West Virginia Focus - May/June 2014 by West Virginia Focus

May/June 2014

Retirement at 65 is ridiculous. When I was 65 I still had pimples. George Burns

is this the futURE oF West VIrginia?

TURN THESE TOWNS AROUND!

We follow the people of Grafton and Matewan as they begin to transform their towns.

Silver Lining How the rapid aging of West Virginia will shape the future of the state.

Or will millennials save the state?

volume 1 | issue 3

published by

New South Media, Inc. 709 Beechurst Avenue, Suite 14A Morgantown, WV 26505 1116 Smith Street, Suite 211 Charleston, WV 25301

304.413.0104 | wvfocus.com publisher & Editor

Nikki Bowman nikki@newsouthmediainc.com Art Director

Kelley Galbreath kelley@newsouthmediainc.com designer

Becky Moore becky@newsouthmediainc.com Managing Editor

Laura Wilcox Rote laura@newsouthmediainc.com assistant editor

Pam Kasey pam@newsouthmediainc.com staff writerS

Katie Griffith, katie@newsouthmediainc.com Shay Maunz, shay@newsouthmediainc.com Web Manager

Elizabeth Roth liz@newsouthmediainc.com Office & Circulation Manager

Sarah Shaffer sarah@newsouthmediainc.com Advertising

Christa Hamra, christa@newsouthmediainc.com Bekah Call, bekah@newsouthmediainc.com Photographers

Nikki Bowman, Shay Maunz, Elizabeth Roth, Carla Witt Ford, Rebecca Devono Photography contributors

Julie Perine, Tom S. Witt interns

Courtney DePottey, Bethany Dzielski, Alexis Kessel, Shawnee Moran

Editorial inquiries

Email info@newsouthmediainc.com. West Virginia Focus is published by New South Media, Inc. Subscription rates: $20 for one year. Frequency: 6 times a year. Copyright: New South Media, Inc. Reproduction in part or whole is strictly prohibited without the express written permission of the publisher. ÂŠ New South Media, Inc. All rights reserved

Focus May/June 2014

Editor’s Letter

’ve read the headlines: Aging America Headed for Disaster or Age Invaders. But it wasn’t until I looked at the statistics our Assistant Editor Pam Kasey uncovered for our “Silver Lining” feature on page 52 that I thought, “Wow. We’re screwed.” And this isn’t just an issue facing West Virginia, although with 30 percent of our population turning 65 over the coming 20 years, we are feeling the ramifications earlier than other states. The boomer bomb is a national issue.

Birth rates have dropped, we are living longer, our educational system is failing many of our children, and as more people retire, we don’t have enough qualified workers to fill their jobs. Our communities are already feeling the strain—and it seems no one really knows what to do about it. For those of you who read this magazine, you know our mission is to look for solutions to the issues facing us in West Virginia. This story posed a particular set of challenges— there is no textbook or expert who claims to have all the answers, but everyone agrees our aging population is possibly the most serious global issue we’ve ever faced. Our story took a more positive turn when we looked at the benefits of an aging population. Of course we address the downsides, but we thought it would be beneficial to discuss the advantages of our aging demographics and the economic opportunities that exist for small and big businesses alike.

»» Seniors provide a wealth of expertise. Is it to our advantage to encourage our retireeligible workforce to stay in their jobs? »» Retirees are enjoying entrepreneurship in record numbers. They are creating businesses that employ others. What can we do to help them? »» What amenities or living environments do retirees want? Do they exist? If not, let’s build them—and be cutting edge. »» Retirees are embracing lifelong learning opportunities and they are devoted alumni. Our leading universities and colleges can create private/public partnerships and develop state-of-the-art senior living facilities on or near campus that cater to them. »» Create tax incentives for young adults to create businesses aimed at aiding our elders in everything from home improvement projects to personal assistant needs to providing transportation. »» One way our aging population can give back to their communities is through estate giving. Let’s encourage them

to leave a portion of their wealth to foundations, charities, or community organizations in their home states.

to retool themselves and create the types of living environments our young adults want. We must turn the negatives into economic and social opportunities. We must come together—old and young—to create a vision for our state’s future and a plan of action to get us there.

The issue of our aging population in West Virginia is compounded by the mass migration of our young workforce, so we tackled that topic, too, in our “Will MilLet’s come up with some creative solutions! lennials Save the State” feature on page 62. I’m an optimist, so if you had asked me before working on this issue, I would have unequivocally answered, “Yes.” But now I’m a little concerned. I think we are failing nikki bowman, Publisher & Editor our younger generations. We are not teaching them to be creative thinkers or to be entrepreneurial. After reading the article, I realized the complaints by this age group are the same complaints that my »» According to the National Council on Aging, generation—Generation X—voiced. chronic disease accounts for 75% of the Admittedly, I’m not the most money the U.S. spends on health care, yet patient person, but my response only 1% of health dollars are spent on to their concerns surprised me. efforts to improve overall health. I found myself shouting, “Stop »» 92% of older adults have at least one complaining! Stop waiting for chronic disease, and 77% have at least others to create a job for you—cretwo chronic diseases. ate it yourself. Find the gaps and fill them. If you want to have a say »» According to the National Institute on Aging, “The aging of the 75 million in the direction of the state, then strong baby-boom generation could get involved. Volunteer. Serve on have an impact on our society of equal boards. Rally together and become magnitude to that of immigration at a force of change. Stop waiting for the turn of the century.” someone else to fix the problem. Stop complaining and do some»» Within five years, for the first time in thing about it!” history, the number of adults 65 and There are some amazing older will exceed the number of children millennials in our state who are younger than 5, the World Health Organization reports. doing just that—and you’ll meet a few of them in this issue. They »» According to AARP, the percentage of are getting involved, starting young adults with a driver’s license businesses, running for office, has plummeted. Millennials drive a and serving on boards, but it is quarter less than boomers did eight going to take more than that. It years ago. is going to take a movement. It is »» A 2012 AARP survey found that in the going to require an overhauling past five years millennials dining out of our education system to teach has declined by 20 percent. entrepreneurship skills. Our communities are going to have

Statistics I learned while working on this issue:

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Focus May/June 2014

Dialogue Feedback Knocked My Socks Off

Finally saw a physical copy of the January/February issue. Knocked my socks off! What a great start— good info, understandable charts, great graphics—it’s a real winner. As a media guy I’m used to being comped on publications, but this one is worth paying for! How much and where do I send my subscription check? gibbs kinderman, Allegheny Mountain Radio/Pocahontas Communications Cooperative, via email

Keep Up the Good Work

I just read my first copy of WV Focus and I was most impressed! Rarely do I read a magazine from cover to cover, but this was an exception. I found every article to be well-written and informative. The page layouts and graphics were very enticing to the reader. As a native West Virginian, I am proud that our business community is represented by this publication. Keep up the good work. I can’t wait to read the next issue! donna hamra, Cabot Oil & Gas Corporation, via email

Absolutely Wonderful

I just wanted to let you know how absolutely wonderful the magazine looks—and more importantly, how well it reads. Really great work. andrew j. beckner, Office of Senator Jay Rockefeller, via email

Business Perspective

Simply writing to let you know I appreciated your editorial. Nicely done. Now, will business really rally around a DEP that does its job (or taxes that pay for the enforcement of clean-ups?). I am unsure that will happen, already see the focus narrowing to prevention of the last emergency, and am heartened that you have written about it from a business perspective. We’ll see. alan ducatman, West Virginia University professor of public health, via email

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Contents FOCUS ON 10

Culture

Founders

Finance

Stepping Up

A documentary looks at the history of the state’s oil and gas industry. 11

Revitalization

Jefferson County is undergoing a transformation with $100 million in revitalization projects. 14

Tourism

A closer look at how much tourism matters to West Virginia. 16

Town

Shepherdstown is a hub of history and culture in the Eastern Panhandle. 18

Big Idea

Greenbrier County is now home to a holistic salt cave and spa. 19

Power Lunch

Don’t just take me out to the ball game—take me out to lunch at the delicious Paterno’s at the Park. 20

Philanthropy

A West Virginia family raises money for childhood cancer research. 21

Community

A little chat goes a long way to make change in Huntington.

Meet Frank Alderman, CEO of MedExpress. 24

Artpreneur

Chrizart Creations’ founder hits her business stride with creative jewelry. 26

How We Did It

SustainU is dressing the country in high-quality, American-made shirts. 29

Health

What can the state do to improve public health? 32

Education

Our brightest children may not be getting the attention—and the educational challenges— they need. 35

Bottom Drawer

Are the state’s liquor laws outdated? 35

Data

An online tool shows us where companies are opening and closing in the state. 36

Noteworthy Launch

ChemCeption focuses on commercializing chemistrybased technologies. 37

Innovation

Huntington researchers find a better way to make DNA.

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Consider a different kind of legacy planning—provide for your community long after you’re gone. 40

Dashboard

Take a look at the latest employment and unemployment data. 42

Energy

West Virginia’s major electric utilities are helping customers save energy.

One company is bringing new training and work to West Virginia’s coalfields. 44

Tax

Tax credits to businesses continue to be a topic of much debate.

Focus [ MaY/JUNE 2014 ]

TOOLKIT 68

Lessons Learned

Arthurdale Heritage, Inc. is one of the state’s oldest nonprofits. 70

10 Things

The owners of Bob’s Market and Greenhouses share tips for growing a small business. 71

Social Media

You know about LinkedIn. But did you know how much it can help your business? 72

Pitfalls

Self-employment: what to know before going solo. 74

Marketing

MESH Design Studios takes your business and makes it even better. 76

B2B 46

Turning These Towns Around People in Grafton and Matewan are rallying for change, with new projects to improve their communities under way. 52

Rather than retire, many seniors are starting businesses with a little help from the Small Business Administration. 78

Economics

Silver Lining

Economist Tom S. Witt looks at the state’s lagging personal income.

Editor’s Letter

Will Millennials Save WV?

Dialogue 5

Take a look at what the graying of West Virginia means for the state.

They’re young, they’re confident, and they have plenty of opinions. But will this generation save West Virginia?

Power Points

3 80

cover image provided by istock

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“No one can avoid aging, but aging productively is something else.”

Katharine Graham

Founders

Reflect on the journey to the top with the CEO of MedExpress. pg. 24

Cheers & Jeers

We pass along a few thumbs up and a few thumbs down. pg. 10

Travel

Fit to be Tied Dress to impress at work or at play with a classic staple of Southern style: the bow tie.

Business travelers have several great hotels to choose from in Charleston. pg. 17

King for a Day

There would be more pepperoni rolls in the world if Charleston’s Tim Brady took over. pg. 20

How We Did It

SustainU fields T-shirt requests for everyone from local businesses to Ben & Jerry’s and Google. pg. 28

Healthy Living

Clockwise from top

Purple and blue bow tie by Bruno Piattelli, $49.50, Hornor and Harrison, 2709 Murdoch Ave, Parkersburg, WV 26101, 304.422.8459, hornorharrison.com; Blue floral print tie, $55, Kelley’s Men’s Shop, 108 Washington Street West, Charleston, WV 25302, 304.343.9415; Purple and blue STEP traditional silk bow tie, $45–50, Tony the Tailor, 822 Virginia St E, Charleston, WV 25301, 304.741.0890, bestmastertailor.com; Red houndstooth striped tie, $45, Daniel’s, 2908 University Avenue, Morgantown, WV 26505, 304.296.7202, danielsofwv.com.; Flying WV tie, $45, Daniel’s, danielsofwv.com

Medical experts give their opinions on how the state could improve public health. pg. 31

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CHEERS & JEERS Culture

The Rise of Oil

Dan D’Antoni joins Marshall University as head coach of men’s basketball. The Mullens native and former Thundering Herd star returns to West Virginia after a career as an NBA assistant coach under his brother, Mike D’Antoni. #ReturnOfAChampion

A new documentary chronicles the history of West Virginia’s oil and gas industry.

Written by Shay Maunz PhotograPHED by MOTION MASTERS

hese days, we think of oil and natural gas as precious resources. We need them to fuel our cars and light our homes. But that wasn’t always the case—until the early 1800s most wells drilled in West Virginia were for mining salt. “Salt wells dotted the riverbanks around Charleston,” says Diana Sole Walko, CEO of MotionMasters, a Charleston-based video production company. “Salt was made by drilling boreholes and pumping up salt brine, which was then boiled down to produce salt. Sometimes in the process of drilling for salt brine, operators would find oil and gas instead—but at that point in time they weren’t happy to find oil and gas because it ruined a salt well, and there weren’t any real uses yet for oil and gas.” That all changed with the development of the kerosene lamp in the early 1800s—and West Virginia’s oil and gas industry was born. From there the industry grew for several decades as the demand for oil rose, before dropping off at the turn of the 20th century. In the Kanawha Valley, drillers borrowed tools and techniques from the salt industry as they developed new ways to drill for oil and gas. The history of West Virginia’s oil and gas industry, and the salt industry that gave rise to it, is the subject of a new documentary from MotionMasters that premiered in March on West Virginia Public Broadcasting. The one-hour film, Burning Springs, chronicles the history of oil and gas here from the early 1800s through the Civil War and beyond.

Focus May/June 2014

The film, named after an oil field in Wirt County that produced huge quantities of oil, uses historical photos and documents culled from dozens of collections, interviews with experts, and historic reenactments to tell the story. “The oil and gas industry is not new to our state,” Walko says. “Given the growth of the industry, I thought the documentary would be timely and bring context to what’s happening today.” MotionMasters has made several documentaries before, but worked with historic reenactors for the first time on Burning Springs. The company used reenactors in order to include one of the most dramatic moments in the history of oil and gas in West Virginia: the Confederate raid on the Burning Springs oil field during the Civil War. Troops set fire to Burning Springs, creating a sheet of flame on the adjacent Little Kanawha River—a spectacular and movieworthy moment of which there was no photo to include. So producers worked with Civil War reenactors to shoot the visuals and hired voice actors to read diary entries containing first-person accounts of the raid. “I think we pulled it off well,” Walko says. The film is narrated by Lionel Cartwright, a musician, songwriter, and West Virginia native, and pulls archival material primarily from West Virginia sources, especially the Oil and Gas Museum in Parkersburg. “The Burning Springs documentary about West Virginia history was produced entirely by West Virginians,” Walko says. motionmasters.com

The U.S. Public Interest Group gives West Virginia a C in government transparency on spending for the second year in a row. The real kicker is a score of 8 of 27 points for reporting on state economic development subsidies. #TellUsWhereTheDollarsGo

After a harsh winter damaged an important white water tourism access road in Preston County, the WV Department of Transportation didn’t have the budget to get to the access road any time soon. So locals raised $10K to fix it themselves. #WayToStepUp

Bethany College and the West Virginia School of Osteopathic Medicine are among 55 colleges nationwide being investigated for their handling of sexual abuse cases. #SexAssaultIsEveryone’sProblem

In April 2014 President Barack Obama nominated Hinton native Sylvia Mathews Burwell to lead the U.S. Department of Health and Human Services following the resignation of Kathleen Sebelius. #WestVirginiansDoingGreatThings

West Virginia Supreme Court rules to allow government agencies to charge retrieval fees for Freedom of Information Act requests. #OpenGovernment #SunshineLawsNotCloudyJudgment

Revitalization

$100 Million Makeover A unique collaboration across towns in Jefferson County is revitalizing parts of the Eastern Panhandle. Written by Katie GriffitH | Images by Stromberg/Garrigan & Associates, Inc.

or a West Virginia history buff, Jefferson County in the Eastern Panhandle is a gold mine of Civil War details and state history. But a community can’t just bank on its battlefields and ghosts to keep streets paved and flower boxes blooming. Vibrant museums need a vibrant business culture. Charles Town and Ranson are two Jefferson County towns that formed a unique cross-town, multimillion-dollar partnership to reinvigorate their streets. In December 2013 the towns broke ground on $100 million in revitalization projects— the latest efforts in decades of planning.

This illustration In the 1990s the manshows an aerial ufacturing centers of view of the Jefferson County began redevelopment plans for a former losing jobs. Ranson brass foundry in used to have one of the Ranson. major vending machine manufacturers in the world, but when the industry left 20 years ago, the city lost a quarter of its budget, according to Ranson City Manager Andy Blake. The loss didn’t just take jobs; it left blight across the county in the form of brownfields— property where reuse is complicated by the hazardous substances, pollutants, or contaminants left behind. A former foundry location, for example, can easily

take on another foundry business, but to legally turn that area into housing requires a lot of cleanup. “Former manufacturing sites can be a real plague for a community for decades and decades,” Blake says. “No one wants to take the risk to buy them and turn them into something else. If you want to put homes or residential structures on brownfields, they have to be cleaned up.” In 1999 Ranson and Charles Town formed the Commerce Corridor Initiative, a partnership to revitalize their spaces. The project targets a 1.5-mile stretch connecting the towns that had been dotted with at least 15 former manufacturing sites considered brownfields. Together the cities overhauled zoning laws and applied for grants to clean up the sites, starting with a 2001 Environmental Protection Agency Assessment Grant, a pilot program for brownfield cleanup. Following the initial EPA grant, the U.S. Department of Housing and Urban Development and the U.S. Department of Transportation joined in to help rebuild the towns. To date, the federal money going to Charles Town and Ranson projects totals more than $13 million, but development hasn’t come from federal grants alone. City and state money as well as private donations have been pouring in. In 2002 Charles Town and Ranson welcomed a new neighbor to the area, American Public University Systems (APUS). The web-based education provider has sponsored $55 million in restoration and development projects, including the restoration of 13 existing buildings, bringing in around 600 jobs. The cities are literally rebuilding themselves. What was once a vending machine shop has been redeveloped into the Ranson Civic Center. There are plans to redevelop a 100-year-old brass foundry site into a mixed-use area with residential and recreation spaces. The towns are also working on a Fairfax Boulevard beautification project to target the street running between them, as well as the restoration of Charles Washington Hall, a centerpiece of downtown Charles Town built in 1874. Late last year APUS, Charles Town, and Ranson broke ground on $100 million in projects, which included a new APUS tech Focus wvfocus.com

Renderings give a feel for what streets in Ranson and Charles Town will look like when redevelopment plans are complete.

Focus May/June 2014

and multi-purpose center, an entertainment complex in Ranson, street beautification and the Fairfax Boulevard project, the restoration of Charles Washington Hall, and the redevelopment of the former brass foundry. “There’s a sense of, ‘Wow. Is this really happening?’” Blake says. “People are a little surprised that you look out your window and see constructing going on. A lot of people came together to make this vision a reality, and it’s starting to happen.”

Locals see not only improvement in their cityscapes, but a flourish of interest in local businesses. “It’s really nice to see the growth around here,” says Kate Brown, co-owner of Albert & Arnold’s, a wine and cheese shop in downtown Charles Town. “There’s more foot traffic, there are more options in terms of lunch and eating. It’s hard to find Main Street parking now in the daytime. It was pretty empty before.” Brown says she’d like to see more business come in to fill up some of the empty buildings around town, and every day she hears of some new business project in the works. In an effort to support small business, Jefferson County recently hired its first business and entrepreneur coach, Tom Halverstadt. The position is a renewable one-year contract funded by the West Virginia Small Business Development Center and local business leaders. “A lot of time you have business owners who know their businesses, but don’t have expertise in the finance sector,” says John Reisenweber, executive director of the Jefferson County Development Authority. “From talking to bankers and accountants we know that sometimes our businesses need help for business projections and plans, and banks can’t always hold their hands through the process.” Halverstadt’s new role is that of a consultant for local businesses at all stages of growth. “The thrust of my efforts is to help the businesses reach the goals and objectives they set for themselves,” he says. “I work with them one-on-one to help them decide what they want to do to be successful and how they might best achieve their goals.” Halverstadt has begun work with nine local businesses in Jefferson County and Berkeley County, including three businesses in Charles Town, and says the community’s potential for continued growth is there. “Jefferson County’s proximity to Washington provides a great opportunity for market growth. I see the infrastructure being worked on, I see the market potential; there’s a lot going on here in Jefferson County and a lot of reason for optimism.”

TOURISM

Give Us a Boost Just how much does tourism matter to West Virginia?

written by shay maunz

ramwell, at the southern tip of West Virginia, was once one of the richest small towns in America thanks to a handful of wealthy coal operators who called the tiny community in the coalfields home. But that posterity began to dwindle in the 1930s, and by the 1990s Bramwell was practically a ghost town. “Honestly the first time I went over there you couldn’t even buy a Coke in Bramwell,” says Christy Bailey, executive director of the National Coal Heritage Area, one of 40 nationally designated heritage areas in the United States. In 1996 the city, fueled by a federal grant, began building a replica of the town’s historic train depot. It was completed in 2004. The Coal Heritage Area took over six years ago and started using the depot as a tourism and history center. Since then Bailey says things have started to change—albeit slowly—in Bramwell. “Before we started there was not a business on Main Street—it was empty storefronts. Now there are two restaurants and a gift shop, all these small businesses, locally owned,” she says. “This is purely anecdotal, but tourism does that, it helps stimulate small business development.” These days the word “tourism” is often on the lips of West Virginia’s public officials and policy leaders. It’s spoken of like a new wonder drug: Could it help cure our ailing state? Is a boost in tourism the key to unlocking a more diverse economy? Maybe—or maybe not. Even Bailey, who has seen tourism work wonders in southern West Virginia,

Focus May/June 2014

says it’s likely only one piece in a complicated puzzle. So just how important is tourism to the state’s economy? In 2012 travel spending in West Virginia totaled $5.1 billion—an all-time high that represents a lot of real-world impact, according to Jacqueline Proctor, deputy commissioner at the state Division of Tourism. “Tourism spending supports over 46,400 jobs statewide,” she says. “This impacts individuals, families, and local communities.” According to Dean Runyan Associates, the analysts the state relies on for its tourism figures, most of those people are employed in the tourism industry in West Virginia’s urban centers, like the Charleston metropolitan area. But the effect of tourism can be even more important in some of the state’s smaller rural communities—many of them especially well suited for recreation, and some especially hard up for an economic boost. While tourism accounts for around 2.5 percent of West Virginia’s economy, the relative impact varies widely across regions and individual counties. Kanawha County, for example, was near the top of the list for travel-related earnings in 2012: Tourism brought in more than $131 million. The overall economy is large there, though, and earnings from tourism represented less than 2 percent of the county’s overall earnings. But in Jefferson County, with Harpers Ferry, horse racing, and the Hollywood Casino, the tourism industry accounts for nearly a quarter of the overall economy: 24 percent of earnings are related to travel, and more than 36 percent of the county’s total workers do travel-related jobs. The same goes for a handful of other counties. But there’s something softer at work here, too. Boosting tourism isn’t all about the numbers. It’s also about pride in the state and making it look more appealing to outsiders—especially those who might be enticed to settle here for good or bring their businesses here. “It brings people to our communities, people who may be interested in coming back and making an investment,” Bailey says. “It enhances the image of the state.” Proctor says it’s a

nikki bowman

Tourism transformed the town of Bramwell with historic home tours and more.

chance to show off—to flaunt the things that make the state special. The idea is to draw in as many different types of people as possible. “Travelers pick what they like, and in West Virginia they have lots of options,” she says. “Each travel region has a special kind of character.”

Boosting tourism isn’t all about the numbers. It’s also about pride in the state and making it look more appealing to outsiders—especially those who might be enticed to settle here for good or bring their businesses here. Counties where travel earnings were the highest in 2012

Counties where the most people are employed in the travel industry

in absolute terms

Jefferson

$213 million

Kanawha

$131 million

Hancock

$100 million

Greenbrier

$83 million

Ohio

$78 million

Jefferson

8,200 people

Kanawha

5,200 people

Hancock

5,000 people

Ohio

3,400 people

Greenbrier

2,000 people

Counties where earnings related to travel were the largest compared to overall earnings

Counties where the largest percentage of workers are employed in the travel industry

Jefferson

24% of all earnings were related to travel

Hancock

38%

Jefferson

37%

Hancock

18%

Pocahontas

22%

Pocahontas

15%

Tucker

18%

Tucker

12%

Ohio

10%

Greenbrier

12%

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town

Shepherdstown Coolest Small Town

History, recreation, arts, and food— Shepherdstown in West Virginia’s Eastern Panhandle has it all.

Hike? Bike? Kayak? The Appalachian Trail, C&O Canal Towpath, and the Potomac River come together at Shepherdstown.

The Theater Scene Now in its 24th season, the July to August Contemporary American Theater Festival draws more than 10,000 visitors each year from dozens of states and countries. The festival has produced 37 world premieres and commissioned 10 plays.

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Shepherdstown was named one of America’s Coolest Small Towns in 2013 by Budget Travel. The magazine highlighted Mecklenburg Inn, Bistro 112, and the Contemporary American Music Festival.

A Wealth of History One of West Virginia’s oldest towns, Shepherdstown celebrated its 250th birthday in 2012. Much of the town is on the National Register of Historic Places.

TRAVEL

Destination Charleston Discover some of the best places for business travelers to stay in the state’s capital.

Written by Shawnee Moran

ree Wi-Fi, shuttle service to the airport, and a business center are important amenities for any hotel, but they are especially important for business travelers. The last thing you want to do after spending hours traveling to your destination is find the hotel you booked doesn’t have the things you need to get the job done. Charleston Marriott Town Center, Embassy Suites Charleston, Four Points by Sheraton, and Holiday Inn & Suites Charleston West go above and beyond to make sure each business traveler’s stay is comfortable.

Charleston Marriott Town Center • 8 minutes from Yeager Airport

• Free shuttle service • Business center

200 Lee St E, Charleston, WV 25301, 304.345.6500, marriott.com

Embassy Suites Charleston • 15 minutes from Yeager Airport • Free shuttle service

• Business center • Free breakfast • Free Wi-Fi

300 Court St, Charleston, WV 25301, 304.347.8700, embassysuites3.hilton.com

Four Points by Sheraton • 10 minutes from Yeager Airport • Free shuttle service

• Business center • Free parking • Free Wi-Fi

600 Kanawha Blvd E, Charleston, WV 25301, 304.344.4092 starwoodhotels.com/fourpoints

Holiday Inn & Suites Charleston West • 8 minutes from Yeager Airport • Free shuttle service • Business Center

• Free breakfast • Free parking • Free Wi-Fi

400 2nd Ave SW, Charleston, WV 25303, 304.744.4641, hicharleston.com Focus wvfocus.com

Salt Cave and Spa A salty new addition to West Virginia spa tourism opens in Greenbrier County. Written by Katie GriffitH

n an area where pampered luxury is dominated by The Greenbrier, a new indulgence is carving out a place in what could be a return to West Virginia’s roots as a holistic health attraction. The Salt Cave and Spa is the brainchild of Adriana and Marius Grecu, who moved last year from Pennsylvania to the spa property just north of White Sulphur Springs on Route 92. The concept of salt therapy is ancient, discovered in Roman and medieval times and again in 19th century Poland, when salt miners experienced fewer health problems than other mineral miners. While there are no peer-reviewed studies of salt therapy in the U.S., anecdotally, everyone from literature’s most broken-hearted to Australian surfers say they have found

Focus May/June 2014

While many salt spas wellness benefits in around the country the salty sea air. “The charge visitors Salt Cave and Spa was upwards of $30 for time in a salt room, built to mimic the conditions and feel of Marius and Adriana Grecu will offer more an underground cave reasonable prices. to allow for a unique One session of halo therapy will cost environment closer $15 for West Virginia to the authentic salt residents and $20 for mines,” says spa owner out-of-state visitors. Adriana Grecu. The spa consists of two domes, built into the hills, one of which has walls covered in Himalayan salt and air pumped with salty micro particles made to mimic sea air. “The dry aerosol salt generator puts micron-size salt particles in the air, which helps with congestion and eliminating mucus from the lungs, sinus infections, and much more,” Marius Grecu says.

There, spa-goers can enjoy a relaxing, dimly lit atmosphere and any health benefits of Himalayan salt for less than half of the price many of the recently sprouted salt spas charge nationally. One session of the therapy will cost $15 for West Virginia residents and $20 for out-ofstate visitors. The spa’s second dome will offer more holistic therapies like massage therapy, light therapy, aromatherapy, facials, and herbal baths. “Our passion for the holistic approach on wellness extends from our everyday life to our desire to create a space where others can enjoy the benefits of alternative therapies in a unique environment,” Marius Grecu says. While West Virginia boasts a history of salt production, a network of caves stretching hundreds of miles, and a spa industry older than our coal industry, the three have never met in such an interesting way. Granted, the salt isn’t West Virginia salt, and the caves are man-made, but at a time when West Virginia is looking for ways to bolster a flagging economy, spa tourism may be a smart piece of the puzzle. After all, Berkeley Springs, the unofficial holistic capital of the state, has lots of spas and wellness professionals and is bursting with business. An economy rich in state tourism isn’t a new idea. In 2010 total spending by visitors in West Virginia reached more than $4 billion, earning the state $988 million in revenue, according to a West Virginia Department of Commerce study. More than 44,000 West Virginians are employed by the travel industry—double the amount of people employed by King Coal. In Greenbrier County alone visitors spent $180 million in 2010, earning $1.7 million in local tax revenue and nearly $14 million in state tax revenue. In 2012 Greenbrier County’s numbers spiked to $244 million of total spending, $2.6 million in local tax revenue, and $18.4 million in state tax revenue. The Salt Cave and Spa was originally slated to open in spring, but construction delays have pushed the opening to a tentative date of June 21, 2014. “The community is very excited about the services we will be offering. People stop daily and inquire,” Marius Grecu says.

courtesy of The Salt cave and spa

Big Idea

•

the power lunch

family resemblance

quite a selection

Through happenstance, a plaque bearing the image of Andy’s brother, Michael Paterno, hangs in the restaurant. Michael, who once co-owned the baseball team, is often credited with keeping professional baseball in Charleston and the plaque was placed at Power Park to honor him. “We walked in to tour the facility, saw it, and knew it was meant to be,” Kurten says. Sometimes fans come into the restaurant and ask to be seated at the table near the plaque.

To choose wine for the restaurant, Andy draws from his experience collecting—he has more than 3,000 bottles of wine in his personal collection. The wine list at Paterno’s isn’t quite that extensive, but Andy uses his reserves to figure out what will work best at the restaurant.

experience matters

paterno’S Popular choices home run You’ll hope for extra innings when you’re eating at this one-of-akind restaurant that overlooks the field at Appalachian Power Park.

Citrus Spinach Salad, $8

Basil Chicken Sandwich, $10

Maple Pancetta Old-Fashioned, $7.50

The Paternos owned and operated one other shortlived but much-beloved restaurant—Paterno’s Little Italian Seafood Inn— in the 1970s in South Charleston. They closed it when Kurten was born so they could concentrate on raising their family. “But they always had in mind that they’d like to try it again,” she says.

niki kurten’s dad used to bring business clients home to dinner so her mom could woo them with her cooking. Now 30 years later, countless deals are being done over the same food at Paterno’s at the Park. “All of her recipes are still being served here,” Kurten says. “They’ve been tweaked so they still feel fresh, but it’s still the same good food.” Paterno’s serves high-end Italian food in the evening, with more casual sandwiches, soups, and salads during the day. Kurten manages the day-to-day business for her parents, but her dad, Andy Paterno, is there most weeknights, greeting people, shaking hands, sending them plates to try, and pouring shots of Italian liqueurs. The restaurant’s food is prepared by a fleet of chefs who share the family’s commitment to their Italian heritage—and killer Italian food. The location at Charleston’s Power Park makes the restaurant common ground for baseball fans, lovers of Italian food, and anyone looking to escape from the office for a lunch break or unwind after a long day.  601 Morris Street, Charleston, WV 25301, 304.205.5482, paternosatthepark.com

written by shay maunz | photographed by nikki bowman

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You Can Do This Families raise money to end childhood cancer.

Focus May/June 2014

King for a DAY Tim Brady, vice president of sales and services at the Charleston Convention and Visitors Bureau, imagines what he’d do if he ruled WV. Increase teacher pay by no less than 50 percent across the board. We give a lot of lip service to wanting better educated students. If we want it, we have to pay for it. Increase access to fresh, locally sourced food. I’d establish more farmers’ markets, support local growers, and incentivize local businesses to buy locally grown food. Elevate tourism to a secretary-level position in state government and increase funding. As competition for tourist dollars is at an all-time high, we’re seeing an erosion of funding. Our natural resources and cultural heritage make us an attractive tourist destination, but the industry needs increased status and funding to compete in the marketplace. Convince Tomaro’s Bakery to open a location in Charleston. No offense to any of Charleston’s bakeries, but I’m a Clarksburg boy. One of the things I miss the most is getting up on a Sunday to go to the bakery. If there’s a heaven it smells like 4th Street in Glen Elk on a Sunday morning. Free pepperoni rolls for life for Golden Horseshoe winners. Selfserving? Yes. But to quote Mel Brooks, “It’s good to be the king.”

courtesy of tosha morris; courtesy of tim brady

toma, the little boy—often sporting a Superman T-shirt—became known around the state, nation, and world as “Gavin Strong.” He was strong as he endured surgery, stem cell transplant, and chemotherapy at The Children’s Hospital of Philadelphia. Through it all, Gavin—like Alex—never lost his zest for the simple things in life and often made wishes for the well-being of others known. Gavin left behind the “Gavin Strong” mantra and a “pay it forward” movement that swept across the state and beyond. In her grief, Tosha heard the voice of her own sweet boy utter the words, “I have an idea.” That idea, she decided, was to step up in a very strong way for the cause about which Philanthropy she had become very passionate. According to the family’s research, nearly 6,000 children worldwide died from cancer within just the three weeks of Gavin’s death. Despite the fact that one in every 330 children is diagnosed, a mere 4 percent of the federal government’s $5 billion cancer research budget is dedicated to childhood cancer, Morris says. So she declared a personal fundraising goal of $1 million to benefit Alex’s Lemonade Stand through the Gavin Strong Fund for Neuroblastoma Research. At first, she set a Written by julie perine lesser goal. “But the more I thought about it, the more determined I got,” she says. “Gavin changed so many lives and inspired ourteen years ago, 4-year-old us all with his determination and mindset Alexandra Scott had an idea— in such a short time. If he had a say, he to set up a lemonade stand to raise money for kids with can- would tell me, ‘You can do this!’ in the most determined and enthusiastic voice.” cer. With help from her older Morris has embarked upon a number of brothers, she raised $2,000. When word fundraising avenues and others have jumped got out about the compassionate actions of Alex—who since age 1 battled a form of child- on board, posting and following through with their own fundraising visions. Included hood cancer known as neuroblastoma—the in listings is the celebration of Morris’ recent example caught on and people around the 30th birthday. Her wish list featured one country sold lemonade for the little Pennsylvania girl’s cause. She passed away at the thing—dollars to support research toward a cure for neuroblastoma. “I am so grateful age of 8, leaving behind Alex’s Lemonade for all of the support my family has received Stand Foundation, which had accumulated nearly $1 million toward its young founder’s along our journey, and I want to pay it forward more than anything in this world,” passion to end childhood cancer. Morris says. “I cannot imagine a more Tosha Morris never knew Alex, but several years after her death, the Ripley woman personable, worthy cause than to help fund and her husband took a most personal inter- research for what took my own sweet child’s life. There is nothing in this world I want est in furthering her dream. Their inspiramore than to find a cure and stop this from tion came from their own 4-year-old child, Gavin, who passed away in March 2014 after happening to yet another innocent child.” battling the same form of childhood cancer. alexslemonade.org During his two-year battle with neuroblas-

COMMUNITY

Chat, Chew, Change Weekly community forums in Huntington let residents help themselves while helping the whole town.

Lacey ann Johnson

written by shay maunz

There’s something going on in Huntington these days. The city has a new dog park, a beer festival, and a kickball league. It seems like everybody’s buying groceries at that new local food market and browsing for art at the new gallery. People are talking about upcoming projects, too—there’s all this buzz about a natural playground and a no-kill animal shelter. What’s up? It probably has something to do with Huntington’s Chat-nChews, but Thomas McChesney won’t give them all the credit. “They don’t do anything; they’re just a forum,” he says. “They’re a place where, if you want to work on something, you can work on it. If you want to get plugged into the community, come to us and you’ll get plugged in.” Chat-n-Chews are weekly community forums held in Huntington, open to the public and their ideas for the town. McChesney and his wife, Stacy, started the Chat-nChews five years ago, when they realized that if they were going to keep living in Huntington, they were going to need to improve their own quality of life there—and the whole community’s quality of life along with it. So far the Chat-n-Chews have played a role in the creation story of at least 200 community building and economic development projects. “There were so many people who love this community so much and wanted to help—they just needed a way to get involved,” McChesney says. “We have people sit down and talk about what would improve their own quality of life here—and know that there are going to be other people who have the exact same concern. It’s just a matter of plugging them together.” Chat-n-Chews have a few distinguishing characteristics. They’re consistent enough to become habitual, positive enough to be inspirational, free of a set format, and open to absolutely everyone. And they’re held in person, not on social media or email. “People don’t actually do anything until they sit down eye to eye,” McChesney says. Chat-n-Chews are held every Thursday from 5:30 to 7 p.m. at the Frederick Building in Huntington. 940 4th Avenue, createhuntington. com/getinvolved/chat-n-chew Focus wvfocus.com

Focus May/June 2014

rebecca devono photography

Frank Alderman Founders

ce o, M e dE x pr e ss | i n t e rv i e w e d by kati e griffith

Dr. Frank Alderman is a member of the four-person team that founded MedExpress more than a decade ago in Morgantown’s Wharf District. With Alderman as CEO, the team of health care innovators expanded its quick-care facilities to employ 3,000 people. In July 2014 the company will open its 130th facility with a new location in Michigan, extending services to 10 states. We recently caught up with Alderman to get a few of his thoughts on his life’s work so far.

»» MedExpress is all about exceeding expectations one patient at a time in a welcoming environment. From the time we opened our first center in Morgantown in 2001 until today, we’ve had an unwavering focus on providing great care fast, and in a genuine, friendly manner. »» Fifteen years ago I was in residency thinking about how to blend what I had learned from my family about world-class customer service through their work at the Greenbrier Hotel in White Sulphur Springs with the delivery of great health care. I envisioned a model that would combine high-quality health care with that same gold-standard service I saw growing up in Greenbrier Valley. That was the kernel of the idea for MedExpress. »» When the MedExpress founders met for late-night planning and work sessions, we drank red wine and brainstormed innovating the delivery of patient-centric health care. »» Being a doctor and an entrepreneur is an honor and a privilege. Most days are exciting and very rewarding. I feel blessed to be a part of an organization that does vital work each and every day for our patients and our communities. »» Urgent care in West Virginia continues to be embraced by our communities. We are grateful to be able to call so many West Virginia towns and cities home and are honored to be able to provide them with access to high-quality, affordable care in a patientcentric manner. »» In five years we will continue to exceed expectations one patient at a time, working with our wonderful teams at MedExpress. Oftentimes I’m asked the secret of our success; it’s our people. »» My biggest priority is my family—immediate and extended. The majority still live in wild and wonderful West Virginia and are proud to call it home. »» My power lunch is a salad. I snack on almonds throughout the day. They keep me energized! »» Capitol Hill will continue to seek innovative solutions for health care. MedExpress is focused on providing this. We’re proud to welcome our patients in a warm and welcoming way, seven days a week, 12 hours a day. Our patient-centric focus was in place well before discussion of the Affordable Care Act, and it will remain our focus. »» I am a passionate optimist. I have a wonderful family and do meaningful work. Can’t get much better than that! »» I believe in always being humble and having a can-do attitude. »» In times of adversity character is displayed, not made. How you deal with adversity will define your ultimate level of success. »» My recipe for success includes remembering to be a simplifier, be a giver, say please and thank you, take no success for granted, and have fun. Focus wvfocus.com

Artpreneur

From Wire to Whimsy One artist finds herself at the intersection between business and creativity.

Written by Shay Maunz

orders for designs under the heading “artist’s choice,” an approach that lets clients order a unique piece, sight unseen, largely freeing Keller from the tedious burden of custom orders. That’s been a simple but important lesson for Keller to learn about the intersection between business and creative work, and one that took years to gel completely. Nearly two decades ago when Keller first began selling things she’d made, she wasn’t looking for wide profit margins. She just wanted to finance her hobbies. “When you’re making all this stuff, you can only use so much of it yourself,” she says. “And you have to support the hobby somehow, so it just makes sense to sell it to people.” Back then Keller Keller was mainly carving wood, making figurines and trinkets. That’s work she enjoys, but she wasn’t making much money at it because of all the time and labor involved. “It takes so long,” she says. “You just cannot get the money out of it for all the time you have in it.” She still carves wood, but now she keeps the pieces. Eventually Keller started working more with pottery. She still wasn’t making much of a profit, but from there it was only a matter of time until her own creative instincts and natural curiosity led her to make the first piece of jewelry in what “Wherever you put your focus is where it’s going to take off. As soon as I pick a line to really focus on for a while it tends to really catch on and grow,” Keller says.

Focus May/June 2014

Creative Tips Push Yourself “I try to always do things that are pushing me farther. Last year I was scheduled once a month to do a trunk show at The Greenbrier. That’s a lot of work, but it pushes you because there are so many people there from out of state.”

Don’t Neglect the Business “The trick is just constantly working on it. You have to set aside at least one time each month to sit down and call your galleries and do the marketing piece of it. Getting your name out there is so important.”

Put Yourself Out There “When you’re starting you focus on the geographic area you’re in and then it takes off from there. I try to do things that are going to help me push outward. I do demos at Tamarack three times a year and any time they need someone to fill in, and meet so many people from outside the state that way. Other than that it’s going online and looking at galleries and sending them your portfolio all the time.”

Be Flexible “When I have an order to fill I’m spending all this time in the studio to fill the order, but I have to make time for the business, too. It’s probably the artistic stuff 75 percent of the time and 25 percent of the time doing the paperwork and the finances.”

Mason Photographics

ook at a tray of rings made by artisan Christine Keller and every one will be different. They’re similar, sure, all made of colorful wire wrapped into coils and balls, but no two are quite the same. That represents a compromise for Keller, between her artistic urges and the practical demands of her small business, a jewelry company called Chrizart Creations. “When you’re repeating something constantly you get tired of it, no matter what it is,” Keller says. But that repetition and the efficiency it cultivates are necessary for a business like hers, one that depends almost entirely on Keller’s handiwork, to be profitable. So she makes small compromises to keep herself happy and her business thriving. When she works on a bulk order of rings for a retail store she makes them all basically the same, but adds creative touches that keep her interested. And recently she’s been letting customers place

development

Change is in the Air Some big projects are well under way in Morgantown.

Mason Photographics

“I keep throwing things at the wall and seeing what sticks. If you keep doing a lot of things, some of them have to work,” she says.

would become Chrizart’s standout line. One day she was trying to find a way to use up all the little pieces of leftover clay she had around, so she melted glass into them and put them through another firing. “They came out really cool,” she says. “But of course then I had to find something to do with them, so I started wire-wrapping them and making them into necklaces. From then on I just started wire-wrapping everything.” The result is her “solidly silver” line of wire-wrapped pendant necklaces. That soon spawned her “light as a feather” line, composed entirely of pieces made of wrapped wire. These pieces were fun and relatively easy for Keller to make, and the prices low enough to garner plenty of sales. Chrizart took off from there. But Keller was still only working on the business part-time until the summer of 2012, when she found herself at a crossroads. Her full-time corporate job at a media company was draining her time and energy, but the demand for her product was continuing to grow. “At that point I knew I couldn’t go any farther without going full-time, so I quit,” she says. “It was and can be scary, but I knew if I didn’t take a chance on myself then I’d never do it.” She and her husband paid down their debt so their financial situation was relatively favorable and Keller left her corporate job. “I’m probably working harder now then I was then,” she says. “But I haven’t regretted it once.” Now she’s the founder and owner of an LLC, a jewelry company that boasts four lines of jewelry and rising sales. Her work is sold in almost 50 galleries in West Virginia and neighboring states. Sometimes she has so much work to do she has to enlist her daughter and daughter-in-law—her only employees—for help. Keller’s dream is to grow the bottom of Chrizart—the inexpensive wrapped-wire pieces that largely carry the business—until she can entrust that work to her employees while she concentrates on higher-end pieces that let her be creative. “I have to create,” she says. “I get really antsy if I go too long without creating anything new.”

Five public-private projects will generate more than $80 million in local and state taxes over the coming 40 years, West Virginia University announced in April. The projects will also help revitalize parts of Morgantown, address traffic congestion, and improve the student experience. They are:

University Place, a $70 million mixed-use student housing project with about 980 beds in Sunnyside, featuring a full-service grocery store and other amenities; College Park, a $44 million mixed-use complex with 567 beds for students and student and employee families, off Willey Street; University Park, a $90 million development in the Evansdale area that will include about 1,100 beds, WVU and other food options, and retail development;

Evansdale Crossing, a $25 million facility that will house study and classroom spaces, a rooftop coffee lounge, and student services; and

Monongalia County Ballpark, a $21 million stadium in Granville that will host WVU’s baseball team and a minor league team.

chrizart.com Focus wvfocus.com

HOW WE DID IT

SustainU From startup to one million in sales Written AND Photographed by Katie Griffith

onths spent sleeping on an air mattress on the floor, touring the dingy, nearly closed textile factories of North Carolina’s old cotton country, pounding out emails at 3 a.m. to businesses across the country—it’s the growth story of SustainU, a million dollar recycled clothing brand born out of the determination of Morgantown natives Chris Yura and Patrick Adrian. SustainU is a company that uses recycled cotton and polyester fabrics to create lifestyle basics, graphic T-shirts, activewear, and custom print work. The company’s ethos is American-made, socially responsible, and eco-friendly. Its story is an unlikely one. Yura was a high school football star who went to the University of Notre Dame for a college football career while majoring in sociology. After graduating, his Abercrombie good looks inspired a modeling career where he learned enough about the garment industry to know he wanted to change it. Adrian graduated from West Virginia University with a multi-disciplinary studies degree in entrepreneurship, advertising, and sports psychology—nothing to do with clothing, he’ll point out. But the lessons from small business owners who taught some of his classes fortified the two founders during those dark first days of opening a business. “The first four years are the hardest,” Adrian recalls from one lecture. And, from another, “You are your own motivator.” Both pieces of advice fit the SustainU story to a tee. “The only thing I knew was that I liked clothes, and the only thing Chris knew was how to wear clothes,” Adrian says. “We were learning the steps together of how to create our concept and implement our concept, and then making those steps happen.”

Focus May/June 2014

The plan was to found a clothing company with products as socially responsible as they were attractive, but it’s not easy to find factories willing to do small runs of goods, let alone American ones. Like many businesses, factories would rather have a lot of work for a long period of time so they know they’ll get paid on a consistent basis. “We obviously couldn’t afford that. We could only buy a little bit of fabric and make a few garments,” Adrian says. Moreover, the two were blindly experimenting with making shirts, not having any previous experience. “We were grabbing shirts we liked off a rack and trying to mimic those. We’d mimic it with our fabric, not realizing that since it was made of polyester, and our shirts are made of a

blend, it was going to react differently,” Adrian says. “I moved down to Charlotte, North Carolina, for two-and-a-half years and learned the cut-and-sew, knitting, and production side of things. The first time I saw the industry and the community, I was heartbroken. That’s how sad it was.” North and South Carolina were the grand dames of the American textile industry before manufacturing moved to the cheaper shores of China and southeast Asia in the 1990s and early 2000s. Slowly that industry is coming home as Americanmade products become more important to consumers across the country. Five years ago when SustainU ventured into the textile world, Adrian and Yura found a crippled community. “Whole towns were

Chris Yura (left) and Patrick Adrian (below) founded SustainU in Morgantown in 2009, and through

built around this industry and they’re just deserted,” Adrian says. “As we grew, the process was living and learning.” Yura was hunting for sales and learning the keywords to get into the door. Adrian was learning how the garment industry worked and sweet-talking southerners. “Nothing we’ve had to do before,” he says. “It was a lot of flying by the seats of our pants.” The founders packed seven years of work into the first three-and-a-half years of the company’s growth, when days ran together. “Chris put in every effort trying to get sales to us to make sure we had production in our facilities,” Adrian says. “Sleepless nights, calling, emailing people at three in the morning. Chris would go at it like crazy and it floated us through. There was nobody

a lot of hard work, have expanded to boast top national brands as customers.

who was going to tell him you can’t do this. And if you did he would prove you wrong.” They refined their product, they worked their connections, and they cemented their mission. “If I look at the first business plan and I look at the version of it now, it’s essentially the same plan,” Yura says. “Same ideas, same foundational principals, the same way of doing things, the same target market. The vision five years ago is the same as it is today. The customers have just grown to include areas we didn’t see.” The customer inquiries have grown so much the company now has to turn away business at times. The founders didn’t pay themselves for the first two-and-a-half years of SustainU. Yura moved home with his parents to save money, and Adrian, with support from his family, moved into a one-bedroom apartment containing a chair, a lamp, and an air mattress on the floor. SustainU’s first order was 1,000 shirts for Adventure West Virginia, a program out of West Virginia University. Now, as the company enters its fifth year of business, Adrian and Yura field requests from the likes of Ford Motor Company, Google, Ben & Jerry’s, Boy Scouts of America, Lollapalooza, and Moogfest, as well as local businesses like Apothecary Ale House and The Grind WV. “We want to work with every single person who comes through the door,” Yura says. “Our heads are spinning because we have so many opportunities knocking on our door, now it’s really having to pick the right ones to capitalize on. Where to invest our inventory, our production time, and our employees’ time.” They learned these lessons the painful way during the wide-eyed days of their startup, trying to keep business from wherever it came. After pulling consecutive 24-hour shifts to get orders in, driving hundreds of miles to deliver goods, and even having a factory close on them days before an order was due, the two learned the most

Four Tips to Sustain Business

You get what you put into your work. “It seems like a company just gets huge overnight, especially tech companies. If you hear the story of Under Armour it took eight years for that company to get where it is today. That founder lived in his mom’s basement. I lived on an air mattress.”

patrick adrian

You have to be driven by something other than money. “Money can’t be the only thing driving your business. Obviously it does a lot for a business, you need it, but when times are tough or you don’t have it, you need something else to get you through those times.” patrick adrian

Have a great supporting cast. “Employees and supporting cast make everything you do. From the cut-and-sews we work with to the knitter we work with to the people in this office, you can’t have a successful business unless you have a good supporting cast. We took a lot of time figuring out who those people were. We knew we couldn’t just hire anybody.” patrick adrian

Don’t get too down about disappointments. “You have to dust yourself off and move on to the next opportunity. Usually something comes from another direction that is an even better opportunity.” chris yura

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high-profile clients don’t always come with the most profitable business— and working with quality, like-minded manufacturers must be a top priority. “We have to trust our partners and our customers have to trust us,” Yura says. “We want to keep ourselves and our employees happy and work with people who understand and respect what we do.” Since starting, the business has moved out of their parents’ houses, through the WVU business incubator, into a store in Morgantown’s Wharf District, and now to a 9,000-square-foot facility in the Morgantown Industrial Park. There, product designs for The Grind WV hang right beside those of Notre Dame. “We’re just as excited to get Apothecary Ale House as we are to

“The past four and a half years, everything really has turned around,” Adrian says. “You look on the news and there are American-made products, people are plastering it all over their products. It’s really emerging as a prime marketing tool and a real want from the consumer.”

Focus May/June 2014

“We’re just as excited to get Apothecary Ale House as we are to get Google, perhaps even a little more. Apothecary is a local business, and every time I see a T-shirt walking around town and I know we made it, I’m so excited.” chris yura

get Google, perhaps even a little more. Apothecary is a local business, and every time I see a T-shirt walking around town and I know we made it, I’m so excited. No one gets preferential treatment over our print time,” Yura says. Sticking hard and fast to the business mission has helped SustainU grow. Making screen printing an in-house service wasn’t originally something they planned to do, but they found it was the best way to create more jobs, guarantee a quality product, and get the product out faster. At the same time, the business has had to hold back from expanding beyond its purpose. “We didn’t want to be just a T-shirt company, but we don’t want to put Lycra in our shirts; we don’t want to put elastic in our shirts; we don’t want to put spandex in our shirts,” Adrian says. “You’ll find that if you do that, and if you’re out promoting your stuff as environmentally friendly and socially responsible, you’ll get slammed real quick.” Sticking to their guns meant the business had to refrain from producing some popular, stretchy products. Yoga pants come to mind. “We were in the college market; that’s something we wanted to do,” Adrian says. Even something as small as a non-recycled button on a polo shirt would have diluted the product. “Right now we’re really focused on sticking to that mission—keeping it eco- and socially-responsible and made in the United States. We make things that work with our fabric.” The goal is to continue growing in Morgantown and reopen the Wharf location as a retail front and showroom. Long-term the company is looking to expand into more third-party retailers and increase its collegiate contracts. “The main thing that kept this business growing was being feverishly aggressive in contacting and getting the word out there with grassroots efforts, and also being able to deal with disappointments and the inevitable mistakes that do happen when you start a business,” Yura says. 304.413.0416, sustainuclothing.com

HEALTH

Healthy Living A focus on survival over wellness may be the root of our public health struggle. written by katie griffith

lmost Heaven, West Virginia,” is the line heard around the state. But to the rest of the nation, we’re the fattest, smokiest, poorest, dumbest, sickest, and now the saddest. Inside our borders we know there are plenty of great reasons why we live in West Virginia—our mountains, scenery, neighbors, Mountaineers, and pepperoni rolls to name a few—but to many others, life in the Mountain State is a conundrum. For the last five years, West Virginia has come in dead last in the Gallup-Healthways Well-Being Index, a poll measuring the health and happiness of state populations based on self-reported emotional health, physical health, healthy behaviors, access to basic needs, job satisfaction, and overall life evaluation. The poll has been ranking states for six years, and only that first year, in 2008, were we not last. Then we ranked 49th.

Our public health situation isn’t just a consequence of eating too much, sitting too much, and smoking too much—it’s all of that combined with our population’s constant struggle with economy and infrastructure. “When asked about a major health problem, a county health person answered ‘unemployment,’” says Dr. Michael McCawley, research assistant professor in the West Virginia University School of Public Health. “Lack of jobs, lack of training is a health determinant. If you can’t get a job, if you’re having trouble bringing in the money it takes to live, your focus is not on your personal health; your focus is on surviving.” McCawley is heavily involved in the Southern West Virginia Lifestyles Project, a public health and community initiative pulling in students and faculty from WVU’s schools of public health, medicine, nursing, dentistry, pharmacy, agriculture and natural resources, and engineering and mineral resources. The project aims to educate and inspire communities to identify and combat their particular health issues. Within the state, southern counties face a higher risk of public health concerns. A 2014 poll published by the Robert Wood Johnson Foundation ranked Pleasants County and Monongalia County as No. 1 and No. 2, respectively, in terms of health in the state. McDowell County placed last, followed by Wyoming, Mingo, Logan, and Boone counties. These counties are also among the poorest in the nation. “We know for a fact that the public health aspects are factors of the poor,” says Dr. Rahul Gupta, director of the Kanawha-Charleston Health Department. “When people are depressed there’s a lot of unhealthy eating, inactivity, and smoking. As a result people develop cancer, heart disease, diabetes. We are constantly ranked in the bottom for smoking and ranked in the bottom for diabetes as well as obesity and heart disease.” The solution to West Virginia’s public health problem certainly won’t be a blanket one. Experts assert that only local communities know the answers to their problems and can champion those changes, which don’t always need to come in the form of multimillion dollar investments. In areas with a lot of flat land, for example, why aren’t people walking? The answer may Focus wvfocus.com

Dr. Rahul Gupta

be safety issues in adequate lighting and police coverage or unacceptable sidewalks. Locally, solutions could be anything from buying new produce refrigerators for grocery stores and developing community gardens to smoking prevention efforts and more physical activity in schools. But the efforts must focus on prevention. “We spend a lot of dollars in health care delivery to take care of individual sick patients, but we don’t invest in prevention-specific, sustainable programs at the local community level that would help change the focus from unhealthy to healthy lifestyles,” Gupta says. While this isn’t feel-good news, it is an important wakeup call. Year after year, we’ve been voted by more prosperous states as Most Unlikely Place to Live. In an effort to change that moniker to Best Success Story, we asked three West Virginia health experts for three things the state could do to change public health:

Focus May/June 2014

What can the state do to change public health?

Dr. Letitia Tierney

Dr. Rahul Gupta

Improve access to preventive care. We know preventive services like breast exams, colonoscopies, heart disease management, nutrition and weight management, and one-on-one patient counseling help identify risk factors. The Affordable Care Act and Medicaid expansion should have a tremendous impact on the health and well-being of West Virginians as more people are becoming insured.

Support development of local communities healthy lifestyle plans. Oklahoma City is well-known because its mayor did a 500,000 pound weight loss challenge across the city. It can be a win-win politically, and from the communities will come the best examples and best practices. What works down in the coal mine communities, what works in Morgantown, and what works in Wheeling might be the same, but might be completely different.

commissioner of the Bureau for Public Health and West Virginia State Health Officer

Make healthy choices more socially supported. Empowering adults and children with knowledge about healthy lifestyles is important. We have great community partners who have taken the lead in these areas in their communities. I know several stores across the state have started putting fruits in checkout lanes as an alternative to candy. Reduce smoking rates. “As a physician, I can tell you no one believes smoking is good for them. Most have told me they know the risks and they want to quit, but cannot. Nicotine is a drug and is addictive. Smokers who want to stop smoking should speak with their physicians.” Tierney also suggests finding support on the smoking Quitline, a free service at 877.966.8784.

executive director and health officer at the KanawhaCharleston Health Department

Make specific and targeted investments into our challenges. The two biggest drivers of health are smoking and obesity. Every community ought to be encouraged to develop plans for those. Increase physical activity in schools. School is where habits get laid for the rest of your life. For the majority of time kids are awake, they are captive audiences in another place from their homes. So many studies show children who get physical activity in schools perform better. We have to get more programmed physical activity in schools. Forty percent of our kids are overweight or obese now.

Dr. Michael McCawley WVU research assistant professor and interim chair of the Department of Occupational and Environmental Health Sciences

Encourage canning and family gardens. Fresh fruits and vegetables are sometimes hard to come by. Learning how to can again means having fruits and vegetables available yearround. If people have trouble getting to the store or getting to stores that have good fruits and vegetables, then they’ll have them available on their home shelves. Make transportation projects a priority. Transit projects like Route 121 stretching Beckley to Pound, Virginia, could do a lot for the state economically as well as from a health perspective. (The need for a highway system to replace the two-lane, high-grade, low-visibility roads in rural Appalachia has been discussed since the ’60s. The Route 121 project began in the ’80s, but construction didn’t start until 2000 and isn’t complete.) This would bring more industry to the area, which would bring more jobs and make getting in and out of the area easier, alleviate poverty, and allow people to focus on wellbeing over poverty. Create better health education opportunities. Creating greater awareness in turn creates greater action within the community.

courtesy of dr. letitia tierney; courtesy of the charleston daily mail; Brian Persinger / WVU Univesity relations

“We spend a lot of dollars in health care delivery to take care of individual sick patients, but we don’t invest in preventionspecific, sustainable programs at the local community level.”

The Gift of Education There’s a less visible and more insidious kind of brain drain facing the state. Are we failing to nurture our brightest kids?

Written by Pam Kasey

organtown elementarylevel gifted teacher Patricia Wells remembers taking classes with the kid who was named valedictorian of her high school class. He never had to study. “But when he went to college, he didn’t even make it through the first quarter—he failed,” Wells recalls. “People far less intelligent than he was graduated. I realized he had never been challenged, had never learned how to study, how to learn.” Stretched to develop their talents, our brightest students truly do become the nation’s top scientists, entrepreneurs, writers, and professors, according to a decades-long study of the life and career progress of people identified in childhood as exceptionally bright. “They’re a national resource,” Vanderbilt University psychologist and study co-director David Lubinski told The Boston Globe recently. “These are the people who are going to figure out all the riddles. Schizophrenia, cancer—they’re going to fight terrorism, they’re going to create patents and the scientific innovations that drive our economy.” Unchallenged, those same students can become a drain on society. “If you look at the literature, what happens is they may become bored and have increased behavioral issues,” says Stephanie Oberly, coordinator of psychological services at Monongalia County Schools. How well are we nurturing our brightest kids in West Virginia? Given a lack of data,

Focus May/June 2014

it’s hard to tell, but some of the numbers seem to say we could do better. Wells— whose experience with the valedictorian was in another state, not West Virginia, and who now serves as president of the West Virginia Association for the Gifted and Talented (WVAGT)—believes some West Virginia students with high potential may be going unidentified. She’s not alone in that belief. Education is always a touchy subject, so we’ll offer a positive observation up front: All of the gifted teachers and administrators we spoke with for this story are dedicated and enthusiastic, even while meeting tough demands and working with less resources than they need. And more than one student we spoke with told us they believe the gifted classes they took in West Virginia probably changed the course of their life.

A Little Background

People can be gifted in many ways: arts, language, athletics, leadership, math—the list goes on. Public schools in West Virginia offer extracurricular programs that nurture the range of various talents. And for the academically gifted, they offer gifted classes for grades 1 through 8. Testing centers on IQ, with a few other requirements and some flexibility for cultural and other differences. To oversimplify a little, the IQ threshold is 125. Students have to be referred for testing by teachers, parents, or themselves— meaning they have to be noticed. Students who test into their counties’ gifted programs receive on the order of an hour up to a few hours a week, in elementary school, of enhanced programming: projects that integrate material from several subject areas, such as literature, science, and art or history, math, and public speaking; teambased problem solving; and participation in county- and statewide academic competitions. Students are typically encouraged to incorporate material from outside class—creative thinking is the rule. This programming is often offered in a separate room from the regular classroom but sometimes by bussing to another school. In middle school, a gifted class is often an elective class and may include field trips to distant destinations.

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education

By the Numbers

The heyday of gifted education in West Virginia, numbers-wise, was the late 1980s, when the number of students identified statewide as gifted peaked around 11,500, based on current and past reports from the West Virginia Department of Education. That was 3.3 percent of public school enrollment, and only two counties had identified less than 1 percent of their students as gifted. But the number fell after that. By the year 2000 it was down by half, at 5,800, and it dipped to a low of about 4,800 in 2009 before bouncing back up a little in recent years. For 2013–14 it’s climbed to over 5,300—still only 1.9 percent of pre-K–12 students today, a far lower share than in 1988. Administration of gifted programming across the state is pretty decentralized, so the state Department of Education has no information about what’s behind the decline. “Either teachers aren’t referring students or the students aren’t succeeding at the tests,” Vickie Mohnacky, coordinator of gifted programs in the West Virginia Department of Education’s Office of Special Education, said in 2009. Of more concern, perhaps, is that the numbers vary widely among counties. Only six counties today have identified more than 3 percent of their students as gifted: Harrison, Marshall, Mineral, Monongalia, Pendleton, and Wood, with Monongalia the highest at 6.5 percent and Pendleton second at 5.3. In 21 counties, less than 1 percent of students are identified as gifted. The highest counties are trending up; in most counties the levels are stagnant. What affects those numbers? Rather than so much geographic variation in student ability, professionals think much of the difference is likelier due to lack of awareness on the part of classroom teachers—that is, students not being noticed and referred for testing. “There’s definitely underidentification,” says Jill Olthouse, assistant professor in West Virginia University’s Department of Special Education. “Since West Virginia relies on nominations for gifted programming, in areas where the gifted program isn’t looked on favorably or there’s not a history with the program, there aren’t a lot of nominations.” When gifted program-

ming is promoted, the numbers tend to grow, Wells says. “And the less it’s offered the less people realize it’s an option—the parents or the teachers. It’s just not really on people’s radar when it’s not part of the everyday fabric of the school.” Giftedness can be hard to recognize, too, Wells says—it’s not always the kids who get their work done quickly; they might also have learning disabilities or hearing impairments. “I know my understanding continues

It cannot be ignored or discounted that whether gifted children’s abilities are noticed and developed depends largely on where they live. Unlocking Emergent Talent, National Association for Gifted Children, 2012

to evolve year after year,” she says. “It can look like a behavior problem or this, that, or the other thing—giftedness can be the last thing people look at. So many times parents and teachers are like, ‘I just never even saw giftedness in that child.’ It takes training and raising of awareness for teachers and parents and administrators to understand.” Attitudes toward gifted education can influence the numbers. Some teachers may make choices about referrals based on their

view of the gifted program as a reward for working hard in the regular classroom. “Many teachers think that,” Wells says. “We still dispel these myths.” Some students may avoid it if they expect it to mean extra class work or if they feel there’s a stigma attached to being singled out. And the location where services are offered can make a big difference in participation, too. “A few years ago I taught at Easton Elementary (since merged into Eastwood Elementary, in Monongalia County) on Fridays,” Wells says. “Gifted students there had previously been bussed to Cheat Lake Elementary, and some kids didn’t handle that transition to a larger school well so not many kids participated. After I was going to Easton for just a couple months, students who had been identified but didn’t want to go to Cheat Lake asked to be written back into the program, and more referrals came in. We probably went from seven to 15 students, just from my being on-site.”

Program Evaluation

County-by-county numbers of students are the best data we have on gifted programs. Mohnacky also knows there are about 150 people teaching gifted students across the state. But there’s a lot one might like to know about gifted education that isn’t compiled and doesn’t appear in any report. How many of those 150 teachers are certified in gifted education? What are the budgets of the gifted programs? How much do county supervisor or administrator inclinations influence the fortunes of county gifted education programs? Do students in the programs feel challenged? How many students opt out, and why? What do gifted students go on to do when the program ends in 8th grade—in high school and beyond? And maybe most importantly and most unknowably, how many students should be but are not identified as gifted and go unchallenged—deprived of the opportunity to meet their potential, or eventually taken out of state by parents who have the means and are frustrated? While we have a standardized test for evaluating the effectiveness of regular classroom programming—the WESTEST 2, which measures student mastery of Focus wvfocus.com

Education in Our Schools We solicited opinions about West Virginia’s public education system in an online survey in January and February 2014.

people responded to our survey, who attended schools in . . .

Survey Key

. . . 49 of 55 counties, and graduated from 1950–2010 . . .

= YES

= NO

. . . though most graduated in the ’80s and ’90s . . .

. . . and 324 of them currently have children in WV schools.

Patricia Wells, WV Association for the Gifted and Talented

= N /A

Are you happy with the education you recieved in West Virginia public schools?

38%

62%

were you appropriately challenged by your education?

60% say definitely

38% say not enough 2% say too much

did your WV education prepare you for higher education after high schooL?

54%

36%

did your WV education prepare you for work life?

32%

20%

Are your children appropriately challenged by the WV Public School system?

49%

24%

Do you believe the state is educating your children to their full potential?

16%

80%

has someone you know changed counties to improve their child’s education?

42%

58%

has someone you know left the state to improve their child’s education?

36% 0

64% 25%

50%

grade-level material and is used by all schools across the state—evaluating the effectiveness of gifted programming is widely recognized to be more complex and expensive. “What measure would we use?” Mohnacky asks. “I don’t know of any teachers who would feel that their program is meant to only improve scores on the WESTEST.” Olthouse agrees with Mohnacky that student performance on grade-level tests is not a good way to evaluate the effectiveness

Focus May/June 2014

The more years you teach the more you realize that gifted kids come in every shape and flavor.

75%

100%

of gifted education. “There are actually a whole bunch of things we could look at,” she says. “Not just academics but whether social and emotional needs are met,” she says, along with the numbers of students who are identified, whether other teachers and professionals in the system have training in the needs of gifted students, and other indicators. “There are people who specialize in gifted program evaluation because there’s not a single test. Right now

we’re having so much trouble just making sure there are programs and funding them— but I think program evaluation would be a great goal for the state.” As one measure of the success of gifted programming, Mohnacky is promoting a “Learning Skills / Behavior Rubric” that teachers would use to evaluate each gifted student at the beginning and end of each school year. The instrument evaluates a student’s level in each of 20 elements. Evaluation of “applying past knowledge to new situations,” for example, ranges from “considers each event to be separate with no connections to what came before or comes afterward” to “abstracts meaning from an experience, applies it to a new situation and explains how it relates to previous experiences.” “Taking responsible risks” ranges from “misses opportunities to learn” to “views setbacks not as failure but as challenges with opportunities to grow.” The levels demonstrate progress toward a mature intellect. “This would measure growth in thinking skills, which is really what we want gifted education to focus on,” she says. She does not know how many teachers are using the rubric. Given the difficulty of evaluating the gifted programs, just getting more students referred for testing may be the single simplest way to come closer to meeting our brightest kids’ needs. The WVAGT may take up the topic of raising the profile of gifted programs in lagging counties at its summer conference in June 2014, Wells says. She’d like to see more students offered the opportunity of gifted programming. “This can break that cycle of poverty. This can be that first child in the family to go to college.”

Bottom Drawer

About Bloody Time for a Bloody Mary We take a look at West Virginia’s liquor laws.

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Written by Katie Griffith

Admit it. How many times have you made Sunday morning runs to grocery stores, absentmindedly grabbing a case of beer or a bottle of wine, only to be halted by checkout cashiers staring pointedly at a wall clock? It’s 11 a.m. Businesses in West Virginia can’t sell alcohol until 1 p.m. It’s annoying, it’s a nuisance, it could be economically damaging, and it may be a thing of the past. A bill proposing the legal sale of alcohol in West Virginia clubs, restaurants, and hotels at 10:30 a.m. almost passed through the Legislature during the 2014 session. Though time ran out before the bill was signed into law, amending our state’s liquor laws had wide support. This isn’t just about swigging martinis on Sunday mornings. Our lack of imbibing at prime brunching hours means restaurants lose customers, according to bill sponsor Stephen Skinner (D-Jefferson). It’s tourism money we’re losing, not to mention local customers. “I watch West Virginia dollars drive right by my door every Sunday, and I’m not able to pull Virginia dollars in,” says Rob Losey, director of sales and distribution at Bloomery SweetShine in Charles Town. “Our legislators have been very supportive. Even though this year’s Sunday bill didn’t come to a vote, we are hopeful the support for small business, agritourism, and economic development continue next session.” After all, brunch isn’t really brunch without a mimosa or a Bloody Mary, and alcohol is served earlier throughout many neighboring states.

data

one place where people can go and see how the economy is faring across the state or down the street.” It includes all businesses that file with the secretary of state’s office, including corporations and LLCs. Let’s talk, then, about the more useful stuff. “I think pretty much everyone would like to use this information,” says Jake Glance, spokesperson for the West Virginia secretary of state’s office. “Reporters to gauge economic growth, people who want to see how their county is doing compared to the rest of the state, and business owners to see where the booming parts of the state are.” So a higher use of the BIG Map than my idle data-surfing might be for an entrepreneur wondering, “Given that I have ties to both, would an expansion of my catering business find more business customers in Beckley or Clarksburg?” Or a statewide social service organization that wants to know, “Which counties in the state need the most help for small businesses?” Or an aspiring retiree asking, “What small town could I retire to that has a dynamic business environment?” The BIG Map can’t answer these questions definitively, but it can serve as one source of data for making important business, policy, and life decisions. To be clear, the secretary of state’s database includes entities that have taken most forms of business organization, including corporations, LPs and LLPs, business trusts, and others. It does not include sole proprietorships. One further note: The BIG Map offers a charting function that allows comparisons of business registrations and closures for cities, counties, or groups of cities or counties by month for the past year—it’s a very limited use of this data. But West Virginia Focus has put in a request for a more robust charting function that would allow charting of numbers of registrations going back either monthly or annually to the beginning of the database. It’s unclear yet whether it will be possible—check back!

Mapping Growth

A new online tool lets us see where in the state companies are opening and closing—now and way into the past.

Written by Pam Kasey

hundred years ago last month, four new businesses registered in the state: one each in Cabell, Fayette, Kanawha, and Ohio counties. Last month, hundreds registered, at least one in every county of the state. A half century ago, “civic and special organizations” represented by far the largest number of organizations registered in the state—now it’s “lessors of real estate.” A quarter century ago, they were neck and neck. Also 25 years ago, Charleston had the greatest number of business registrations of any city, at about 1,700, with Huntington’s 1,100 a distant second; Morgantown was a sleepy backwater behind Wheeling and Parkersburg. Today Charleston is still in the lead, at 4,700, but number two Morgantown has far overtaken Huntington, with 4,200 and 2,300 respectively. OK, this may not be the highest use of the secretary of state’s new satisfyingly queryable online Business Industry Growth (BIG) Map, but who can resist having a little fun with business registration numbers by county and city by month going back essentially forever—to the state’s independence and beyond? Through the BIG Map, the secretary of state shares with all of us information that until now has been buried in business filings. “We have so much data on the growth of business in West Virginia,” says Secretary of State Natalie Tennant. “The BIG Map takes all of that data and puts it in

apps.sos.wv.gov/business/big Focus wvfocus.com

noteworthy launch

A Catalyst for Business A new incubator in Charleston wants to help chemical companies move out of the lab and into the marketplace.

Written by Shay Maunz

ow does a company grow? Sometimes in leaps and bounds, often with plenty of fits and false starts. A new incubator in Charleston is trying to usher a handful of chemical companies along that rocky road from start-up to stable business—giving them the tools they need to make their technology profitable. Its name is ChemCeption, and its founders are calling it “the only incubator in the nation focused solely on commercializing chemistry-based technology.” ChemCeption launched in April 2014 as a partnership between the Chemical Alliance Zone, a nonprofit that promotes chemical technology, and TechConnect West Virginia, a technology and economic development organization. The idea is that ChemCeption will take a handful of companies under its wing—there are four start-ups to begin with—and give them what they need to grow. They’ll get technical support, business advice, and be able to use the large-scale labs at the West Virginia Regional Technical Park—the kind of labs most start-ups can’t access on their own. The technical park was built in 1949 by Union Carbide and served as a research center for it and Dow Chemical for years. In 2010 Dow donated it to the state. “The kind of facilities we have here with large plants, for small companies to be able to come in and use them is really great,” says Kevin DiGregorio, the director of ChemCeption. The hope is ChemCeption and projects like it can take what’s left of the oncebooming chemical industry in the Kanawha Valley and use that to invigorate the entire state. Keith Burdette, West

Focus May/June 2014

Virginia’s Secretary of Commerce, says he spent years talking about trying to bring a chemical cracker to the state until he realized one alone wouldn’t be enough— the conversation should be bigger. “I’m trying to move people past the discussion of one cracker and into discussing an entire industry,” he says. “Hopefully this becomes the energy that drives multiple industries across this state, not in one location, but in thousands of locations. It’s about creating feedstock that will drive multiple industries. This is about building an opportunity to build bigger things.”

The Companies

To start, there are four start-ups under ChemCeption’s umbrella—three from West Virginia, and one affiliate based in Florida. All of these businesses are engaged in chemical-based research—the idea is that the incubator will help them move their technology into the marketplace.

Liberty Hydro Liberty Hydro specializes

in water purification systems for power plants, mines, and other industry. This company’s technology removes selenium and other heavy metals from water—a major concern for coal companies and coal-fired power plants.

PolyPlexx PolyPlexx has developed three polymers that, together, make a very strong, clear plastic that can be used to make almost anything that needs to be transparent, but also stands up to impact—like bulletproof windows and glass or durable eyeglass lenses. SGA Polymers Acrylic acid is in everything from house paint to baby diapers. Usually it’s made from petroleum, which is fairly expensive, at around 35 cents a pound. But the team at SGA Polymers has found a way to efficiently make acrylic acid from sugar, which costs just 20 cents a pound. The company hopes to tap a market for its competitive and environmentally friendly product. EigenChem The only company in the incubator not in West Virginia, EigenChem is headquartered at the University of Florida. EigenChem is developing a new technology that uses discarded rubber from old tires to create a new kind of fertilizer that releases nutrients into soil over an extended time period.

“Hopefully this becomes the energy that drives multiple industries across this state, not in one location, but in thousands of locations. It’s about creating feedstock that will drive multiple industries.” Keith burdette, West Virginia’s Secretary of Commerce

innovation

Building Better DNA Researchers in Huntington are taking another look at the building blocks of humanity. Written by Shay Maunz

cientists are finding more and more uses for DNA—everything from making new vaccines and diagnosing hereditary diseases to tagging electronics so we can thwart counterfeiters. But with each new project that uses DNA, scientists need new DNA to work with. Where does that DNA come from? An entire industry has cropped up to answer the call. Enter Vandalia Research, a company based in Huntington since 2004, when the researchers broke away from Marshall University to work on the project they had started there. Vandalia is working on a better way to make synthetic DNA. In the eastern wing of the American Red Cross’ sprawling white building in downtown, Vandalia Research occupies some 9,000 square feet. The space is filled with research equipment—there’s something called a DNA purification laboratory and a molecular biology lab—and a handful of researchers. While the company has grown to include a few more researchers and lab technicians in the years since it started, it’s still a lean operation. It’s safe to say the eastern wing of the Red Cross building holds more technology than people. Vandalia Research wants to take one of the leading processes used to make DNA— it’s called a polymerase chain reaction—

and make it more efficient. The method most often used to start a polymerase chain reaction right now is called plasmid preparation. It gets the job done, but the people at Vandalia aren’t happy with it. “It requires a complex, multi-step, expensive, and difficult to control process,” says Vandalia CEO Derek Gregg. Plus, plasmid preparation creates a lot of extra, unnecessary chemical sequences alongside the DNA. “This can result in three- to 10-fold waste products being produced, significantly increasing costs,” Gregg says. Vandalia has another way. It’s called the Triathlon system. It’s patented, and the research team at Vandalia thinks it’s better than the standard method. “It’s the only system in the world to allow a polymerase chain reaction to be conducted at a scale that is economical for manufacturing,” Gregg says. The key to making a polymerase chain reaction happen—and to making DNA—lies in heating and cooling complicated, chemicalladen mixtures of liquid. The Triathlon system is designed to heat and cool very large volumes of that liquid—much larger than can be handled with the alternative plasmid preparation process. The Triathlon process for heating and cooling liquid is 40 to 90 seconds faster than the alternative. Multiply that by all the cycles needed to create a chemical reaction, and you save about 45 minutes for each reaction. With other efficiencies, Gregg says, Triathlon makes DNA five times as fast as the alternative, and it’s more than twice as cost effective. All this means Vandalia can make DNA faster and cheaper than other manufacturers can. DNA made with the Triathlon method has been used in everything from diagnostics and research to vaccines and anti-counterfeiting. In 2011 Vandalia won a contract with the Department of Defense to develop a new, synthetic flu vaccine and in 2014 the company won an $18,000 grant that will help it commercialize a key part of its process and earn industry certification. “And we continue to work with our customers and collaborators,” Gregg says. The researchers at Vandalia are still looking for more applications for the DNA they produce and researching ways to make it better. vandaliaresearch.com Focus wvfocus.com

lived—if, rather than leaving everything to their children, they left just 5 percent to local charities—it could create a combined endowment of more than $60 million. That could earn about $3 million a year for good works in the community, in perpetuity. this I, JAMES H. HARLESS, of Mingo County, West Virginia, am of sound mind and memory, and I declare Estate giving can be as document to be my Last Will and Testament. In signing this document, I revoke all Wills and Codicils made by me before this document. simple as a gift directly to an PREAMBLE existing organization, but it As I write this, my Last Will and Testament, it strikes me that those who are reading it may currently be sad at my and friends the can also be tailored precisely For hands. God’s passing. However, please know, dear reader that I happily commend myself into family I leave, please do not weep for me. Do not feel sorry for my passing. I lived a life, full beyond imagination. I to one’s wishes. “People are saw vistas that made me weep, I laughed and loved with friends. And I tried to leave a positive mark on this earth. I so creative,” says Mary Witpray that God sends his Angels to wrap you in peace and joy. Deciding the disposition of one’s worldly assets is not an easy thing to do. I believe this time is trying for anyone, ten Wiseman, president of the that know I regardless of their bounty. For me, the difficulty comes not from being forced to face my mortality; next step on my eternal journey will be spent in wonder with the Lord. No, for me, the difficulty arises because I feel the Foundation for the Tria great weight of balancing the welcomed obligations to my family with seeking to continue the work I began and State Community that helps furthered while on this earth. Let me be clear: I recognize that anything that I have, be it physical possession, personal trait, or spark of intellect, donors in the Huntington, have I is all a gift from God. I am, have always been, and will always be, merely a vessel for these gifts. I pray that been a good and faithful servant. Trusting that I strived to live my life as God called, I will seek to distribute my West Virginia, and Ashland, possessions in a similar manner. In the end, I attempted to distribute my estate to aid my family and the wonderful Kentucky, area realize their people of West Virginia whom I love so much. I do not pretend to know why my life was so richly blessed. I hope that after my passing I will be instructed as to dreams. “One donor built a Providence’s grand design; that I will understand why some find love, and faith, and peace while others do not. I beautiful fountain in Ritter beseech those to whom I have passed God’s gifts to use them in ways that inspire others, to share them with those d gi e them to those most able to share God’s abiding love And with that I begin i h b ld d Park in Huntington and then FINANCE created an endowment so the fountain and the area around it are maintained,” xpen atisf tgage, debt expense sec red by a Wiseman says. “We’ve got a couple in {H 91140 Huntington who have created a fund to 1 give minority and economically disadvantaged children more opportunities in math and science—it’s just beginning to pay out this year—and it’s set up in their will to continue after they’re gone.” Perry encourages clients to express themselves in their wills. “In trying to avoid the estate tax, people have become WritTen by Pam Kasey disassociated from the document—it’s no longer a Last Will and Testament, my including houses, bank accounts, final words on this life; it’s 20 pages of tax hen our young people language,” he says. “But now that the tax leave the state, we call everything. Statistically, more than a quarter of the residents will die in the doesn’t hit until $5.3 million, $10.6 million it brain drain. What next decade. Here’s the kicker: Because for a married couple, the will is a chance eventually follows? of the exodus of the younger generation, to say what you want to say. A guy says, Asset drain: the that means their county stands to lose ‘I leave $10,000 to the music department passing of wealth from the hands of older $1.2 billion in the next 10 years.” at Huntington High School in honor of a residents to their children—out of state. It’s a relevant issue for West Virginia, teacher’—named in the document—‘who “Take Pike County, Kentucky,” says with demographers projecting the loss of taught me the joy of music.’ That’s powerAudy Perry, head of the Legacy Planning 20,000 people over the coming decades. ful. What’s that going to do for that music Group at Huddleston Bolen, referencing But assets don’t all have to leave, too, Perry teacher when she gets word of that some a county-by-county transfer of wealth says. In life, he points out, people don’t give day? What will it do for the school, and study that hasn’t been done yet for West every penny to their children—they give those students? Even if we’re just talking Virginia. “It’s probably not that different about $100—that’s honoring somebody. from Logan County in West Virginia. Pike to their churches, environmental groups, the United Way. If Pike County residents That’s giving back in the place where County has about $4.6 billion in personal died over the coming decade the way they you’ve lived.” wealth—about $176,000 per household,

Plugging the Asset Drain

Giving locally from one’s estate can be a satisfying personal expression.

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dashboard

ST A

U NIT

Our economic dashboard looks at various aspects of employment and unemployment for the state and nation.

8 9 10

14 . 20

p loy m e n n eem onally Adjusted t R s U a S ’ at S E

2 1 0

4 5 6

West Virginia’s Economic Dashboard

p=preliminary r=revised prepared by witt economics, llc

4 5 6

2 1

8 9

United States’ Unemployment Rate, Mar. 2013 Seasonally Adjusted

Cumberland, MD-WV

7.0% (p)

Hagerstown-Martinsburg, MD-WV

7.0% (p)

Huntington-Ashland, WV-KY-OH

6.5% (p)

Morgantown WV

4.5% (p)

600

400

Parkersburg-Marietta-Vienna, WV-OH 6.1% (p) Steubenville-Weirton, OH-WV

8.2% (p)

Washington-ArlingtonAlexandria, DC-VA-MD-WV

5.0% (p)

Winchester, VA-WV

5.2% (p)

Wheeling, WV-OH

6.9% (p)

200

648.9r March 2013

6.4% (p)

654.1p March 2014

Charleston WV

115.0r March 2013

MSA

112.8p March 2014

March 2014

763.9r March 2013

800

766.9p March 2014

Unemployment Rates for Major Metropolitan Statistical Areas

Note: some MSAs involve counties in other states. Rates are not seasonally adjusted. Source: U.S. Bureau of Labor Statistics and Workforce West Virginia

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WV Total Non-Farm Payroll Employment (thousands) Seasonally Adjusted

Goods-Producing Payroll Employment (thousands)

Source: U.S. Bureau of Labor Statistics and Workforce West Virginia

Service-Producing Employment (thousands)

4 5 6

2 1

8 9

120

March 2013

4 . 201

We st

Vir

8 9 10

135.7 Million

March 2014

150

137.9 Million p

e m p loy m e U nSeasonally Adjusted nt R

’s ia

Seasonally adjusted

2 1 0

U.S. Total Non-Farm Payroll Employment

West Virginia’s Unemployment Rate, Mar. 2013 Seasonally Adjusted

Source: U.S. Bureau of Labor Statistics and Workforce West Virginia

Number of Employers

Number of Establishments

West Virginia, March 2013, private sector only

size

units

employment

size

units

employment

5,645

0.0%

5,930

0.0%

1–4

16,291

33,002

5.9%

1–4

19,336

40,464

7.3%

5–9

5,935

39,147

7.0%

5–9

9,053

60,023

10.8%

10–19

3,765

50,943

9.1%

10–19

6,041

81,271

14.6%

20–49

2,513

75,748

13.6%

20–49

3,469

103,808

18.6%

50–99

943

65,545

11.8%

50–99

1,170

79,725

14.3%

100–249

560

84,746

15.2%

100–249

540

79,385

14.2%

250–499

180

61,479

11.0%

250–499

142

47,675

8.6%

500–999

60,733

10.9%

500–999

25,782

4.6%

1,000+

86,102

15.4%

1,000+

39,274

7.0%

35,959

557,445

100%

Total

45,741

557,407

100%

Total

percent of total

Note: An establishment is a single physical location, such as an individual store or restaurant. An employer may have any number of establishments at different locations. Firms that do not have employees covered by unemployment compensation are not included. Firms are sized according to their employment in West Virginia. This means that a firm with many thousands of employees nationwide, but only a few salespeople in West Virginia, is counted as a very small firm. Source: Workforce West Virginia

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American Electric Power

Redu New ced Pric e

AEP utilities Appalachian Power and Wheeling Power together serve more than 480,000 customers in the southern and western parts of the state and the Northern Panhandle. Their West Virginia energy efficiency programs came online in 2011. Residential programs include subsidized sales of compact fluorescent light bulbs; online or in-home energy audits with rebates for improvements; and support for the state’s Low-Income Home Energy Assistance Program, LIHEAP. For commercial and industrial customers, the companies offer more efficient lighting as well as heating and cooling. As the programs got under way in 2011, customer participation saved an independently verified 22,000 megawatthours (MWh). In 2012 new participation saved 51,000 MWh, and about the same is true for 2013. The utilities are adding new programs in 2014.

FirstEnergy

ENERGY

Powering Down The state’s major electric utilities helped customers save the most energy yet in 2013. Written by Pam Kasey

hen your electric utility helps you switch to compact fluorescent light bulbs or add more insulation, it’s saving you money on two very different time scales. Every month, those efficiency programs reduce your bill by reducing routine demand—the number of kilowatthours you use. In the longer run, the programs postpone and even prevent the need for you and other ratepayers to pay for a new power plant. Because the cost of efficiency programs that save a given number of kilowatthours is far lower than the cost of the new plant that would generate those kilowatthours, it’s often said that efficiency is the cheapest way to meet customer demand. The utilities recently released their efficiency program results for 2013.

Focus May/June 2014

FirstEnergy’s Monongahela Power and Potomac Edison serve about 520,000 customers in the northern and eastern parts of the state. Launched in 2012, the FirstEnergy residential program replaces light bulbs, faucet aerators, and showerheads in low-income homes—those within 200 percent of the federal poverty level—and incentivizes refrigerator replacement and offers partial energy audits. A non-residential program rebates high-efficiency lighting for commercial, industrial, and government customers. In the 11 months of the 2012 rollout year, the program saved an independently verified 3,000 MWh; in 2013, the first full year, new participation saved about 18,500 MWh. While it’s far less than the 51,000 MWh the AEP programs saved, FirstEnergy’s utilities are planning more ambitious programs.

How soon will it add up to a power plant?

Soon. With about 18 megawatts cut from the need for generation capacity already, aggressive promotion and participation of the programs could buy us a “virtual power plant” in, maybe, 20 years.

who’s stepping up

Breaking the Cycle One group is looking for long-term solutions in West Virginia’s coalfields.

Written and photographed by Shay Maunz

randon Dennison sits in his office, a scruffy little space in Wayne, talking about the schemes used to help people who are poor and disadvantaged. His fingers form quotes in the air as he uses the word that describes them: “programs.” “The problem with ‘programs’ is they’re like all these bandages, all these short-term fixes,” Dennison says. “The problems in the coalfields have compounded over three to four to five generations. What we’re dealing with are generational cycles of poverty. A ‘program’ isn’t going to make a dent in that.” Dennison is originally from Cabell County, next door to Wayne. He went away to Shepherd University for college and Indiana for graduate school, but came back to found the Coalfield Development Corporation (CDC) in 2010. The CDC strives to be more than just another “program”—it’s a community development organization instead. Imagine a Venn diagram. In one circle is training for the workforce, in another is historic preservation, and in a third is affordable housing. The CDC lives in the space where those circles overlap. “We’re trying to be holistic,” Dennison says. “We don’t want to just plop people down in housing units and then dust our hands off.” The group hires local people who are unemployed or underemployed to spend two years working on building and renovations projects that, when completed, provide low-income housing for the local population. Along the way, workers go to school part-time and develop skills they can carry into the workforce. They

graduate certified in building techniques and learn all about taking buildings apart and putting them back together. All of the projects the CDC takes on are environmentally friendly, too, which means experience in green construction for the workers and eco-friendly buildings for southern West Virginia. The group’s first major accomplishment will be the renovation of a dilapidated building in downtown Wayne. When renovations are finished this summer, the historic building—which sat vacant for a decade, falling into disrepair—will have five low-income housing units, plus a coffee shop on the ground floor. “The things we do are things that are exciting for the community,” says Josh Napier, who has been working for the CDC for two years. In 2010 Napier was working at a fast food restaurant. He’d been in school to become a math teacher, but had to drop out—he was about to have a child to support. He wanted to continue his education but couldn’t sacrifice any hours on the job while he was still working for an hourly wage. “I was about to have this family, and if I lost too many hours

Brandon Dennison I wouldn’t be able to support them,” he says. founded Coalfield Development CorSo when a teacher at poration to bring jobs, houses, and Napier’s high school life skills to southsent him to the CDC, ern West Virginia. it seemed like the perfect solution. He’s spent the past two years making $10 an hour working on construction jobs and going to school part-time to earn an associate’s degree in technical studies. His daughter was born in 2010, the same day he started the program; when he graduates in May she’ll be 2 years old. Napier’s in a better position to support her now than the day before she was born—he’s already talked to construction companies about work after graduation. Josh says the CDC changed the trajectory of his life in a big way, and he’s grateful. But he gets just as excited when he talks about the things it’s let him do for his community in Wayne. “I tell people all the time that definitely one of the greatest things you can have in your life is being able to help other people,” he says. “These new things we’re making—they just bring hope for Wayne County.” Focus wvfocus.com

TAX

The Great Debate Are tax credits to businesses worth it?

Written by Katie Griffith

he issue of tax credits as an economic development tool is a much-debated topic. They are programs that give businesses a tax break for reasons like providing jobs and increasing sales tax revenue. While proponents say they’re a way to attract new business and development into the state, opponents say they’re a waste of tax money. The debate gained more attention when Governor Earl Ray Tomblin cut nearly $67 million from the 2015 West Virginia state budget while signing off on $25 million in tax credits over 10 years to The Greenbrier. At the same time, Tomblin vetoed Project Launchpad, a tax incentive program popular in the state legislature. In The Greenbrier’s case, the credits are for projects to build a professional football practice facility for the New Orleans Saints and a medical center. Project Launchpad would have provided tax breaks for emerging technology businesses that created new jobs with benefits like student loan payment assistance.

Opponents The Greenbrier credits are part of a Tourism Development Act extension that provides incentives for tourism businesses to come into the state. What troubles opponents of the credits is the state has few programs to assess whether these incentives are doing what they’re supposed to do. “When we’ve looked at economic development tax credits and tax incentives like this, the state does a fairly poor job of keeping track of them and monitoring their effectiveness,” says Sean O’Leary, analyst for the West Virginia Center on Budget and Policy (WVCBP), a group analyzing government fiscal issues. “We have no evaluation of whether they’re working, who is taking them, or what jobs are being created. Regarding The Greenbrier, we’re just rewarding what they were going to be doing anyway.” The Greenbrier announced plans for the medical facility in 2011 and building construction is scheduled to begin in July 2014, though Greenbrier owner Jim Justice says he would not have continued the projects without the tax credit. “At some point in time we all run out of money,” he says. “You can’t expect anyone to continue to invest on their own without someone behind them.” The WVCBP recently published a joint op-ed in The Charleston Gazette with Bill Maloney, a 2012 Republican candidate for governor. The op-ed challenges the state’s use of tax credits over workforce development as an incentive for business.

Focus May/June 2014

“Investing in a good workforce, education, infrastructure—these are the things that create jobs,” says Ted Boettner, executive director for the WVCBP. Boettner and Maloney call for a thorough review of the state’s tax policies, assigning one agency to oversee tax incentives for businesses, and more transparency over which businesses receive them. Their op-ed describes the credits and other incentives as lost revenue that would otherwise have been collected to fund other government programs. The projected gross cost of all active individual and business tax credits in the fiscal 2015 budget is $134.5 million, and $90.8 million of that goes to credits classed as economic development programs. The budget outlines a total of $217 million available for tax incentives. “This isn’t about a left-right, democrat-republican thing,” Maloney says. “We agree there needs to be more transparency. These tax credits cost the state a lot of money.”

Proponents The WVCBP has supported several tax credits, including the creation of a state earned income tax credit for low-income workers. “We judge tax cuts by their efficiency and impact,” Boettner says. “We are also not against economic development tax credits if they have a proven track record of producing good-paying jobs.” There are 24 active individual and business tax credit programs in state code. Among others, the code specifies five credits with benefits targeted to low-income families, an agricultural equipment credit for farmers, and a credit to hire disadvantaged military veterans, according to state Deputy Secretary of Revenue Mark Muchow. Proponents say there’s no money given away without substantial investments by the business. “Those credits created and approved by the Legislature are targeted to companies that can create real economic value for our communities,” says Catherine Zacchi, spokesperson for the West Virginia Department of Commerce. Those companies are often heavily recruited and can often locate anywhere, she says. But both sides agree not all credits are created equal. Some have requirements to report economic growth results, such as the number of jobs created or changes in local tax revenue. “Those types of requirements are not uniform in all of the areas in which tax credits are provided,” says House Speaker Tim Miley (D-Harrison). “Legislative staff is currently researching the tax credits in our laws, and I anticipate that subject will be examined this year.” Miley co-sponsored Project Launchpad, and while the program did not become law—Muchow says the bill imposed significant compliance costs on businesses for few actual benefits—Miley says he supports similar types of credits that are “narrow and measurable.” The West Virginia Development Office reviews and approves applications for Tourism Development Act credits. If approved, applicants are eligible for a sales tax credit of up to 25 percent of their capital investment in the project, collected over 10 to 15 years. In total Justice says he has spent more than $200 million on The Greenbrier’s projects and expects the medical facility to create 500 jobs or more. “It’s a little bit difficult to understand, but here’s the bottom line: No credits are given without massive amounts of money spent,” he says. Focus wvfocus.com

Grafton and Matewan are getting involved in our monumental campaign. Written by Shay Maunz | Photographed by Shay Maunz and Elizabeth Roth

ent spellman, executive director of the West Virginia Community Development Hub, is at the United Mine Workers Association headquarters in Matewan, speaking to a group of 75 people. He’s at the front of a room dotted with old photographs of coal miners, next to oversized notepads filled with importantsounding phrases: civic engagement, health and wellness, business development. “Here in West Virginia, we are really, really proud of our ability to survive all sorts of challenges and adversarial situations, whether it’s floods or declining population or the railroad closing or whatever it is. We are really proud of our ability to survive,” he says. “I’m going to challenge you to quit being proud of surviving. Start being proud of thriving.” He’s talking to community members who came out for Matewan’s first big Turn This Town Around meeting in April. He said the same thing a week later in Grafton, to more than 130 people assembled for a similar meeting at Grafton High School. Each time, the thought hung in the air for a few beats, heads nodding in the crowd, before he moved on. In January we announced a monumental campaign. The name: Turn This Town Around. The goal: work with community development experts, and state media outlets to revitalize two communities by rallying their people, businesses, and public officials in the name of a common goal. The idea is to help each town identify projects that will improve their communities, lead them to the tools they need to complete them—and document the whole process. At our company, New South Media, Inc., we believe the future of our state depends on being able to create sustainable and economically vibrant communities. And we think we can help. Our experts-in-residence are the team at the West Virginia Community Development Hub,

“

When something needs to get done, we all come together and figure out how to get it done. And then we do it.” chuck duckworth, Grafton

a statewide nonprofit that has been working on community development since 2008. Our media partner is West Virginia Public Broadcasting, which will help us tell this story in audio, video, and online. And we’re documenting it here in the magazine and on wvfocus.com.

The Process

It started with eight communities and a vote. In January more than 16,000 people weighed in to select our two towns from that pool of eight: Matewan, in Southern Mingo County, and Grafton, in central Taylor County. These two West Virginia towns are very different. Matewan’s history is in coal miner rebellions and feuding families, while Grafton is the birthplace of Mother’s Day. Grafton’s population is 10 times larger and it’s situated near an interstate, while a trip to Matewan means miles of winding mountain roads. But while their geographies, economies, and histories are as varied as those of any two random places, a common thread runs between them: Each town was once a beautiful, booming, bustling place,

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What’s Happening? Want to support our Turn This Town Around towns? Here are some upcoming community events that are worth a trip.

GRAFTon ➡ Mother’s Day Centennial Year It’s been 100 years since the official proclamation of Mother’s Day. The official celebration happened on Mother’s Day in early May, but special centennial displays are still up at Grafton’s Mother’s Day Shrine. 304.265.5549

Spirit of Grafton celebration and Memorial Day observation, May 24–25 Grafton is home to the longest-running Memorial Day observance in the country—they’ve held a parade every year since 1867. In recent years it’s grown to include everything from a car show and petting zoo to fireworks and historic walking tours. graftonwv.org

MATEWAN ➡ Matewan Massacre Play, May 17 This is a reenactment of the 1920 Matewan Massacre, a historic shootout between local coal miners and BaldwinFelts detectives brought in by coal companies to prevent union organization. There will be two reenactments on Main Street with locals performing, one at 11 a.m. and another at 3 p.m.

Hatfield McCoy Marathon, June 13–14 The full marathon starts in Williamson and takes participants on a 26.2-mile run through Mingo County and nearby Kentucky, through Matewan and past landmarks important to the historic feud. There’s also a half marathon and a 5K. hatfieldmccoymarathon.com

Hatfield McCoy Reunion Festival, June 20 through 22 It’s the 15th anniversary of this frolicking festival, the biggest event of the year in Matewan. It includes a slate of activities that pit descendants of the Hatfields against descendants of the McCoys: like a tug of war across the Tug River. There’s also a pork cookout, parade, community church service, and a country concert. 304.235.5240, hatfield-mccoyreunionfestival.com

Focus May/June 2014

and each has seen a decline over the last few decades. And each community is filled with people who want to return their town to what it once was—or at least get it back on track. “I want people to see Matewan the way I remember it looking when I was a kid here back in the ’70s and ’80s,” says Jeff Hatfield, a city council member who was born and raised in Matewan and moved home a few years ago after spending a decade away. “I want them to see a nice little clean town that they’d like to spend time in.” Gigi Collett, who’s on the Board of Trustees for Grafton’s Mother’s Day Shrine, says she wants Grafton to be as nice a place for her 1-year-old to grow up as it was when she was a kid. “I have a faith about this place,” she says. “I want to see it be more than it is, as much as I know it can be.” We’ve heard it over and over again in Grafton and Matewan: The people who live in these

“

I would really like to have more businesses in town—I’d like a little flower shop, and a bakery. I want it to look the way I remember it when I was growing up.” janet prater, Matewan

towns love them despite their vacant storefronts and litter-strewn streets—they see the good in their communities and the people there. And they see the potential for change. The first step was to get these people in rooms together and to get them talking. First came small informational sessions in March. There were some ground rules—no negativity, bring a solution when you bring a concern, be kind, not nice—but they were largely open forums. Those small meetings led to larger ones in April, and the entire communities were invited to participate: In Matewan the big town hall meeting brought in 75 people—that’s 15 percent of the total population. More than 130 people came out in Grafton. At each town hall, staffers from the Community Development Hub led community members through a series of activities to guide brainstorming. They were asked to come up with specific activities that could help their towns, instead of just thinking of

desired outcomes—a community garden is a more productive idea than suggesting we improve the town’s image. The Hub is looking for three types of projects: First is the “low hanging fruit,” or ideas that are financially feasible, can be completed within a year, and don’t face major opposition. From there we move up to “intermediate projects” that are a bit bolder and more difficult to execute, and then “bold transformational projects” that require a lot of time and community engagement. Some ideas were similar between the two towns—beautification projects proved popular; everyone wants to live somewhere clean—but others were town-specific. Matewan is intent on taking full advantage of its ties to the Hatfield and McCoy feud and its coal mining history, while Grafton’s residents want to figure out how to capitalize on its status as the birthplace of Mother’s Day.

More lodging options A trail system connecting Gilbert and Matewan

Here are some of Grafton’s top potential projects:

Reopen train depot for tourism train rides Expand Memorial Day festivities Add parking, shops, restaurants, and a year-round farmers’ market Community garden Clean storefronts Assisting the elderly and handicapped with cleaning up property Walking trails with gardens that can be adopted by civic groups Veterans’ memorial park Restore the Willard Hotel Open the Manos Theater

“

We need to get a lot of people involved. We all like to say stuff, but we don’t always like to act behind it.”

“

chad royce, Grafton

Before they left each meeting, community members used tokens representing volunteer hours—four per month per token—to indicate which projects they’d like to take on themselves. “Community development is not a spectator sport,” Spellman says. “You have to be involved.”

Here are some of Matewan’s top potential projects:

A souvenir shop that stays open all day Restore historic jail Build an amphitheater Open historical underground coal mine “Shop local” Saturdays After-school activities Open a “comedy barn” to increase nightlife Enhanced green spaces with benches and a running track A women’s club Develop recycling collection

There’s such a great opportunity for change here, so much potential for tourism, and we could really make it happen.” maria arnot, Matewan

What’s Next? A Happiness Index

From here, we have to winnow down those giant lists of projects into something more manageable. This is the point at which most talks get stalled: Everyone wants things to change and has ideas about how, but without some structure, it’s tough to funnel that energy into action. That’s where Grafton resident Alex Reneman comes in. “Just sitting around talking about more ideas, I saw that as low value,” Reneman says. “There seemed like there were a lot of good ideas, but it’s like if you go hiking, you can hike all day but you might not get anywhere, you might hike in circles. We needed some kind of compass to tell us what direction we’re headed in.” So Reneman came up with something he’s calling the “Tygart Happiness Index.” He borrowed the concept from the nation of Bhutan, a tiny nation in Southeast Asia that’s trying to measure and grow the country’s “Gross National Happiness” instead of its wealth. The idea behind Reneman’s index is to Focus wvfocus.com

put project ideas through a filter that helps gauge the projects’ impacts. It tries to objectify and formalize the process of choosing a community project to pursue—a process that is often rooted in subjectivity and threatens to spiral off into inaction. “I don’t know what we want to do here, I don’t know what that project looks like,” Reneman says. “But in my gut I’m thinking this thing is going to help us figure it out, help us do whatever it is we want to do.”

“

What’s my favorite thing about Matewan? It’s home.” fannie keith, Matewan

Widespread Inspiration Deb Hartshorn, a teacher at Wirt County High School, was reading our first article on Turn This Town Around when she had an idea. “Textbooks are stagnant, and they’re not relevant to communities and states,” she says. “I’m always looking for relevant content that is locally directed and that would help educate the kids about things happening in their state and in some ways inspire them to make changes and keep them here.” Hartshorn built a curriculum around our Turn This Town Around campaign, using it in some way in each of her seven classes— from word processing to accounting to office management. The centerpiece was the work done in her business and entrepreneurship classes, where students were charged with generating their own ideas to turn around their tiny town of Elizabeth in Wirt County. “The idea had to address either one of the negatives they noted about the town or be a way to accentuate one of the positive things about it,” Hartshorn says. “It had to be something that would make someone want to visit here, live here, or open a business.” After some tweaking and group discussion, the kids formed groups around the best ideas and started working on presentations to pitch them to the community. Meanwhile, Hartshorn assembled an audience. She announced a “Turn This Town Around Collaborative” at

Focus May/June 2014

Reneman proposed the Happiness Index in an online video (find it at wvfocus.com), and the reaction in the community was overwhelmingly positive. At the next round of community meetings in May, the Hub team will use Reneman’s index to narrow down the list. “We’re not going to be able to solve our youth drain this year, we’re not going to be able to solve our economic woes this year,” Reneman says. But he believes that as the quality of life begins to improve in a place, more resources filter in to improve life there even more. The trick is knowing where to start. “It’s about regaining pride in these communities,” he says. Each community will also continue some of the ongoing projects it’s initiated over the last few months, like community clean-up days. And the Hub is working to find an AmeriCorps Vista volunteer who will help maintain each community’s Turn This Town efforts over the course of a year. They’re looking for funding, too— but more on that later. There’s a saying Hub staffers use often, a platitude that tidily sums up the ethos behind the work they do. It starts with a question: When’s the best time to plant a tree? And then there’s the common sense answer: forty years ago. But when’s the second best time to plant a tree? Today.

the school and invited everyone she could think of, from Gayle Manchin, president of the state Board of Education, to House Speaker Tim Miley, to our publisher and editor, Nikki Bowman, to a handful of local business owners. The Wirt County Commission adjourned its meeting at a county building that morning and reconvened at the school so all three commissioners could be there. The mayor attended, as did an official from the county’s economic development authority. All those bigwigs assembled in a high school to hear from a bunch of 9th and 10th graders. “It was really incredible,” Hartshorn says. “The school is a center of a community. If the kids become engaged at the school that creates its own momentum.” That momentum has grown into a mountain of support from the larger community, too. The BrickStreet Center for Innovation and Entrepreneurship at WVU has awarded the class a $500 grant—Hartshorn plans to work with the County Commission to decide which project to use the money on. A local property owner says he’s interested in working with the kids to develop some of his land. And students have already started working on some of their smaller projects—an idea for sprucing up the landscaping around the school has morphed into a regular service project for Hartshorn’s classes. “When they started seeing the results of their hard work, they started taking ownership in their community, taking pride in it,” Hartshorn says. “And that made them want to work on it even more. It will be interesting to see what happens next.” She thinks her Turn This Town Around curriculum could even be used in schools around the state. “If it could work here in little Wirt County, I don’t see why it couldn’t work anywhere,” she says.

Silver Lining Three years in, the boomer retirement wave brings challenges we still havenâ&#x20AC;&#x2122;t prepared for. But a boom in seasoned humans also brings benefits.

Fogy

Written by

Pam Kasey photographed by

Elizabeth Roth

FoSSIL

geezer

silver-haired legislator

Biddy

George Moore of South Charleston retired 14 years ago, but his political career is just ramping up.

It says a lot about our society that many of our names for people 65 and better are disrespectful—geezers and biddies, dotards and fogys, fossils and old timers. For this story, we’ll mostly use “elders” for its resonance of life experience, wisdom, and gravitas.

How Big is This Wave?

hen George Moore took the podium in the state capitol’s House Chamber in October 2012, he could have seen before him a room full of old folks. It was, after all, a meeting of the Silver Haired Legislature, made up of seniors from across the state. What Moore saw, though, was a room full of experience. “Among the people sitting in that room, there were over 4,000 years of history,” he recalls. “That goes back past the pyramids. I told them, ‘If we can get ourselves organized right, we really should be of some value to the people of the state.’” A sage observation from a man who’s accumulated 78 years of history himself. West Virginia, we’ve been hearing for a decade and more, is staring down a senior tsunami. More than 500,000 of us will turn 65 between 2011 and 2030—a quantity that, like a tsunami, is incomprehensible. The nation’s baby boomer retirement wave started rolling in in 2011 and, even as it engulfs our ankles, we are not prepared. “This is real,” says Phil Schenk, director of the West Virginia Partnership for Elder Living, of the rising level of need. “We can no longer keep our heads in the sand. We have to do something.” But this tide also carries a gift that, in our dread, we risk overlooking: a larger population of seasoned humans than our society will enjoy again for many decades to come—veteran problem-solvers whose community and political engagement could be a grand moderating force. As the baby boomers begin retiring in earnest, a vast well of know-how will be freed up to volunteer, start new businesses, and mentor us all.

Focus May/June 2014

The boomer wave—the slug of babies born in the exuberant postWorld War II years of 1946 to 1964—is proportionally bigger in West Virginia than most anywhere. Have a look at West Virginia’s population charted by five-year age cohort. In 2010 West Virginia’s boomer wave bulges at ages 45 to 64—poised on the verge of retirement. By 2030 the bulge smooths out, according to March 2014 projections from West Virginia demographer Christiadi (he uses only one name). That 2010 bulge represents 540,000 boomers. Right now, three years into their upward push into the retirement part of the pyramid, nearly 500 people are turning 65 in West Virginia each week. How much is that? It’s like whole towns the size of Ghent, Lashmeet, and Valley Bend marching into retirement. As the crest of the wave rolls through 10 years from now, it’ll be the populations of larger towns like Paw Paw, Junior, and Masontown. This, week after week after week for 20 years. The charts give a visual sense of a key indicator, the “old age dependency ratio” or OADR: the number of people 65-plus relative to the number of people 20 to 64 helping them in their communities and paying taxes that finance senior services. A bottom-heavy chart represents few elders, at the narrow top, relying on many workers, in the wide lower part; a top-heavy chart has many elders relying on few workers. What are the numbers? In 2010 the state had 27 elders relying on every 100 working-age people—the U.S. had 22. By 2030 West Virginia’s OADR comes closer to 42; the U.S. projection is 37.

The Challenge

Three factors create a current and impending crisis, according to Schenk. His West Virginia Partnership for Elder Living (WVPEL) convenes groups from the various fields of aging to develop policy improvements. First among the three factors—that booming population of elders. It’s the wave turning 65, but Schenk says there’s more to it than that—and this may answer that question rising in the back of your mind: Why aren’t we ready for this? “What snuck up on us was, ‘Ooh, we’re keeping all these people alive,’” he explains. “And this is nationwide. Several decades ago, it wasn’t that common to hear that someone’s parents were in their 80s or 90s. Now that’s more normal.” The unanticipated over-85 boom is especially dependent on services. Second, the changing population of elders. “The folks at the senior centers tell you that the new 65-year-olds want travel activities, computers, and no bingo,” Schenk says. “Nursing homes are hiring chefs and setting up Wi-Fi routers.” The elaborate, decades-old network of agencies and organizations that helps elders in the deepest hollers in every county needs a serious update.

Third, an ill-timed stagnation in government funding for that elaborate network. Many of the senior service and care providers are county-level programs that receive federal and state dollars distributed by the state Bureau of Senior Services (BSS). They provide things like meals in homes and at senior centers, housekeeping, personal care, and transportation to doctors’ appointments and for grocery shopping, according to BSS Commissioner Robert Roswall—the difference for tens of thousands of elders between day-to-day life that’s enjoyable or overwhelming. BSS’s budget peaked in fiscal 2013 at about $90 million a year, but dropped a bit since, according to Brandon Merritt, health policy analyst at the West Virginia Center on Budget and Policy (WVCBP)— just as boomers edge into their late 60s. More worrisome is the changing composition of BSS funding. “State lottery funds used to make up about 75 percent of the budget,” Merritt says. “Now it’s about 50 percent lottery funds, with a lot of the rest being made up from general revenue,” he says. “These are obviously tight budget times, and general revenue dollars are the ones everyone fights over.”

Population Percent of West Virginia population in 5-year age cohorts, 2010 and 2030 West Virginia 2030

West Virginia 2010

85+ 80–84 75–79 70–74 65–69 60–64 55–59 50–54 45–49 40–44 35–39 30–34 25–29 20–24 15–19 10–14 5–9 0–4 0%

Percent of West Virginia and U.S. population in 5-year age cohorts, 2030 West Virginia 2030

United States 2030

85+ 80–84 75–79 70–74 65–69

Consider another funding red 60–64 flag. This goes back to that OADR. 55–59 If our senior services relied most 50–54 heavily on federal funding, the 45–49 relevant dependency ratio would 40–44 be the nation’s: 37 elders, in 2030, 35–39 to 100 working-age people. But 30–34 federal funds make up less than 25–29 20 percent of BSS’s budget. As BSS 20–24 relies increasingly on state general 15–19 revenue funding, derived mostly 10–14 from personal income tax revenues, 5–9 it’s the state dependency ratio that 0–4 applies: 42, in 2030, to 100 workingage people. Worse, our labor force 0% 1% participation rate—the share of those working-age people who are working or looking for work—is dismal. To recap: More old people, and more older-still people. A different kind of old people than our systems are set up to serve. And less, and less reliable, funding to serve them.

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Lifelong Learning linda jacknowitz, 67, has discovered through two classes she took in retirement that she likes to write poetry. She’s taken a course on the county-by-county outcome of the 2012 presidential election and a hands-on home repair class. “Even though I still might be afraid to fix my sink, now I can talk to a plumber,” she says. Opera, yoga, hydraulic fracturing, and Italian language are among the 58 offerings this semester at the Osher Lifelong Learning Institute operated by West Virginia University, along with trips to Cuba and London and a West Virginia Mine Wars course and tour. Nearly 500 members pay $100 a year to take as many classes as they like at OLLI. “This is definitely not your nursing home group of people,” says Executive Director Angela Faulkner-Van Deysen. “We have people who were in academia their whole life, coal miners who never got to go to college, homemakers who now have time, former CEOs of their own corporations.” Lifelong learning programs are a popular way for elders to gain practical skills, pursue interests, and stay lively and connected. Lifelong Learners of Pierpont, in Fairmont, has about 150 members who pay $60 a year to take any of dozens of classes offered in fall and spring semesters, according to President Peggy Edwards. The Lifelong Learning program at Shepherd University offers a wide range of courses, lectures, trips, and events. Jacknowitz thinks about the good an exploring mind does to keep her brain young. “By continuing to be open to new information and experiences I can only be doing good,” she says. “I can’t prove it, but it makes me feel good that I’m doing as much as I know how to do.”

Focus May/June 2014

Unhealthy Statistics

Baby boomers don’t smoke as much their parents. But that’s about the extent of the good health news, says Dana King, chairman of WVU’s Department of Family Medicine. A nationwide study he and colleagues published in 2013 found boomers have more diabetes, more high blood pressure, more high cholesterol, more obesity, and twice as much disability as their parents. “In the study, 6.9 percent versus 3.3 percent (of the previous generation at the same age) use a walkingassistance device,” King says. “This is people 46 to 64 years of age at the time of the study—you just don’t think of that in that age group. It’s more than twice as much as the previous generation.” Disability is highest in West Virginia: About 18 percent of working-age people, boomers and younger, were disabled in 2012, compared with 10 percent nationally. Elder finances are also pretty grim. Consider the U.S. Census Bureau’s “supplemental measure” of poverty, which takes into account rent or mortgage and regional costs of living and health care. Under the supplemental measure, 43 percent of elder West Virginians had incomes under 200 percent of the poverty threshold in 2009–11. That was $22,000 for a single senior and $27,000 for a couple, in 2011—modest at best for a homeowner, making ends meet if there’s still a mortgage to pay, according to a 2010 state-specific report from the Elder Economic Security Initiative. Due to our low cost of living and relatively affordable health care, that’s actually 12th lowest among states, with wealthier states faring far worse—Maryland, for example, at 48 percent, and California at 56 percent. Still, it’s 128,000 elder West Virginians already struggling financially, just as tight senior services funding is about to serve many more people. It has to be noted that the state’s intractable workforce problems combine with poor health and poverty like quicksand under the feet of our current and future elders. Our lowest-in-thenation labor force participation rate and educational attainment mean lowerpaying jobs, less tax revenues supporting senior programs, and less worker income directed to Social Security and personal retirement savings. And the flight of our young people increases the OADR.

Suppose We Change Nothing

At this question, Schenk picks his way through an exploratory and unpleasant train of thought. “It’s hard to get data on what was happening to elders before Medicare,” he says. When Medicare was established in 1965, nearly half of elders had no health insurance at all; many more had inadequate coverage. “Families took care of elders a lot more than they can these days—adult children have moved away to get jobs and that kind of thing.” A lot of good work is done, he emphasizes, both by the network of care and services and by volunteers, including billions of dollars’ worth of family caregiving. But, he says, “In the past, people didn’t get services they needed, and they died. People are dying now waiting to get on the Medicaid Aged and Disabled Waiver program”—the largest program providing home health services for frail elders, with a waiting list of 2,300 in April 2014. People are dying waiting for other services too, he says. It boils down to this: Better and more accessible medical care are keeping people alive longer, but we haven’t planned the follow-through. “Perhaps that’s the ultimate question,” Schenk says. “Can we afford in this country and this state to keep a large population of people alive through their 90s?” But the expense that implies is not lost on younger generations, and a recent spate of articles and books portends a backlash. Headlines rounded up in the April 2014 issue of AARP Bulletin included the phrase “parasitic baby boomers.” Bloomberg financial expert Neil Grossman, author of the 2013 e-book Generation W.T.F.: How millennials can stop the mushrooming costs of Social Security, Medicaid and Medicare, told a Forbes contributor millennials Phil Schenk, director of the West Virginia should “insist that seniors bear a Partnership for far larger part of the actual cost of Elder Living the benefits they receive.”

“ In the past,

people didn’t get services they needed, and they died. People are dying now waiting to get on the Medicaid Aged and Disabled Waiver program.”

Solutions, Anyone?

BSS Commissioner Roswall is already thinking along those lines. People seek BSS services more regularly around age 75, he says. That gives a little time—the boomer wave won’t hit BSS hard until about 2020, when the 75–79 age group goes from 144,000 to 170,000 in five years. When it does, it’s going to find the bureau’s services tightly focused. “We haven’t set priorities yet, but I think they’re going to be more on individuals’ conditions, not first-come, first-serve—so if there’s a waiting list for meals, we’ll target the person with the greatest need, not the first one to sign up,” Roswall says. “We’re also going to be cost-sharing. If people have some ability to contribute, Focus wvfocus.com

Best U.S. Cities for Successful Aging #13

Morgantown

#29

Wheeling

#64

Charleston

#102

Weirton-Steubenville

#119

Huntington-Ashland

#154

Parkersburg-Marietta-Vienna

#222

Hagerstown-Martinsburg

Milken Institute, July 2012

that helps us provide more services to more people.” King at WVU says people can always make healthier choices. “You might ask, ‘Is it too late at 60? At 65?’” he says. “Allow me to answer that question: It’s not too late. In fact, it’s hugely beneficial.” His 2007 study of nearly 16,000 baby boomers showed healthy choices make a difference at any age. “The ones who decided to follow the healthy habits of eating five fruits and vegetables a day, walking three or more times a week, stopping smoking, and maintaining a healthy weight were almost 40 percent less likely to have a heart attack or die in the next four years. It has an immediate effect,” he says. “If West Virginians would just have a banana in the morning and an apple for afternoon snack, eat some vegetables at supper and walk for 20 minutes afterward, it would revolutionize the state—we would go from the 49th state in health to number one. And it would have a tremendous impact on the quality of life of elderly West Virginians.” King urges medical students to consider geriatrics. “Ten years from now when you finish your training, you’ll be the most in demand.” Also on his wish list, a little state support that could go a long way. “Twenty-five of our 55 counties are short of primary care doctors right now—doctors’ offices are about to be bulging at the seams. But without a doctor to treat people for arthritis or high blood pressure or screen them for cancer, they put off care until a condition becomes more severe.” Just $1.5 million a year could create 15 additional family medicine residency slots in West Virginia, he says, raising from 45 to 60 the number of family physicians produced each year who could spot problems before they get serious. What about a comprehensive policy solution? Past recommendations have brought achievements, including the recent creation of a state-level certification for direct-care workers who provide care in elders’ homes—West Virginia is only the 16th state to have a state-run registry, Schenk says. But he feels the scope and scale of what’s coming calls for something less

Focus May/June 2014

piecemeal. “We have to look at the realities and decide how the system can be changed to meet the needs elders have today,” he says. The WVPEL is collaborating with AARP West Virginia on substantive recommendations for the 2015 legislative session. Schenk also thinks money and policy won’t fix everything—society may just have to bend to the need: elders paying more of their own way and trading abilities with others, and greater reliance on volunteers. He finds hope in the village movement— “basically, moderate-income elders who get services they need for lower prices by doing it cooperatively.” Kanawha Valley Village People and Shepherdstown Area Independent Living are examples. Addressing West Virginia’s workforce problems would also help. Higher educational attainment, higher labor force participation, and keeping and attracting younger workers would all ease the nearterm and long-term challenges.

The Boomer Windfall

The challenges of the boomer retirement wave have been much studied, if little solved yet. But the windfall—an uncounted tens of thousands of people arriving in their later lives healthy and active, with perspective that can only be gained through experience—goes underappreciated. George Moore, a member of the previous generation, is just one example of the resource we might tap into, and he sees the Silver Haired Legislature (SHL) as a great way to tap into it. Structured like the lawmaking Legislature it was created to augment, the SHL is made up of 34 senators and 100 delegates from across the state, with one big difference: many more years of life experience. Members are over 60. They’re also mostly native, women and men alike, and from all backgrounds—a truly Dr. Dana King, chairman, representative body. West Virginia University They are elected every Department of Family Medicine two years by their peers and held their 32nd annual session in October 2013 in Charleston. A South Charleston resident who retired from Walker Machinery 14 years ago and keeps five llamas, Moore was

“ If West

Virginians would just have a banana in the morning and an apple for afternoon snack, eat some vegetables at supper and walk for 20 minutes afterward, it would revolutionize the state.”

Encore entrepreneUrship “the general mindset of the younger population is that people my age are just out to pasture. We’re tired, or we should be retired,” says Liz Wright, who says she’s 60-plus and has recently earned an MBA degree at the University of Charleston. Wright was a business manager in the dental industry in an earlier phase of life. Now she offers consulting services for dental and medical offices that include anything from budgets to marketing to team development. By the time she’s earned the doctorate she’s working on now in executive leadership, she plans to train a successor in her business and begin teaching. “I would love to teach adults because it’s not the same as getting a degree when you’re 20. I think we learn differently,” she says. “Encore entrepreneurs” are the fastest-growing group of entrepreneurs in the United States, according to the U.S. Small Business Administration. A 2010 survey by the Kauffman Foundation found Americans ages 55 to 64 are starting new business ventures at a higher rate than any other age group. Wright plans to earn a living and pay taxes for a long time. “I always say I’m going to work until the day before I die and take that day off.”

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Volunteerism elders are a crucial part of the web that holds our society together. Just ask Terry Stone, who manages more than 400 elder volunteers in six counties in southern West Virginia. “Our volunteers put in 67,169 hours last year,” Stone says—most in senior service organizations and medical institutions; others in arts and community development. “At $22.14 an hour—that’s a national figure for what it would cost to replace volunteer services—that comes to almost $1.5 million in these six counties alone.” Elders hold a vast untapped wealth of knowledge and skills, Stone says. “Two retired nurses at one of our senior centers said, ‘Why don’t we take blood pressures while people come in for lunch? If we find problems, we can let people know.’ It was spontaneous, but became part of what they do at the senior center. Another senior center was planning a $25,000 remodeling job. I suggested they find out how many of their volunteers were still licensed electricians or plumbers—they reduced the project to the cost of paint.” Stone sees more volunteer enthusiasm to come. “The baby boomers are very energized on issues and what’s going on in their neighborhoods,” he says. He also expects changes. “They’re instant gratification people so you’re going to see them jump in and jump out,” he predicts. “There will be people who fall in love with a program and stick with it, but a lot will be more into ‘Let’s do something right now’ rather than committing.” And there’s no limit to what the coming wave of computer-literate retirees will be able to do from their homes, he says.

not politically active as a younger man. But he was so active in his first term on the SHL, in 2010–12, he was elected House speaker in 2012. He grounds his efforts in the two reasons the SHL was originally established: one, for seniors to learn about and become involved in government; the other, to identify problems of West Virginians—“not just seniors, but everybody,” he emphasizes— and provide reasonable, feasible solutions. The group generates position papers on issues its members agree to address. The SHL’s role in shaping state policy has in the past been limited mostly to senior issues, although its positions on stricter penalties for driving under the influence, greater electioneering distance from polling places, and some other broad matters have had influence. But Moore has a higher vision for the SHL and has worked to apply its members’ perspectives to complex issues. “In this country, we have an opt-in way of signing up to be an organ donor,” he says of an issue considered in the last session.

Focus May/June 2014

“ You know, when you’ve lived a

“About 90 percent of people say they would be organ donors, but only a third have signed up—yet 120,000 people are waiting for organs and something like 18 a day die for lack of them. In Austria they changed to opt-out and more than 99 percent are donors. Why shouldn’t we change the law here? It just made sense to us.” On considering the prison overcrowding that caused the state in 2013 to dictate shorter sentences, the SHL saw a different solution. Legalize marijuana, the members said. Taxed at 6 percent, it would bring in an estimated $30 million a year—taxed like tobacco, significantly more. And eliminating Speaker of the House Tim Miley the policing would save another $40 million a year. “If you legalize it, regulate it, and apply the money to rehab and that kind of thing, you begin closer relationship with the SHL. “I think there is tremendous to solve about three problems,” Moore says. opportunity that we as a group are failing to take full advantage “It’s amazing to me that the Silver Haired Legislature of.” It’s an observation we might apply to the state and its elder embraced legalizing marijuana as one of its positions,” population as a whole. says House Speaker Tim Miley, Moore’s counterpart in the Moore, at 78, is just getting started in his political career. lawmaking Legislature. The state Legislature would likely not While continuing to promote the SHL, he’s now its immediate support it, he observes, noting that one might expect the older past speaker—he was so energized by his experience that he generation to be more conservative on that issue. “You know, resigned to throw his hat in the ring as a lawmaking delegate for when you’ve lived a long time, you’ve been exposed to a lot the 36th District. “Primarily it’s to raise some questions where of different circumstances and with each one you realize that I’m not getting answers I’m happy with,” he says. “Maybe some the sun came up the next day and the world kept turning,” he of my ideas will rub off on some of the younger folks.” reflects. Miley believes the Legislature could benefit from a

long time, you’ve been exposed to a lot of different circumstances and with each one you realize that the sun came up the next day and the world kept turning.”

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Will Millennials Save The State? West Virginia’s young people are fleeing the state. How do we get them to return? written by

Katie Griffith

s a teenager, all I wanted was FIG.1 to get out of the state to get better opportunities and different attitudes. I felt like there was nothing I could do to help my home, and I couldn’t find the kind of jobs I wanted,” says Amanda Wenisch, 28, a Mercer County native. A year after graduating college, she moved to Blacksburg, Virginia—just an hour away from the rural community outside of Athens where 27% of the Wenisch grew up but, as one of Virginia’s fastest adult population in growing municipal areas, worlds apart. the U.S. is currently Wenisch’s story echoes that of many young made up of MillenNials

Focus May/June 2014

West Virginians. The state’s 20-somethings are hefting their tote bags and slamming their car trunks to make a beeline for the highways on their way out of state. They’re not just leaving for college. Our techsavvy, bold, impatient, and energetic children are all grown up and many are not coming back. As towns across the state shutter windows on businesses and flip the “open” sign to “closed” for the last time, residents are left facing a dwindling economy and a growing concern for the future. Our population is shrinking, and with it our economy and federal representation. The younger generation, those college-bound and 30-somethings, were supposed to steer the state into the future, but will they?

Who are they? Millennials like Wenisch were born between the early 1980s and late 1990s. National headlines either love them or hate them. Millennials grew up on the Internet, they can’t stop texting, they’re often called lazy, and they are to blame for the “selfie” photo phenomenon taking social media by storm. According to the Pew Research Center, more than 80 percent of millennials use social networking sites. Around 30 percent are unaffiliated with a religion. They are the most liberal of the four generations living today. One third of millennials were raised with only one parent, but most rank being a good parent or having a successful marriage higher on their life priority list than becoming famous or having a high-paying career. Millennials are also civic-oriented, creative, accepting of social differences, and facing more economic hardship than the Gen Xers and baby boomers who came before them. The 2009 recession and high student debt have forced thousands of older millennials back to the parental nest after college, nicknaming the group the “boomerang generation.” But despite economic hardships they remain optimistic about the country’s future on a whole.

WHy are they going?

“Central to West Virginia’s brain drain problem is a lack of economic diversification in the state. A lot of high school graduates feel like they can’t pursue their careers of choice in West Virginia,” says Tighe Bullock, 25, a West Virginia University law student. Brain drain is the phenomenon when an educated population leaves a place in droves to start life somewhere else. After high school Bullock left West Virginia to go to college in Vermont, but education costs and the PROMISE scholarship brought him home. He graduated in 2011 with degrees in business management and accounting from WVU. He is now a city councilman in his hometown of Thurmond and founded Bullock Properties to renovate dilapidated buildings in Charleston. He is also running for the state House of Delegates in the 32nd District. Bullock says the time he spent away made him see the opportunities available in state, but, for the most part, young people still believe their career paths are

“Too many people can’t find work that doesn’t require a 45+ minute commute. That shouldn’t be the case. Of course someone will go look elsewhere for work when they spend three hours a day behind the wheel watching gas prices increase.”

limited in West Virginia. Sixty percent of the 500-plus respondents to our millennials survey on wvfocus.com said young people are leaving because of jobs, and another 10 percent said jobs were a primary reason young people leave. Estimates show more than 60 percent of West Virginians who graduate from college in West Virginia work in the state after graduation. But according to the WVU Bureau of Business and Economic Research, the more academically accomplished the student, the more likely he or she is to leave the state. “Leaving West Virginia was really my only option if I wanted to do what I had been planning to do my entire life,” says Dustin Durham, a 2008 graduate of Riverside High School in Kanawha County. “I’ve wanted to be an architect since I was 5.” Durham, 23, is pursuing an architecture degree at the University of Tennessee. West Virginia doesn’t have any accredited architecture degree programs, though several colleges are working to develop them. Durham plans to stay in Knoxville after graduating, for both career and lifestyle reasons. “I want to live in the heart of the city, in the middle of the action, and I’d like to walk or bike everywhere if possible because I know it’s better for my wallet, my waistline, and the environment,” he says. “In West Virginia, where are my housing options?” survey respondent Lifestyle and job creation are inextricably tied, and West Virginia is spiraling. “A lot of people are leaving the state for a lifestyle we can’t offer in West Virginia. A lot of people are leaving for work opportunities. It’s a double-edged sword,” says Elizabeth Sudduth, 34, co-chair of Generation West Virginia, a statewide network of organizations promoting young talent and interests. If the jobs aren’t available, you can’t develop the lifestyle, and we don’t have the lifestyle to have those jobs available, Sudduth argues. So why don’t millennials just stay and change things for themselves? “Knoxville is a city that has adults who are open to the ideas of change, and a city government that tries to make the city grow and increase the quality of life. When I think of

FIG.2

MillenNials: Who Are They?

Millennials are members of the generation following Generation X. They are currently aged 33 and under.

1900

2000

Greatest Generation Born 1901–1927

Silent Generation Born 1928–1945

Baby Boomers Born 1946–1964

Generation X Born 1965–1980

Millennials Born 1981– Focus wvfocus.com

MillenNials in WV: Where are they now?

The most urban and most economically successful regions of West Virginia also have higher numbers of educated young people, according to research conducted by the WVU Bureau of Business and Economic Research (BBER). Berkeley and Jefferson counties, along with Monongalia County, were the three fastestgrowing counties in the state from 2010 to 2012. The Morgantown metro-area in Monongalia County saw the largest employment growth in the state in the last decade and saw some of the largest growth in per capita income. “We have to leverage the regions of the state that are strong. The north central region of the state is growing very rapidly,” says John Deskins, director of the WVU BBER. “Monongalia County is doing very well on a whole bunch of dimensions. Morgantown looks strong, so there’s a good potential there to attract more businesses.” State highways and interstates allow swaths of movement between Monongalia County and the Eastern Panhandle to places like Washington, D.C., Maryland, northern Virginia, extending to Pittsburgh and New York City. People can cross state lines to accommodate jobs and lifestyle preferences. The proximity to metropolitan areas, or at least the ease in getting to them, promotes an influx of cultural activities. It makes recreation and connectivity easier with the outside world—all of which are things younger generations prioritize. According to 2010 Census data, Morgantown’s median age is 22.6 years, nearly 20 years younger than the median age of the state as a whole. Graduates of West Virginia public higher education were concentrated in Kanawha, Monongalia, and Cabell counties, with 39 percent of graduates in 2012. Of respondents to our survey, 61 percent still live in West Virginia, with the highest concentrations in Monongalia County at 27 percent and Kanawha County at 18 percent. Cabell County followed at 9 percent.

Focus May/June 2014

“I think West Virginia supports the education of youth through scholarships and good schools at the college level, but I felt like there weren’t many job opportunities once I got my degree.”

the leadership back home, I think of the opposite,” Durham says. Younger people see the state as stuck in the 1960s, leadership as a boys’ club, and people in powerful positions who aren’t ready to let go. “Their experiences are that older generations shut them out, and they give up—no one has helped them identify what role they can play, now or in the future,” says Lindsay Emery, an Ohio transplant making a name for herself in the WVU Office of Research & Economic Development. After graduating from Morgantown’s University High School in 2006, she left for Duke University. Her current role grew out of a chance opportunity and mentor support. After graduation she was out of work and, like many in her generation, she moved survey respondent back in with her parents. Emery took a few odd jobs before landing a temporary position at WVU. “I never would have guessed I would be in this space, and I owe it all to a few select individuals who supported me, challenged me, and gave me remarkable opportunities to grow personally and professionally,” she says. “I consider myself very lucky. I doubt many people my age have such a strong support system.” An overwhelming 77 percent of respondents to our survey say they feel West Virginia does not support the education and employment of its youth. They reported not feeling adequately prepared in schools, though many had good things to say about West Virginia’s methods of promoting higher education through programs like the PROMISE scholarship—which also helps students stay debt-free. Jobs were another matter. “I think West Virginia supports the education of youth through scholarships and good schools at the college level, but I felt like there weren’t many job opportunities once I got my degree. There seemed to be more jobs available to ‘unskilled’ workers than those with specific degrees,” one respondent says. Respondents also mentioned seeing a boys’ club atmosphere in West Virginia leadership and politics. “They’re all stuck in the Mad Men era,” Durham says. “I’m not.” Paul Daugherty, co-founder of Generation West Virginia, noticed it, too. Ten years ago his hometown of Parkersburg was doing little to encourage the involvement and retention of young people in the community, and they were leaving as a result. “The connectivity of a 20- or 30-something was fleeting because the community wasn’t engaging that populace in leadership roles, employment opportunities, or network and civic engagement,” Daugherty says. “If someone isn’t connecting with the fabric of our community within a year or two, they’re moving to where they are welcomed.” Usually they’re not moving within state lines, either. They’re moving to Columbus, Washington, D.C., Pittsburgh, or Charlotte, Daugherty says. Data from the 2000 and 2010 national census shows a 3 percent drop in population of people aged 18 to 34 statewide, which amounts to 11,800 people. This is partially due to aging, but it’s also because of out-migration. There was an even bigger decrease in 35- to 44-yearolds, people in the prime of their careers, at a 12.8 percent drop.

elizabeth roth

FIG.3

FIG.4

MillenNials Survey Results

We asked more than 500 millennials on wvfocus.com to tell us a little about themselves.

Political Affiliation Democrat: 55% Republican: 13% Neither: 32%

Who Is Coming Back?

This challenge is something Generation West Virginia has tried to fight head on. The group began in 2006 as an umbrella for separate youth talent organizations in Parkersburg, Huntington, Morgantown, Charleston, Martinsburg, and Wheeling. These organizations advocate for the interests and civic and employment opportunities for young people in the state, who Daugherty sees as West Virginia’s greatest hope. In addition to his work with Generation West Virginia, he is also a cofounder of Young Emerging Leaders of the Mid-Ohio Valley and several nonprofits, and he was instrumental in the founding of the Governor’s Council on Young Talent during Governor Joe Manchin’s tenure. At 35, Daugherty is president of Philanthropy West Virginia, an organization promoting philanthropy statewide. “This has an economic impact, this has a social impact, this has a civic impact, this has a way of life impact, and if people keep leaving the state, we’re not going to be able to operate and have vibrant communities,” he says. In southern West Virginia, Princeton was a dying town with a prostitution problem until young people became interested in regrowth, says Robert Farley, director of the Princeton Chamber of Commerce. Located in Mercer County, Princeton boomed during the turn of the 20th century with the construction of the Virginian Railway carrying coal to the Virginia coast. The town became a division headquarters of the railway, but by the late 1900s, as the coal seams dried up and railway consolidation eliminated jobs, the town was all but devastated. Many of the town’s shops affiliated with the railway were demolished by the 2000s. “It got so run down. Lewisburg started upkeep years ago and didn’t let their downtown get to a point that it was trashy and looked bad,” Farley says. “Our community didn’t do that and it got worse and worse until the people who lived here all their lives didn’t even want to go downtown.” Kids who grew up in Princeton during its down years headed straight for the state line after graduating.

Respondent Age Breakdown Age 18-22: 11% Age 23-27: 38% Age 28-32: 27% Age 33 + : 25%

More than half are $10,000 or more in debt from student loans. 60% still live in West Virginia, with the highest concentration living in Monongalia County.

“When I was growing up, I knew I needed to leave. I was very creative and what I was seeking wasn’t in Princeton,” Lori McKinney says of her hometown. “But what I learned in the outside world showed me what my hometown has and the opportunity that exists to create something here.” At 35, McKinney is leading revitalization efforts in downtown Princeton, backed by a growing creative community, a cooperative government partnership, and the West Virginia Community Development Hub, which provides resources and assistance in the growth. After high school McKinney left West Virginia for college and to travel, but she returned in 2004 and began a grassroots effort to clean up Princeton. She is the founder and director of RiffRaff, a local arts and theater collective. Since she returned and under the direction of the Princeton Renaissance Project, the town has been transformed. Among other projects, Princeton has remodeled its old post office to become a public library, built a railroad museum, brought a handful of new businesses to an improved downtown area, and launched a community mural project that continues to expand. The town installed new lighting and streetscaping, and a community garden was in the works in early spring. A volunteer spirit is prevalent. People are moving back—even young ones. “I’ve been following the Princeton Renaissance Project online, and it has both my husband and myself excited to return and get involved,” Wenisch says. “I just love the idea of a vibrant downtown. I would not be as excited to return if things like this weren’t going on.” When Wenisch left she says she thought Blacksburg would be perfect for her career and lifestyle. “I was working for a government consulting firm that did project management and IT solutions for federal agencies. I really liked that I was able to get that kind of experience while still in a small, rural area,” she says. But Blacksburg isn’t Washington, and the longer Wenisch was gone the more she realized that, to further her career, she would have to go more urban. “None of these options were appealing to me. I also never felt comfortable in Blacksburg. It’s a lovely place, but it was never my home,” she says. “As I entered my later 20s, I realized I wanted to be part of a community I loved.” Focus wvfocus.com

Wenisch and her husband are in the process of selling their home in Virginia to move back to Mercer County. Thanks to technology, both can have a freelance career in their computer-based fields just about anywhere. Wenisch says she’s in the starting phases of launching a web-presence and marketing consulting company with a colleague. “Princeton has so many exciting grassroots initiatives right now. Volunteers are working to revitalize the downtown, lori mckinney, and I know so many people princeton who left for school or jobs, and we’re all slowly returning,” she says. “The coming decades are so important for West Virginia as industries change and generations shift. There’s only one reason we can’t adapt to that changing world, and that is if there are no people around to help that evolution. The least I can do is try.” Princeton’s revitalization story is a bullet point in a list of other projects around the state. Main Street programs across West Virginia are putting forth an effort to economically and socially revitalize formerly bustling, now abandoned downtowns, and young people help run many of them. Growing up in these dying neighborhoods has attracted millennials to economic revitalization jobs and coming home. “Being born in Logan County and seeing the deteriorating economy is actually what inspired me to pursue a degree in community development,” says Stephanie Johnson. Twenty-seven years old, Johnson is the director of Charleston’s West Side Main Street revitalization program. “I went to grad school at Clark University in Massachusetts with the intention of returning to make this a place where millennials and other generations want to live,” she says. Using grants and donations from fundraisers, West Side Main Street works to improve the aesthetics of vacant properties on the west side of Charleston and with developers to reintroduce those properties to the community. “I love to see that Charleston is putting some of the future of the city and the state into the hands of people my age,” Johnson says.

“what I learned in the outside world showed me what my hometown has and the opportunity that exists to create something here.”

Will Millennials save WV?

“We need to take ownership of the good, the bad, and the ugly, and step up. Leadership is not a title. It’s what we do,” Daugherty says. “Now is the time for 20- and 30-somethings to make current middle school, high school, and college students aware that you can create a business, you can find a career, and you can make a great quality of life here in West Virginia. It is going to require some hard work.” West Virginia’s economy has faced countless booms and busts due to the state’s dependency on natural resource extraction. It’s traumatic to an economy, and generations of parents have encouraged their kids to leave to escape it. “Joblessness in

Focus May/June 2014

parts of West Virginia is because of the reduction in coal mining. When these jobs leave, a vicious cycle may ensue,” says John Deskins, director of the WVU Bureau of Business and Economic Research. Disability, disaffected youth, drugs, teen pregnancies, and all of the problems that come along with joblessness are making the cycle worse. “We’re talking about human capital altogether, and human capital is education but it’s also health,” Deskins says. “If you have some shock that causes jobs to leave, people may fall into unemployment and drug abuse.” Only 33 percent of fifth- through 12th-graders are successready, according to a national Gallup State of American Schools report. The remaining two-thirds of students aren’t hopeful, aren’t engaged, and aren’t thriving—all of which are important characteristics of successful students. West Virginia’s students consistently score among the lowest in the nation. Of people aged 25 and older in the nation, 28.5 percent hold a bachelor’s degree or higher. In West Virginia that number is 18 percent. “That’s a big difference,” Deskins says. “If our college attainment rate is a third lower than the national rate, a business may be less inclined to come here.” The best thing to do is make the business foundation fertile as soon as possible. In the rush for mineral wealth, boomtowns are more likely to forgo the development of a strong economic base. Areas of the state that didn’t have a traditional focus in mineral extraction tend to be doing better economically. “It’s about diversification,” Daugherty says. “Coal is going to be a part of our future, and gas and natural resource extraction is going to be a part of it. But it’s transitioning ourselves to seeing there are other opportunities out there. You don’t put all your eggs in one basket.” Of the young people who responded to our poll, hundreds would like to see more emphasis on other industries, including tourism, health care, and technology, but they are discouraged by attitudes about the state’s traditional industries. “I am not someone who thinks all coal plants should cease operations right now,” Durham says. “But the fact that people back home are unwilling to have a meaningful conversation about what comes next is not only disheartening, it’s honestly frightening.” Durham hopes to return to West Virginia some day, but now he says the environment isn’t one where he can thrive. Young people say they want to see the state open up and be more progressive at addressing these issues. “Without a strong working class, West Virginia will not generate the growth needed to sustain our economy,” Bullock says. “The state needs to promote education, attract businesses, and revitalize our downtown areas to be more attractive to businesses and youth looking to make their home in the Mountain State.” From wages to education, West Virginia’s neighboring states are more competitive and are drawing talent away from our borders. Embracing risk, encouraging philanthropy, and making room for young people to step up are vital to making them stay. “When you look at communities who have had transformation, it’s been private, it’s been public, it’s been corporate, it’s been community and individual philanthropists investing. We can’t be complainers, but rather doers who create the change that we want to see,” Daugherty says. “We’re not going to recruit every young person to come back here or stay here, but there is a group we can go after. They want to be leaders and they don’t want to wait until their 50s or 60s. They want to do it now.”

Social Media

Pitfalls

We show you how to best utilize LinkedIn to benefit your business.

Going solo isn’t always rosy. Here’s what you need to know. pg. 72

pg. 71

Presentation Pointers Arrive Early— Really, Really Early Careful preparation will ease your anxiety and help prevent any embarrassing glitches or mishaps. Come early, scope out the room, run through your slideshow, and get some practice in before your audience arrives.

Tell a Story Every good presentation has a clear beginning, middle, and end. The first part of your presentation should present the issue or problem that will be discussed, the middle should present your solution or key findings, and the end should wrap it up. But beware of reciting dry facts without any humor or personality—like a good story, your presentation should be entertaining as well as informative.

Less is More Flashy images, quirky transitions, and wordy explanations—these features aren’t only unnecessary but can turn your viewers off. Use straightforward images and keep your speech short and succinct. If you must go longer, give your audience a rest—tell a fun (but pertinent) story, give a demo, or show a quick video clip.

istock

Branding is Key Use the fonts, color palettes, and logos that appear on your website, products, or company literature. In other words, treat your presentation the way you would anything else that comes out of your business.

Follow these simple tips for presentation perfection!

Don’t let this happen to you!

Speak Up and Look Out More than anything, you want to exude confidence and authority, both of which are impossible to achieve if you’re mumbling while staring down at a handful of index cards. So toss those cards, stand up straight, speak as clearly as you can, and look out at your audience.

Don’t Plan Gestures Any gestures you use should be natural, spontaneous, and in keeping with your message. Planned gestures look false and insincere. Remember, this is a presentation, not The Price is Right.

Put Yourself in the Audience Consider your message from the audience’s perspective. What portions are hard to understand, boring, or might appear to veer off course? By looking critically at your narrative you will make the payoff larger for everyone involved.

Practice Makes Perfect The best presenters never read from a script, glance at notes, or fail to align their words with their slide presentations. They practice their speeches over and over again, so the words come naturally, the flow of slides is seamless, and their ideas sell.

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Lessons Learned

ARTHURDALE HERITAGE I

Timeline

t takes a village to raise a child. It takes a village to keep a village from crumbling into dust, too. Running a nonprofit is never easy, but when it’s a historical nonprofit with a little-known mission, it can be daunting. Arthurdale Heritage, Inc. (AHI), a nonprofit dedicated to the preservation of a New Deal community in West Virginia has braved the odds to become one of the longest lasting nonprofits in the state. But success hasn’t been easy. “This isn’t Colonial Williamsburg with a well recognized name,” says Deb Miller, an Arthurdale volunteer and former board member. “This is a quiet community on a quiet road in Preston County. It’s always a struggle.” Every corner of the U.S. felt the blow of the 1930 stock crash and the Great Depression, but few places were quite as hard hit as the coalfields of West Virginia. On a visit to Scotts Run, a former coal district in the North Central region of the state,

1933

Arthurdale is founded. Families chosen to live in the community are assigned prefab houses and land for subsistence farming and left to govern themselves.

Focus May/June 2014

First Lady Eleanor Roosevelt saw mining families out of work and living in squalor. She returned to Washington and encouraged President Franklin Delano Roosevelt to pass the Subsistence Homestead Act. It, and the New Deal communities that followed, started a program intending to help impoverished rural workers become communally self-sufficient. Arthurdale, an unincorporated community in Preston County, became the first of 99 New Deal communities and a pet project for Eleanor. In 1934 the government purchased land from local farmer Richard Arthur and began building a homestead community. At its peak, the community had nearly 200 homes and buildings on 1,200 acres. Eleanor insisted on wiring the buildings for electricity and indoor plumbing, a luxury at the time. Families chosen to live in the community were given housing and land to grow subsistence crops, but they also paid rent. “Many people viewed this as communism, but Eleanor Roosevelt

1941

Arthurdale is defunded and resold to private ownership. The buildings begin to fall into disrepair.

1985

The 50th anniversary of Arthurdale inspires the formation of Arthurdale Heritage, Inc. as a nonprofit.

1986

Arthurdale Heritage receives its first grant and begins acquiring historic property buildings.

1987

The nonprofit’s first capital campaign raises more than $30,000 through small fundraisers and donations. The donor club exceeds 150 members.

courtesy of arthurdale heritage, Inc.

An organization dedicated to preserving a New Deal community is one of the state’s longest lasting nonprofits.

viewed it as an extension of her earlier work helping people get back on their feet,” Miller says. During World War II, funding for communities like Arthurdale dwindled until the government sold the land back to private ownership in the 1940s. Buildings eventually deteriorated. “In 1984 the Arthurdale Women’s Club decided to have a homecoming for the 50th anniversary. That year made everyone realize what a shame it was to let these buildings go,” Miller says. A group interested in saving Arthurdale formed a nonprofit to begin restoring the community. “Work since has been to bring the buildings back to life and provide tours and educational programs for everyone about why there was an Arthurdale to begin with,” Miller says. “The work involves a lot of people, a lot of time, many spaghetti dinners, and many property acquisitions.” Today AHI is just under 30 years old. Of the 99 original communities, only a handful are seriously trying to preserve their history, and Arthurdale is one of the most active. Guided tours are offered to anyone who walks through the door. The New Deal Festival, part fundraiser and part historic event, takes place every July. There are two heroes in the Arthurdale story. The first is Eleanor, whose dogged dedication to the community is legendary. The second is Glenna Williams, an activist who pushed, shoved, and hauled AHI to success. “She was a go-getter, a doer, a brilliant-minded lady, and the daughter of an original homesteader,” says Marilee Hall, volunteer and past AHI president.

written by

KATIE GRIFFITH

photographed by

nikki bowman

Words of Wisdom: “In evaluating whether an organization is going to maintain its momentum, you have to look at who’s behind it. If it’s a small number it will lose its momentum. I have heard of nonprofits closing up shop because it was a good idea, but not a widespread interest.” Deb Miller “She knew how to mobilize, how to get people moving, how to connect.” Williams was instrumental in forming Arthurdale’s board and used a little savoir-faire to make sure it had the right people—folks with a dedication to the history and healthy wallets to pay the bills when money was tight. The board was made up of descendants who had a personal stake in Arthurdale, as well as doctors, bankers, and librarians. In 1986 Williams and AHI began campaigning for funds. Their first grant was privately funded at $2,000. Since then grants have totaled nearly $2 million. Volunteers held ice cream socials, car washes, auctions, and dinners to raise awareness and money to buy and restore buildings. “They took out mortgages. They spent their own money and time to clean everything up,” says Jeanne Goodman, executive director of AHI. In 1988 the nonprofit celebrated its first full ownership of an Arthurdale building with an event to burn the bank mortgage papers. Aptly called a mortgage burning, the celebration was common through the 20th

1991

Arthurdale Heritage has its final mortgage burning for the Blake property. The nonprofit is officially debt-free.

century. AHI now encompasses about 20 acres of land and nine buildings. To maintain interest, volunteers look for new ways to get people involved, from craft shows to tours and the annual New Deal Festival run by a junior board to keep young people engaged. Goodman says the organization is in talks with a developer to turn a school building into historic apartments. Now the focus is on growing an endowment to keep the lights on in winter. Volunteers come and go. Burnout is inevitable, and organizations need to be on the constant lookout for new faces and fresh energy, Hall says. Having an endowment ensures a nonprofit’s bills are paid and volunteers have a cause to devote themselves to. “We’ve grown so large, and we need so much money just to keep our lights on,” Hall says. “Our volunteer time will mean nothing unless Arthurdale keeps going. If there’s a salary for someone to keep things going and maintenance to keep things up, Arthurdale will be there forever.”

2008

The New Deal Festival celebrates its 10th anniversary.

2010

Arthurdale Heritage celebrates its 25th anniversary as a nonprofit organization. Endowment approaches $100,000.

“Burnout—you really have to expect it. There is a time when people will say, ‘I’ve done this nine years, 14 years, let someone else do it.’ You always need to be looking for the next group.” Deb Miller “Put people around you who you trust. Arthurdale has gotten a good name over the years, and some want to be a board member just for resumes or to look good while running for office. That’s something you need to be careful about. They use you to better themselves, instead of using their talents to better your organization.” Marilee Hall “It’s good to share information and talk to other people who run nonprofits. You can’t think of everything, and everyone has different experiences. Never start from scratch. See what other people have done.” Jeanne Goodman “Work with innovative ideas. You can’t simply work with the same ideas over and over.” Deb Miller newdealfestival.org

Focus wvfocus.com

10 Things

written by

Alexis Kessel

Bob’s Market and Greenhouses has locations in West Virginia, Ohio, and even Georgia.

Don’t borrow more money than needed for a particular

Don’t allow customers to dictate a price for products

project or expansion.

that would result in too small of a profit, even it’s a very large customer.

Do not buy raw materials and import products of lesser quality based on price instead of higher-grade materials that will result in better quality for the finished product.

It is imperative that we have

Employees are one of the most important assets we

Purchasing automated equipment that will save

Bobby says, “‘Pay attention to

the best financial and accounting records as well as production and sales records to determine if we’re profitable or working on a loss.

We’ve Learned

Two of the owners of Bob’s Market and Greenhouses share tips from their many years of experience in growing a small business.

n 1970 Robert Barnitz and his wife, Corena, began selling fresh produce at a roadside market stand. They grew the vegetables in two small greenhouses in their backyard. Since those humble beginnings, Bob’s Market and Greenhouses, Inc. has grown in size and in profits, shipping to companies throughout the eastern United States. Bob’s has expanded its retail presence from the original store in Mason County with a store in Parkersburg as well as stores in Gallipolis and Belpre, Ohio, and in 2005 it opened a market in Atlanta. But the company has always been a family affair—Barnitz and his five sons continue to manage the business throughout its many successes. Son Bobby Barnitz, president of Bob’s Market and Greenhouses, recently shared 10 things they have learned in developing their nursery franchise. bobsmarket.com

Focus May/June 2014

thousands of hours of manual labor is very cost effective, regardless of the high cost of equipment.

the details’ is my dad’s mantra that we have used in all facets of our business.”

Build trust with your customers and they will help sell your products by telling others.

Be ethical. It’s a simple

statement, but doing what you say gains respect, trust, and loyalty with your customers.

Know your costs so you do not undervalue your products.

katie hanlon

10 Things

can have. They must be treated with the same respect as we expect to get from them. That includes bonuses and periodic raises to those who earn it.

Social Media

Linking In Free, targeted access to marketing, potential clients, and talent for hire—small businesses can get more on LinkedIn.

Personal Branding Easy: Add a photo to your profile. Customize your LinkedIn URL—in “Edit Profile,” click “Edit” under your photo. Ask clients and colleagues to endorse or recommend you. Step it up: Describe your professional journey in the summary area. Add links to current and past work. Bonus: Establish your expertise—share news and your perspective on it.

Company Marketing Easy: Create a company page—in “Interests” on your personal page, choose “Companies.” Add a logo, description, and products and services. Link to your website and social platforms. Step it up: Ask employees to add their positions to their profiles—this makes them “followers” of your page. Integrate your page into emails. Embed a “follow” button on your website. Bonus: Engage followers by posting frequently and joining in conversations.

Sales Easy: Use LinkedIn’s search tools to find account decision makers. Try filters like “location” and “industry.” Save your search to get notifications of new matches. Follow through: Message them or ask mutual connections to introduce you.

Hiring Easy: Use your profile and company pages to attract professionals to your team—demonstrate mission, working environment, or a sense of regional identity. Step it up: Search for people who hold the position you want to fill, and post a job description inspired by their profiles. LinkedIn automatically shows your post to members who best match your criteria. Bonus: Reach hard-to-find candidates for unique positions by using search filters. smallbusiness.linkedin.com

How well do you know your state? Be in the know by subscribing to West Virginia Focus, a new small business and policy magazine from the publishers of WV Living. Our mission is quite simple: build a better state one issue at a time. Subscribe online at wvfocus.com/subscribe, or call 304.413.0104

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Going Solo

Self-employment isn’t simple. Managing yourself can be as taxing as managing a fleet of employees.

f you were to take a look at Jon Defibaugh during the summer of 2011, you might say he didn’t have much: a 15-year-old minivan, one video camera, and just enough gear to do bare-bones video production and web development. Look at it another way, though, and you could say he had a lot going for him: 11 years of experience producing videos at a local television station, a vast network of friends and sources in the local business community, and an idea for a business of his own. Was it the ideal time to strike out on his own? Maybe not—but Defibaugh did it anyway. “I had been talking about it for years but there was never really a good time to do it. I was never ready to give up that steady paycheck,” he says. “But I’d kind of hit the pinnacle of the area’s video production market—there was nowhere else to go. So I finally decided to make the

Focus May/June 2014

leap.” In June 2011 he quit his day job at a TV station and started MOVID Studios, a Parkersburg multimedia production company that makes videos, websites, and other materials businesses need. Defibaugh partners with specialists for some projects, but ultimately he’s both MOVID’s owner and its sole employee— he’s self-employed. More than three-quarters of all small businesses are like MOVID and employ no one but the owner—that’s more than 20 million self-employed people in the U.S. and nearly 100,000 in West Virginia. That’s a lot of people who are going it alone, trying to navigate an environment that’s different in subtle but important ways from the world where other small businesses live. Sole proprietorships are leaner than their larger counterparts, but that doesn’t mean they’re easier to own or operate. Katie Vlietstra, vice president

for government relations and public affairs at the National Association for the Self-Employed, says the perception that working for yourself is less complicated than running a larger business can actually work against sole proprietors. Because sole proprietorships are so small, their owners aren’t usually applying for business loans at the onset—and that’s usually the point at which a new business owner is forced to work out a business plan. “That’s really important if you’re trying to get a loan, but our people are often doing it without a loan,” she says. “They already have an idea of what they’re doing, so they skip over that business planning process, and it’s really important to sit down and put a plan together anyway. You still need to know what your business is going to look like, how much you need to save, all those kinds of things.” When Defibaugh started MOVID he knew he could handle the creative work and had enough connections to find some clients, so he took the leap into self-employment before he had all the details worked out. But about six months in he realized how fragile the business was. “I was getting more and more jobs, but I had no safety net whatsoever. The car was falling apart and I was one accident away from having no camera,” he says. Because he was MOVID’s only employee, the business was small and agile enough to get going without a major investment in startup capital, but that didn’t mean it could run forever without an influx of cash. “I finally went and got a loan through the Small Business Association so I could get another camera and more equipment,” Defibaugh says. “That was a big part of growing the business that I didn’t expect.” Now he has plenty of equipment and a business plan. From there, Defibaugh says the key to growing his business was as simple as sticking it out through a grueling daily grind. “In the beginning I was so worried about failing that I just worked like nuts— and it worked. I started to see that the time and effort you put into it is what you see come out of it,” he says. “When I worked for a company I felt like you could work yourself to the bone but your paycheck is always going to be the same. When you work for yourself you can work yourself to the bone and really see something come of it.”

jon defibaugh

Pitfalls

written by

shay maunz

Tips for Going Solo

Pointers for America’s 23 million people who work for themselves. Have a plan. “A business plan is really important to any business,” says Katie Vlietstra, vice president for government relations and public affairs at the National Association for the Self-Employed. Make one, even if no one is forcing you to, and then return to it when you make big decisions. Don’t neglect the nuts and bolts. When you work alone, there’s no one else to deal with your business’ accounting and legal needs. That stuff isn’t fun, but it’s important. “You have to think about it when you’re getting started,” Vlietstra says. “As you hopefully become really successful, the money is going to be important. You need to have the right systems in place.” Talk to experts. As you work to fine-tune those systems, don’t be afraid to seek help—from experts when you can. New business owners are often reluctant to spend money on things like legal and financial advice, but Vlietstra says investing in help early on can be invaluable later. “You’re either going to spend money on the front end or you’re going to spend money on the back end,” she says. “You’re going to have a few precious dollars in the beginning, but if you can spend the money you are going to be so much better positioned later on.” Talk to your family. “If you’re married or you have a partnership with someone, I think it’s important to talk this through and agree on ground rules before you get started,” Vlietstra says. “Where is your threshold for your finances? Are you going to use some credit cards for a while? Are you going to finance your business in ways that might affect your overall household situation?” Get your affairs in order. Establish a plan for the business in case you’re incapacitated and can’t run it anymore. Every business owner should do this, Vlietstra says, but it’s especially important for the self-employed, who don’t have partners to step in to take over.

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Marketing

“For us, design is an integral part of everyday problem solving.” Megan Bullock

Designing Your Business

MESH Design Studios looks to elegant communications strategies to grow small businesses.

egan Bullock likens a business’ communications strategy—a well-designed one— to a grilled cheese sandwich. A communications strategy that doesn’t take design into account? Well, it doesn’t make for a great sandwich. “Design to a communications strategy is like the cheese in a grilled cheese,” she says. “Without it you just have bread and butter.”

Focus May/June 2014

Bullock is the creative director at MESH, a communication design studio founded in Charleston with a second office in Brooklyn, New York. She and her co-founder Josh Dodd, a high school classmate, formed the company in 2008 when they both found themselves home in Charleston, unemployed, and hungry to start a business that could help other businesses grow. She’s a designer; he does web development. Together they

help their clients hone their communications strategies, always with an eye on the role image and design can play in the overall communications strategy. The list of services they provide is long: They can do everything from redesigning a company’s logo and packaging to getting it wired into the world of social media and working on its website, but elegant design is the common thread running through it all. What makes a design elegant—besides a lot of pretty typography? A sense of harmony between what they’re trying to say and how they say it. “Our design process is built on a lot of questions,” Megan says. “What is this really supposed to do? How will this work? Who will it connect with? How will it be perceived by others? How will it make people feel? Will the form support the function? Does the mission align with the realities? Does this promote posterity? Is it sustainable and will it still be relevant in five years? How can this improve people’s day-to-day living?” When MESH is through working with a client, the things they’re using to communicate will be pretty—everything from its website to brochures to a product’s labels— but they won’t just exist to look pretty. They’ll play a role in telling the client’s story. “For us, design is an integral part of everyday problem solving,” Bullock says.

written by

Shay Maunz

photographed by

Elizabeth roth

DIY Design and Development Remember: Design is key. “It’s not just a matter of aesthetic,” Bullock says. “Designthinking allows us to explore ideas and solutions outside of the box in any problem we tackle.”

Know yourself. “Take the time to write out who you are and what you are doing,” Bullock says. MESH now does its own version of a SWOT analysis—that’s for strengths, weaknesses, opportunities, and threats—with each client, because understanding a client’s weaknesses is as important as knowing their strengths. “Weaknesses are opportunities in disguise if you are willing to put in the time,” Bullock says.

Get warm and fuzzy about it. “If your company was a person, what would they be like?” Bullock says. “Personality? Reputation? Values? Would they have a tool belt on at all times, be up at dawn on their family farm, unwind by hiking in the woods? What do they stand for?”

Know who you’re talking to. “Figure out who you want to connect with. Then think about what those people do on the day-to-day, where they hang out, and what is important to them.”

Find common ground. Figure out where who you are overlaps with what you want and with your audience. “Is there a place you both hang out?” Bullock says. It could be anywhere—the local bowling alley, the farmers’ market, Facebook—as long as it brings all the parties to the table. “Do you have common interests?”

Be consistent. “Consistency in communication, both visual and verbal, builds trust,” Bullock says. “So many people put out a print piece or flyer in one color that says one thing and a post online that communicates something completely different, confusing their audiences. If you are consistent in communication on different platforms, people will start to recognize you.”

Love what you do. “If you do, people can tell. They can feel it in the way you talk, in the extra step you take, in the quality of your work,” Bullock says. “This is probably the best communication tool.”

Mike Garten

Question yourself.

From Cheat Fest to West Side Main Street, MESH Design Studios makes communications strategies look good.

OPPOSITE: MESH is headquartered in an old warehouse-turned-loft space on Charleston’s West Side.

“Ask yourself, does the work I do add value to society and my community in some way? If not, how can I improve it?” Bullock says. The team at MESH makes it a point to take a step back sometimes to remind themselves what they love about doing the work that they do. “It sounds so easy,” Bullock says. “But I think this is a commonality we all forget in the hustle and bustle.”

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B2B

Encore Entrepreneurs Becoming a senior citizen doesn’t equal retirement.

o you’ve turned 50. The AARP is sending you membership information in the mail. Your kids are talking about what you’ll do when you retire, but as much as society wants to push you out of the workforce, a little voice inside is saying you’re not ready. You have ideas, and now with the kids out of the house, you finally have time. You still have a lot to give. “Retirees are so brainy and they’re not ready to just lie down or watch TV,” says Sarah Halstead, an extension agent

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for the West Virginia State Sam Bonasso, now in his 70s, University Economic founded his own Development Center and company in 2005. an advocate for older adults returning to the workplace. “Statistically, 50 percent of the people over 50 who want to start a business want that business to give back, which I say is a tremendous win-win for West Virginia.” The United States Small Business Administration (SBA) estimates one in four adults between 44 and 70 years old are interested in starting a business or nonprofit. With

more than 76 million people in the U.S. over the age of 50, we’re looking at quite a few potential older entrepreneurs—19 million to be precise. “Instead of lamenting that our population is among the oldest in the U.S., let’s tap into the brains here and the experience,” Halstead says. The newly coined term “encore entrepreneur” describes the emerging trend for adults to return to the workforce to start a venture at a time when they may traditionally be retired. According to the SBA, they’re the fastest growing group of entrepreneurs in the country. Some are returning to work for economic reasons, having lost much of their retirement savings in the 2009 recession, but others are returning to pursue a particular passion. While few state specific numbers exist, in West Virginia the potential effect of these encore entrepreneurs is strong, according to Kimberly Donahue, an SBA economic development specialist. “They’re wanting to come back because they’re not finished. They still have things to do and they are ready for a change. The encore entrepreneurs are such powerhouses,” Donahue says. “They know exactly who their target market is, and they have the business contacts they need. They’re not starting out green. They’re a few steps ahead of younger people starting off in the business.” Now in his 70s, Sam Bonasso developed a way of reusing old tires as sustainable construction material for roads and other loadbearing projects. He founded Morgantownbased Reinforced Aggregates Company in 2005. With a U.S. patent on his system Mechanical Concrete, Bonasso’s product received national attention. The business know-how from his first career as an engineer and secretary of the West Virginia Department of Transportation got him there. “My prior business and engineering experience has been invaluable and adds credibility to my product, since I know how the construction industry works,” he says. “The single most important thing has been my experience and ability to assess what works and what doesn’t work. Older adults are positioned much better to start new businesses, if they can use their prior experience.” But that doesn’t mean it’s easy to start a business, and the West Virginia SBA has launched encore entrepreneur

written by

Katie Griffith

photographed by

Carla Witt ford

Top Tips Find a business mentor. “Find someone who is willing to tell it to you like it is, and cut through all the noise,” Donahue says. She recommends SCORE, a nonprofit association supported by the SBA and a great source of experienced business mentors. Develop your team. “You need people who will help you take your business where you want it to go,” Donahue says. Bonasso also suggests subcontracting where it’s smart.

Educate yourself. The small business association has regular webinars and online classes specific to helping encore entrepreneurs develop their businesses. sba.gov/encore

Know your product and how to sell it. “Learn as much as you can about marketing and how people decide to buy a new product or idea,” Bonasso says.

Persevere. “Perseverance is the most important quality an entrepreneur can have because there will be obstacles,” Bonasso says. Network. “Regularly attend the conferences that your prospective customers attend,” Bonasso says. “Only occasionally attend conferences of competitors.”

programs to give potential business owners a leg up. The first networking event took place in 2012 at the Charleston Area Alliance. Since then the group has partnered with the West Virginia State University Economic Development Center and Halstead in Charleston to host monthly networking events for encore entrepreneurs. “Nearly every person I’ve worked with, regardless of age or value proposition, has a difficult time connecting the dots,” Halstead says. “It’s tougher in many ways to connect very rural communities anywhere. Sometimes would-be entrepreneurs think there’s no one in this state who would or could understand what they want to do. That’s just not true.” The Charleston networking events take place on the fourth Friday of every month from 11:30 a.m. to 12:30 p.m. The MidOhio Valley Regional Council in Parkersburg hosts monthly SBA encore entrepreneur networking events every first Tuesday of the month. The SBA also provides a number of online tools, including webinars, classes, and a quick-help concierge. Donahue says the organization would like to host regular events in more areas, but is waiting to assess the regional demand. In 2013 the group hosted events in Fairmont, Martinsburg, Lewisburg, and Weston. “We’re going to do this every month,” Donahue says. “It’s the encore year. We’re trying to be available for anyone who has questions or wants to brainstorm.” sba.gov/encore Focus wvfocus.com

Economy

written by

income woes Columnist Tom Witt describes the personal income issues facing West Virginia.

est Virginia’s personal income continues to lag behind the rest of the country. Preliminary 2013 data from the Federal Bureau of Economic Analysis released in March 2014 showed the state ranked 47th out of 50 states with $35,613 on a per capita basis—80 percent of the U.S. average of $44,543. The growth in total personal income from 2012 to 2013 was the slowest of all 50 states and continues a long-term trend of lagging personal income. The details are not encouraging. Earnings from work and proprietor’s income fell from 2012 to 2013, while the increase in transfer payments—retirement and disability insurance payments, for example, as well as Medicare and Medicaid payments and unemployment insurance—was the largest percentage increase of any state.

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Looking ahead, the continued economic pressures that will likely lead to reduced jobs in mining and electric power generation along with our low educational attainment rates, a continued paucity of young workers, expansion of medical benefits, and a population aging in place should combine to increase transfer payments. At the same time, without significant private sector employment growth, earnings from work and proprietorship income will lag behind the rest of the country. The outcome will be continued stagnation, keeping West Virginia near the bottom of the ranks. But average per capita income doesn’t tell the whole story. Economists also look at the Gini coefficient: the statistical distribution of incomes among families and households or, in plain English, an indicator of income equality or inequality. A Gini coefficient of zero would indicate all families and households have the same income while a coefficient of one would indicate one family or household holds all the income while the reminder have none. On a comparative basis, the U.S., followed by Israel, United Kingdom, Canada, and Greece, has the greatest income inequality of any major Western country while Switzerland, Luxemburg, Denmark, Sweden, and Netherlands have considerably less inequality. The latter have large social welfare systems providing considerable income transfers from higher income groups to lower income groups.

tom S. Witt

Where does West Virginia rank among the states on income inequality? In general, studies find

West Virginia with one of the lowest Gini coefficients of any state—that is, having greater income equality than most states. Other states near the bottom include Iowa, Maine, Delaware, and Hawaii, but these may move around year to year. The highest Gini coefficients are associated with New York, Florida, Nevada, Connecticut, and California—states with above average per capita incomes and industrial structures oriented toward finance, high technology, and professional services.

Can West Virginia grow personal income across all of the income categories, thereby increasing overall per capita income relative to other states, while maintaining its high level of income equality? I’m

pessimistic on this score. Recent work by the Economic Analysis and Research Network, among others, looks at income inequality by state from 1917 through 2011. Using data from the Internal Revenue Service, the study found lopsided growth, with individuals in the top 1 percent taking over half of the total increase in income from 1979 through 2007, prior to the Great Recession. As the economy began its recovery in 2009 the top 1 percent captured the bulk of growth in personal incomes.

How can we improve income growth for the bottom 99 percent of taxpayers? The poor growth since

2009 was partly due to the sluggish growth in both employment and wages, with the latter not keeping up with inflation. The recently enacted increase in minimum wages within West Virginia will enable us to see whether this trend can be reversed. Increased efforts to attract and retain young highly educated adults are needed along with increasing the labor force participation of older adults. But we’ll need to do more; otherwise our state will be stuck at the bottom.

Tom S. Witt is an emeritus professor of economics at WVU and chief economist at Witt Economics LLC.

POWER POINTS

Fred T. Tattersall Fred T. Tattersall grew up in Charleston and, after graduating from West Virginia University’s College of Business and Economics with a degree in finance in 1970, returned to Charleston to work at Kanawha Valley Bank (later sold to BB&T). He now lives in Richmond and is chairman of 1607 Capital Partners, an investment management company that manages more than $2.8 billion in assets and specializes in investing in closed-end funds. Over the years Tattersall has been senior vice president of what is now Bank of America and a partner at Lowe, Brockenbrough, Tierney and Tattersall. After a successful spinoff that created the Tattersall Advisory Group (TAG), he was the sole proprietor of a registered investment advisor with more than $6 billion in assets under management. TAG was sold to First Union Bank in 1999. When Tattersall retired from the company in 2004, the firm was managing more than $18 billion in assets. Tattersall continues to be active in West Virginia, though, having joined the WVU Foundation Board of Directors in 2008. He now serves as chair on the investment committee and also sits on the executive committee. He’s learned a lot over the years and is always happy to share a few of those lessons with others—both about investing and business in general.

»»Find something you love doing and you’ll look forward to work.

»»Find “the best in the field” and learn from them.

»»The bigger your network in

investments, the better. Learn from the leaders in the industry.

»»Read prolifically in the field, but

be selective—be a learning machine.

»»Learn to communicate—if you can’t explain it, no one will invest in it.

»»Seize opportunities. »»Persistence helps—learn from your setbacks.

»»Always be honest. Do the right thing when in doubt.

»»Challenge yourself every day.

»»Never be afraid to find

someone better than you to work with.

»»Treat everyone working with you as you would want them to treat you.

»»Share your wealth. »»Keep it simple. Complicated

investment ideas don’t produce the best returns in most cases.

»»Remember: Investing is a marathon, not a sprint.

»»Focus on asset allocation—the key long-term decision in investing.

»»Value investing works over time. »»Avoid excessive leverage.