Monthly Archive: July 2010

Jul
31

Federal Reserve visits Hampton Roads

Jeff Lacker, President of the Federal Reserve Bank of Richmond, visited Hampton Roads recently to discuss the economic outlook of the nation and its context regionally. According to John Sokolowski, Executive Director of the Virginia Modeling, Analysis and Simulation Center (VMASC) , the Fed’s President and Director of Research were impressed by VMASC’s modeling capability and especially interested in their work on foreclosure market modeling.

Click on graphic above for larger view
Photo credit: VMASC

VMASC is modeling the contagion effect* of foreclosures and fine-tuning their model to include foreclosure probabilities. This data is important for policymakers and financial experts to explore impacts, develop strategies to minimize effects and discover emergent human factor and market behaviors.

* Contagion effect:  The adverse consequences of one firm’s actions that can spread throughout the industry in which it operates.

Click on graphic above for larger view
Photo credit: VMASC

From the Federal Reserve Bank of Richmond President Jeff Lacker’s speech on July 15th to the Hampton Roads Regional Forum:

It’s a pleasure to discuss the economic outlook tonight. I think the most useful tack to take to get started is to survey the broader economic context, and then set our sights on some of the supporting details. For the last year or so, we have been recovering from a very severe recession, and despite the unique features of the contraction, this recovery resembles many that we’ve seen in the past; some sectors are expanding, while some sectors are still struggling. Signs of strength are evident in manufacturing, business equipment investment and consumer spending, while weakness persists in the labor market, construction, and state and local government spending. And as was the case in many past recoveries, this one is proceeding at an uneven pace; growth was quite strong in the fourth quarter, but more moderately paced over the last two quarters. Thankfully, inflation has remained low and fairly stable. The most likely scenario is for this pattern to continue – that is, for the recovery to continue at a pace that is generally moderate, but variable over time and across sectors. That’s the broad aerial view, and now I’d like to come down to sea level to get a closer look at some of the particulars. I’ll be speaking mainly about the national outlook, with occasional comments about the Hampton Roads region. Complete speech

Tom Shean of The Virginian-Pilot interviewed Lacker during his visit to Hampton Roads: Lacker interview

Jul
30

Striking Power

Naval Air Station Oceana is one of America’s largest and most important military installations. Half of the U.S. Navy’s tactical aircraft are located at Oceana, where scores of pilots daily take to the sky to maintain a state of “combat readiness.”

by Ben Swenson, Virginia Living magazine, originally published June 10, 2010 and reprinted here with permission; Photo credit: Robb Scharetg

The observation deck of the air traffic control tower is the best seat in the house. From this vantage, 107 feet above seven miles of intersecting runways, one gets an acute feel for Naval Air Station Oceana. With its noise and frenetic activity on a late-winter day, the place rouses the senses. Top Gun-style pilots and ground crews ready multi-million-dollar machines for an afternoon of flying practice—at speeds up to 1,000 miles per hour. Trucks ferry fuel and inert practice ordnance—which smokes on impact so pilots can be graded on their accuracy—around the tarmac. Aircraft taxi forward and queue up at one end of center stage: runway 14R/32L. It’s from here that a half-dozen F/A-18 Super Hornets, the Navy’s sleek, gray strike fighters—each worth about $60 million—will rocket forward with a blast of jarring sound and staggering thrust. Each is airborne in seconds, banking hard left, clearing the runway for the next plane in line, which follows suit within a minute.

Even from this aerie, it’s impossible to take in all of Oceana, a sprawling naval complex that is one of America’s largest and most important military installations. Located on more than 5,000 acres of land in Virginia Beach, Oceana is the Navy’s East Coast Master Jet Base, one of two installations in the United States (the other is NAS Lemoore in California) devoted exclusively to housing, servicing and deploying the Navy’s combat-ready, or tactical, jets. Its westerly neighbor, Naval Station Norfolk, might be better known—it’s the largest Navy base in the world—but Oceana is equally vital to national security. “Fifty percent of the Navy’s tactical aircraft, give or take a few, are located here at Oceana,” explains Capt. MarkRich, the 49-year-old commanding officer of the base, sitting in his tidy ground-floor office on Oceana’s main street, named Tomcat Boulevard. Dressed in his black naval officer’s uniform, Rich is an unassuming and mannerly officer who appreciates the gravity of his command. In the event of an international crisis, it’s possible that pilots and aircraft from Oceana would be the first physical U.S. military presence on the scene, the so-called “tip of the spear.”

A former F-14 Tomcat pilot with combat experience in Iraq and the former Yugoslavia, Rich is effectively the mayor of a small, aviation-oriented city. He is certainly well suited for the challenges, but acknowledges they are far different from anything he’s done before in his 27-year military career. For example, he must manage civilian and military contractors and labor unions, in addition to the dozens of military commands and facilities he oversees. “When all you do is go to your squadron, fly your airplanes and work in the field,” he says, “you have no awareness of the complexities and breadth of issues [at a major military base].”

Maintaining a state of what the military calls “combat readiness,” which is the basic function of this base, requires a lot of manpower. Some 15,000 employees work at NAS Oceana, one-third of them civilians, the rest naval personnel. They hold jobs ranging from intelligence officer and fighter pilot to aircraft maintenance technician and weapons expert. Nearly everyone at the base has advanced technical skills or is in some stage of acquiring them. The employees work in such key units as the Strike Fighter Wing, providing all the shore-based training and support for the Atlantic Fleet’s tactical aircraft; the Navy Munitions Command Detachment Oceana, which secures and accounts for all ammunition and explosives at the base; and Naval Aviation Forecast Center, Oceana Component, which provides the weather data and warnings that are critical at a base focused continuously on pilot training.

Students at the Center for Naval Aviation Technical Training at Oceana
Click here for Slide Show<
Photo credit: Robb Scharetg

Oceana has two companion facilities, located a few miles from the main base. One is NAS Oceana Dam Neck Annex, home to combat support units such as intelligence, and the other is Naval Auxiliary Landing Field Fentress, Oceana’s outlying landing field that offers another set of nearby runways where pilots can practice. Together, these two sites comprise thousands of additional acres where aviators and support personnel ply their trade. “Every time an East Coast [aircraft] carrier deploys, the striking power of the aircraft they’re taking with it is coming from Oceana,” says Rich. “It’s our job, when [pilots are] shore-based, to enable their training so they can maintain the level of readiness they need.”

Oceana’s aircraft—almost 300 F/A-18 Hornets and Super Hornets—make up the Strike Fighter Wing, U.S. Atlantic Fleet (“wing” is the term the Navy uses for a large group of aircraft, pilots and support personnel). According to the commodore of the Strike Fighter Wing, Capt. Craig Yager, Hornets are quick and versatile jets that can carry a variety of air-to-air and air-to-ground weapons and complete unique missions in a broad range of locations and situations. He says that upgrades in software—and occasionally hardware—render Hornets and Super Hornets among the most advanced weapons in the Navy’s arsenal.

A seasoned aviator, Yager works in an olive drab flight suit and has an office adjoining imposing hangars. He trained at Naval Air Station Fallon in Nevada, better known by its less formal name, Top Gun, and still takes to the sky occasionally with his subordinates (but not as often as he’d like). Yager’s job, like Rich’s, is decidedly managerial: He must ensure that the wing’s 17 operational F/A-18 squadrons (a smaller division of a wing, consisting of about 12 jets) are properly manned, trained and equipped.

That is a massive undertaking. Oceana’s aviators conduct more than 300,000 “flight ops”—meaning takeoffs, flybys and landings—per year. This despite the fact that at any given time, as many as two-thirds of Oceana’s aircraft may be deployed or practicing on aircraft carriers off the coast. Yager says that constant training, even by experienced aviators, is necessary to maintain razor-sharp flying skills. After takeoff, Oceana’s planes typically head east toward training ranges over the Atlantic Ocean. There, they practice air-to-air operations. Alternatively, they may head south to a bombing range in Dare County, N.C., for air-to-ground work.

Navy pilots must have one essential skill, and that’s the ability to take off from, and land on, an aircraft carrier. Oddly enough, because aircraft landings have almost no room for error, Oceana’s pilots do much of their training on land, supplementing that with practice aboard the ships themselves. “Landing aboard a carrier as it’s moving and the deck is pitching can be very difficult,” says Yager. “As you see airplanes going around and around [at Oceana and Fentress], that’s what we’re doing—coming back here and getting proficient in that landing pattern.”

Lieutenant Trent Arnold, a 35-year-old Marietta, Ohio native, knows this routine well. He’s a student pilot assigned to VFA-106, also known as the “Gladiators,” which serves as the East Coast’s fleet replacement squadron, responsible for training newly winged Navy and Marine Corps pilots or those switching the type of aircraft they fly. Pilots train with VFA-106 for about eight months before being assigned to one of the Navy’s 37 tactical F/A-18 squadrons around the world. A new class of eight to 12 student pilots joins VFA-106 every six weeks.

Arnold seems very much at home in an aircraft hangar full of a dozen Super Hornets. He likes to point out that Navy jets are different from all other military jets in one key respect, and that is the size and composition of their landing gear. Unlike Air Force pilots, who can coast in for a landing on long runways, Navy pilots must come down out of the sky like a rock—hard and at a steep angle so that their tail hook can catch a wire stretched across the deck of a carrier. The wire stops the jet. Such landings put a tremendous amount of force on the landing gear, which is why it is an intricate mass of thick steel with substantial shocks.

As Arnold says, “There is no trying to make [our landings] nice and pretty.” Even on long, shore-based runways, Navy pilots tend to land hard and short, as if they were landing on a carrier. It’s force of habit. The Hornet’s landing gear, specifically its “launch bar,” also allows them to be hurled off the deck by a powerful catapult. “It’s zero to 130 in three seconds and change,” Arnold says.

According to Arnold, 10-hour workdays, some of which start in the evening, are routine. While flying the aircraft may only last an hour or so, pilots must sit through a pre-flight brief and a post-flight debrief (better known as “finding out how bad you did,” he quips), and spend time preparing themselves and the plane to fly, which includes practice time in a flight simulator. Much of Arnold’s coursework and aerial training is conducted by instructors of Oceana’s Strike Fighter Weapons School, Atlantic. These experienced pilots, who have trained at Top Gun, teach students how to properly employ the tremendous weaponry F/A-18s are capable of carrying.

Student pilots are all officers who, in addition to expressing an interest in flying, have completed a battery of tests demonstrating their competence and physical suitability for the training and for the aircraft they hope to fly. Some Oceana pilots have flown other military aircraft before, but most—known as a “Category I”—are in aviation training for the first time. The work is demanding and stressful, but pilots like Arnold, who tend to be highly motivated 20- and 30-somethings, would have it no other way. Arnold says that there have been days during his flight training when, on the way to work, he’s driven past people mowing golf course fairways and thought, “What a stress-free job, I wish I did that. But it would be nowhere near as rewarding to me as flying planes.”

Of course, pilots are not the only Navy personnel being schooled at Oceana. Many of the sailors who staff the state-of-the-art Fleet Readiness Center, where jet components are serviced, have received their training a few streets over, at Oceana’s Center for Naval Aviation Technical Training. There, sailors learn to repair the hundreds of intricate systems that are part of the F/A-18. Students receive classroom, computer and hands-on instruction. Dozens of doors line the center’s dark corridors, and behind many of them are sizable laboratories, each containing jet systems—engines, wings and cockpits, for instance. These labs are spotless and orderly, with an aircraft component in the center of the room, typically, and mobile red tool chests lining the walls. Students apply their computer learning in these workshops. Just when they begin to feel comfortable with a particular part, the instructor taps a few keys on a PC and—bam—something goes awry. It’s the students’ job to diagnose and repair the problem. Chief Warrant Officer 3 Tom Thomas, a training unit officer, underscores the importance of the lessons he and his colleagues teach. “Many of the parts are electronic parts,” Thomas says. “You’d think, looking at one, ‘It’s just a little box.’ Well, that little box might cost 80 grand.”

Navy brass know that they demand a lot from employees and their families—especially during those periods when personnel are on routine six-month deployments—and try to reward them in return. Besides the scores of military buildings on the base, Oceana has dozens of Navy Exchange shops that provide low-cost goods and services to sailors, their families and retirees, all tax-free. They include clothing stores, restaurants and gas stations. What’s more, the Navy’s Morale, Welfare and Recreation (MWR) division offers 31 different recreational activities ranging from bowling to golf to horseback riding. There are three gyms at the base, along with a child development center and a two-dollar movie theater. “We recognize that relaxation is an integral part of the fighting force,” says Robin Joseph, general manager of the Oceana Navy Exchange, which is the fifth-largest U.S. Navy Exchange in the world.

According to Joseph, the exchange and MWR division help boost morale and play a big role in personnel retention. Sailors who are surveyed when reenlisting, he says, often cite the Navy Exchange and MWR among the reasons for their return. Vinny Spagnuolo, one of Oceana’s MWR directors, explains that the division also helps sailors cope with anxieties related to long deployments—one of the military’s most challenging responsibilities. “We’re here to put the sailors at ease while they’re deployed,” he says. “With all these diversified programs and youth centers, they know their families are taken care of while they’re gone.” MWR also serves a public relations function of sorts, helping to coordinate Oceana’s renowned air show, attended by more than 200,000 citizens annually. According to Lieutenant Arnold, Oceana is considered a choice military assignment—he calls it the “crown jewel” of Naval Air Stations.

The U.S. Congress approved the construction of NAS Oceana in 1943. The base was originally an outlying landing field for aircraft training at Norfolk. In those wartime days, Oceana was far from any population center, located on marshy and nearly inaccessible land. That’s not the case today. Like the Hampton Roads region around it, Oceana has grown significantly over the years.

Owing to its size and large number of employees, Oceana is a key component of Virginia’s economy, injecting more than a billion dollars annually into state coffers. Partly for that reason, says Rich, Oceana and the communities that surround it are inseparable. “A huge part of this community has some association with the military,” he says. “We’re in the churches, our folks are coaching soccer teams—a large number of the people we’re flying over are people who work here.”

Still, both the Navy and Virginia Beach officials are aware of how complex the relationship between a city and a major military base can be. Simply put, municipal priorities and military priorities are not always the same. Certainly, encroaching development in areas adjacent to Oceana, where an airplane crash could occur, has created some tension and been a source of concern for Navy officials for years. Meanwhile, the persistent jet noise at the base (which can exceed 110 decibels when jets are taking off, equivalent to the volume in the front row of a rock concert) alarms many citizens around Oceana.

One big issue now is space. Oceana and Fentress don’t have quite enough of it for all the demands of training. That’s especially the case before major deployments, when the Navy’s high command might order that five squadrons must get ready to ship out. All those pilots must use the same time and airspace to prepare. As a result, Navy officials (largely from the base in Norfolk) want to build another outlying landing field, or OLF, on the rural outskirts of Hampton Roads. The Navy is currently studying five potential OLF sites in Virginia and two in North Carolina. While the proposal has garnered both criticism and support, a final decision on where—and if—an OLF will be built is years away.

Five years ago, the military’s Defense Base Realignment and Closure Commission proposed moving the East Coast Master Jet Base from Oceana to Florida. The idea was eventually quashed, but not before it unnerved both city and state officials and prompted renewed attention to Oceana’s needs. Navy officials and community leaders are now charting a new, more cooperative path. To address encroachment concerns, for example, Virginia Beach and the state have purchased conservation easements and have limited development around Oceana. For their part, Navy officials have restricted flying times and set up a phone line for complaints about jet noise.

Will Sessoms, mayor of Virginia Beach, is well aware that the loss of Oceana would have had a devastating effect on the local economy, but he prefers not to dwell on the past. In fact, Sessoms and other Beach politicians are working to make sure that Oceana remains the home for the next generation of Navy strike fighters, the F-35, slated to join the fleet in 2014. “I see the Navy and the city working well together in the future,” says Sessoms, citing the shared interests of the two sides.

He emphasizes the importance of Oceana’s economic contribution to the city in terms of jobs created, money spent and hours volunteered. More than 30 percent of schoolchildren in Virginia Beach come from military families. Civilian federal employees and military personnel continue to have among the highest average salaries in the region. What’s more, ongoing construction at Oceana, including a $40 million energy efficiency project, provides work for local contractors. And then there’s the fact that Oceana produces some of the best pilots in the world. “Oceana is a tremendous asset to the city,” says Sessoms, “but the impact on Virginia and the nation is the [larger] issue, and it is very substantial.”

That is true. Last February, F/A-18 aircraft conducted missions in Afghanistan, driving Taliban fighters from hostile positions and clearing the way for U.S. and coalition forces on the ground. NAS Oceana, like all military bases in America, is fulfilling U.S. security needs every day, along with providing economic ballast to the region and, more generally, injecting can-do spirit into its community—all in a manner that might be described as large, proud and, yes, loud. •

Jul
29

The Navy makes history today

Rear Adm. Nora Tyson will assume command of Carrier Strike Group Two in a ceremony onboard the USS George H.W. Bush on Thursday (July 29).

Her new assignment was announced in January, and it marked the first time that a woman has been assigned command of a carrier strike group. Chief of Naval Operations Adm. Gary Roughead made the announcement and will be in attendance.

Carrier Strike Group Two is to be embarked on board the Bush, the Navy’s newest carrier, which is homeported at Naval Station Norfolk.

Tyson is a native of Memphis, Tenn. She earned her wings as a naval flight officer in 1983.

Included on her resume is a stint commanding the amphibious assault ship USS Bataan, leading the Navy’s disaster relief efforts on the U.S. Gulf Coast in the aftermath of Hurricane Katrina, and deploying twice to the Persian Gulf in support of Operation Iraqi Freedom.

Posted by Hugh Lessig on Hampton Roads Recon, the military blog at the Daily Press

Jul
29

ARTS DISTRICTS = CREATIVE COMMUNITIES

From Patricia Rublein, Executive Director of the Cultural Alliance of Greater Hampton Roads.

The Cultural Alliance of Greater Hampton Roads has been an advocate for strong arts and cultural communities since 1983. The Cultural Alliance welcomes membership from all arts and cultural institutions and individuals. To learn more about the work of the Alliance, contact Pat at 757.889.9479 or visit www.culturalli.org.


Get the current issue of Hampton Roads Bravo! your resource for arts and culture in Hampton Roads, the region with more choices per capita than any market in the country.

Arts Districts = Creative Communities
They go beyond art expression….

Communities across Virginia are picking up on an important trend. With the realization that the arts are a catalyst for tourism and an economic attraction for new businesses and residents, more and more cities and towns are using the industry to revive their economies.

Economic development departments are looking at a variety of ways to revisit the cultural fabric of their localities, in order to create what are often called “Creative Communities.” The arts, in fact, usually provide the backbone for such projects, but the creative energy of the entire community is needed to succeed. Such broad involvement was clearly in evidence in Roanoke, Alexandria and Norfolk’s Ghent. And other examples are moving forward in Phoebus (in Hampton) and Williamsburg.

More familiarly, Arts Districts are being set up to bring communities together for better utilization of assets and to redesign their identity for a creative purpose. This takes effort from artists, as well as creative thinkers from diverse backgrounds. But all are motivated by their desire to build upon those things that make a community unique.

Communities embarking on such a creative process use a variety of methods to proceed. Some are starting small, by focusing on the re-use of a single space. Other groups have defined a sort of “yellow brick road” image to take in a more vast creative industry. But it takes a representative group of creative thinkers beyond the arts for the effort to be successful.

In order to craft a plan that will bring life to the project, several steps must be taken at the outset.

  • Make a realistic assessment of goals based on what you already have.
  • Then, recruit effective people to engage in a partnership of community building. During this process community strengths, maps, history and community culture, will be brought to the table.
  • Opportunities for grants, tax incentives and things like SBA loans need to be explored.
  • Once the plan is in place, a community education effort to build support will be crucial.
  • It is important that all segments of the community be included from the outset.

Combining arts representatives along with other cultural interests in arts district planning is necessary to create a vision for any creative community. “Culture” is distinct from “art” here in that the latter expresses creatively that which the former does in life’s daily practice. For example, those who participate in community choruses, book groups, music and dance lessons, museum education programs, or ushers at performances are also involved in the community in other professional ways, and their voices are important in planning. The role of arts and culture in the process illustrates the need to include “cultural” roles along with the “artistically expressive” ones to create a vision for any creative community.

Blending a community’s identity through arts and culture builds a strong economy. Such a process creates jobs, stimulates tourism, improves property and enhances its value. Arts and culture also build strong social ties, and dedicated community citizens.

So as a locality begins to make public plans for an “Arts District,” it must be sure to use the creative energies of all participants. Weaving the creative energy of the entire culture is critical to enabling a town to truly put forth its community’s identity.

Jul
29

Courage, confidence and character

Leadership skills start young

On October 2, hundreds of girls from all over southeastern Virginia and northeastern North Carolina will fill the Mariners’ Museum in Newport News for the annual Girl Scout Jamboree. Through programs set up by NOAA’s Monitor National Marine Sanctuary, the Mariners’ Museum, NASA and the Girl Scout Council of Colonial Coast, girls in grades K through 12 will sail away on an adventure of discovery by exploring labs, touching artifacts and reliving personal accounts.

This year, the Girl Scout Jamboree kicks off more than just a new membership year – it celebrates a new era in Girl Scouting.  On July 6, Girl Scouts of the USA (GSUSA) released a new brand initiative and marketing campaign, aimed to modernize the 98-year-old organization.

“About one out of every 10 girls participates in Girl Scouting and that’s a tremendous number.  But that also means we have a great opportunity to grow even after almost 100 years. We have literally revamped our entire organization to appeal to that 90 percent of girls who aren’t benefiting from the Girl Scout Leadership Experience,” said Kathy Cloninger, Chief Executive Officer of GSUSA.

GSUSA also released a new campaign that speaks to what Girl Scouts are doing today.  Known by the tagline What Did You Today?, the campaign challenges and empowers girls and the community to think about how they take action each day to not only better themselves but to better their community and the world.

As with so many Girl Scout programs, a community service project will be part of the “take action” piece of the Jamboree.  Girls and their families will be asked to bring with them a canned food item to be donated to local food banks.

“The work our girls do here affects more than just our small communities; it has global reach,” Girl Scout Council of Colonial Coast Chief Executive Office Tracy Keller said.  “The new campaign is a great way to show the world what we’ve been doing for 98 years, what we are doing now and what we will be doing in the future.  Taking action.”

The Girl Scout Jamboree is open to non-Girl Scouts and their families.  The program takes place from noon to 4 p.m. on October 2.  For more information visit www.gsccc.org.

About Girl Scout Council of Colonial Coast
Girl Scout Council of Colonial Coast, a United Way Agency, serves over 15,000 girls in grades K through 12 and over 5,000 adult volunteers in southeastern Virginia and northeastern North Carolina.  Girl Scouts is the leading authority on girls’ healthy development, and builds girls of courage, confidence and character, who make the world a better place.  The organization relies on adult volunteers who give their time and talents to make a difference in the lives of the girls.  For more information visit www.gsccc.org or call 1-800-77SCOUT.

Jul
28

Executive Leaders expanding horizons

On January 27, 2010, Governor Bob McDonnell speaks to the gathering of Virginia’s Chambers of Commerce during their annual visit to the General Assembly.

The Hampton Roads Chamber is accepting applications through August 20th for business and community leaders to participate in LEAD Hampton Roads (LHR), an Executive Leadership Program, Class of 2011. The Chamber’s leadership seminars represent the diversity of the region and include those who demonstrate leadership and a sincere commitment, motivation and interest in serving the region.

LEAD Hampton Roads has been connecting leaders, organizations, and business to regional opportunities for 23 years. The program brings together forward-thinking leaders from top organizations to address critical business, community and regional challenges, to exchange ideas, to see the region from “behind the scenes” and to interact with experts in leadership strategy and business and personal growth.

“LHR is an essential experience for anyone wanting to understand the complexities of the Hampton Roads Region. You may not want to run for political office when you’re done, but you’ll have a much better handle on the challenges facing our local and state governments, the opportunities for our economy and the enormous talent we have to make our area more prosperous and livable.” —Joel Rubin, LHR Member Pres. & CEO, Rubin Communications Group

LEAD Hampton Roads’ Class of 2010 and guests during their General Assembly visit to Richmond. Read more.

LHR gives existing and emerging leaders a unique opportunity to serve the region with increased effectiveness and to expand their professional networks. LHR participants share a vision of a new and improved Hampton Roads and play an active and crucial role in making that vision a reality. LHR takes an honest look at the social, economic, political and educational needs within the region and provides our leaders with the tools needed to devise real solutions that bring about change and growth.

The LHR experience is an exciting combination of relationship-building, learning, problem-solving, civic engagement and personal growth. During the LHR course, participants will work with business and community leaders from all walks of life, focusing on some of the essential aspects of great leadership and how it applies to our community and our prosperity. The LHR program lasts for nine months, starting with a two-day retreat. Subsequently, the LHR participants meet once a month for full-day sessions involving educational and cultural excursions.

For more information, please contact Desiree Ellison at dellison@hrccva.com, 757-664-2516, or Angela Blackwell Carter at ablackwell@hrccva.com, 757-664-2528, or visit at LEAD Hampton Roads 500 E. Main Street, Suite 700 Norfolk, VA 23510. Find LHR online at www.LeadHamptonRoads.com.

LEAD Hampton Roads, a program of the Hampton Roads Chamber of Commerce, is a 501-C3 leadership development program now entering its 23nd year of serving the region. The organization has over 1,200 graduates who actively provide bold leadership to more than 800 regional businesses, non-profit organizations and governmental agencies. LEAD Hampton Roads serves the 17 communities that comprise the greater Hampton Roads area.

Jul
26

Monster comes to Hampton Roads

Opportunity, Inc., the South Hampton Roads’ Workforce Development Board, has partnered with Monster.com to bring the region several free “Power Job Seeker” Employment Workshops.

Why do you need to attend?

  • Learn how to develop a power resume with the right key words and elements.
  • Find out how to build a lasting career network and conduct valuable information interviews.
  • Uncover tips for maximizing the use of Monster.com and other employment search tools.
  • Develop job strategies that keep you focused and successful during career transitions.
  • Use Monster’s new career tools such as career pathing and benchmarking.
  • Discover where to find the best career advice.
  • Create a power interview through branding, advance research, closing techniques and follow-up.
  • Walk away with an electronic tool kit filled with tips, web sites, strategies and techniques you can put to work immediately.

There are three workshops remaining; all run from 9:00 a.m. to 12:00 p.m.:

  1. August 24, 2010, City of Suffolk, at Old Dominion University (VMASC), 1030 University Blvd., Suffolk, VA 23435
  2. September 15, 2010, City of Chesapeake, at Chesapeake Conference Center, 900 Greenbrier Circle, Chesapeake, VA 23320
  3. October 13, 2010, City of Norfolk, at Hilton Norfolk Airport, 1500 North Military Highway, Norfolk, VA 23502

Learn more and register for these free workshops at:

http://www.OPP-INC.org.

Jul
23

Pentagon advisory board: close JFCOM, axe 5100+ employees in Hampton Roads

Steven Bixler, a senior systems analyst briefs a standing room only crowd at the Homeland Defense and Defense Support of Civil Authorities Modeling and Simulation Demonstration hosted by the US Joint Forces Command’s Joint Futures Lab. The demonstration brings state of the art modeling and simulation capabilities to natural disaster and terrorist threat response. (Click on this USJFCOM Photo by Air Force Staff Sgt. Joe Laws for a high-quality image)


From InsideDefense.com:  Defense Business Board: Reducing Overhead and Improving DoD’s Business Operations, July 22, 1010
Presentation (PDF 43 pages, 1.2MB) and Statement of Arnold Punaro, Task Group Chair (PDF 25 pages, <1MB)

Pentagon advisory board recommends axing Joint Forces Command

Command employs more than 5,100 in Hampton Roads
From Peter Frost, Daily Press, July 23, 2010

A Pentagon advisory board is recommending that the Defense Department eliminate the Norfolk-based Joint Forces Command as part of a plan to significantly cut defense spending.

The Defense Business Board, the Pentagon’s independent board of economic and business advisers, made the preliminary recommendation Thursday in a presentation at the Pentagon.

Joint Forces Command is the linchpin of Hampton Roads’ blossoming high-tech industry, a segment that provided almost 4,500 high-paying jobs and pumped about $365 million into the local economy in 2007, according to 2007 Old Dominion University report.

“It would be absolutely devastating” for Hampton Roads if Joint Forces Command would be shut down, said Andrew Sinclair, a program manager for the Hampton Roads Partnership, a nonprofit made up of business leaders and elected officials whose goal is to promote regional development.

“We’ve put a lot of effort and resources into building Hampton Roads into a modeling and simulation cluster, and it has all been built around Joint Forces Command,” he said Friday. “There are a number of businesses that are here only because of Joint Forces Command. If it were to go away, all of our effort to grow the modeling and simulation industry would really be for naught.”

In addition to its headquarters in Norfolk, Joint Forces operates a large facility in northern Suffolk known as the Joint Warfighting Center, and has outposts in Newport News, Nevada and Florida.

It employed more than 3,000 contractors, 1,491 military personnel and 1,533 civilians as of May, said Lt. Cmdr. Robert Lyon, a spokesman. Those figures include personnel deployed throughout the world, he said.

The command is one of the Defense Department’s 10 combatant commands. Its missions include experimentation, training and developing advanced warfighting concepts for all branches of the armed forces. Its 2010 operating budget is $704 million, Lyon said.

Defense Secretary Robert Gates has tasked the Defense Business Board to recommend options for reducing the Pentagon’s spending with a primary focus on limiting overhead costs and making its operations more efficient.

Gates wants to cut about $100 billion of Pentagon spending over the next five years and reallocate that spending into combat personnel and the modernization of weapons systems.

In its report, the board found that Joint Forces Command has more contractors on its payroll than military and civilian personnel.

“Joint Forces Command appears to have its own multiple joint commands,” said Arnold Punaro, a retired Marine Corps general and former executive at defense giant SAIC who chairs the task force working on the recommendations.

Some of the organizations under JFCOM “appear to have almost the same name and mission,” Punaro said, according to a transcript provided by the board.

The board is expected to submit its final recommendations to the secretary in October.

The board’s recommendation drew a strong rebuke from members of Virginia’s congressional delegation, who said in a joint statement that closing Joint Forces Command “would be a step backward and could be harmful to the capabilities of the finest military in the world.”

The statement was signed by Sens. Jim Webb and Mark Warner and Reps. J. Randy Forbes, Glenn Nye, Rob Wittman and Robert C. “Bobby” Scott.

“There may be merit in tightening the structure of various commands … but it is illogical for (the board) to recommend that we undo what our nation has worked so hard to achieve in military jointness over the past two decades,” the statement said.

“I can see no rational basis for this to happen,” Warner told the Daily Press on Friday. “It seems wacky.”

Warner, who as governor championed the development of the modeling and simulation industry in Virginia, said Gates is correct in seeking ways to reduce duplicative programs and unnecessary spending.

But shuttering Joint Forces would appear to be in conflict with that goal, Warner said, because the methods the command employs help the government save money.

Instead of developing and testing emerging technologies and warfighting tactics in the field, the center uses modeling, simulation and experimentation to test those initiatives in virtual labs. The thought is, those methods reduce costs, save time and increase efficiency.

“That’s this command’s responsibilities,” Warner said. “It’s a no-brainer that this is one of the commands that could use more resources.”

Gov. Robert F. McDonnell, who is traveling in Germany, said in a statement: “I am very concerned … Joint Forces Command is essential in ensuring the various branches of our military work together seamlessly to beast safeguard our country and citizens.”

“Our Administration is working with Virginia’s congressional delegation to ensure that this important military asset remains open and headquartered in Norfolk,” he said.

If the command is shuttered, which Warner, Sinclair and others said remains highly unlikely, it could be a tremendous blow to the local economy.

When the operation was stood up about 15 years ago, it spawned the region’s burgeoning modeling and simulation industry, an expected growth area for the Hampton Roads economy.

When Joint Forces Command began planning its Suffolk center in the mid-1990s, it engaged Old Dominion University to help provide a workforce development program to support modeling and simulation activities and support research and development initiatives.

With that partnership, ODU’s Virginia Modeling, Analysis and Simulation Center was born, said John Sokolowski, VMASC’s executive director. ODU also became one of the first schools in the country to launch a graduate program in modeling and simulation.

“It has certainly continued to be a strong relationship,” Sokolowski said, noting that VMASC has a contract to provide technical support and research and development services to the command.

Over the past decade, dozens of businesses sprung up around the complex. Workers in the industry now earn an average salary of nearly $83,000, up 37 percent over 2004 and more than double the average Hampton Roads salary of $38,428, according to the ODU study. Jobs in the industry grew about 25 percent during the same period and are expected to rise an average of 14.5 percent a year through 2012.

About 43 percent of organizations responding to surveys for the ODU study indicated they began their Hampton Roads operations after the modeling center opened. As many as 80 companies have established local roots to gain a foothold in the sector, from small startups with two employees to giant defense contractors like SAIC, Northrop Grumman, Boeing, Raytheon and Lockheed Martin.

Jul
21

Government Reform and Restructuring in Virginia

Submit your recommendations to:  http://www.reform.virginia.gov.

In light of the unprecedented budgetary challenges facing the Commonwealth and the increasing demand for core public services, government must become more effective and efficient. Governor McDonnell’s Government Reform & Restructuring Commission will work to put forth bold and innovative ideas to ensure that duplicative, outdated, unnecessary and ineffective services and service delivery methods are eliminated and that state revenues are dedicated to the core functions of government. We must make government simpler and easier to use, more efficient and more effective. That is the work of this Commission.

Mission of the Commission on Government Reform & Restructuring:

  • Identify opportunities for creating efficiencies in state government, including streamlining, consolidating, or eliminating redundant and unnecessary agency services, governing bodies, regulations and programs;
  • Explore innovative ways to deliver state services at the lowest cost and best value to Virginia taxpayers;
  • Seek out means to more effectively and efficiently perform core state functions, including potential privatization of government operations where appropriate, and restore focus on core mission-oriented service;
  • Examine ways for state government to be more transparent, user friendly and accountable to the citizens of the Commonwealth.

How Governor McDonnell Defines a Successful Commission:

The Commission will succeed if recommendations are implemented in the next 3 ½ years through executive, legislative and administration action to:

1.   Reduce the overall scope of government through either the elimination of unnecessary state functions or by privatization;
2.   Cut state government costs;
3.   Make government more transparent, open and accountable to the citizens of Virginia;
4.   Simplify the process for citizens to access government services;
5.   Enhance Virginia’s standing as the “Best Managed State” in the nation;
6.   Ensure more taxpayer dollars are dedicated to effectively functioning core services like public safety, education and transportation and decrease administrative and overhead costs;
7.   Maintain Virginia’s longstanding commitment to the Dillon Rule while reducing unfunded mandates on localities and providing local governments with more flexibility to manage the operational needs in their jurisdictions;
8.   Consolidate and unify the disparate back office functions found throughout state agencies and ensure communication and data sharing among all areas of government;
9.   Improve Virginia’s attractiveness and competitiveness to investors and employers;
10.   Restore the long term fiscal health of the Commonwealth of Virginia; and 
11.   Improve customer service, responsiveness and helpfulness of state government functions.

Committee Structure:

This Commission will continue to make reform recommendations to Virginia’s government until the end of the McDonnell Administration. (As Governor McDonnell says, the end state is “Reform, not a Report.”  The bulk of the Commission’s work during the next three years will be carried out by four committees. The task of the committees is to develop recommendations in their designated area of operations by receiving ideas, examining the viability of those ideas and supporting data and research.  Once satisfied, it will translate those ideas into a formal recommendation to the Commission.

The four committees are as follows:

  • Government Simplification & Operations, Chair: Delegate Glenn Oder (94th District, Hampton Roads)
  • Intergovernmental Relations, Chair: Norfolk Mayor Paul Fraim
  • Customer Service, Performance, Accountability & Transparency, Chair: Heather Cox
  • Consolidation of Shared Services & Enterprise Architecture, Chair: Ron Tillett

Recommendation Process:

All recommendations proposed by the public to the Commission will undergo a rigorous review and approval process.  The Commission will likely adopt many recommendations, some requiring legislation, others requiring executive action.  All recommendations must be supported by verifiable and accurate statistics and data.

All ideas submitted will be considered and documented.  To the extent possible, the Commission and its committees should use analysis based on outcomes to inform decision making and in structuring recommendations. In considering recommendations, the Commission should identify whether the recommendation is for immediate implementation or whether it has an intermediate or long-term horizon. Recommendations should be narrowly worded and focus on specific, actionable items.  Omnibus recommendations should be distilled into their constituent parts before deliberating or voting.

Recommendations will be prioritized and evaluated according to:

  • Speed of Implementation
    • Short Term (less than 6 months)
    • Medium Term  (6 – 12 months)
    • Long Term (12 months – End of McDonnell Administration)
  • Cost Savings Potential
  • Efficiency Improvement
  • Increasing Transparency, Accountability, Customer Service or Performance

For more information on Governor McDonnell’s Government Reform & Restructuring Commission and to follow Town Hall meetings across the Commonwealth, visit http://www.reform.virginia.gov.

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