitialplanningwithFrontiertoimplementaWi-FisysteminthedowntownareaandtoRipleyCityPark,allofwhichaddressourneedtoenhanceconnectivitywithinthecommunity.

Securingthelocationandtheequipmentforalocalfoodhubaggregationcentertoincreasethemarketinganddistributionofagriculturalproductsgrownbylocalproducers.


Community Engagement Is The Foundation And Assets Are The Building Blocks

There are very good reasons why we are known for our civic pride and community engagement including the many positive characteristics of the Greater Ripley Area that make this an ideal place to live, work and raise a family.

RipleyandJacksonCounty,WestVirginiarepresentwhatthebestofruralAmericahastooffer…acloseknitcaringcommunitythatisresilientandabletoadapttochangingtimesandchallengingconditions.AsthecountyseatofJacksonCounty,RipleyisnestledinthebeautifulAppalachianfoothillsoftheOhioRiverValley,andlocatedatthejunctionoftwomajorroadsystems,Interstate77N/SandUSRoute33E/W.Ripleyissurroundedbyalushpristinevalleyrichinnaturalwondersandbeauty,andhasalwaysbeentheregionalheartofactivity.PerfectlylocatedbetweenthetwolargecitiesofCharlestonandParkersburg,RipleyofferstheopportunitytoenjoyregionalgrowthaswellasmaintainthecharmandwarmthofsmalltownAmerica.

Data that is included in this report provides trend information on Jackson County and the Greater Ripley Area’s demographic, economic and housing characteristics. However, we are so much more than the sum total of our data. Our assets are very real and can be described as follows:

•Geographic Location: WearelocatedmidwaybetweenCharlestonandParkersburg,twolargeurbanhubs;and centrallylocatedwithin250milesofeightmajormetropolitanareaswithinthemid-Atlanticregion.

•Transportation Access: JacksonCountyisbisectedbyInterstate77,withanaverageofover16,000vehiclesper daybetweenthetwoRipleyexits,andStateRoutes68and33whicharemajorregionaltransportationarteries.

•Available Industrial Land that is Affordable and Well Served by Infrastructure:TheJacksonCountyMaritime andIndustrialCentrehas62availableacresalongtheOhioRiverwhichisservedbyrail,highwayandamaritime portfacility.

•Jackson County General Aviation Airport: Theairporthasa4100footrunwaycapableofhandlingmostcorporate andstategovernmentaircraft.Itisheavilyusedasevidencedby12,402annualflightsinandoutandaverageof 34flightsperday.

•Strong Regional Manufacturing Base: JacksonCountyishometoseveralmajormanufacturingcompanies includingthetop10manufacturingemployersasfollows:

• Agricultural Growth and Expansion:Alongwithourmanufacturingbase,thecountyhasastrongagriculturaleconomicbase. Thenumberoffarmsinthecountyhasincreasedby13%since2002.Wehad842farmsin2002andwenowhave950farms whichgeneratesover$6milliontothelocaleconomy.TheJacksonCountyJr.Fairisattendedbyupwardsof30,000each yearandtheannuallivestocksaleraises$500,000forlocalyouth,makingitoneofthelargestcountyfairsinWestVirginia.

1 Constellium Aluminum

2 DickirsonCorp Oilandgas

3 SDR/StarPlastics Polymer

4 KSofWV Automotivestamping

5 ArmstrongWorldIndustries Mineralfiber

6 Valtronix Oil/gasfabricatingequipment

7 BelkTransfer Distribution

8 AmNet Metalfabrication

9 MCMMoulding Woodfabrication

10 CommercialPlastic Polymer

Company Industry/Products Produced Employees

1,080

190

104

84

68

67

64

54

52

47


•Abundance of Inexpensive Electricity: Ourelectricalutility,AppalachianPower,provides asteadysourceofabundantlowcostelectricity. Commercial,industrial,andresidentialrates arerespectively16%,3%,and20%lowerthan thenationalaveragerates.

•Low Crime Rate:JacksonCounty’scrimerateof0.07 incidentsper1000isfarbelowthenationalaverage of3.9incidentsper1000fortheUnitedStates.

•Strong Education System and Technical and Training Resources: TheGreaterRipleyAreaisnoted foroutstandingschools.EvansElementaryhasbeen designatedaNationalTitle1DistinguishedSchool, WestVirginiaSchoolofExcellence,andaBlue RibbonElementarySchool.RipleyElementaryhas qualifiedtobeaLeaderInMeSchool,aFederal programofFranklinCovey.Thecounty’stwohigh schoolshavebeennamedSchoolsofExcellence. RipleyHighSchool’sACTtestscoreswereranked 9thinthestateandasaresulttheschoolwasnamed aWVSuccessSchool.WVUniversity-Parkersburgis locatedinthecountywithbothassociateandfour yeardegreeprograms.RoaneJacksonTechnical Centerprovidesvocationaleducationwithitsauto, electrical,machineandbusinessprograms.

•Strong Community Partners:JacksonCountyis blessedwithverystrongorganizationsthatwork diligentlyandcloselywithlocalgovernment partnerstopromotecommunityandeconomic developmentandhaveanexcellenttrackrecord partneringwithoneanother.

We will rely heavily on our partners to assist with the implementation of this plan. Specifically, they are:

-The Jackson County Development Authority: responsiblefortraditionalindustrialdevelopment promotionincludingindustryattractionand promotionoftheMaritime&IndustrialCentre.

-The Jackson County Community Foundation: responsibleforholdingcharitablefundsand issuingcommunitygrantsforeconomicand communitybetterment.In15years,thefunds havegrowntoanassetbaseof$5million.

-The Main Street Ripley Program:responsible fordevelopmentandpromotionofthehistoric downtownRipleyarea.

-Ripley Convention & Visitors Bureau: promotes tourismattractionsandprovidesvisitorswith informationonthecounty.

-Jackson County Chamber of Commerce:promotes thebusinessinterestsoftheentirecounty.

-Jackson County Office of the WVU Extension Service:whichincludestheJacksonCountyFarmers AssociationandMasterGardner’sAssociation.

- Various active civic organizations including: Rotary,Pilot,Lions,andWomen’sClubs.

Wearethesiteofanationaldemonstrationprogram,theParchmentValleyVeteran’sTherapeuticProgram,apartnershipbetweenUSDA,WVDepartmentofAgriculture,WVU-Parkersburg,JacksonCountyCommunityFoundation,andthecountyextensionofficetodevelopacertifiedfarmingcourseandprovideagriculturallandtoveteranswhosufferfromsymptomsofPost-TraumaticStressDisorder(PTSD).


Appendix C contains a number of exhibits detailing trends in population, income, housing and economic activity for the Greater Ripley Area and the County and how this compares with the State of West Virginia.

Population•From2000-2010,theGreaterRipleyArea’s(GRA) growthoutpacedthecountyandstateexperiencing an8%growthrateversusthecounty’srateof4% andthestaterateof2%.

•However,JacksonCounty’spopulationpeaked in2010andwilldeclinetotheyear2000levels by2030.

•ThenumberofhouseholdsintheGreaterRipley Areaincreasedby20%from2000-2010andalmost 50%ofallcountyhouseholdsresideintheGreater RipleyArea.

•Thepopulationisagingandthesizeofhouseholds isdecreasing.

•JacksonCounty’smedianhouseholdincomeis only64%oftheU.S.medianhouseholdincome of$53,046.

Demographic, Economic & Housing Trend Data

Figure 1: 2000-2010 Population Growth

10

8

6

4

2

0GRA Jackson

CountyWest

Virginia


Economic Activity•InJacksonCounty,theoveralltotalnumberofbusinesseshastrendeddownfromahighof12%growthratein2000,toa3%growthratein2010.

•From2007-2012,thecountysawa40%declineinthenumberofmanufacturingjobs,whichhadanancillaryeffectontheretailandrealestateindustrieswhichsawa15%and14%decline injobsrespectively.

•Ananalysisofexpendituresrelatedtoconsumer demandandretailsupply,indicatesthatthe GreaterRipleyAreaisexperiencingsignificant salesleakageinallretailsectorsexcept GasolineStationsandGeneralMerchandise storeswherethereisahealthyamountof retailsalesbeingimportedfromresidents outsidethetradearea.

•GrosssalesrevenuesfortheCityofRipley increasedbymorethan50%from2004-2013.

•PropertyvaluesfortheCityofRipleyhave increasedby31%since2004duetonew housingandcommercialconstruction.

Housing Activity•From2000-2010,thenumberofhousingunitsin theGreaterRipleyArea(11%)increasedatagreater ratethaninJacksonCounty(8%)andWestVirginia (4%)asawhole.

•Themedianhousingvaluesfortheareaincreased by33%,slightlyhigherthanthecountyrate,and thatofthestate.


We Have Faced Challenging Times...The Greater Ripley Area is closely tied to the trendsexperiencedinJacksonCounty.Assuchthecommunityhasgone throughsomeextremelychallengingeconomictimes.Overaperiodoftimethecountyexperiencedalossofover4,000manufacturingjobs,includingthoserelatedtotherecentclosureofCenturyAluminum.The2007-2012datashowsthatthistrendislesseningandthatthecountyisfightingbacktodiversifyandstrengthenitseconomy.Challengesstillremain.

The data reflects the major factors that also impact the Greater Ripley Area:

•Overthepastdecadethelossofover1,000jobs or40%ofthemanufacturingemploymentbase inthecounty.

•Thesubsequentrippleeffectofsuchjoblossesonretailandservices.

•Therelativecloseproximitytotwourbanareastothenorthandsouthwhichdrawsignificantconsumerexpendituresoutofthecountybecauseofcompetitionfromlargeshoppingmallsandbigboxretailers.

More than anything else, the state of our broadband infrastructure will determine the extent to which the Greater Ripley Area can reach its full potential. Our future population growth and business climate is dependent on our ability to “Connect” to the global world. Our current broadband capacity is woefully below acceptable standards for high speed internet.

Additionally,infrastructureisanimportantbuildingblockuponwhich togrowtheGreaterRipleyArea.TheCityhas just completed improvements to create abundantwatercapacitytoservetheneedsofRipleyandSouthernJackson Public Service District. However, wastewatertreatment is a different story. Like many communitiesacross the country, meeting ever more stringent EPAwaterqualityrequirementshasbeenachallenge.TheCityofRipleyiscurrentlyundertakinga$14millionupgradetoitswastewatercollectionssystem.InadditionbothRipleyandSouthernJacksonanticipatethattherewillbemulti-million dollar upgrades to their wastewater treatmentplantsinthenearfutureaswell.

Justasimportant,isthelackofbroadbandcapacityforthose areas outside of the immediate Ripley municipalarea.TheUnitedStatesandthestateofWestVirginiahaveaveragedownloadspeedsofapproximately38Mbpsand31Mbps,respectively.TheGreaterRipleyAreaislackinginbroadbandcapacitybecauseourpeakavailabledownloadspeedsof6Mbpsareonly19%ofthestateaverage,and15%ofthenationalaverage.ReliableaccesstobroadbandserviceisnecessarytopromoteeconomicgrowthwithintheGreaterRipleyArea,andalsoallowtheareatoremainattractive to residential and commercial developers andbusinesseslookingtoexpandorrelocatetothearea.

Our Path Forward Has Challenges And Opportunities

But We Have Always Capitalized On Our Opportunities...While thechallengesaresignificant, theopportunitiesbecauseofourlocation, topography,ruralcharacter,andcloseknitcommunity faroutweighanyperceivedbarrierstocommunitysuccess.Specifically,wecancapitalizeon:

1. Ourcentrallocationbetweenthetwourbanemploymentcentersof CharlestonandParkersburgwithamajorinterstate(I-77)connecting ustobothofthem;

2.Trafficcountsof25,000carsperdayonI-77with about50%exitingattheWestRipleyexit.

3.Availablelandandcommercialbuildingstomanagepopulation growththatissmartandcompatiblewithourruralcharacter.

4.Theappealoflivinginasmalltownwithalowcrimerate, strongeducationsystem,andstrongsenseofcommunity.

5.Ouragriculturaltraditionsthatcanhelpustocreateneweconomic opportunitiesbyconnectingsmalllocalfoodproducerstolarger endusers.

Ourvisionandgoalsasdefinedinthefollowingsectionarebuiltontherealizationthatwehavebothsignificantassetsandopportunitieswhichprovideafoundationforfuturegrowth.WerealisticallyaddressourchallengesbyputtingforthapositiveagendaofchangeandcommunityempowermentthatencouragestheresidentsoftheGreaterRipleyAreatoembraceandconnecttothemanyresourcesavailablelocallyandgloballytoenhancetheirlives.

Our Vision We believe that Ripley’s future is inextricably tied to fully embracing the technology of the 21st century and the ability it brings to connect community resources with our residents. While some small towns are intimidated by the world of technological advances, Ripley is adamantly pressing to bring technology to its residents and businesses. We must pursue the necessary infrastructure to achieve full connectivity in order for our community to remain relevant with our youth, education system, and economic development efforts. In tandem with this effort, we will also elevate our efforts to connect all aspects of our community with the resources and amenities needed to make us the most attractive place to live, work and play.

Our vision can therefore be summarized in the following statement:

The Greater Ripley Area is the most connected small town community in America to live,

work and raise a family.


Connect our community with stronger broadband infrastructure.

Year One Outcomes:•Establishviablestrategieswithbroadbandserviceproviders anddeveloperstoenhanceservicewithinthreeyears.

Year Three Outcomes:•Thetopendaveragebroadbandspeedwillmeetorexceedthenationalaverage.

There will be a:

• 75%increaseinthenumberofhouseholdswithdownloadspeedsthat areequaltoorgreaterthan24Mbps;

• 75%increaseinthenumberofhouseholdswithdownloadspeeds between10-24Mbps

1.1 Increase broadband speed from its current 6 Mbps to 38 Mbps. Thecurrentnationalaveragedownloadspeedis38Mb.However,intheGreaterRipleyArea,thevastmajorityofour residentsandbusinessesareexperiencingspeedsfarless.Asreportedbyoneproviderinourcommunity,75%oftheir customershavespeedsthatareconfiguredfor10Mborunder;19%areconfiguredfor11-23Mb;andonly6%are configuredfor24Mborgreater.TheGREDTwillworkwithourbroadbandproviders,theStateofWestVirginia,andfederal agencypartnerstoincreasetheaveragedownloadspeedswithagoalofmeetingorexceedingthenationalaverage.

Goal 1

Kenna Area - HSI AvailabilityCurrently serviced by 5 remote DSLAMs

Fairplain Area - HSI AvailabilityCurrently serviced by 3 remote DSLAMs

Evans Area - HSI AvailabilityCurrently serviced by 5 remote DSLAMs


2.1 Develop Phase I of the RipleyBelieves.com website for dissemination of local information.

a)Securedomainname

b)Engagecontractortodevelopsite

c)Developsitetoencourage,inform,andengagethepublicaroundcommunityrevitalizationgoalsandAmerica’sBestCommunitycontest

d)Integrateintosocialmedianetworks

e)Marketsitetobuildcommunityfollowing

2.2 Develop Phase II to connect site to tourism information, community partners, businesses, local government, so that it can function as a launch pad of information for the community.

a)Consultwithdesignerandcontactallrelevant organizations,connecttotheiron-lineresources, andhaveadditionalfunctionalityprogrammed intoRipleyBelieveswebsitesothatitisafully functionalcommercehubforthearea.Wewill workdirectlywithbusinessestoupgradetheir onlinemarketingeffortsincludingon-sitevisits andprogrammingandstrategysupport.

2.3 Develop Phase III to implement search engine marketing strategies to elevate Ripley’s visibility as a place to live, work and visit.

a)Developasearchenginefriendlye-commerce capablewebsite,googlebusinesspage,and

socialmediapagesforbusinesseswithno onlinepresence,andactivelymanagetheir onlinemarketingwiththem.

2.4 Develop signage and outreach program to connect residents and visitors with the RipleyBelieves.com communication platform.

a)Identifystrategiclocationsnearandalonghighway intersectionsforsignsthatpromotethewebsite.

b)Developamerchantparticipationprogramthat provideseverybusinessastickerthatcanbe postedontheirdoorwiththewebsiteaddress.

c)Promoteaccesstowebsitethroughtheuseofsocial mediaandnetworkofresidentsthathaveparticipated inpreviouscommunityengagementactivities.

d) Purchaseandacquiretheequipmentneeded toconstructalargeHDmessageboardat theI-77entrancetoRipley.Thismessageboard willactasarevolvingbillboardadvertisingthe townanditsofferingsbydisseminating informationaboutRipley,promotingthe downtownshops,informingvisitorsaboutthe freeWi-Fidowntownandencouragingtravelers tomakethetripfromtheinterstatetodowntown. Thissignwouldbehousedinabrickandmortar pedestalandcouldberemotelycontrolledfrom RipleyCityHall.

Year One Outcome Measurements:•CompletePhaseIofRipleyBelieves.cominformationplatform……..COMPLETED.

•CompletePhaseIIofRipleyBelieves.cominformationplatform.

Year Three Outcome Measurements:•Connect75%ofthecommunity’sagenciesandorganizationstothe RipleyBelieves.complatformandhavestickerson75%ofthebusinessesdoors.

• Complete100%oftheoutreachtoengagebusinessesandresidentsinthecommunity.•Searchengineoptimizationcomplete.

Connect businesses, residents, and tourists with local and global information

Goal 2


3.1 Grow the number of “Agri-preneurs” by connecting small local agricultural producers with community end users including households, institutions, restaurants and others.

The local food movement has opened a lot ofdoors for localproducers tomarket theirproducts.However,manyfarmersarehamperedbecauseoftherequirementbyUSDA tobeGAP (GoodAgriculturalPractices)certified.GAPcertificationincludesfivemainsectionsthataremadeupofthefollowing:WrittenPlanofAction,StandardOperatingProcedures,Record/LogSheets,SupportingDocuments,andattheendoftheprocess,thereisanon-farmUSDAGAPauditprocess.

MostallofthefarmersintheareacanpassalltheareasofGAPexceptone-thepackinghousewithacoolingsystem.Theotherrequirements,suchaswaterquality,soilquality,irrigation,handwashingandrestroomavailabilityareobviouslyobtainablebytheproducer.Itismoreeconomicallyfeasibletohaveonewashingandpackinghousethatallthefarmerscanshareandclaimfortheauditanduseintheirproductionplan.TheExtensionServicehasenteredintoacooperativeagreementwiththeWVDepartmentofAgriculturetorepurpose a former distributionwarehouse, just offthe1-77Fairplainexitasanaggregationcenter.

a) Developalocalfoodhubcenterattheformer Shoney’swarehouseinFairplaintoaggregate agriculturalproductsfromlocalfarmers, implementappropriatehandlingandprocessing procedures,anddistributetoendusers.

b) ExpandtheParchmentValleyinitiativeto assistVeteranswhostrugglewithPTSD,TBI, MST,SubstanceAbuseandAddiction,and othermental,emotional,andphysical disabilitiesinhealingandreintegrationinto theircommunities,becomingself-sustaining agri-businessentrepreneurs.

c) ExpandandpromotetheexistingFarmers Marketbyexploringanindoorcomponentfor yearroundmarketingofgoods,includingsuch itemsasprocessedfoods,bakeditems,andvalue addeddairyandmeats.Includethedevelopment ofacommercialkitchenthatcanbeleasedby communitygrowerstoprocessandpackage localfoodproducts.

3.2 Establish free Wi-Fi in downtown Ripley to connect businesses and attract visitors to the downtown.

a)Engineerandestablishacostfordevelopment ofthesystem.

b) Purchaseandinstallequipment.

c) Markettheservice.

3.3 Increase the number of businesses that have effective e-commerce capability.

a) Retainservicesofaprofessionaltohelpdevelop ane-commerceprogramforbusinesses.

b) Educatebusinessesonthebenefitsofinternet marketingande-commerce

c) Solicitinterestfrombusinessesinparticipating inprogram

d) Identifylevelofreadinessforinternetmarketing ande-commerce

e) Customizeservicestoeachbusinesses

Position Ripley as the Connected Hub of Commerce for the region.

Goal 3

Proposed Wi-Fi Coverage Area Priority Area Desired Area


Year One Outcome Measurements:•Completeorganizationofatleast25 producerswhohavecommittedto provideproductforthelocalfoodhub.

•Securelocationandequipmentfor aggregationcenter…COMPLETED

• DesignfreedowntownWi-Fisystem... COMPLETED

• ImplementationoffreeWi-Fiindowntown andRipleyCityPark

•Establishpartnershipwithhighereducation todefinetheprogrammingforadowntown innovationcenter.

• Implemente-commercetraining forbusinesses.

Year Three Outcome Measurements:• 25%increaseinrevenuesforlocal foodproducers.

• 15%increaseincollectionoftheCity’s Business&Occupationtaxrevenue

• 50%increaseinutilizationofbroadband ande-commerceabilityforbusinesses.

•ConstructaLEEDcertifiedsmallbusiness andcommunitydesigninnovationcenter thatwillshowcasenotonlybuildingand businessenergyefficiency,butwillbea leaderindesigningaLEEDNeighborhood Developmentplanthatpromotes connectivityofthecommunitythrough completestreetsandimprovedwalkability.

•Developmentofanartisanscooperative withnotonlyretailspacebutwitha strongon-linepresencethatexpands marketingoutreach.

3.4 Develop a Leadership in Energy and Environmental Design (LEED) certified center for small business and neighborhood innovation. The “Connected Corner” in downtown Ripley will act as a hub for innovation, creative work and dissemination of information on business and community sustainability.

This facilitywill connect localentrepreneurswithmentoring,education,technologyresources,officespace,andpotentialfundinginordertogrowtheirenterprise.Itwillalsoactasademonstrationsiteforshowcasingnotonlybuildingandbusinessenergyefficiency,butLEEDforNeighborhoodDevelopment.This type of development promotes walkable,sustainablewellconnectedcommunitiesaswellas high-performing green buildings, parks andgreen space. Bikes, pedestrians and vehicles playnicelytogetherontheroad.LEEDforNeighborhoodDevelopment (LEEDND) is engineered to inspireandhelpcreatebetter,moresustainable,well-connectedneighborhoods.Itlooksbeyondthescaleofbuildingstoconsiderentirecommunities.

a) Identifyandsecureadowntownbuilding tohousethefacility.

b) ResearchLEEDcertificationlevelsforthe buildingandretainLEEDcertifiedarchitect fordesignanddevelopment.

c) Retainprofessionalservicestodesign LEEDNeighborhoodDevelopment programforthedowntownand adjacentneighborhoods.

d) Establishappropriatepartnershipstodevelop programmingopportunitiesandabusiness plantoaddressoperatingissuesincluding developmentofadequateresourcesto maintainthefacilityandexecutetheplan.

3.5 Develop a local artisans gallery in the downtown business district.

TheGREDTwillworkinpartnershipwiththeMainStreetRipleyandTamarackFoundationfortheArtstoplananartist’scooperativethatshowcasestheindigenouscreativetalentofourregion.Itwillbemodeled after successful cooperatives inWestVirginia,NorthCarolina,andKentuckythataredesignedtobothdrawvisitorstothecommunityaswellasstrengthenthemarketingeffortsofartisansinvolvedinthiscottageindustry.Amajorthrustwillbetodevelopastrongon-linemarketingcampaigntoextenditsreachbeyondjusttheretailoperation.

a) Identifythepoolofartistsinterested inparticipating.

b) Developthebusinessplanandmodel foroperations.

c) Identifyanappropriatefacilityinthe downtownarea.

d) Developastrongon-linemarketingcampaign.


4.1 Secure the future of Cedar Lakes Conference Center as a viable recreation, education, and conference facility

SecuringthefutureoftheCedarLakesConferenceCenterisanon-goinglocalinitiativethatisvitallyimportanttothecommunity.Thisfacilitycoveringalmost400acres,ownedbytheWestVirginiaDepartmentofEducation,will no longer be supported by state governmentbeyond July, 2016. A group of local citizens hasaccepted the challenge of preserving and enhancingthisvaluablelearningcenterforallages.Thenon-profitCedarLakesFoundationisworkinghardtoenablethefacilitytobeviablewithprivateconferencecentersintheregionwhilemaintainingitseducationalmission.To accomplish this, the Foundationmust be able toraiseonemilliondollarsannuallytomeetoperationalcosts.It’sachallengethatspeakshighlyofthecharacterofthecitizensintheGreaterRipleycommunity.CedarLakes provides jobs for 40 local residents. A SaveCedarLakesFacebookGroupwasformedin2013andhasbeeninstrumentalinhelpingkeepthefacilityopenandallowforatransitionalperiodtoprivateownershipbytheFoundation.Inordertoproceed,thefollowingtaskswillneedtobeaccomplished:

a)Developaprogrammaticandfinancialplan forthefuture

b) Developamarketingstrategytoattract moreusers

c) Increasecommunitysupportandfinancial assistanceforfacility

d)Secureadequatebroadbandandcellularservice capacitytocompeteforconferencesandevents

4.2 Implement improvements to Ripley City Park.

Through our community engagement process inwhichmorethan500peoplerespondedtoawrittenand on-line survey, the community expressed adesireforthefollowingrecreationalamenitiestobebuiltorimproved.

a)Constructanaquaticplayground

b) Improvebasketballcourtsandrelatedfacilities

c) Refurbishexistingtenniscourts

d) BuildADAcompliantbathroomfacilities

e) EstablishfreeWi-Fi

4.3 Implement improvements to Whiting Park

a)Improvelightingtoensuresafeuseofthe parkatnight

b) Improvewalkingandbikingtrail

c) Improvesoccerfields

4.4 Enhance water trail at Mill Creek

a)Developaccesspoints

b) Improvesignage

4.5 Provide community amenities and programs for residents and visitors so that they will connect with downtown and adjoining neighborhoods.

Through our community engagement process in whichmorethan500peoplerespondedtoawritten and on-line survey, the community expressed adesireforthefollowingdowntownamenitiesor businesses. Listed below are the three most popularresponses.

a)MovieTheatre:MainStreetRipleyhasnearly completedtherestorationofthehistoricAlpine TheaterindowntownRipleywhichcouldserve asavenueforamovietheaterifdigital equipmentcanbesecured.

b)BowlingAlley:TheGREDTwillactivelyrecruit aprivateinvestororbusinesstoestablisha bowlingalleyinthecommunity.

c)Regularlyscheduledeventsandactivitiesfor youthandfamilies:TheGREDT,RipleyCVB,and otherswilldevelopregularlyscheduledevents throughouttheyearwhichwillbestagedinthe downtownarea.

Connect recreational facilities with residents to improve quality of life.

Goal 4


Year One Outcome Measurements:•CompleteimprovementstobasketballcourtsandrestroomfacilitiesinRipleyPark.

•CompleteimprovementstosoccerfieldsinWhitingPark.

•CompletebusinessandmarketingstrategiesforCedarLakes.

•Hosttwonewcommunityevents.

Year Three Outcome Measurements:• IncreaseattendanceandfacilityusageatCedarLakesby15%.

•CedarLakeswillbeaself-sustainingfacility.

•Completetenniscourtsandsplashpark.

•Secureanddeveloptwoaccesspointsandimplementsignageforthewatertrail.

• SecureequipmentfordigitalmoviesandmakeneededrenovationsattheAlpineTheatre.


5.1 Identify available sites for development that can be marketed to commercial and residential developers.

a)Retainanengineeringfirmtoidentifythemost viablesitesfordevelopmentbasedontopography, utilityavailability,access,andcosteffectiveness.

b)Forthetopresidentialandcommercialsites, developaconceptualsiteplanandcomplete costestimateforsitepreparation.

Ripley Site # 2Thissiteisanundevelopedareaofapproximately13acreslocated between County Routes 21 and 15 approximately1.5 miles from the Interstate 77 Exit 138 Interchange atapproximately770KlondykeRoad(CountyRoute15).ThesitehaseasyaccessfromCountyRoute15,andcouldgainaccesstoCountyRoute21throughconstructionofabridgecrossingMillCreek.Waterandsewerserviceisavailablealongtheback(Route15)ofthissiterequiringminordevelopmentofutilitiesontothesite.Thissiteiswithinanaturalgasservicearea.Italsohasaccesstobroadbandinternet.

Developmentof thissite isanticipated tobe relativelystraightforwardasthissiteisprimarilylevel.MillCreekbordersthesiteontwo(2)sideswhichreducestheusableacreageduetothe100yearfloodplain.However,theportionofthissitewithinthefloodplaincanstillbeusedforparking,greenspace,orotherpurposesnot requiringabovegroundstructures.The recommendedusefor this site is single family housing with availability for ten(10) tofifteen(15) lotsofapproximately0.5to0.75acreseach.Theportionofthesitewithinthefloodplainwouldprovideanexcellentlocationforacommunityparkorgarden.

BulkEarthwork 20,000CY $5/CY $100,000

Clearing,Grading 1LS $50,000/LS $50,000

Roads 2,000LF $350/LF $700,000

WaterUtilities 2,000LF $100/LF $200,000

SewerUtilities 2,000LF $150/LF $300,000

ConstructionSub-Total $1,350,000

TechnicalServices(20%) $270,000

Total Estimated Cost $1,620,000

Description Quantity Unit Price Total Cost

Site #2 Development Costs: Residential Development

Market the Greater Ripley Area to connect businesses, residents and visitors with our community.

Goal 5

c)Usingtheaboveinformation,develop amarketingprogramtoattractprivate developerstothesites.

Arecentlycompletedsiteassessmentidentified12sitesfor potential development in the Greater Ripley Area.Of those 12, the following three sites were deemedthemost feasible fordevelopment.Asummaryof thesites, and their corresponding development costs aresummarizedbelow.


Kenna Ridge Business Park Thissiteisapartiallydevelopedareaofapproximately134 acres located along Interstate 77 at the Exit 124Interchange. This site is also located 25miles fromYeagerAirportinCharleston,WVresultingineasyaccessbylongdistancecommuters.

Waterserviceisavailablealongtwo(2)sidesofthissiterequiringminorexpansionontothesite,whilesanitarysewerserviceisavailableattheheadofthissiterequiringmore rigorous extensions and coordination with WVDEP.Thesiteiswithinanaturalgasserviceareaandhas

BulkEarthwork 1,000,000CY $4/CY $4,000,000


Roads 4,000LF $350/LF $1,400,000




TechnicalServices(20%) $1,380,000



accesstointernet;however,downloadspeedsdonotmeet broadband standards. This site has favorablepotentialfordevelopmentduetotheexistingcommercialdevelopmentalreadylocatedonthesite.However,thesiteterrainisprimarilyrollinghillswhichwillrequirenotableearthwork during site construction. The recommendedusefor thissite is furtherdevelopmentof thebusinesspark. The site could be divided into multiple lots forofficebuildings,litemanufacturing,orwarehousing.Byphasingdevelopmentofthissite,earthworkcostscanbemitigatedtomanageablefigures.


Ripley Site # 1A partnership will be formed with a developer to turnthis72.5acreinterstatefrontage, intoalargecommercialdevelopment tobe thehome to threeormore largeboxretailers and possibly one to two small manufacturers.WaterandSewerservicecanbeeasilyexpandedtothissite.Wewillbecreatingjobs,bringingmoregoodsandservicestoarea residents, increasing thecollectionofBusiness&Occupations taxes, significantly increasing real estatevaluesandthecollectionofadvaloremtaxdollarsforRipleyandJacksonCounty.WewillbetransformingRipleyintoashoppingdestinationplaceintheMid-OhioValleyRegion.Theadditionofthesebusinesseswillgreatlyincreasethenumberof vehiclesexiting Interstate77, leading tomore

BulkEarthwork 1,500,000CY $4/CY $6,000,000


Roads 1,000LF $350/LF $350,000




TechnicalServices(20%) $1,470,000



shoppers and visitors to area restaurant and downtown.Increasedtrafficcounts, Increasedtaxcollections,bothB&Otaxesandrealestatetaxes,canallbeusedtomeasureprogress. Additionally, the development of Ripley Site 1willgreatlyenhancethedevelopmentofvacantpropertiescurrently available along Academy Drive within the citylimits. Working inpartnershipwith theownersofRipleyTownTaxMap3Parcel3 (12.749acres)andRipleyTownTaxMap7Parcel15(1.86acres),wewillcontinuetorecruitahotelchainwithaconventioncenter,andatleastonefullservicerestaurantforthesepropertieswhichalsofeatureinterstatefrontage.AcquisitionofRipleySite1willhaveatremendousspringboardeffectforlocaldevelopment.

Market the Greater Ripley Area to attract more businesses, residents and visitors.

Goal 5 CONTINUED


5.2 Develop and execute a marketing campaign to maintain and recruit residents to the community.

a)TheGreaterRipleyEconomicDevelopment Teamwilldevelopacoalitionofresidentstokeep communityengagementlevelsataveryhighlevel.

b)Explorethedevelopmentofahomeownership incentiveprogramfortheGreaterRipleyArea thatprovidesattractivemortgageproductsand downpaymentassistance.

c)Planandimplementperiodicfamiliarizationtours forrealtorsinJacksonandadjoiningcountiesto betteracquaintthemwiththevarietyandquality ofhousingaswellascommunityamenities.

d)WorkwiththeHumanResourcedepartments ofkeyemployersinadjoiningcountiestomarket thecommunity’shousingstockandamenitiesto theiremployees.

5.3 Develop and implement a recruitment program to attract new small businesses to the community.

a)Inventoryallavailablespaceforsmallbusiness developmentandshareinformationwithrealtors, lenderswhoworkwithprospectivesmall businesses,theSmallBusinessDevelopment Centerbusinesscoach,andmembersofthe ChamberofCommerce.

b)Identifygapsinbusinessmixanddevelop materialstoattractordevelopthosetypes ofbusinesses.

c)Implementarecruitmentcampaignby:

•Promotingbusinessopportunitiesthroughthe RipleyBelieves.complatformandassociatedsocial media.Thecitycreatessomeusefulinformational contenti.e.casestudiesondecidingwhereto openyournextbusinesslocation.Thisinformation isprovidedbyGooglepaidsearchandFacebook ads,totargetedlow-costcoldprospects.Thosethat clicktoobtaingettheinformationareautomatically trackedbysocialnetworks.Theseaudiencegroups arethentargetedformorepersonalizedadvertising. Theultimategoalistohaveasmalleradvertising budgetforatargetedprospectlistthatreaches prospectsonapersonallevel,savingtimeand escalatingthemarketingprocess.

•Promotingbusinessopportunitiesthroughthe RipleyBelieves.complatformandassociatedsocialmedia.

•Visitingbusinesseswithinonehourofthetradeareatodiscusssecondlocationswithbusinessowners.

Year One Outcome Measurements:• Identifyandfacilitatetheacquisition ofSite#2byaprivatedeveloper.

•Completionofsiteanalysisstudy withcostestimatesfordevelopment ofthetoppriorityresidentialand commercialsites...COMPLETED.

•Conceptualsiteplanningfor newresidentialdevelopmentand marketingmaterialsarecompleted.

•RipleyBelievesCoalitionhas beenformedandisoperating asacommunityadvisorygroup toassisttheCitywiththeongoing evaluationofcommunityneeds andwiththepromotionof thecommunity.

• Inventoryofallavailablecommercial propertieshasbeencompleted.

Year Three Outcome Measurements:•Complete50unitsofnewhousing withintheGreaterRipleyArea, includingSite#2.

•AcquisitionofRipleySite#1and marketingcampaignunderway.

•Tennewbusinessesrecruited tothecommunity.

•PackagingtechnicalassistancefromtheSBDCbusinesscoachande-commercetrainingwithanyfinancialincentivesthatcanbedevelopedsuchasloanprograms,andsignageorfaçadegrants.

An expanded version of our marketing objectives is found in Appendix E.

Improving Our ConnectionTo result in economic growth and a better quality of life.



Objective Lead Partner Estimated Cost Funding Partner

Increase broadband speed from its current 6 Mbps to 38 Mbps.

GREDT, Frontier Communication

TBD Appalachian Regional Commission, Connect America Fund, Rural Broadband Access Loan and Loan Guarantee Program

Develop broadband infrastructure with average download speeds that meet or exceed the national average (currently 38 Mbps)

Our plan is ambitious. We have set what we believe are “stretch” yet realistic goals for the community. Given the high level of community engagement and the strength of our organizational partners, we are confident that we can meet our goals. The following tables summarize our goals and objectives with estimates of costs, proposed funding sources, and identification of the lead community partner. The information contained in these tables assumes a three year time frame. We have assumed ABC funding for the semi-final round ($100,000) and projected additional ABC funding if we are selected to advance. Our goal is to secure $3 for every $1 that we receive from the ABC contest.

While the Greater Ripley EconomicTeam will have theleadresponsibilityforsomeoftheobjectives,itwillalsotake charge of coordinating the partners and will seekaccountability for progress toward completion of goals

byhostingquarterlymeetingswithpartnerorganizationstofacilitatecommunications,discusssolutionstobarriersthatarise,andtoprovidewhateversupportisnecessarytoseethesuccessfulexecutionoftheplan.


Develop Phase I of the RipleyBelieves.com website for dissemination of local information

Greater Ripley Economic Development Team

COMPLETED1 ABC Funding, Quarter Final Round

Develop Phase II to connect site to tourism information, community partners, businesses, local government, so that it can function as a launch pad of information for the community.


$6,000 ABC Funding, Semi-Final Round

Develop Phase III to implement search engine marketing strategies to elevate Ripley’s visibility as a place to live, work and visit.


$2,500 ABC Funding, Semi Final Round

Develop signage and outreach program to connect residents and visitors with the RipleyBelieves.com communication platform

City of Ripley, Ripley CVB

$125,000 ABC Funding Final Round

HD Message Sign GREDT, City of Ripley $125,000 ABC Funding Final Round

Connect businesses, residents, and tourists with local and global information

1ThisobjectivewascompletedaspartoftheinitialABCcompetitionaward.


Objective Lead Partner(s) Estimated Cost Funding Partner

Grow the number of “Agri-preneurs” by connecting small local agricultural producers with community end users including households, institutions, restaurants and others

WVU Extension, WV Department of Agriculture, Main Street Ripley

$10,000 Jackson County Community Foundation, WV Department of Agriculture, USDA

Expand the Parchment Valley Initiative Parchment Valley Veterans Therapeutic Program

$10,000 WV Department of Agriculture, USDA

Develop an indoor/outdoor Farmers Market & commercial kitchen

Main Street Ripley, WV Department of Agriculture

$75,000 USDA Rural Development, WV Department of Agriculture

Establish free Wi-Fi in downtown Ripley to connect businesses and attract visitors to the downtown and extend to Ripley City Park.

GREDT $35,000 ABC Funding Semi-final Round, local businesses, community contriubtions

Increase the number of businesses that have effective e-commerce capability.

Chamber of Commerce, WVU-P

$5,000 Governor’s Guaranteed Workforce Training Program

Develop the LEED Certified“Connected Corner” in downtown Ripley as a hub for business and community innovation including promotion of a LEED Nieghborhood Plan

GREDT, WVU-P $150,000 USDA Rural Development, Private Foundations, WVU-P (in-kind)

Develop a local artisans gallery in the downtown business district

GREDT, Main Street Ripley, Tamarack Foundation for the Arts

$125,000 ABC Funding Final Round, Tamarack Foundation for the Arts

Position Ripley as the Connected Hub of Commerce for the region.





Secure the future of Cedar Lakes Conference Center as a viable recreation, education, and conference facility

Cedar Lakes Foundation $1,000,000 Private fundraising efforts, economic development grants, possible partnership with WV Department of Agriculture

Implement improvements to Ripley City Park2

City of Ripley $200,000 Land & Water Conservation Fund, City of Ripley, Board of Education, Jackson County Community Foundation

Implement improvements to Whiting Park3 City of Ripley $150,000 Private donations, City of Ripley, FEMA, Ripley Youth Soccer League, ABC Funding Semi-final Round

Enhance water trail at Mill Creek Main Street $5,000 WV DNR

Promote the development of community amenities and programs that connect downtown Ripley with residents and visitors.

Main Street $100,0004 Private fundraising efforts; Jackson County Community Foundation

Connect recreational facilities with residents to improve quality of life.


Identify available sites for development that can be marketed to commercial and residential developers.

GREDT COMPLETED5 ABC Funding Quarter-final Round

Acquisition and annexation of Ripley Site #1

City of Ripley, GREDT $2.5 million ABC Funding Final Round,Local Develoer

Develop and execute a marketing campaign to maintain and recruit residents to the community.

Ripley CVB, Greater Ripley Economic Development Team

$100,000 ABC Funding Semi-final Round; Convention & Visitors Bureau, jambam

Develop and implement a recruitment program to attract new small businesses to the community

Main Street, Jackson County Development Authority (JCDA)

$75,000 ABC Funding Semi-final Round, Main Street, jambam

Market the Greater Ripley Area to attract more businesses, residents and visitors.

5 AsiteanalysishasbeencompletedusingfundsfromtheinitialABCcontestaward.Twelvesiteshavebeenanalyzedandoneresidentialandcommercialsiteeachhavebeenselectedforadditionalanalysis.

2 Basketballcourts,aquaticplayground,tenniscourtreplacements,bathroomfacilities3 Soccerfields,trails,lighting4 RestorationofAlpineTheatreandcommunityprogramming


Activity Amount Budget Detail Notes

Install free Wi-Fi Service in downtown Ripley and Ripley City Park

$35,000 14 radio devices @ $1,928 per device= $27,000 One year of operations and maintenance= $9,000

Please see more detailed engineering plan estimates in Appendix D.

In order to maintain the service over the life of the plan, we will solicit an additional $18,000 in funds from local businesses including selling advertising on the Splash Page, and other community contributions.

Implement Phase II & III of the RipleyBelieves.com communications platform

$8,500 $3,500-$6000 program additional functionality into Ripley Believes website so that it is a fully functional commerce hub for the area.

$2,500Assumes 7-10 businesses at $350 per business

Will sign businesses up in year one to upgrade their online marketing to required levels to participate in new marketing programs, including one on-site visit and programming and strategy support.

Implement recreation improvements

$46,500 $6,000 for the installation of a new acrylic surface for the basketball court in the Ripley City Park.

Contractual firm to provide service

$1,200 for new basketball goals with backboards for basketball court in Ripley City Park.

City crews to install

$600 for upgrading lighting switch at basketball court in Ripley City Park.

Includes new box & timer & electrician fees

$38,700 to construct ADA compliant public restroom in Ripley City Park.

Includes new box & timer & electrician fees

Implement marketing program

$10,000 $5,000 photography for marketing materials for development sites

$5,000 to execute a direct mail and e-marketing campaign to reach targeted markets

We will use other funding to implement other aspects of our marketing program

One Year ABC Funding Budget for the Semi-Final Round

Thefollowingdescribeshowthe$100,000fromtheSemi-finalABCfundingroundwillbespentovera12monthtimeframe.



Appendix ASOCIAL MEDIA REPORT

Jul '15 Aug '15 Sep '15 Oct '15

0

5

10

15

from June 15, 2015 - October 29, 2015

@BelieveInRipley

Believe In Ripley

All Web Site Data

across all Twitter and Facebook accounts

Incoming Messages 17,684

Sent Messages 324

New Twitter Followers 546

New Facebook Fans 1,657

17,714 INTERACTIONS

BY 13,768 UNIQUE USERS

1,158,114 POTENTIAL REACH

across all Twitter accounts

FOLLOWER DEMOGRAPHICS

49%MALE FOLLOWERS

51%FEMALE FOLLOWERS

18-20

21-24

25-34

35-44

45-54

55-64

65+

TWITTER STATS

546New Twitter Followers in this time period

204Link Clicks

26Mentions

56Retweets

DAILY INTERACTIONS @MENTIONS 26 RETWEETS 56 OUTBOUND TWEET CONTENT

8 Plain Text

63 Links to Pages

127 Photo Links



0

250

500

750

Jun 29 Jul 13 Jul 27 Aug 10 Aug 24 Sep 7 Sep 21 Oct 5 Oct 19

02.55

Jun 29 Jul 13 Jul 27 Aug 10 Aug 24 Sep 7 Sep 21 Oct 5 Oct 19

0

50k

100k

across all Facebook pages

My Facebook Pages1.63k Total Likes, and 185 people talking about this

FAN GROWTH New Fans 1.7k Unliked your Page 27

PAGE IMPRESSIONS Impressions 725,424 by 418,757 users

IMPRESSIONSPage Post 368.4kFan 21.7kMention 17Coupon 0Checkin 0Question 0User Post 0Other 0Event 0

Paid 202.6kOrganic 129.8kViral 390.1k

BY DAY OF WEEK AVG TOTAL

SunMonTueWedThuFriSat

4.8k5.6k3.6k6.0k7.1k5.5k4.4k

91.1k112.9k72.2k119.8k141.9k104.0k83.4k

IMPRESSION DEMOGRAPHICS Here's a quick breakdown of people engaging with your Facebook Page

AGE & GENDER

13-1718-2425-3435-4445-5455+

598 / 1.3k

14.8k / 37.3k

27.2k / 61.5k

30.6k / 64.9k

23.0k / 55.0k

23.4k / 71.8k

29% Male

71% Female

TOP COUNTRIES

United StatesUnited KingdomCanadaAustraliaGermany

410.6k585566310272

TOP CITIES

Ripley, WVCharleston, WVRavenswood, WVParkersburg, WVKenna, WV

87.3k35.3k28.6k15.2k10.4k



Stats across your web properties

Web Traffic 1,886

Social Traffic 568

Twitter Posts 2

Web Mentions 0

Leading Social Traffic SourceFacebook 549 views

TOP SOCIAL REFERRERS


Appendix ASUMMARY OF ONLINE RESPONSES TO THE COMMUNITY SURVEYS

21.05% 52

78.95% 195

Q1 Are you male or female?

Answered: 247 Skipped: 4

Total 247

Male

Female

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Male

Female

1 / 6

Ripley Believes Community Engagement Survey


1.20% 3

9.16% 23

15.14% 38

25.50% 64

22.71% 57

17.93% 45

8.37% 21

Q2 What is your age?Answered: 251 Skipped: 0

Total 251

Under 14

15-19

20-29

30-39

40-49

50-59

60 or older

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Under 14

15-19

20-29

30-39

40-49

50-59

60 or older

2 / 6

Ripley Believes Community Engagement SurveyAppendix A

SUMMARY OF ONLINE RESPONSES TO THE COMMUNITY SURVEYS


72.91% 183

38.65% 97

57.37% 144

49.00% 123

19.52% 49

9.16% 23

24.70% 62

23.90% 60

21.51% 54

Q3 What business development ideas doyou think would improve the economy and

livability of the Greater Ripley Area?Answered: 251 Skipped: 0

Total Respondents: 251

Add A MovieTheater

Add a FullService...

Add ARecreation...

Add a BowlingAlley

Add a businessand technolo...

Add moreaffordable...

Add Morecooperative...

Add morebusinesses...

Other (pleasespecify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Add A Movie Theater

Add a Full Service Restaurant

Add A Recreation Center

Add a Bowling Alley

Add a business and technology training center

Add more affordable housing

Add More cooperative agriculture/farming business opportunities to increase the sale of locally produced food

Add more businesses downtown

Other (please specify)

3 / 6




53.45% 124

39.22% 91

46.55% 108

6.47% 15

Q4 What technology and infrastructureimprovements do you think would improve

the livability of the Greater Ripley Area?Answered: 232 Skipped: 19


Betterbroadband...

Free wifidowntown

Improve &Expand publi...


0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Better broadband service (internet service) for the county

Free wifi downtown

Improve & Expand public water & sewer service in the Greater Ripley Area


4 / 6




27.98% 68

56.79% 138

25.10% 61

16.05% 39

63.37% 154

60.49% 147

35.80% 87

27.16% 66

Q5 Please place a check mark (multipleideas can be checked) by the ideas and/orimprovements you would like included in

the Parks & Recreation section of acommunity revitalization plan for the

Greater Ripley Area.Answered: 243 Skipped: 8


Repave andlengthen ten...

Build bathroomfacilities

Repavebasketball...

Improve volleyball court

Create a pavedarea around...

Build a SplashPark near th...

Add stone firepits and hor...


0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Repave and lengthen tennis courts to standard size(can have matches)

Build bathroom facilities

Repave basketball court

Improve volley ball court

Create a paved area around park for walking/biking

Build a Splash Park near the Ripley Pool that can be open during Ripley Park hours

Add stone fire pits and horse shoe game


5 / 6




45.61% 109

20.50% 49

18.41% 44

30.13% 72

25.10% 60

31.80% 76

30.13% 72

76.57% 183

11.72% 28

Q6 What improvements do you want to seein downtown Ripley?

Answered: 239 Skipped: 12


Add a waterfountain par...

Additionallandscaping/...

Change hangingbaskets and...

Repaint storefronts

Betterdirectional...

Add sidewalkslinking...

Downtown soundsystem to...

Regularlyscheduled...


0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Add a water fountain park for children in the downtown area

Additional landscaping/flowers around downtown streets

Change hanging baskets and planters from plastic to iron to match the lamp posts

Repaint store fronts

Better directional signs for shopping, restaurants and schools

Add sidewalks linking downtown with schools and the west side of town

Downtown sound system to support parades, special events and alerts

Regularly scheduled activities for youth and families (concerts, game nights, etc)


6 / 6




Appendix ASUMMARY OF RESPONSES RECEIVED TO THE COMMUNITY SURVEY

CONDUCTED AT THE RIPLEY BELIEVES RALLY











SiteAvailableAcreage

Proximity to Water

Proximity to Sewer

Natural Gas Service

Broadband Service

Proximity to Existing Utilitiues

Feasability of Utility Development

Development Potential

Access to Major Transportation

Site Ranking

Ripley #1 72.5 4 4 4 4 4 4 2 4 14

Ripley #2 13.6 4 4 4 4 4 4 4 3 15

Ripley #3 79.6 3 3 4 4 3 3 2 3 11

Evans #1 158.7 4 4 4 3 4 4 2 3 13

Evans #2 97.9 2 1 1 2 1 2 3 1 7

Evans #3 115.5 4 4 2 2 3 4 3 3 11

Fairplain #1 206.7 4 3 4 3 4 2 2 4 12

Fairplain #2 12.9 1 1 1 3 1 2 3 4 10

Fairplain #3 75.1 1 1 1 2 1 2 3 2 8

Kenna #1 166.1 4 4 4 2 4 3 3 3 13

Kenna #2 53.3 1 1 4 1 1 1 3 1 6

Kenna Ridge Business Park

125.7 4 4 4 3 4 4 3 4 15

Ranking Notations

(4) - Excellent

(3) - Good

(2) - Fair

(1) - Poor

(0) - Unfeasible for development

Appendix BGREATER RIPLEY SITE ANALYSIS MATRIX


Appendix CDEMOGRAPHIC, ECONOMIC, AND HOUSING DATA

Ripley Believes….We Are America’s CONNECTED Community

31 | P a g e

POPULATION TRENDS

Exhibit 2-‐1 Study Area and County Population Estimates

1990 2000 2010 % Change 2000-‐2010

Census Tract 9635, Jackson County, West Virginia -‐-‐ 2,364 2,902 19% Census Tract 9636, Jackson County, West Virginia -‐-‐ 4,699 4,664 -‐1% Census Tract 9637, Jackson County, West Virginia -‐-‐ 7,484 8,193 9%

Total study area -‐-‐ 14,547 15,759 8% Jackson County, West Virginia 25,938 28,000 29,211 4% West Virginia 1,793,477 1,808,344 1,852,994 2% Source: U.S. Census Bureau

Exhibit 2-‐2 Population Projections 2000-‐2030

2000 2010 2015 2020 2025 2030 West Virginia

1,808,344 1,852,994

1,859,513

1,857,795

1,850,140

1,833,536

Jackson County

28,000

29,211

29,044

28,904

28,682

28,305

Source: Christiadi, John Deskins, Brian Lego, 2014, Population Trends in West Virginia through 2030, Bureau of Business and Economic Research, WVU Research Corporation Exhibit 2-‐3 Study Area and County Household Trends

Households Size 2000 2010 2000 2010 Census Tract 9635, Jackson County, West Virginia 899 1,135 2.63 2.56 Census Tract 9636, Jackson County, West Virginia 1,978 2,053 2.29 2.21 Census Tract 9637, Jackson County, West Virginia 2,822 3,208 2.65 2.55

Total study area 5,699 6,396 2.52 2.44 Jackson County, West Virginia 11,061 11,931 2.5 2.43 West Virginia 736,481 763,831 2.4 2.36 Source: U.S. Census Bureau


31 | P a g e

POPULATION TRENDS


1990 2000 2010 % Change 2000-‐2010




2000 2010 2015 2020 2025 2030 West Virginia

1,808,344 1,852,994

1,859,513

1,857,795

1,850,140

1,833,536

Jackson County

28,000

29,211

29,044

28,904

28,682

28,305





31 | P a g e

POPULATION TRENDS


1990 2000 2010 % Change 2000-‐2010




2000 2010 2015 2020 2025 2030 West Virginia

1,808,344 1,852,994

1,859,513

1,857,795

1,850,140

1,833,536

Jackson County

28,000

29,211

29,044

28,904

28,682

28,305




Population Trends


Population TrendsRipley Believes….We Are America’s CONNECTED Community

32 | P a g e

Exhibit 2-‐4 Age Distribution 2000 -‐ 2010

19 and under 20-‐64 65 and over 2000 2010 2000 2010 2000 2010 Census Tract 9635, Jackson County, West Virginia 29% 26% 59% 59% 12% 15% Census Tract 9636, Jackson County, West Virginia 23% 22% 55% 55% 22% 22% Census Tract 9637, Jackson County, West Virginia 28% 26% 61% 59% 11% 15%

Total study area 27% 25% 59% 58% 15% 17% Jackson County, West Virginia 26% 25% 58% 58% 15% 18% West Virginia 25% 24% 60% 60% 15% 16% Source: U.S. Census Bureau

Exhibit 2-‐5 Median Household Income 2000-‐2010

2000 2010 % Change 2000-‐2010

Jackson County $ 32,434 $ 40,376 20% West Virginia $ 29,696 $ 41,043 28% Source: U.S. Census Bureau


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Exhibit 2-‐4 Age Distribution 2000 -‐ 2010

19 and under 20-‐64 65 and over 2000 2010 2000 2010 2000 2010 Census Tract 9635, Jackson County, West Virginia 29% 26% 59% 59% 12% 15% Census Tract 9636, Jackson County, West Virginia 23% 22% 55% 55% 22% 22% Census Tract 9637, Jackson County, West Virginia 28% 26% 61% 59% 11% 15%

Total study area 27% 25% 59% 58% 15% 17% Jackson County, West Virginia 26% 25% 58% 58% 15% 18% West Virginia 25% 24% 60% 60% 15% 16% Source: U.S. Census Bureau

Exhibit 2-‐5 Median Household Income 2000-‐2010

2000 2010 % Change 2000-‐2010

Jackson County $ 32,434 $ 40,376 20% West Virginia $ 29,696 $ 41,043 28% Source: U.S. Census Bureau




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ECONOMIC DATA

Exhibit 2-‐6 Business Growth for Jackson County 2000-‐2010

New Closed Total Growth/Decline 2000 45 0 432 12% 2001 45 10 467 8% 2002 63 11 519 11% 2003 62 27 554 7% 2004 79 39 594 7% 2005 81 55 620 4% 2006 87 60 647 4% 2007 71 58 660 2% 2008 88 121 626 -‐5% 2009 84 59 651 4% 2010 74 23 672 3%

Source: WV Business Industry Growth Statistics

Exhibit 2-‐7 Number of Establishments and Employees by Major Sector for Jackson County 2007-‐2012

Establishments Employees Industry 2007 2012 % Change

2007-‐2012 2007 2012

Utilities -‐-‐ 2 Manufacturing 21 15 -‐40% 2,211 1,188 Wholesale trade 15 18 17% 171 254 Retail trade 110 96 -‐15% 1,467 1,138 Transportation and warehousing -‐-‐ 14 -‐-‐ 88 Information 8 -‐-‐ 47 -‐-‐ Real estate and rental and leasing 16 14 -‐14% 43 49 Professional, scientific, and technical services 33 -‐-‐ 135 -‐-‐ Administrative and support and waste management and remediation services 20 27 26% 290 329

Educational services 2 -‐-‐ Health care and social assistance 60 -‐-‐ 946 -‐-‐ Arts, entertainment, and recreation 9 -‐-‐ Accommodation and food services 49 52 6% 815 852 Other services (except public administration) 33 -‐-‐ 139 -‐-‐ Source: U.S. Census Bureau


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ECONOMIC DATA

Exhibit 2-‐6 Business Growth for Jackson County 2000-‐2010

New Closed Total Growth/Decline 2000 45 0 432 12% 2001 45 10 467 8% 2002 63 11 519 11% 2003 62 27 554 7% 2004 79 39 594 7% 2005 81 55 620 4% 2006 87 60 647 4% 2007 71 58 660 2% 2008 88 121 626 -‐5% 2009 84 59 651 4% 2010 74 23 672 3%

Source: WV Business Industry Growth Statistics

Exhibit 2-‐7 Number of Establishments and Employees by Major Sector for Jackson County 2007-‐2012


2007-‐2012 2007 2012

Utilities -‐-‐ 2 Manufacturing 21 15 -‐40% 2,211 1,188 Wholesale trade 15 18 17% 171 254 Retail trade 110 96 -‐15% 1,467 1,138 Transportation and warehousing -‐-‐ 14 -‐-‐ 88 Information 8 -‐-‐ 47 -‐-‐ Real estate and rental and leasing 16 14 -‐14% 43 49 Professional, scientific, and technical services 33 -‐-‐ 135 -‐-‐ Administrative and support and waste management and remediation services 20 27 26% 290 329

Educational services 2 -‐-‐ Health care and social assistance 60 -‐-‐ 946 -‐-‐ Arts, entertainment, and recreation 9 -‐-‐ Accommodation and food services 49 52 6% 815 852 Other services (except public administration) 33 -‐-‐ 139 -‐-‐ Source: U.S. Census Bureau

Economic Data



Economic DataRipley Believes….We Are America’s CONNECTED Community

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Exhibit 2-‐8 Number of Establishments and Employees by Major Sector for West Virginia 2007-‐2012


2007-‐2012 2007 2012

Mining, quarrying, and oil and gas extraction 582 -‐-‐ 26,320 -‐-‐ Utilities 211 221 5% 6,448 5,849 Construction 3,992 3,017 -‐32% 31,965 26,670 Manufacturing 1,413 1,245 -‐13% 59,981 48,686 Wholesale trade 1,580 1,553 -‐2% 20,653 19,901 Retail trade 7,047 6,393 -‐10% 92,227 85,305 Transportation and warehousing 1,403 1,234 -‐14% 16,588 15,705 Information 679 -‐-‐ 10,285 -‐-‐ Finance and insurance 2,174 -‐-‐ 19,975 -‐-‐ Real estate and rental and leasing 1,586 1,405 -‐13% 7,055 6,011 Professional, scientific, and technical services 2,960 -‐-‐ 22,233 -‐-‐ Management of companies and enterprises 189 -‐-‐ 4,297 -‐-‐ Administrative and support and waste management and remediation services 1,450 1,427 -‐2% 34,120 31,878

Educational services 195 -‐-‐ 1,301 -‐-‐ Health care and social assistance 4,860 -‐-‐ 114,663 -‐-‐ Arts, entertainment, and recreation 699 -‐-‐ 10,801 -‐-‐ Accommodation and food services 3,650 3,629 -‐1% 61,711 66,302 Other services (except public administration) 2,927 -‐-‐ 16,527 -‐-‐ Source: U.S. Census Bureau Exhibit 2-‐9 Employer value of sales, shipments, receipts, revenue, or business done by Major Sector for Jackson County 2007-‐2012

Industry 2007 2012 % Change 2007-‐2012

Manufacturing $ 1,296,649 -‐-‐ Wholesale trade $ 77,382 $ 191,413 60% Retail trade $ 325,186 $ 348,152 7% Transportation and warehousing -‐-‐ $ 33,772 Information -‐-‐ -‐-‐ Real estate and rental and leasing $ 5,318 $ 24,883 79% Professional, scientific, and technical services $ 11,962 -‐-‐ Administrative and support and waste management and remediation services $ 45,405 $ 31,230 -‐45%

Health care and social assistance $ 60,185 -‐-‐ Accommodation and food services $ 31,817 $ 39,050 19% Other services (except public administration) $ 12,753 -‐-‐ Source: U.S. Census Bureau


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Exhibit 2-‐8 Number of Establishments and Employees by Major Sector for West Virginia 2007-‐2012


2007-‐2012 2007 2012

Mining, quarrying, and oil and gas extraction 582 -‐-‐ 26,320 -‐-‐ Utilities 211 221 5% 6,448 5,849 Construction 3,992 3,017 -‐32% 31,965 26,670 Manufacturing 1,413 1,245 -‐13% 59,981 48,686 Wholesale trade 1,580 1,553 -‐2% 20,653 19,901 Retail trade 7,047 6,393 -‐10% 92,227 85,305 Transportation and warehousing 1,403 1,234 -‐14% 16,588 15,705 Information 679 -‐-‐ 10,285 -‐-‐ Finance and insurance 2,174 -‐-‐ 19,975 -‐-‐ Real estate and rental and leasing 1,586 1,405 -‐13% 7,055 6,011 Professional, scientific, and technical services 2,960 -‐-‐ 22,233 -‐-‐ Management of companies and enterprises 189 -‐-‐ 4,297 -‐-‐ Administrative and support and waste management and remediation services 1,450 1,427 -‐2% 34,120 31,878

Educational services 195 -‐-‐ 1,301 -‐-‐ Health care and social assistance 4,860 -‐-‐ 114,663 -‐-‐ Arts, entertainment, and recreation 699 -‐-‐ 10,801 -‐-‐ Accommodation and food services 3,650 3,629 -‐1% 61,711 66,302 Other services (except public administration) 2,927 -‐-‐ 16,527 -‐-‐ Source: U.S. Census Bureau Exhibit 2-‐9 Employer value of sales, shipments, receipts, revenue, or business done by Major Sector for Jackson County 2007-‐2012

Industry 2007 2012 % Change 2007-‐2012

Manufacturing $ 1,296,649 -‐-‐ Wholesale trade $ 77,382 $ 191,413 60% Retail trade $ 325,186 $ 348,152 7% Transportation and warehousing -‐-‐ $ 33,772 Information -‐-‐ -‐-‐ Real estate and rental and leasing $ 5,318 $ 24,883 79% Professional, scientific, and technical services $ 11,962 -‐-‐ Administrative and support and waste management and remediation services $ 45,405 $ 31,230 -‐45%

Health care and social assistance $ 60,185 -‐-‐ Accommodation and food services $ 31,817 $ 39,050 19% Other services (except public administration) $ 12,753 -‐-‐ Source: U.S. Census Bureau




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Exhibit 2-‐10 Employer value of sales, shipments, receipts, revenue, or business done by Major Sector for West Virginia 2007-‐2012

Industry 2007 2012 % Change 2007-‐2012

Mining, quarrying, and oil and gas extraction $ 10,250,310 -‐-‐ Utilities -‐-‐ -‐-‐ Construction $ 5,032,771 $ 4,974,774 -‐1% Manufacturing $ 25,080,573 $ 24,553,072 -‐2% Wholesale trade $ 15,505,830 $ 19,749,055 21% Retail trade $ 20,538,829 $ 22,637,923 9% Transportation and warehousing $ 2,764,290 $ 2,796,925 1% Real estate and rental and leasing $ 1,170,986 $ 1,255,751 7% Professional, scientific, and technical services $ 2,650,179 -‐-‐ Management of companies and enterprises $ 187,230 -‐-‐ Administrative and support and waste management and remediation services $ 1,653,087 $ 1,744,191 5%

Educational services $ 76,078 -‐-‐ Health care and social assistance $ 9,874,735 -‐-‐ Arts, entertainment, and recreation $ 1,354,071 -‐-‐ Accommodation and food services $ 2,553,258 $ 4,036,333 37% Other services (except public administration) $ 1,550,242 -‐-‐ Source: U.S. Census Bureau Exhibit 2-‐11 Supply and Demand by Industry Group 2015

Demand-‐Estimated Expenditures Supply-‐Retail sales Difference

Motor Vehicle & Parts Dealers $54,378,831 $18,342,350 $36,036,481 Furniture & Home Furnishing Stores $4,383,800 $515,502 $3,868,298 Electronics & Appliance Stores $4,109,560 $755,321 $3,354,239 Building Materials, Garden Equip., & Supply Stores $9,640,896 $8,933,684 $707,212

Food & Beverage Stores $40,133,866 $33,577,067 $6,556,799 Health & Personal Care Stores $20,829,429 $4,996,786 $15,832,643 Gasoline Stations $30,915,061 $62,934,595 ($32,019,534) Clothing & Clothing Accessories Store $11,102,893 $918,840 $10,184,053 Sporting Goods, Hobby, Book, & Music Stores $5,904,537 $5,747,765 $156,772

General Merchandise Stores $49,857,959 $85,588,595 ($35,730,636) Miscellaneous Store Retailers $5,789,178 $4,008,099 $1,781,079 Non-‐store Retailers $14,140,598 $833,059 $13,307,539 Food Service and Drinking Places $24,675,122 $23,359,264 $1,315,858 Source: Retail Marketplace Profile, ESRI, Dun & Bradstreet


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Exhibit 2-‐10 Employer value of sales, shipments, receipts, revenue, or business done by Major Sector for West Virginia 2007-‐2012

Industry 2007 2012 % Change 2007-‐2012

Mining, quarrying, and oil and gas extraction $ 10,250,310 -‐-‐ Utilities -‐-‐ -‐-‐ Construction $ 5,032,771 $ 4,974,774 -‐1% Manufacturing $ 25,080,573 $ 24,553,072 -‐2% Wholesale trade $ 15,505,830 $ 19,749,055 21% Retail trade $ 20,538,829 $ 22,637,923 9% Transportation and warehousing $ 2,764,290 $ 2,796,925 1% Real estate and rental and leasing $ 1,170,986 $ 1,255,751 7% Professional, scientific, and technical services $ 2,650,179 -‐-‐ Management of companies and enterprises $ 187,230 -‐-‐ Administrative and support and waste management and remediation services $ 1,653,087 $ 1,744,191 5%

Educational services $ 76,078 -‐-‐ Health care and social assistance $ 9,874,735 -‐-‐ Arts, entertainment, and recreation $ 1,354,071 -‐-‐ Accommodation and food services $ 2,553,258 $ 4,036,333 37% Other services (except public administration) $ 1,550,242 -‐-‐ Source: U.S. Census Bureau Exhibit 2-‐11 Supply and Demand by Industry Group 2015

Demand-‐Estimated Expenditures Supply-‐Retail sales Difference

Motor Vehicle & Parts Dealers $54,378,831 $18,342,350 $36,036,481 Furniture & Home Furnishing Stores $4,383,800 $515,502 $3,868,298 Electronics & Appliance Stores $4,109,560 $755,321 $3,354,239 Building Materials, Garden Equip., & Supply Stores $9,640,896 $8,933,684 $707,212

Food & Beverage Stores $40,133,866 $33,577,067 $6,556,799 Health & Personal Care Stores $20,829,429 $4,996,786 $15,832,643 Gasoline Stations $30,915,061 $62,934,595 ($32,019,534) Clothing & Clothing Accessories Store $11,102,893 $918,840 $10,184,053 Sporting Goods, Hobby, Book, & Music Stores $5,904,537 $5,747,765 $156,772

General Merchandise Stores $49,857,959 $85,588,595 ($35,730,636) Miscellaneous Store Retailers $5,789,178 $4,008,099 $1,781,079 Non-‐store Retailers $14,140,598 $833,059 $13,307,539 Food Service and Drinking Places $24,675,122 $23,359,264 $1,315,858 Source: Retail Marketplace Profile, ESRI, Dun & Bradstreet

Economic Data



Housing Data


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HOUSING DATA

Exhibit 2-‐12 Number of Housing Units 2000-‐2010

2000 2010 % Change 2000-‐2010

2010 Vacancy

Census Tract 9635, Jackson County, West Virginia 994 1,251 21% 9%

Census Tract 9636, Jackson County, West Virginia 2,144 2,240 4% 8%


Total study area 6,275 7,069 11% 10% Jackson County, West Virginia 12,245 13,305 8% 10% West Virginia 844,623 881,917 4% 13% Source: U.S. Census Bureau

Exhibit 2-‐13 Housing Tenure 1990 -‐ 2010

Owner Occupied Renter Occupied 2000 2010 2000 2010 Census Tract 9635, Jackson County, West Virginia 74% 74% 16% 17% Census Tract 9636, Jackson County, West Virginia 66% 62% 26% 30% Census Tract 9637, Jackson County, West Virginia 77% 73% 13% 17%

Total study area 73% 70% 18% 21% Jackson County, West Virginia 72% 70% 18% 20% West Virginia 66% 87% 22% 23% Source: U.S. Census Bureau


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HOUSING DATA

Exhibit 2-‐12 Number of Housing Units 2000-‐2010

2000 2010 % Change 2000-‐2010

2010 Vacancy

Census Tract 9635, Jackson County, West Virginia 994 1,251 21% 9%



Total study area 6,275 7,069 11% 10% Jackson County, West Virginia 12,245 13,305 8% 10% West Virginia 844,623 881,917 4% 13% Source: U.S. Census Bureau

Exhibit 2-‐13 Housing Tenure 1990 -‐ 2010

Owner Occupied Renter Occupied 2000 2010 2000 2010 Census Tract 9635, Jackson County, West Virginia 74% 74% 16% 17% Census Tract 9636, Jackson County, West Virginia 66% 62% 26% 30% Census Tract 9637, Jackson County, West Virginia 77% 73% 13% 17%

Total study area 73% 70% 18% 21% Jackson County, West Virginia 72% 70% 18% 20% West Virginia 66% 87% 22% 23% Source: U.S. Census Bureau


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Exhibit 2-‐14 Median Housing Values 2000 -‐ 2010

2000 2010 % Change 2000-‐2010

Census Tract 9637, Jackson County, West Virginia $ 76,500 $ 109,900 30%



Total study area $ 76,400 $ 114,433 33% Jackson County $ 72,000 $ 103,200 30% West Virginia $ 72,800 $ 98,500 26% Source: U.S. Census Bureau


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Exhibit 2-‐14 Median Housing Values 2000 -‐ 2010

2000 2010 % Change 2000-‐2010




Total study area $ 76,400 $ 114,433 33% Jackson County $ 72,000 $ 103,200 30% West Virginia $ 72,800 $ 98,500 26% Source: U.S. Census Bureau



Appendix DPLAN AND BUDGET FOR DOWNTOWN WI-FI SYSTEM

Quote Name: BOM_102115-173256 Printed: 10/26/15

This tool was last updated on October 1, 2015.This parts list is based on 2015 Q4 list prices.

For info on where to buy ADTRAN equipment select the 'Where to Buy' link at www.adtran.com.

QTY MODEL PART NUMBER DESCRIPTION LIST PRICE EXT Price Notes

14BSAP 2135 Outdoor AP 11ac, 3X3:3 w/External Antenna Connectors

1700962F1

Bluesocket Access Point 2135 (BSAP 2135) for vWLAN; rated for outdoors and harsh environments, concurrent dual band (2.4 GHz/5 GHz) 802.11a/b/g/n/ac, 3x3:3 MIMO (1.3 Gbps for 5 GHz and 450 Mbps for 2.4 GHz) with 6 Type N jack antenna connectors. No internal antenna. Requires external antennas sold separately. Includes wall/pole mount kit. Includes built-in surge protection on Ethernet interface and antenna connectors. Requires IEEE 802.3at PoE sold separately.

$1,295.00 $18,130.00

14 Antenna Bundle for BSAP 1940/2135 1700930F1 A set of three 2.4 GHz and three 5 GHz Type N Omni-directional antennas with 5/7 dBi gain respectively for the BSAP

1940 and 2135. $85.00 $1,190.00

Hardware and Software Total $27,944.00

ProStart Remote Installation

14 ProStart REM 1102ALR2101WIF1

ProStart Remote installation per Bluesocket Access Point (1920, 1925, 1930, 1935, 1940, 2030, 2035, 2120, 2135). The part number includes remote configuration, testing, and turn up support of a BSAP. Includes 14 calendar day labor warranty. ADTRAN ProStart support is delivered during normal business hours, 8 am -5pm site time, Monday through Friday. If you require ProStart Installation support for AP expansion of an existing network, contact [email protected] for a custom quote. Used for initial install of 15 APs and under or for adding additional APs to an existing network. For applications over 15 APs use the base installation model - 1100ALR1001WIF1 (per install) + 1100ALR2101WIF1 (per AP).

$150.00 $2,100.00

ProCloud Plus For WiFi

14 ProCloud PLUS BSAP 7X24X4 5 YR (OUTDOOR) 1100MSPM310160

ProCloud Plus Service for an outdoor (BSAP 1940, 2135) vWLAN access point, which provides: centralized cloud infrastructure services, 7x24 proactive monitoring and alerts, customized reporting, configuration changes, 4 hour remote hardware replacement, access to technical support at 1 hour priority response, 5 years *No AP or HA licenses are required when under an active ProCloud Plus or ProCloud service plan.*

$589.00 $8,246.00

ProCare Help Desk Options

14 ProCare HD 5 YR 1100AMWIF1HD1T5

ProCare FirstCall Help Desk 5 Year for Enterprise, SMB, Retail, and Restaurant customers. Provides support for end user customers and their guests with wireless connectivity. Part number covers 1 Bluesocket Access Point (1800, 1840, 1920, 1925, 1930, 1935, 1940, 2030, 2035, 2135.) All BSAPs in network must be covered by help desk services. Must be purchased in conjunction with ProCare maintenance services or ProCloud Wi-Fi services.

$338.00 $4,732.00

This predictive design was performed by an ADTRAN engineer using wireless design software that simulates access point signal propagation using RF algorithms. It is based on floor plans and other information provided to ADTRAN by the customer. This document recommends the number of access points required, physical location, and recommended channel and transmit power settings.

This design should be used as a guide, and does not take into account any external RF interference sources that may be present. An on-site survey may be necessary if post-installation validation testing indicates that the Wi-Fi network is not performing as expected.


Quote Name: BOM_102115-173256 Printed: 10/26/15

This tool was last updated on October 1, 2015.This parts list is based on 2015 Q4 list prices.

For info on where to buy ADTRAN equipment select the 'Where to Buy' link at www.adtran.com.

QTY MODEL PART NUMBER DESCRIPTION LIST PRICE EXT Price Notes

14BSAP 2135 Outdoor AP 11ac, 3X3:3 w/External Antenna Connectors

1700962F1

Bluesocket Access Point 2135 (BSAP 2135) for vWLAN; rated for outdoors and harsh environments, concurrent dual band (2.4 GHz/5 GHz) 802.11a/b/g/n/ac, 3x3:3 MIMO (1.3 Gbps for 5 GHz and 450 Mbps for 2.4 GHz) with 6 Type N jack antenna connectors. No internal antenna. Requires external antennas sold separately. Includes wall/pole mount kit. Includes built-in surge protection on Ethernet interface and antenna connectors. Requires IEEE 802.3at PoE sold separately.

$1,295.00 $18,130.00

14 Antenna Bundle for BSAP 1940/2135 1700930F1 A set of three 2.4 GHz and three 5 GHz Type N Omni-directional antennas with 5/7 dBi gain respectively for the BSAP

1940 and 2135. $85.00 $1,190.00

Hardware and Software Total $27,944.00

ProStart Remote Installation

14 ProStart REM 1102ALR2101WIF1

ProStart Remote installation per Bluesocket Access Point (1920, 1925, 1930, 1935, 1940, 2030, 2035, 2120, 2135). The part number includes remote configuration, testing, and turn up support of a BSAP. Includes 14 calendar day labor warranty. ADTRAN ProStart support is delivered during normal business hours, 8 am -5pm site time, Monday through Friday. If you require ProStart Installation support for AP expansion of an existing network, contact [email protected] for a custom quote. Used for initial install of 15 APs and under or for adding additional APs to an existing network. For applications over 15 APs use the base installation model - 1100ALR1001WIF1 (per install) + 1100ALR2101WIF1 (per AP).

$150.00 $2,100.00

ProCloud Plus For WiFi

14 ProCloud PLUS BSAP 7X24X4 5 YR (OUTDOOR) 1100MSPM310160

ProCloud Plus Service for an outdoor (BSAP 1940, 2135) vWLAN access point, which provides: centralized cloud infrastructure services, 7x24 proactive monitoring and alerts, customized reporting, configuration changes, 4 hour remote hardware replacement, access to technical support at 1 hour priority response, 5 years *No AP or HA licenses are required when under an active ProCloud Plus or ProCloud service plan.*

$589.00 $8,246.00

ProCare Help Desk Options

14 ProCare HD 5 YR 1100AMWIF1HD1T5

ProCare FirstCall Help Desk 5 Year for Enterprise, SMB, Retail, and Restaurant customers. Provides support for end user customers and their guests with wireless connectivity. Part number covers 1 Bluesocket Access Point (1800, 1840, 1920, 1925, 1930, 1935, 1940, 2030, 2035, 2135.) All BSAPs in network must be covered by help desk services. Must be purchased in conjunction with ProCare maintenance services or ProCloud Wi-Fi services.

$338.00 $4,732.00

Appendix DPLAN AND BUDGET FOR DOWNTOWN WI-FI SYSTEM


Appendix EMARKETING PLAN

Greater Ripley Area Page 1

5) Market the Greater Ripley Area to attract more businesses, residents, and visitors. Ripley is the Authentic American Small Town The Greater Ripley Area represents what the best of small towns across America have to offer. Perfectly located between two large cities and conveniently connected by major transportation systems, the Greater Ripley Area maintains the charm and warmth of small town America while enjoying unlimited potential for comprehensive growth. Known far and wide for its patriotism, respected for its strong education system and technical training capabilities, admired for its astonishing low rate of crime and economic diversity, the Ripley area is a place with many of the resources and amenities needed to be known as the Best Small Town in America. The Greater Ripley Area’s fundamental strength lies in its community pride and the unfaltering belief of its citizens in the potential and the betterment of the community. Ripley is a place where community leaders and citizens are passionate about pulling together for that common goal. The Greater Ripley Area connects you to the authentic American small town experience. In Ripley, businesses, residents and visitors immerse themselves in a community dedicated to being the ideal place to live, work and raise a family. That’s because, Ripley Believes!

The Ripley Believes brand positioning serves as much more than a slogan because it embodies the essence of Ripley’s determination to stand out among great small towns. The Ripley Believes branding will physically surround the community and become a part of all marketing efforts that support Ripley as the Best Small Town in America. Ripley Believes is the unifying element across all marketing channels and is a key component of messaging about the Greater Ripley Area to all key target audiences, in this case:

a) Commercial and residential developers b) Current residents and potential residents c) Small businesses




5.1 Identify available sites for development that can be marketed to commercial and residential developers.

The sites identified as opportunities in goal 5.1 need the support of a marketing program to draw interest from potential developers. After careful observation of the competitive marketing landscape for promoting development sites, the following is an outline of the recommended plan.

a) Capture an inventory of high-‐quality and appealing photography for each of the Ripley development sites so that prospective developers can best visualize the potential of the property in a literal sense. These terrestrial and aerial photographic assets will be used in all materials made to market these properties.

b) Produce collateral materials with data points, such as demographics and psychographics for the greater Ripley market, readily available for dissemination to potential or interested commercial and residential developers. These materials may include a brochure, property information sheet, etc. which can be included as part of a larger recruiting packet about the Greater Ripley Area for interested developers.

c) Expand www.ripleybelieves.com to include a separate tab or sub-‐section on the website that features developable property information and statistics, such as trade area drive times, traffic counts, workforce stats, and other key data that developers rely on to make site selection decisions, including the Greater Ripley Area’s business-‐friendly commitment to streamline compliance and permitting processes. This easy-‐to-‐use section of the website would incorporate the assets used for the printed collateral materials mentioned above and serve as the central hub of information for potential commercial and residential developers.

d) Create large real-‐estate “For Sale” signs to place on the properties, particularly Ripley Site #1 due to its visibility and proximity to high traffic counts on I-‐77, to draw attention to the site’s availability and to ensure potential developers can easily find the property.

e) Execute a direct mail or emarketing campaign to known developers in the West Virginia market or big box retailers potentially interested in expanding to the Ripley area. This campaign will be created to capture the attention of potential developers, provide topline information on the available sites, and position the Greater Ripley Area as a great place to do business.

f) Consider a highly targeted digital advertising program focusing on online listings, banner or display ads on websites frequented by commercial real estate developers. Outreach to this audience may also be supplemented by print advertising in publications serving the real estate and commercial development market.

g) Enhance Ripley’s awareness among residential developers by exhibiting at notable home shows in nearby metropolitan areas (Greater Charleston and Mid-‐Ohio Valley, for example). Participation in these shows will allow Ripley representatives to engage and develop relationships with homebuilders, residential developers, realtors, and other stakeholders engaged in the housing industry.




5.2 Develop and execute a marketing campaign to maintain and recruit residents to the community. The Greater Ripley Area is centrally located in between Charleston and Parkersburg, two of West Virginia’s largest cities. For those who want to live in a small town where the crime rates are lower, the sense of community is unlimited, and desire the convenience of proximity to an urban environment, Ripley is the ideal choice. Ripley’s key geographical location and other small town amenities create an ideal marketing platform to engage the residents who reside here and attract potential new residents to the community. Marketing strategies recruiting new residents to the Greater Ripley Area include:

a) Promote Ripley as a great place to live and raise a family, concentrating on the Charleston and Parkersburg metropolitan areas, by conducting an advertising program on both traditional and digital media platforms that focus on family, community, and lifestyle as well as the real estate market. Potential media outlets would include lifestyle magazines, local newspapers, out-‐of-‐home placements, and radio sponsorships, among others.

b) Execute a community-‐wide campaign targeting residents and visitors that places the Ripley Believes brand on street signage and banners; window and door decals in local businesses, restaurants and hotels; and virtually all other key high traffic or highly visible locations throughout the Greater Ripley community. The Ripley Believes brand will surround the community and engage citizens and visitors at every point of contact in the greater Ripley community.

c) Promote the Greater Ripley area by exhibiting at notable home shows in nearby metropolitan areas (Greater Charleston and Mid-‐Ohio Valley, for example). Participation in these or other home shows will also allow the opportunity for Ripley representatives to engage and develop relationships with homebuilders, residential developers, realtors, and other stakeholders dependent on the housing industry.

d) The Greater Ripley Area will continue to use social media platforms as a prominent source of information and continue to build followers. These social media outlets include Facebook, Google+, Twitter, and YouTube. Content for this specific tactic includes community involvement, community events, local news, real estate news, etc.




5.3 Develop and implement a recruitment program to attract new small businesses to the community. Small business is a vital part of Ripley’s economy. With the innovative ongoing development of programs to attract new small business and grow existing ones, a marketing plan is needed to let small businesses know about the opportunities available. Recommended supplementary actions needed for a marketing plan for goal 5.3 include:

a) Develop a small business recruitment campaign that would market current commercial real estate available by way of website listings, online and print advertising, signs, etc. These collateral items can be distributed to businesses, primarily within one hour of the trade area, that are interested in expanding to other areas of the state.

h) Create a tab on www.ripleybelieves.com to include a separate tab or sub-‐section on the website that features inventory of available space for small business development and information on opportunities accessible.

b) The Greater Ripley Area will continue to use social media platforms and the mobile text program as a prominent source of information. Content for this specific tactic includes business success stories and testimonials, small business seminars, training/technical assistance programs, new business openings, and other announcements of interest to the business community.

c) Connect with the WV Business Development Center, a platform for WV small businesses and entrepreneurs to learn how to improve, grow, or start their business, and explore possible partnerships available for the Greater Ripley Area.

d) Promote the existing and expanded year-‐round indoor farmer’s market and local food hubs that will provide business opportunities for small local growers.

e) Promote the economic advantages of the downtown Ripley free Wi-‐Fi network.

RipleyBelieves.com

RipleyBelieves.com Greater Ripley Area Plan Jackson County, West Virginia

EXECUTIVE SUMMARY

We Are America’s CONNECTED Community

We are proud to call ourselves one of America’s Best Communities…and look forward to becoming THE Best American Community. The vision, goals, objectives and projects identified in this plan represent the culmination of ideas, hopes and dreams of our entire community.

Our community engagement is unprecedented as we have:

Reached people 1.2 million times with our message since the contest started with Facebook, Twitter, and our Website RipleyBelieves.com.

Directly engaged with 13,600 unique individuals through our online channels a total of 17,400 times.

Recieved 17,684 messages directed at our social channels since the contest began, and created an active following of 2,500 people evenly dispersed across the 25+ age demographic.

Exceeded the 2GB Dropbox capacity provided by the contest in the early stages.

OUR VISIONWe believe that Ripley’s future is inextricably tied to fully embracing the technology of the 21st century and the ability it brings to connect community resources with our residents. While some small towns are intimidated by the world of technological advances, Ripley is adamantly pressing to bring technology to its residents and businesses. We must pursue the necessary infrastructure to achieve full connectivity in order for our community to remain relevant with our youth, education system, and economic development efforts. In tandem with this effort, we will also elevate our efforts to connect all aspects of our community with the resources and amenities needed to make us the most attractive place to live, work and play.

Our vision can therefore be summarized in the following statement:

The Greater Ripley Area is the most connected small town community in America to live, work and raise a family.

OUR GOALS1) Connect our community with stronger broadband infrastructure. In many places our download speeds only reach 6 Mbps. Our partnership with providers will result in:

•Thetopendaveragebroadbandspeedthatwillmeetorexceedthenationalaverage.

•75%increaseinthenumberofhouseholdswithdownloadspeedsthatareequaltoorgreaterthan24Mbps;

•75%increaseinthenumberofhouseholdswithdownloadspeedsbetween10-24Mbps

2) Connect businesses, residents, and visitors with local and global information. The development of the RipleyBelieves.com communication platform will facilitate this connection. As a result we will:

•Connect75%ofthecommunity’sagenciesandorganizationstotheRipleyBelieves.complatform.

•Complete100%oftheimplementationprogrampromotingtheplatformsothateveryonegetsengaged inutilizingthistool.

•Harnessthepowerofsearchengineoptimizationtopushinformationaboutourcommunitytotheworld.

3) Position Ripley as the Connected Hub of Commerce and Innovation for the region. We will capitalize on the strength of our farmers, artisans, and other small businesses to grow a 21st century diversified local economy. As a result we will experience:

•25%increaseinrevenuesforlocalfoodproducers.

•15%increaseincollectionofthecityBusiness&Occupationtaxrevenue

•50%increaseinutilizationofbroadbandande-commerceabilityforbusinesses.

•ConstructaLEEDcertifiedsmallbusinessandcommunitydesigninnovationcenterthatwillshowcasenotonly buildingandbusinessenergyefficiency,butwillbealeaderindesigningaLEEDNeighborhoodDevelopment plan that promotes connectivity of the community through complete streets and improved walkability.

•Developmentofanartisanscooperativewithnotonlyretailspacebutwithastrongon-linepresence that expands marketing outreach.

4) Connect recreational facilities with residents to improve quality of life. Our community will fulfill its promise of providing high quality recreational facilities that meet the needs of our families and we will retain our most critical recreational infrastructure…Cedar Lakes Conference Center. As a result:

•CedarLakesConferenceCenterwillbeself-sustainingandfacilityusagewillincreaseby15%.

•Tenniscourts,splashpark,basketballandsoccerfacilitieswillallbebuiltorupgradedinRipleyCityparks.

•Expandandimprovedowntownamenities-historictheatreandregularlyscheduledfamilyactivities.

•TheMillCreekWaterTrailwillbemoreaccessiblewiththeadditionofnewaccesspoints.

5) Market the Greater Ripley Area to connect more businesses, residents and visitors with our community. In conjunction with our partners, we will execute an aggressive marketing campaign targeted to developers,

businesses and families that focuses on investing in our community. As a result we will see:

•Theadditionofupto10newbusinesseswithinathreeyearperiod.

•Completionofatleast50newresidences.

•Acquisitionandannexationof72.5acresforcommercialdevelopment.

Our community engagement has secured the commitment of our local nonprofit organizations, agencies, and individuals to be full partners in the execution and funding of this three year plan. Our goal is to secure $3 for every $1 that we receive from the ABC contest.

Reach. Engage. Act.RipleyBelieves.com