Monthly Archive: May 2010

May
30

Can we achieve regional empathy?

Categories:

by

According to Jeremy Rifkin, president of the Foundation on Economic Trends whose most recent book is The Empathic Civilization : The Race to Global Consciousness in a World in Crisis: from our country’s founding, America’s education model has been based on competition and keeping knowledge to ourselves.

So, in a way, we’re actually taught not to cooperate or be very “regional.” That flies in the face of the nature of humans, which is that of empathy.

In a global economy, and in order to come together as a region, doesn’t the education model need to transform to become more about collaboration and sharing knowledge?  Can we achieve regional and global empathy?

Mr. Rifkin was featured on an April episode of Hearsay with Cathy Lewis.

About the book:

Never has the world seemed so completely united-in the form of communication, commerce, and culture-and so savagely torn apart-in the form of war, financial meltdown, global warming, and even the migration of diseases.

No matter how much we put our minds to the task of meeting the challenges of a rapidly globalizing world, the human race seems to continually come up short, unable to muster the collective mental resources to truly “think globally and act locally.”

In 2006, at the Year of Regional Citizenship event, the newspapers said it “might not compare to the Declaration of Independence” but it did “declare unity” for the region. Norfolk Mayor Paul Fraim was quoted as saying:  “What happens in one community affects every other community in the region. It’s time to set aside our political differences and work together as one people in one region.”

However, Hampton Roads has no government structure or institution that causes us to come together. And so it must be voluntary.  Empathy, which literally translates as the capability to share another being’s emotions and feelings, is required. In Mayor Fraim’s own words… what happens to one, happens to us all.

Tags: ,

Leave comment

May
28

Joint Base Langley-Eustis

Categories:

by

Airmen stand in formation during the 633d Air Base Wing activation and change-of-command ceremony. The activation of the 633d ABW is the first step in fulfilling congress’ 2005 Base Realignment and Closure decision that forms Joint Base Langley-Eustis later this month.
(U.S. Air Force photo/Airman 1st Class John Teti)

In accordance with the 2005 Base Realignment and Closure Commission (BRAC)  report, Langley Air Force Base in Hampton and Fort Eustis Army Base in Newport News merged their administrative functions and became Joint Base Langley-Eustis on January 29, 2010.

Military officials say the process of combining operations is expected to last through October of 2010.  The joint basing initiative began with the stand-up of the 633d Air Base Wing (ABW), an Air Force-lead mission support wing, serving both Air Force and Army units. The purpose of the 633rd ABW is to “optimally organize Langley as the supporting component in the joint base model. (U.S. Army post Fort Eustis will be the supported component.)”

The merger is not designed to reduce the number of military personnel or civilian workers at the bases. Instead, it’s a way to become more efficient and save money in the long term. About 16,000 soldiers and Air Force service members are currently stationed at the bases.

Joint basing promotes and fosters a more cohesive operational partnership between the Air Force and Army while preserving mission capabilities and unique service identities.

Assuming command, Col. Donald Kirkland, most recently the 5th Maintenance Group commander at Minot Air Force Base, N.D., will transition 1st Mission Support Group and 1st Medical Group units as well as 1st FW staff agencies into 633rd ABW assets.

“The teamwork among Langley AFB and Ft Eustis leadership has been phenomenal,” Colonel Kirkland said. “Their smart decisions will ensure that once installation support activities are consolidated under the 633rd Air Base Wing, the same excellent quality of support will continue.”

The 1st FW, remaining under the command of Col. Matt Molloy, will continue F-15C/D Eagle and F-22A Raptor airfield operations under the 1st Operations Group and 1st Maintenance Group.

“I look forward to taking airpower as well as joint force cooperation and integration to the next level through a close partnership with the 633rd ABW and our Fort Eustis brothers-in-arms. I expect nothing short of spectacular success,” remarked Colonel Molloy.

Colonel Kirkland said the changes will take time as Air Force and Army officials learn to adapt to the necessities of joint basing. However, he insisted that each installation will maintain its identity and culture, and that the missions will remain unchanged.

“The color of the uniform may change in certain jobs, but the service will be transparent,” he said. “We are ‘one team, one fight’ and will learn from each other as we progress into joint basing.”

The 13th Air Force initially established the wing as the 633d Combat Support Group at Pleiku Air Base, South Vietnam in March of 1966. Following deactivation in 1970, the wing reemerged as the 633d ABW in 1989 and served as the host unit at Andersen AFB, Guam until deactivation in October of 1994.

Langley and Fort Eustis are among 26 installations across the country combining into 12 joint bases. They were singled out for consolidation in 2005 during the military’s Base Realignment and Closure process. Also in Hampton Roads, in the Fall of 2009, Little Creek Naval Amphibious Base and Fort Story (U.S. Army) merged to become Joint Expeditionary Base Little Creek-Fort Story. (Story)

Tags: , , ,

1 comment

May
28

Reinventing Hampton Roads Neighborhoods, Citizens Aging Gracefully

Categories:

by


What transportation and other services will be available for our increasing aging populations? With the expected increase in our senior population, it is important for us to help our our communities work together to age in place successfully. Two opportunities are available to help shape that future; one on the Virginia Peninsula and the other in South Hampton Roads:

Saturday, June 5, 2010, 10:00 am – 2:00 pm (Check in: 9:00 am)
$25 per person (includes lunch)
City Center at Oyster Point (Main Level Conference Room), 700 Town Center Drive ~ Newport News, VA 23606

Neighborhood-based service organizations designed by people 50+ are sweeping the nation! From Boston to Berkeley, people 50+ are transforming their neighborhoods into supportive communities through the “Village Model.” While no two Villages are alike, most offer access to a range of services (from purchasing theater tickets to raking leaves) that make growing older in your community a breeze. Currently, there are over 50 Villages in operation, three in Virginia and many more communities are interested in starting one.

WHO SHOULD ATTEND: Neighborhood leaders, baby boomers, homeowners’ associations and volunteers in the Historic Triangle, Newport News, and Hampton area who wish to learn more about the Village Model and how this fits into the future direction of aging in our region. Speakers from pioneering communities such as Beacon Hill Village and Northern Virginia/DC Metro area villages will discuss their organizations and the services they offer.

SPONSORED BY:  Hampton Department of Human Services, Senior Services Coalition and Department of Human Services & the Newport News Task Force on Aging

For more information, call: 757-926-6005 or visit www.nngov.com/human-services.


Senior Services of Southeastern Virginia will host two public hearings on Thursday, June 17, to gain valuable community feedback to ensure it is providing the best possible services for the region’s seniors and caregivers. Two public hearings will be held:

  • 10 a.m. at the Suffolk Health Department, third floor, 135 Hall Ave., Suffolk; and
  • 1:30 p.m. in The Center for Aging Education Center, Room 115, of the Senior Services regional headquarters, Interstate Corporate Center, 6350 Center Drive, Building 5, Norfolk.

During the hearings, Senior Services will solicit feedback on its annual Area Plan for fiscal year 2011, which runs from Oct. 1, 2010 to Sept. 30, 2011. The Area Plan and Executive Summary will be available for review or downloading at www.ssseva.org from June 11 through June 30. Written comments also may be made by June 30 via Senior Services’ website or by mail to Senior Services of Southeastern Virginia, Interstate Corporate Center, 6350 Center Drive, Building 5, Norfolk, VA 23502.

Updated annually, the plan describes the organization’s governance, management and service-delivery areas. It presents issues at hand, as well as recommended solutions. The Area Plan also addresses advocacy activities pursuant to one or more of the national purposes of the Older Americans Act. The Area Plan is then incorporated into the Virginia statewide plan for aging services.

Copies of the 2010-11 Area Plan and Executive Summary will be available for review June 11 through June 30, from 9 a.m. to 4 p.m. Mondays through Fridays, at the headquarters of Senior Services of Southeastern Virginia, Interstate Corporate Center, 6350 Center Drive, Building 5, Norfolk, and at the offices in Franklin, Suffolk and Isle of Wight County as follows:

  • Franklin – 100 W. 4th Ave., Franklin, VA 23851
  • Suffolk – 1226 White Marsh Road, Suite 210, Suffolk, VA 23434
  • Isle of Wight County – Mary Wells Community Center, 13036 Nike Park Road, Carrollton, VA 23314

“Older adults make up a growing segment of our community. So, it is becoming more and more important for seniors and their families to express their ideas and concerns,” said John Skirven, CEO of Senior Services. “The public hearings will provide another opportunity for talking about the needs in our community. We will use this information to refine our local area plan and prepare future action.”

About Senior Services -
A private, not-for-profit organization, Senior Services provides services for citizens in the cities of Chesapeake, Franklin, Norfolk, Portsmouth, Suffolk and Virginia Beach, and in Isle of Wight and Southampton counties. The agency’s  headquarters and satellite offices offer everything from home-delivered meals for qualifying seniors to counseling for Medicare, Medicaid and long-term care insurance. For more information, contact Senior Services at (757) 461-9481 or www.ssseva.org.

Tags: ,

Leave comment

May
28

Unlock Gridlock Hampton Roads

Categories:

by

Virginia’s Department of Rail and Public Transportation (DRPT) and TRAFFIX are inviting C-level executives and Human Resource managers to a FREE Telework!VA event – 2010 Unlock Gridlock Hampton Roads — on June 23, 2010 from 8:30 a.m. to 1:00 p.m. (Continental breakfast and lunch included)  The event will be held at the Renaissance Portsmouth Hotel at 425 Water Street, Portsmouth, VA 23704.

Without an immediate solution to traffic congestion,
let’s explore our options.

Featured Speakers are:

  • Thelma Drake, Director of the Department of Rail and Public Transportation
  • Philip Shucet, CEO of Hampton Roads Transit
  • Delegate Matthew James
  • Cornelius Healy, Senior Vice President, Amerigroup
  • Stephen Johnson, CEO, Endependence Center
  • Jennifer Alcott, Telework!VA Program Manager
  • Ron Hodges, Director of TRAFFIX

RSVP to (757) 681-3627, or register at www.teleworkva.org/unlockgridlockhr

What is Telework? Telework means working at any alternative location other than at your central worksite. A telework program gives selected employees and managers the option of working off-site on a full-time, part-time, or even temporary basis. Staff may choose to work from home offices, telework centers, or satellite offices. How formal or informal your telework arrangement is depends on your company and employee needs. Some teleworking arrangements require nothing more than a phone line, while others involve a full home office setup. How simple your telework arrangement is depends on your company’s business needs.

Tags: ,

Leave comment

May
27

The State of Hampton Roads

Categories:

by

On Sunday, May 9th, the Brookings Institution released a report on the State of Metropolitan America. The Hampton Roads region, the nation’s 35th largest metro area, was noted as having a slow growing, aging population with less education and diversity than the national average. (or as The Virginian-Pilot put it in their headline: we’re ‘Old, slow and not too bright‘)

On the May 18th HearSay with Cathy Lewis show (LINK to show), Cathy, her guests and callers talked about the implications of the study and the ways changing demographics are impacting the region. Guests included Alan Berube (biography), Senior Fellow and Research Director of the Brookings Institution’s Metropolitan Policy Program; Mike Gruss (columns), lifestyle columnist for The Virginian-Pilot; and John Skirven, CEO of Senior Services of Southeastern Virginia.

Berube, a co-author of the study, said about the U.S.: “People continue to come here and have kids here. 66% of U.S. residents live in one of the 100 largest metropolitan areas – that’s populations of 500,000 and above – each representing a combination of urban and suburban living.” He also noted that, despite the freedom from geography provided by the internet in terms of jobs, humankind is a social species and tends to want to live close to one another.

Defending the data set used for the report, Berube pointed to three trends seen across the Top 100 Metros and where Hampton Roads was deemed to be lacking: below average population growth and a diminishing younger population as the first baby boomer turns 65 (in 2011), inconsistent advanced education attainment and less diversity in Hispanic and Asian populations where 83% of America’s population growth is now seen. While this data set places Hampton Roads in the same category with very distressed areas such as Detroit, Buffalo and Cleveland, the category also includes the less-distressed Birmingham.

John Skirven of Senior Services’ response to the Pilot’s headline was, “Them’s fightin’ words.” While Skirven was impressed with the depth and veracity of the Brookings report, he pointed out one glaring omission about Hampton Roads’ aging population. With a large number of federal and military retirees here, Hampton Roads has approximately $1 billion worth of retirement income included in the Gross Regional Product. Senior revenues are much more stable here. The biggest issue facing the aging population, though, is lack of public transportation. Senior Services, which is the largest private provider of transportation services in South Hampton Roads, still must turn down over 100 requests for transit services per month.

Some callers noted their perception of the Hampton Roads region as “industrial” (as evidenced by the port, military and shipyards) and “transitory” (as evidenced by the movement in and out of the region by military members stationed here), while one caller noted that NASA and the impact of modeling and simulation are underplayed here. Another caller, originally from Dayton, Ohio, another city included in the same category, said of Hampton Roads: “This is like OZ” in comparison to his birthplace.

What differentiates Hampton Roads from the other regions in the “industrial core” category? One suggestion was to emphasize and utilize natural entrepreneurs, the young military retirees (in their mid 40s), as the next wave of innovation in the region to leverage economic growth and diversity. Many leave their military service with a high degree of technological skills, but perhaps not advanced degrees, opening up real opportunities for the region’s educational institutions.

Skirven suggested promoting Hampton Roads as “a great place to raise a family,” noting a group in downtown Norfolk working on finding ways to encourage young people to come/stay here. “There’s nothing like living in a place to make you appreciate it,” said Skirven. The City of Norfolk is also conducting a public survey to determine the next best use of Waterside Festival Marketplace, the signature location on the waterfront.

Mike Gruss said the Hampton Roads “identity crisis” needs to be fixed, adding that it’s not the name but rather what the region wants to be in the future. While we’ve done fine, where we are now will not get us to where we want to go. The Brookings report gives us an objective view from outside the region and a call to action.

The general consensus about the report: Berube encourages Hampton Roads to look at demographic peers rather than geographic peers to address what is important in the region to make positive changes. He also encouraged thinking about how the region got to where it is. For example, with low educational attainment, what does that mean for long-term economic development. Ties must be reinforced between higher ed, businesses and government to keep graduates in the region.

From commenters on Hearsay’s Facebook page:

“My first response is, why is slower population growth a bad thing? Faster population growth brings growing pains of enormous proportion. Second response, I don’t think of our region as being largely industrially based, although I’m no expert. We have a thriving tourism economy, a lot of educational institutions, high tech, and lots of other economic opportunities. I do admit having a lower-than-national-average college grad rate is a little disquieting, but maybe that’s a sign we need to develop jobs to keep our college grads in town and recruit others.”

“I’m not sure I’m a great person to answer this but I will. My husband and I grew up in Houston and the Twin Cities, respectively. We met in So CA. We also spent a few years in DC. The military brought us here and we do not plan to stay. We both have our college degrees. We are always amused when our local friends talk about how metropolitan this area is. It’s not a horrible area and we’ve enjoyed the small town feel of the traffic and the area not being built up. However, for two rolling stones like us, this is just too small town. We are looking for our first exit outa here.”

“You are so right on about needing different measures. The Vision Dashboard has the usual suspects (attached). The Sense of Place Task Force, I’m certain, will come up with others. Here is a great benchmarking study that I reference in these discussions: http://www.arlingtonvirginiausa.com/docs/creativeclass.pdf“

Tags:

1 comment

May
27

Focus on Hampton Roads Communities: The Present and Future of Transportation

Categories:

by

The Present and Future of Transportation in Hampton Roads:
Results of a Series of Focus Groups among Hampton Roads Residents

These focus groups were conducted for the Hampton Roads Transportation Planning Organization (HRTPO) by the Judy Ford Wason Center for Public Policy at Christopher Newport University with consultative work by the Hampton Roads Center for Civic Engagement (HRCCE).

Executive Summary

The results of this series of six focus groups conducted among citizens of the Hampton Roads region of Southeastern Virginia provide interesting insight and feedback to The Hampton Roads Transportation Planning Organization, its municipal and state stakeholders, affiliates and others.

Hampton Roads citizens may not be able to agree about a lot of things. But one thing they all seem to agree on is that transportation is the region’s Achilles’ heel. Study participants drawn from all of the region’s cities and counties tell us that in the absence of any commonly acknowledged icon, cultural value or other point of regional connection, frustration over traffic congestion is the one thing they all have in common.

Hampton Roads residents taking part in this study believe that many elements in the region’s transportation infrastructure are broken and that they see little evidence that the region’s leaders are taking meaningful steps to either restore current transportation infrastructure or prepare for what they believe will only be more people, more density and more traffic volume in the future. Some have chosen to live in specific locations so that they can avoid the chronic areas of traffic congestion. But even those who live at the rural edges of the region believe the sprawl and traffic of the region’s busiest cities will eventually reach out to and surround them.

There was virtually no disagreement about this outlook among our study participants, regardless of their demographic, geographic, economic or political perspectives. There is similarly strong and consistent consensus about what needs to be done to improve this situation; namely, get cars off the road.

In the short-term, study participants believe the region needs to take whatever steps are necessary to restore current transportation facilities and, where needed, expand or build new roads, bridges and tunnels to resolve current bottlenecks. Concurrently, the region needs to begin developing a fully integrated regional light rail networked back up by feeder and distributor bus and shuttle services.

Study participants know that these are not simple tasks. But those who have lived elsewhere, particularly military personnel who have lived in Western Europe and in cities like Tokyo and Singapore, know that these tasks can be accomplished; that ambitious public works projects call for ambitious leaders and that regions characterized by challenging topography and water can indeed be tamed for transportation purposes.

It is also important to note that our study participants do not consider the foregoing tasks to be luxuries. They believe traffic congestion is stifling economic vitality and social and civic cohesion in the Hampton Roads region today, and that the lack of solid planning for ways to beat this challenge today will make Hampton Roads an even less appealing place to live and do business in the future.

The only real question is how to pay for transportation infrastructure improvements. This study identifies three critical issues related to study participants’ perceptions of transportation funding streams:
1. They have no idea of the magnitude of costs involved.
2. Their recommended funding streams fall well short of that necessary to make the improvements they believe are critical to the region’s vitality.
3. They are driven by a desire to transfer as much of the eventual cost of transportation infrastructure improvements to others—e.g. to facility users, tourists and commercial interests—as possible.

Study participants are not averse to consideration of new dedicated funding streams such as tolls, increased gasoline tax, “sin” and luxury taxes, and increased license and registration fees. They are also open to consideration of a state lottery dedicated to transportation and to the legalization of casino gambling if the proceeds can be dedicated to transportation. Beyond these, however, study participants were grabbing at straws. Their suggestions become more fragmented, more contrary to the traditional conservative values of Virginians and, in some cases, downright outlandish.

Study participants were of one consistent voice, however, with respect to their feelings about funding of transportation infrastructure improvements through an increase in the state income tax. Although some recognize that this might be the best way to place the least and most painless burden on Virginia taxpayers, most are also adamantly opposed to this method because they believe it would 1) make it easy for any such tax rate increase to remain in effect long after the original need has been fulfilled and 2) monies raised this way could easily become lost in the state budget or be diverted to other purposes for which they were not intended. The concept of a “lock box” or other method of guaranteeing that monies raised could only be spent on transportation was mentioned by several study participants in several different groups.

Trust in government or, to put it more accurately, the absence of trust in government is a huge issue for our study participants. Most believe there is an unacceptable level of waste, inefficiency and mismanagement in government. Until they believe otherwise, they say they are unwilling to increase their tax contributions.

To win their support to proceed with costly transportation infrastructure improvements, study participants believe the Hampton Roads region’s leaders need demonstrate regional consensus by creating a plan that reflects careful analysis of current conditions, serious study of other urbanized regions that have similar water and landmass configurations and realistic cost estimates and timetables. Once such a plan is developed, study participants believe it must be taken out into the community and presented to citizens so that they can provide elected leaders and others with the confidence they need to carry out the plan.

At present, however, more than a few of our study participants question the ability and predisposition of the region’s major cities to work together to create a plan or vision that speaks with a single, united voice.

The people who took part in this study believe the Hampton Roads region is blessed with abundant natural beauty and a rich history that deserves preservation. But they also believe that the future success of the region calls for strong, visionary regional leadership, solid planning, careful financial oversight and strong public support. If these conditions are met, study participants say the region will have every reason to be a competitive and appealing place to live and work in the future.

Download the complete HRTPO report.

Tags: ,

1 comment

May
26

Get your FREE M&S Space in Hampton Roads

Categories:

by

Starting Friday, May 28, Old Dominion University’s Virginia Modeling, Analysis and Simulation Center (VMASC) will host its annual Business Development & Technology Workshop Series.

The workshops are aimed at high-tech graduate students, post doctoral students, military retirees or industry professionals interested in modeling and simulation (M&S) business strategies.

The workshops — which will cover research and development (R&D) marketing and partnering strategies, the Small Business Innovative Research grant program (SBIR) and other support mechanisms for would-be entrepreneurs – will be hosted at VMASC’s Suffolk facility.

The workshops are free. Participants can register through the VMASC website, at: http://www.vmasc.odu.edu/NEWS/2010workshops.html.

Also, in conjunction with the M&S Business Plan workshop, the VMASC Technology and Business Accelerator (VTBA) program will offer office space and industry membership for one year at no charge to one outstanding start-up M&S company. To be eligible for this offer, the competing company or individuals must be: focused in one or more area of modeling, simulation or visualization, a for-profit company, owned by one or more U.S. citizens, have a solid M&S business plan or background with verifiable emphasis (academic or industry) on research and technology transfer. For more information, contact Thomas Reese at treese@odu.edu.

The seminars are as follows:

Friday, May 28th Technology Transition Planning: Why SBIR Phase I and II is only the beginning!

This session, presented by Marty Kaszubowski, President of General Ideas, offers insider insights into the planned evolution of the SBIR program in the U.S. Department of Defense (DoD) and other agencies.

It offers some real-world tools and approaches for SBIR Phase I and Phase II winners to use in preparation for transition of their technologies into major defense and intelligence community programs. It also offers strategies and tactics for identifying and approaching contractors who will be their partners in the successful transition.

Friday, June 4th – Technology Forecasting for Strategic Planning and Product Development

This session is presented by Steven Walk, associate professor of engineering technology, and Director of ODU’s Quantitative Technology Forecasting Lab.

It  includes a description/discussion of both Quantitative and Qualitative Technology Forecasting tools, and their use in defining product and service elements, go-to-market approaches, and associated R&D and marketing or partnering strategies. The session will include hands-on use of several quantitative and qualitative tools using real-world, company-specific examples.

Thursday, June 10th — Business Plan/Entity Structure and How to Start an M&S Company.

This workshop provides first-hand knowledge how to start a modeling and simulation company, offering advice on business structures and business plan essentials.

Presenters: Johnny Garcia, founder and CEO of SimIS, Inc., one of Hampton Roads’ fastest growing M&S startup companies, Jack McGinn, co-founder of BMH Associates, Inc. (bought by Alion Science and Technology), and Daniel R. Stegall, A Professional Law Corporation, Attorney and Counselor at Law.

Friday, June 25th — Strategic Planning for Early-Stage Companies: Why planning is even more important for you than for the Big Guys!

This session focuses on approaches for reducing uncertainty and making more rapid, consistent decisions in the five areas of strategy: Mission and Markets, People, Processes, Technology & Tools, and External Relationships.

The session will include hands-on activities designed to create a company-specific, one-page draft strategic plan (based on the Strategy by Simple Rules framework) that participants can use to guide their important tactical decisions in each of the five strategic areas.

Kaszubowski of General Ideas will be the seminar facilitator.

Tags: , , ,

1 comment

May
26

At ODU, We’re Open for Business

Categories:

by

One of the six priorities in Old Dominion University’s recently developed strategic plan is to increase opportunities for engagement with the community: to transform the way businesses interact with ODU and to become the “go to” place for providing solutions for the private and public sectors across Hampton Roads and throughout the Commonwealth.

Today, with the help of Virginia Secretary of Commerce and Trade Jim Cheng and a host of economic, business and community leaders, we officially opened the ODU Business Gateway — the centerpiece of this strategy.

The ODU Business Gateway provides a single, consistent entry point to the intellectual capital, innovative technologies and world-class infrastructure of the University.

Old Dominion University is proud to be one of the first institutions to take such a significant step forward to support Governor McDonnell’s initiative to position Virginia as a leader in productive and solution-oriented relationships between businesses and higher education.  The activities of the Business Gateway will have a direct impact in creating jobs, encouraging capital investment, and supporting the business attraction activities of the governor.

While the ODU Business Gateway represents an important economic development tool for Governor McDonnell, Secretary Cheng and the Virginia Economic Development Partnership, it is equally vital to business creation, attraction, and retention efforts right here in Hampton Roads.

The recently completed Comprehensive Economic Development Strategy (CEDS), led by Dana Dickens and the Hampton Roads Partnership, highlights the importance of University-Business collaborations.

The CEDS also looks toward the regional universities to help create a culture of innovation through the establishment of Centers of Excellence, such as ODU’s efforts in modeling and simulation, bioelectrics, alternative energy, and sensors.

We established the ODU Business Gateway to create, nourish, and extend that culture of innovation across our region.

The Business Gateway was built on the foundation of our exceptionally successful Virginia Applied Technology and Professional Development Center (VATPDC).  This Center has a long history of extending the talent and expertise of our Batten College of Engineering and Technology to help companies large and small.  I want to thank College of Engineering and Technology Dean Oktay Baysal for his entrepreneurial spirit, energetic leadership and visionary outlook that has enabled centers like VMASC, the Reidy Center for Bioelectrics, and VATPDC – now the Business Gateway – to grow to such scope and scale that they’ve become university-wide platforms for research and economic development.

Old Dominion University is dedicated to bringing together the top minds, most innovative technologies and state-of-the-art facilities to help solve problems, expand capabilities and create new ventures.  We are committed to being the intersection where ideas meet and results happen.  That is Idea Fusion.  And the ODU Business Gateway is just the beginning.


The ODU Business Gateway is located in Innovation Research Park @ ODU, 4211 Monarch Way. For more information call 757-683-5505 or visit www.ODUBusinessGateway.com.

Support for the ODU Business Gateway

“Old Dominion University is leading the way for Hampton Roads and the Commonwealth of Virginia. In today’s highly competitive global economy, new tools are essential to promote the innovation and entrepreneurship critical to dynamic growth and job creation. The ODU Business Gateway will be a tipping point toward the successful implementation of Vision Hampton Roads, the region’s comprehensive economic development strategy. I commend President Broderick for making world-class resources across the ODU campus available through the Business Gateway, resources that can tap the entire spectrum of innovation.”

E. Dana Dickens, III
President & CEO
Hampton Roads Partnership

“With the opening of ODU’s Business Gateway, Old Dominion University provides yet another resource for the Alliance to add to its business recruitment arsenal. The Gateway’s full spectrum of consulting and research services – a welcome mat of sorts – for regional businesses, from start-ups to existing, will undoubtedly prove that collaboration of this magnitude is not only relevant in today’s global economy, it is vital to our competitiveness as a region.”

Darryl W. Gosnell
President & CEO
Hampton Roads Economic Development Alliance

Tags: , , ,

Leave comment

May
26

Small Business, Big Rewards in Hampton Roads

Categories:

by

The Hampton Roads Chamber of Commerce held its 26th Annual Hampton Roads Small Business of the Year Awards on May 25, 2010 at the Renaissance Portsmouth Hotel & Waterfront Conference Center.  This luncheon coincided with “National Small Business Week” held May 23–29 which recognizes the contributions of small businesses to the economic well-being of the United States.  The overall winner of the 2010 Small Business of the Year was Classic Air’s One Hour Heating & Air Conditioning of Virginia Beach.

The Chamber convened a panel of judges to select five businesses to honor, one from each Southside city.  Judges included: Jim Carroll, Small Business Development Center of Hampton Roads, Inc.; Caron Crouse, Goodman & Co., LLP; Joseph Donnelly, Donnelly Real Properties, LLC; Roslyn Houston, Old Dominion University; and Shepelle Watkins-White, Kaufman & Canoles, P.C.  The winning businesses were chosen based on financial performance and business history, staff training and motivation, community involvement, business plan, growth, and customer service and satisfaction.

The five city winners and finalists for the Small Business of the Year title were:

  • Eastern Virginia Family & Cosmetic Dentistry: Dr. A. Jeffrey Weisberg and Dr. Barclay K. Weisberg (Chesapeake)
  • A. Reddix & Associates (Norfolk)
  • Bayside Harley-Davidson (Portsmouth)
  • Bennett’s Creek Farm Market & Deli (Suffolk)
  • Classic Air’s One Hour Heating & Air Conditioning (Virginia Beach)

The “Top 10 to Watch” was also selected.  These businesses are some of the fastest-growing small businesses in the area:

  • Asset Recovery International, LLC
  • BK Appraisal Services
  • Cape Henry Associates, Inc.
  • Endurance Network Services
  • GSS Gear
  • HVAC Warehouse
  • Mad Science of Hampton Roads
  • Prism Maritime, LLC
  • Providence Computers, Inc.
  • Valkyrie Enterprises

The Impressions in Print Leadership Award was presented to Charles A. Schue III, President & CEO of UrsaNav, Inc., who demonstrated leadership, impact on workplace cultural, community service and involvement, professional achievement, and perseverance.

In addition, Mark Klett was named the Virginia Veteran-Owned Small Business of the Year.  This award, presented by the Virginia Small Business Development Center Network, recognizes veterans who have made a significant contribution to their region’s economy and to recognize those deserving individuals who have made a significant difference in their communities by promoting a sense of duty, volunteerism and an appreciation of country, democracy and freedom.

Photo credit:  Courtesy of the Hampton Roads Chamber of Commerce
The five city Small Business of the Year winners (from left):  Dr. Jeffrey Weisberg and Dr. Barclay Weisberg of Eastern Virginia Family & Cosmetic Dentistry in Chesapeake; Maurice Slaughter of Bayside Harley-Davidson in Portsmouth and his wife Cynthia;  Todd Kletz of Classic Air’s One Hour Heating & Air Conditioning in Virginia Beach;  Angela Reddix of A. Reddix & Associates in Norfolk; Jodie Matthews and Martha and Jim Shirley of Bennett’s Creek Farm Market & Deli in Suffolk; and Charles Schue, President & CEO of UrsaNav, who received the Impressions in Print Leadership Award.

by Lisa Jones, Communications Manager, Hampton Roads Chamber of Commerce

Tags:

Leave comment

May
25

State of the Workforce in Hampton Roads

Categories:

by

Save the date:  Thursday, June 10. Learn how Hampton Roads’ workforce compares to that of the State and Nation and better understand the demographic and workforce trends in our region that impact your business. Registration is now open.

The 2010 Hampton Roads State of the Workforce Report will be presented from 10:30am to 11:30am followed at 11:45am by lunch and a keynote by Dr. Ed Gordon (biography).

Today, business expansion is less about an advantageous location and more about the skills and capacity of the workforce.  Talent, imagination, innovation, entrepreneurship –people—can drive economic expansion.   As communities that share a common destiny, we recognize that the human resource harnessed with our competitive assets (Ports, Federal Government, Tourism and new Opportunities) will determine our economic future.

Workforce Development in Hampton Roads represents a broad agenda of issues impacting our ability to guarantee a world-class workforce that is competitive in a global economy.  The workforce development system (employers, training providers, workers) in our region are part of even larger systems – the state, the nation, and the world.  Businesses in Hampton Roads compete with businesses globally for workers with skills and knowledge necessary to provide them with a competitive advantage.

Workers in our region compete with workers around the world for jobs and the financial security that they provide.  By identifying and articulating the workforce needs of business; educators, community leaders, job seekers and individual workers are able to prepare for the opportunities made available by a changing and expanding economy.

This year’s keynote speaker is Dr. Ed Gordon, author of Winning the Global Talent Showdown. Dr. Gordon’s keynote address, “The 2010 Jobs Crossroads: Meltdown or Resurgence?” draws on his extensive personal business experience and leading-edge research to challenge people to think about innovations for today and business success for tomorrow.

In the midst of widespread unemployment, the U.S. and world economies still have a shortage of skilled talent.  Increasingly complex technology continues to set a breakneck pace of change.  In industrial nations, the large-baby boomer cohort is aging and moving into retirement.  Succeeding generations have decidedly different views on work-life culture and overall are less well-educated, particularly in technical areas.

In Japan, Korea, and many European nations, populations and workforces are shrinking significantly.  Even India’s and China’s massive populations cannot produce enough qualified talent to meet the demands of their rapid economic development.

Dr. Gordon gives strategic workforce development case studies of how business people, educators, union leaders, government officials, parents, activists, and others are partnering through community-based organizations (CBOs) to craft new education-to-employment systems for 21st technology-based economies.

Join the Hampton Roads business community for this dynamic presentation, delivering powerful messages with humor, offering audiences a definite reality check, supported by ideas for greater business productivity and better leadership.

Tags: ,

1 comment

Older posts «