Economic DevelopmentEconomic Development
Targeted Employment
Community leaders worked together to develop a plan for targeting specific types of employers to solicit for locating in the greater Morgantown area where there is an abundance of highly skilled, motivated workers.
A plan was developed for use of the County-owned land near the airport for an industrial park designed to attract information technology companies and light manufacturing companies and value added manufacturing and reselling businesses.
The environmental incubator initiated at WVU moved to the Sterling Plumbing Group property as incentive for cleaning up the polluted property so that it could be used to again support good paying jobs with several new small environmental development companies intent on cleaning up West Virginia's streams and industrial sites. Another joint public (WVU)/ private research facility was built on WVU property to conduct applied research. This research facility provided employment for 300 people by the year 2005.
While high technology firms made the biggest impact on the local economy, small business development also improved due to spin-off opportunities and a growing market for products and services in the region.
Continued federal investments in the North Central corridor of West Virginia (Clarksburg, Bridgeport, Fairmont, and Morgantown) have been a boon to the area. Many new businesses, to support the federal agencies' efforts, have come to the area.
Overall, the economy is more balanced than it was for so long, and that helps the business community as well as the employees.
Retail Revitalization
Business districts serving neighborhoods as well as community wide needs have been integrated with, and buffered from, the surrounding residences. The use of landscaping and fences in the design of off-street parking lots has added significantly to the aesthetics of both the business and residential areas.
Main Street Morgantown and representatives of local business/ retail centers have developed working relationships to deal with community issues and sponsor events that complement rather than compete for attendance. The Personal Rapid Transit (PRT) has been successfully incorporated into the countywide bus system, so that more people leave their cars at park-and-ride sites for trips to downtown and the riverfront. Parking meters are recognized as a practical means of keeping prime spots open for short-term parking needs. The designation of the downtown area and the Wharf District as Historic Districts led to a resurgence of preservation and rehabilitation of private structures complementing the refurbished Metropolitan Theatre, which has served the City and University quite well.
Since the Caperton Trail has been completed, the number of tourists and nearby residents using the trail has generated many new businesses and has profited both the downtown merchants and business centers all along the trail. The hotel and conference center, built a few years ago, has spurred redevelopment of nearby properties and generates crowds of people on downtown streets well into the evening hours. That resulted in numerous stores extending their business hours to serve the visitors seeking enjoyment of our unique setting.
Frequent concerts in the band shell in Riverfront Park have also proven to be quite an attraction. Some in from the river, from private boats moored at the Decker's Creek marina, or from riverboats operating from the Star City Park and marina.
The revitalization of the downtown business district can be credited in large part to the efforts of Main Street Morgantown, a non-profit organization formed in 1984 by citizens and business owners concerned about the future of downtown. Over the years, the organization has been awarded many state and national awards.
This element of the Comprehensive Plan provides guidance on improving the City's economic health. Without a continued strong economic base, Morgantown will not be able to implement many of the Plan's recommendations nor provide the kinds of services desired by existing and future residents and business owners.
In 1990 the largest proportion of Morgantown residents were employed in managerial/professional occupations, followed by administrative support, sales, and service. Table ED-1 shows employment by occupation in 1990.
Table ED-1: Employed Persons by Occupation, 1990
City of Morgantown
|
Occupation |
1990 | |
| Number | Percent | |
| Managerial/Professional | 4,343 | 40.6 |
| Technical | 545 | 5.9 |
| Sales | 1,228 | 11.5 |
| Admin. Support | 1,726 | 16.1 |
| Private HH Service | 14 | 0.1 |
| Other Service | 1,576 | 14.7 |
| Farming/Forestry | 103 | 0.1 |
| Craft and Repair | 520 | 4.9 |
| Operator/Mover/Laborer | 648 | 6.1 |
Source: Bureau of the Census
Table ED-2 shows employment by class of worker for 1990.
Table ED-2: Employed Persons by Class of
Worker, 1990
|
Class of Work |
1990 | |
| Number | Percent | |
| Private Industry | 6,273 | 58.6 |
| Federal Government | 318 | 3.0 |
| State Government | 3006 | 28.1 |
| Local Government | 552 | 5.2 |
| Self-Employed | 473 | 4.4 |
| Unpaid | 83 | 0.1 |
Source: Bureau of the Census
The City is in good fiscal shape. A breakdown of the City's revenue sources for FY 1997 is highlighted in Table ED-3. It is apparent how important Business and Occupation (B&O) tax receipts are to the Morgantown economy. It is, therefore, very important for the City's continued fiscal health to ensure that current businesses are retained and that available lands are used for business development within the City limits through rezoning, redevelopment, or annexation.
A breakdown of the City's expenditures for FY 1997 is shown in Table ED-4. Public safety services comprise 48 percent of City expenditures followed by an additional 20 percent for public works. Total General Fund expenditures for the year were $10,397,083 as compared to revenues/balances of $11,210,456.
Table ED-3: FY 1997 Revenue Sources
| Source | % of Total |
| B & O Taxes | 48% |
| Charges for Services | 16% |
| Property Taxes | 13% |
| Other Taxes | 11% |
| Court Fines | 5% |
| Misc. Permits | 3% |
| Grants | 3% |
| Licenses/Permits | 1% |
| Total | 100.0% |
Source: Morgantown Administrative Report, 1997
Table ED-4: FY 1997 Expenditures
| Expenditures | % of Total |
| Public Safety | 48% |
| Public Works | 20% |
| General Government | 16% |
| Operating Transfers Works | 15% |
| Contributions | 1% |
| Total | 100% |
Source: Morgantown Administrative Report, 1997
Targeted Employment
Goal A. A broad-based economy that provides a variety of job opportunities suited to the labor pool resources of the local and regional labor market.
Objective A1. Diversified/targeted employment opportunities in the $30,000 to $50,000 salary range (1997 Dollars), including smaller employers as opposed to a single, large employer.
Strategies
A1a. Form an intergovernmental forum to address key issues that targeted employers are interested in and to attract employers that help to diversify the employment opportunities needed for long-term economic vitality and stability.
A1b. Develop the infrastructure that is needed by targeted employer groups.
A1c. Identify locations, within the area enclosed by the proposed bypass and the City boundary, which require additional utility infrastructure to ensure development.
A1d. Conduct activities to show county residents that anticipating the future use of land, and pre-planning to accommodate future development, are necessary and proper functions of a government working to the benefit and protection of the County residents' rights.
A1e. Implement training/retraining programs that prepare people for jobs that provide stable employment, with middle to upper incomes in occupations that will be needed in emerging business sectors; i.e., focus on high tech information, communication, computer-related businesses.
Objective A2. Loan resources that would be available to employers seeking to locate or expand in the area, possibly linked to a municipal bond fund.
Strategies
A2a. Create a consortium of lending institutions to jointly, or severally, fund large projects, possibly working in conjunction with the City on a municipal bond for economic development, and with non-profit economic development corporations that can assist in funding.
Business Development and Revitalization
Goal B. Locational opportunities to meet the needs of the wide range of businesses seeking to locate in the area.
Objective B1. Improve the fiscal base of the City by expanding
existing businesses and attracting new employment
uses to Morgantown.
Strategies
B1a. In coordination with Main Street Morgantown and the Morgantown Area Economic Partnership, and other business development organizations, maintain a listing
of business locations that are currently available, detailing amenities that potential businesses need to consider.
B1b. Based upon target-business criteria, pursue creation of properly situated business locations to meet the expanding needs in this area.
B1c. Identify potential business development sites on the basis of integration of relevant elements of the comprehensive plan: land use, transportation, recreation, neighborhood demographics, etc.
B1d. Seek to avoid negative impacts that business locations may have on their physical setting; harmonize and integrate via transitional land uses/buffers, and other mitigation measures; business uses serving community-wide clients should be in locations that do not generate traffic through neighborhoods.
Goal C. Business owners working together to expand and enhance their individual interests while seeking the overall betterment of the community's economic status.
Objective C1. An association of owners of businesses and business properties joining together to evaluate marketing needs; promotional events scheduled to feature and complement competing sectors of the market, and to identify community needs.
Strategies
C1a. Educate and coordinate property and business owners' groups to promote the overall betterment of the business climate, encourage cooperation in serving market demands, and stage promotional events that feature and complement competing sectors of the greater Morgantown market.
Goal D. Businesses and properties that are maintained in sound and aesthetically pleasing condition, in accordance with building codes/property maintenance codes, and other adopted guidelines.
Objective D1. Appointment of an Architectural Review Board to assist property and business owners in plans to upgrade and maintain sound and aesthetically pleasing physical plants and properties.
Strategies
D1a. The Architectural Review Board will work with the Building Inspector to offer assistance on how to upgrade and maintain business property in a sound and aesthetically pleasing condition.
D1b. The Architectural Review Board will coordinate with Main Street Morgantown, the Landmarks Commission, and other entities to develop review criteria for use in plan review and by property and business owners.
Objective D2. Business locations that have adequate, conveniently located parking and off-street truck loading spaces with landscaping that creates a sense of space/purpose and an attractive environment.
Strategies
D2a. Evaluate existing parking and truck loading areas for business and industrial facilities, noting how conditions can be improved to come closer to complying with adopted criteria, and work through the Architectural Review Board to seek voluntary compliance.
D2b. Continue to apply the adopted criteria to development review applications heard before municipal review agents/bodies.
D2c. Work with business owners and others to propose solutions to noted parking problems and site beautification/landscaping concerns.
D2d. Within the framework of the transportation systems plan, work to improve traffic flow and access to business locations, and the central business district in particular.
Goal E. A well-maintained central business district that remains vital and pleasing to employees, residents and visitors who do business there, enhanced ties to the riverfront district which passes through the Central Business District.
Objective E1. Support Main Street Morgantown's efforts to realize downtown revitalization; participate in activities of the committees for Organization, Promotion, Design, and Economic Restructuring.
Strategies
E1a. Support Main Street Morgantown's Organization Committee as it helps sub-groups work to create a public-private sector partnership.
E1b. Support Main Street Morgantown's Promotions Committee as it works to sustain a positive image of the downtown and enhance community pride in the Central Business District.
E1c. Support Main Street Morgantown's Design Committee in enhancing the visual of buildings, storefronts, landscaping, streetscapes and other physical elements.
E1d. Support Main Street Morgantown's Economic Restructuring Committee and its work to strengthen the existing economic base through workshops, recruitment and implementation of new leasible space.
Objective E2. An ongoing program of financial assistance at below market rates for business property owners, and business owners, to upgrade and renovate business locations/structures.
Strategies
E2a. Expand the existing financial assistance program by obtaining greater participation by lending institutions for assistance to property owners and businesses to upgrade and enhance their business properties.