A biotech company is setting up shop in Richmond and is expected to produce 300 jobs, Gov. Ralph Northam announced Monday. California-based Aditx Therapeutics Inc. (Aditxt) has pledged to invest $31.5 million over the next three years in its first AditxtScore Center, a facility that will monitor patients’ immune systems.
The company plans to open its facility at Richmond’s Bio+Tech Park by the second half of 2021, Northam said, although its scale-up is expected to take about three years, as it occupies 25,000 square feet with future expansion planned.
“The Richmond region has emerged as a hub for cutting-edge biotech companies, and this thriving industry will be bolstered by the addition of Aditxt’s Immune Monitoring Center,” Northam said in a statement. “The Virginia Bio+Tech Park is an ideal location for the company to continue its groundbreaking work to improve the health of our communities and help us better understand our own immune systems — something that has become extremely important over the past year. We are honored to welcome Aditxt to the commonwealth, and we thank the company for creating more than 300 well-paid jobs for the people of Virginia.”
The new AditxtScore program measures patients’ immune biomarkers and can predict immunity to specific diseases, including COVID-19. Aditxt went public in June 2020 and is developing other platforms, including one that is designed to retrain a patient’s immune system to tolerate transplanted organs, autoimmune diseases and allergies, with clinical studies in patients by the end of 2021.
The Virginia Economic Development Partnership’s Virginia Talent Accelerator Program will assist Aditxt in recruiting and training employees at no cost to the company. VEDP also worked with the city of Richmond and the Virginia Bio+Tech Park in securing the project, and Northam approved a $1.3 million grant from the Commonwealth’s Opportunity Fund to assist the city. Aditxt is eligible for state benefits through multiple programs, including a research and development tax credit.
Cushman & Wakefield | Thalhimer has released Q1 highlights in commercial real estate for several Virginia regions, including Roanoke, Fredericksburg, Hampton Roads, Richmond and Charlottesville.
Here are some of the regions’ “fast facts” for the first quarter of 2021:
Roanoke’s unemployment rate reached 5.1%, an increase from the fourth quarter but still below the national rate of 6%.
Overall office vacancy rate increased to 6.2% in the Roanoke region, and more than 800,000 square feet of industrial development activity was announced.
The former GE Drives and Controls plant in Salem introduced 760,000 square feet of available industrial/office space.
In the Fredericksburg region, employment is down 1% from the same period last year, compared to a 5.9% decline nationwide
The overall office vacancy rate decreased from 10% in Q4 to 9.1% in Q1.
Almost 800,000 square feet of industrial space is under construction around Fredericksburg.
In Hampton Roads, the 2021 GDP is predicted to increase by 4.4%.
Overall office vacancy rate remained steady at 8.5%, and the industrial vacancy rate stayed below 3% for the 11th consecutive quarter.
Overall office asking rents surpassed $20/square foot for the first time in the region, and industrial asking rents increased 5% over the past year.
According to LinkedIn’s Economic Graph, Richmond was the third top destination for new residents during the pandemic.
With nearly $260 million in sales, office investment around the Richmond region logged the largest quarterly total since 2018.
Nearly 1.5 million square feet of warehouse space is under construction and set to be finished this year in the region.
More than 71,000 square feet of retail space was absorbed to begin 2021 in Richmond.
Charlottesville’s unemployment rate is 4.8%.
Overall office asking rent exceeded $26/square foot for the first time, and more than 100,000 square feet of office space and nearly 85,000 square feet of retail space were absorbed in the region in Q1.
Also, Colliers Virginia released Q1 reports on industrial and office real estate in the Norfolk and Richmond markets, reporting that Chesapeake’s Summit Pointe development finished its second phase, adding 170,000 square feet of Class A office space to the market. There are more than 70 tenants looking for 800,000 square feet of office space around Norfolk, and there are currently two properties under construction with more than 90,000 square feet expected to finish in Q4.
As for industrial space around Norfolk, there is high demand, with 130 users looking for more than 10 million square feet of space, and rents are higher as a result. Currently there are six projects under construction totaling more than 5 million square feet.
In the Richmond region, there is less demand for office space, and asking rates have decreased 2.2% quarter-over-quarter at $20.84 per square foot, with every submarket decreasing in the period. However, there is more demand in Richmond’s suburban market, in which user demand grew 71.5% quarter-over-quarter to 693,000 square feet.
The region’s industrial real estate market is stronger, following a record year in 2020 with nearly 1.8 million square feet delivered and 10 million square feet in the pipeline. Vacancy rates are still below 3%, as they’ve been since 2019. Asking rents increased by 6.3% quarter-over-quarter to $5.43/square foot. Net absorption fell into the negative for the first time in two years, with Q1 closing with 16,784 square feet of negative absorption, although 12-month net absorption is just above 1 million square feet.
In January, Stephen Edwards became the new CEO and executive director of the Virginia Port Authority, which oversees the Port of Virginia. The former CEO of Los Angeles-based TraPac, which operates container terminals in California and Florida, Edwards succeeds John Reinhart, who retired after seven years at the authority’s helm. During his tenure, Reinhart steered the port from a financial liability to a key state economic driver.
In March, Virginia Business interviewed Edwards, who previously served as CEO of Global Container Terminals, Ports America Group and P&O Ports North America, about what intrigued him about the Virginia job, how he hopes to build on the port’s success, and how the port is emerging from the COVID-19 pandemic and its impact on spending, shipping and fluctuating volumes.
Virginia Business:What was it that interested you in this job?
Stephen Edwards: I came from retail operations in the private sector, as you may know. In a lot of those operations, you spend a lot of time between the private sector and the public ports [and] public port authorities discussing the risks and rewards. The difference here with the Port of Virginia is you’re both the operator of the port, and you’re also the landlord of the port. You’re the landholder and also the operator.
The attraction is, you can now spend a lot more of your time, of your effort, [on] how to win success for the port. You can spend your energy, you can spend your intellectual capital, really, working on how to have success in the Port of Virginia. It lets you look at the whole enchilada of how we’re going to drive success. That was the attraction.
VB:Obviously, the port saw a real turnaround during John Reinhart’s tenure.
Edwards: I agree with you that John has handed over a port that’s in good condition. John and the management team here have done a first-class job of bringing me on board. They’ve been fully cooperative and very ready for when I arrived, in terms of briefings, getting me up to speed as fast as I could, and I couldn’t say enough about how John has helped me get my feet under the desk and get a clear run of what needs to be done and give counsel and advice. John has been first-class.
VB:How do you plan to improve the port?
Edwards: What we have in Virginia now is a modernized port that has been largely completely built out in this modern environment and is operating well. The second phase or third phase of that modernization was the Norfolk International Terminals. The operating model is the same operating model as the other side, Virginia International Gateway. The operating team has been able to take the knowledge and skills they have from one side and now replicate them in the second side.
How do we optimize this port complex and how do we grow it? The first focus is safety, as it should be. This is a modern industrial … complex. The modernization allows us to make further safety improvements, and that should always be the goal of the CEO, to make sure everybody is safe. It allows us to further improve the sustainability of the port. It allows us to look to how we further decarbonize the operations. The port has modernized, it’s expanded, so we now want the cargo to fill that expansion. Giving great service levels to attract growth is one of the key focuses on that area.
We’ve got to keep the management talent pool [and] the mechanics’ talent pool with the right skill level, and bringing those skills to bear, so that we continue to be one of the best performing ports on
the coast.
VB:Volume seems to be making a big rebound. Do you think that this pace will be sustained, or is this is a bounce-back period for shipping?
Edwards: Really, for international containerized shipping, China is still the manufacturing producer of our goods. We had that real downturn in Q2 last year, when volumes really were soft, because there was a lack of production in Asia. Then we saw this rebound that really commenced here in September and carried on through the fourth quarter and is still here today. This is driven by the economic activity of buying goods as opposed to buying services. You’re seeing these increases in consumer spending where a lot of it is going into home improvement.
The question then comes, what happens when we do travel and we do go back to buying services such as restaurants and hotels? When it normalizes, it can’t normalize to the point that we can take two holidays a year versus one holiday a year. Because, I don’t know about you, but my vacation days don’t double. They stay the same. I’ve only got so much time to take a vacation.
With the stimulus packages that are coming through, [we] should hopefully see a reasonably good rebound, a reasonably strong period. I would assume that we’re going to see good year-over-year volumes through the half-year when we’re comparing Q4 of this year versus Q4 of last year. Maybe it’ll be too early to tell. Maybe it’ll be a little softer, but it should still be good and it should still be year-over-year.
As of now, there’s still significant inventory shortfalls for a number of home improvement goods and other goods in the country, so I think there’s still a push through of supplying goods. The other thing I think that’s important is, while this surge in imported cargo has been going on, other port gateways have struggled more than Virginia to maintain good service levels.
Our opportunity is how we take some of the importers who had been concentrated 85% on the West Coast and say, “Come and look at what we can offer in Virginia.” Some are doing that now, but our goal will be to keep some of that freight when we go back to normal.
VB: From a competitive standpoint, how does the Port of Virginia stack up in comparison with other East Coast ports?
Edwards: I think we have some key advantages; we also have some hurdles to overcome. A key advantage is proximity to the ocean channels, because obviously half the roads have great proximity to the Atlantic Ocean. We have good deepwater channels, and as you know, they’re being further deepened and widened.
We’re also a little bit further away from the population base. We have to apply those marine-side advantages and make sure we don’t get pulled back on the land side — the connectivity of the port to the distribution centers to the transloading centers and to the bigger population bases.
VB:What do you see as the port’s biggest challenges?
Edwards: The key area is building that connectivity for the exporters to use, for the import network to attract cargo through a modern, efficient gateway, and persuading the cargo owners, the importers and the exporters that actually going a little bit further from the port nearest to them to come to Virginia is actually to their advantage.
We’re building confidence with the international shipping lines, so people know that if they’re using Virginia, they’ve got a level of certainty.
VB:Do you need to hire more people to accomplish some of these goals?
Edwards: No, I think we have a good team. I think as a management team, we have a good team of people here that are very focused.
We will have a key focus on making sure that we keep modern, talented, cool managers on board. In terms of quantity, no, we have sufficient resources. What you might need to do in a few cases is actually say, “We’re going to have some skill sets over time that we want to accelerate,” and with that comes training. We have inside of our management team some highly skilled subject matter experts.
VB:You began your tenure as the Biden administration took over.What do you hope for in terms of maritime or infrastructure investment?
Edwards: I think one [difference] is going to be a much more significant focus on climate change. We don’t know how the federal investment in infrastructure will get to that investment in clean energy and clean air. [Also], we’ve got the governor’s goal as well of [creating] an offshore wind industry. What role does the port play there? The infrastructure dollars that might be coming from the federal administration — how do we further decarbonize our operations, and are we aligned with them on those goals?
We [also] expect to see a different approach to the trading relationships with other nations. Clearly, as a port, we encourage free trade. It is in our interest to have strong trade, and we’re an economic driver based on that.
On May 1, Virginia’s minimum hourly wage will rise to $9.50 for most non-farm jobs, and for many business owners, that won’t be too disruptive.
But the state’s upcomingJan. 1, 2022, mandated raise to $11 “is of greater concern” to businesses, says Eric Terry, president of the Virginia Restaurant, Lodging and Travel Association. VRLTA represents the state’s hard-hit hospitality sector, which is still operating under state pandemic restrictions issued more than a year ago.
Terry’s organization successfully lobbied the General Assembly last year to delay by five months the Jan. 1, 2021, implementation of the $9.50 minimum wage, a $2.25 per hour increase from the current federal rate of $7.25.
During this year’s legislative session, VRLTA and other business groups “asked for the same thing again,” Terry says, requesting to postpone the $11 minimum wage hike until May 2022, but the legislature didn’t oblige.
“We supported a bill this past session to delay the minimum wage, knowing many Virginia small businesses are struggling to recover from the pandemic and will find it challenging to hire and rehire individuals if it’s more expensive to do so. Unfortunately, the legislation was defeated in a House subcommittee,” says Nicole Riley, Virginia state director for the National Federation of Independent Businesses. “As small businesses slowly begin to recover, we’ll remind legislators of the financial impact those same employers will face as the minimum wage is increased. Hopefully, they’ll take action to help small businesses.”
In 2020, Virginia’s new Democratic-majority General Assembly passed legislation to incrementally increase the state’s minimum wage to $12 an hour by Jan. 1, 2023. This May’s increase to $9.50 is the first of three annual hikes. The law also created a path for Virginia to raise the state minimum wage to $13.50 in January 2025 and $15 in January 2026, if the General Assembly authorizes those increases before Jan. 1, 2024.
Del. Jeion Ward, D-Hampton, the bill’s chief sponsor, expects nearly 200,000 Virginians to benefit from the raise to $9.50. “I believe workers have waited far too long to see an increase in the minimum wage,” she says. “Far too many adults are working two or three minimum wage jobs just to barely make ends meet. Was it a fair compromise? After months and months of research and groundwork, I believe it’s the best we could do.”
On the national level, recent attempts to raise the minimum wage to $15 have stalled, with both chambers rejecting attempts to include such a hike in the $1.9 trillion American Rescue Plan passed in March.
These measures are general responses to the Fight for $15 grassroots political movement, which has led to strikes and unionization efforts by service workers during the last decade.
Business advocacy groups have typically said such hikes would create undue burdens on already-struggling small businesses and would have the unintended effect of cutting jobs and hours. A Congressional Budget Office study released in February found that raising the federal minimum wage to $15 by 2025 would result in raises for 27 million workers and bringing 900,000 Americans out of poverty, but the change would also see 1.4 million jobs lost, mostly affecting younger, less-educated workers.
“There’s a lot of concern about whether it’s the right time to raise the minimum wage when we’re trying to get businesses back on their feet,” Terry says. “It’s taking so long to recover.”
However, for people who earn minimum wage and are coping with cut hours and loss of income during the pandemic, the state’s incremental approach may be too little, too late.
Financial strain
Consuelo Grandados, a 43-year-old El Salvadoran immigrant, works at George Mason University as a contracted janitor. Her husband, son and daughter were laid off from restaurant jobs during the pandemic, so Grandados is the sole breadwinner for their household of six.
“Right now, I’m the only one who’s working,” Grandados says through an interpreter. “I moved here so I could provide for them. My expectations were to find a good job with benefits. Unfortunately, that was not the case.”
Grandados, who arrived in Virginia two decades ago as a single mother of four, has worked for the same janitorial contractor for the past 10 years, and until recently was making $10.50 per hour. A local service workers union representing janitors, including Grandados, has filed four unfair labor practice charges against the contractor with the National Labor Relations Board. Students, staff and faculty members have put pressure on the university to adopt a stronger contracting policy that protects workers like Grandados. In March, the union held a car caravan protest that made local headlines.
“When we were in the newspaper, they promised me a raise of $1.50 an hour,” Grandados says, so now her hourly wage is $12. That makes a difference, she says, but it’s still not enough to pay rent for her apartment in Springfield, while covering basic expenses and hospital bills for three family members, including her stay when she had COVID last year.
“There are a lot of workers like me who are struggling to make ends meet and believe Virginia needs to do more to provide,” she says.
Grandados expects she’ll have to move somewhere cheaper soon.
High stakes
On the other end of the minimum wage debate is Fred Schoenfeld, owner of Portsmouth’s Commodore Theatre, an art deco-style first-run movie theater that offers fine dining. The theater is open now, but Schoenfeld last paid himself in February 2020.
He’s very concerned about the raise to $9.50 per hour because his 16 employees are mostly teenagers who are in their first jobs and are paid $7.25 while they’re trained, and many earn less than $9 an hour. “Some are making $10, $11, $12 an hour, but only a few,” he says. “No one is a head of a household.”
Schoenfeld says the wage hike means he’ll have to cut hours and raise prices, and even then, it will be difficult to manage because movie studios take about 50% of his door income, regardless of amount. He anticipates his payroll will go up by about 25% this month, and right now, “I don’t have that money coming in.”
He doesn’t believe there should be a government-mandated minimum wage, saying that pay should instead be based on market standards. No one over the age of 25 should be working in a minimum wage job, Schoenfeld says. “Either … you don’t have the mental ability to progress any farther, or you’re lazy.”
Chris Savvides is the owner of Black Angus Restaurant, an old-school steakhouse on Virginia Beach’s Oceanfront that opened in 1952. The pandemic has been difficult for his business, Savvides says.
The first round of Paycheck Protection Program funding “kept us alive,” he says, and there was some tourism last summer that helped — “a sugar high,” Savvides calls it. But “things got very dicey around November. We lost all of the holiday parties, and we were in a freefall. There was no gas in the tank in January.”
The $9.50 minimum wage increase won’t be an immediate disruption to his business, because “the reality is, in my particular market, if I want someone to show up for an interview, I have to pay $9 [an hour] minimum, and to get them to stay, at least $10.”
However, a $15 minimum wage would hurt his business, Savvides says. If a young, inexperienced worker automatically gets that wage, he says, a seasoned server making $16 an hour won’t be happy and will want a raise, creating a domino effect.
Schoenfeld says he expects he will receive similar raise requests from his higher wage earners, and he’s not sure what his theater will do when the minimum wage rises to $11 an hour in January 2022. “I don’t want to close up, but I don’t know what other choice I have.”
The tip quandary
Another wrinkle for restaurants: Servers’ wages are based partly on tips and a base salary of $2.13 per hour. Total earnings must equal the $7.25 minimum wage under state and federal law, and employers must cover the difference if tips are too low. Many restaurants rely on “tip credits” currently allowed under the U.S. Fair Labor Standards Act that lets employers count an employee’s tips toward their payment obligations.
Some Democrats, including President Joe Biden, have spoken in favor of getting rid of tip credits amid the larger minimum wage discussion. They say the rule creates too much economic uncertainty for servers and other workers who rely on tips, and that some employers skirt the rules and short their workers. Some restaurant owners, though, say it’s the one thing keeping them afloat.
“You know what would close me tomorrow afternoon?” asks Savvides. “Getting rid of the tip credit. I’d probably [shift] to some kind of virtual kitchen. Prices will go up, and hours will go down. There’s no pot of gold in the back room.”
U.S. Rep. Bobby Scott, D-3rd District, is the chief sponsor of the federal Raise the Wage Act, which would increase the federal minimum wage to $15 per hour by 2025. The U.S. House of Representatives has passed the bill, but it has not yet been taken up by the U.S. Senate.
The longtime Virginia congressman says tip credits “should go away,” in part because “compliance is very difficult.” At restaurants that don’t bring in as many tips — such as a Denny’s franchise, Scott offers as an example — “the employer is supposed to make it up. Experience is, that doesn’t always happen,” he says. “The experience is that tips don’t go down when there is one fair wage.”
However, Savvides says wage theft is not common in restaurants and that violations often stem from tip-sharing with back-of-house employees, which inexperienced restaurant owners may not know is prohibited. “It’s not the pervasive dilemma or crisis that it’s being made to be,” he says.
Terry, the head of the restaurant and lodging association, says that, in discussing Virginia’s minimum wage discussion with state legislators, his organization fought hard to keep tip credits in place because members were most concerned about the potential costs to their businesses.
A new model
Unlike many restaurant owners who say their profit margins will not be able to withstand a sharp increase in wages without tip credits, restaurateur Kevin Healy says he’s figured out an alternative solution. Healy owns the Housepitality Family restaurant group, which includes eight Richmond-area restaurants and a pop-up concept.
After reopening his restaurants last year following the pandemic shutdown, Healy instituted a no-tip model with a 20% service charge. His restaurants also have a touchless order and payment model, which means fewer servers can cover more tables at a time.
“Our minimum starting salary is $12 an hour,” Healy says, and because some customers leave tips anyway, “those tips are spread evenly among hourly workers.”
The outcome — between base salary, service charges and tips — raises most employees’ pay to $23 to $28 per hour, Healy says. “A certain population of servers won’t like it,” he notes, because they look fondly upon nights with $400 tips, which is less likely under Healy’s model.
But because servers, bartenders and kitchen staffers are making similar wages, “we have fewer staff that are leaving, with more sales on average,” Healy says, and “we’re able to retain better cooks.”
He hopes to raise his workers’ base hourly wage to $15 an hour, but overall, Healy says, “we feel like we’re solving the problem” of razor-thin profit margins and “the unlivable wage.”
Other employers are already offering a $15 an hour minimum wage in Virginia, such as the University of Virginia and Sentara Healthcare.
“From a business perspective, one of the important things is that we have great talent in the commonwealth,” says Becky Sawyer, executive vice president and chief people officer for Sentara Healthcare, which employs more than 28,000 people and implemented its $15 per hour minimum wage increase this May. “We have to be prepared to do something to get the talent to Virginia, and once they’re here, to keep them. Other organizations, national companies, are offering $15 an hour.”
Sentara began raising wages incrementally in 2017, when its minimum wage ranged from $7.35 to $11.30 an hour depending on the market it served. That year, Sentara raised minimum hourly wages to $10 to $12 by market. The health system also offers annual merit pay increases.
While Sentara already had a steady stream of applicants, the wage hikes helped increase employee retention, Sawyer says.
In states with higher minimum wages, Scott says, people remain in their jobs longer, saving employers the cost of recruiting and training new workers. “The recruiting process is very expensive. It is much more cost-effective to pay a person a reasonable salary.”
On Jan. 1, 2020, U.Va. raised its minimum wage to $15 for university employees and most full-time contractors, covering approximately 96% of its 28,000 employees. The university estimated the increase cost roughly $4 million. The university froze hiring in April 2020 due to the pandemic, and its number of employees has remained relatively flat over the past year.
“U.Va. was able to follow through on our commitment to the living wage of $15 per hour, so that was fully implemented as planned,” spokesman Wesley Hester says. “We did not have to cut or freeze other expenses in order to implement this change.”
In April, Kings Dominion’s parent company, Ohio-based Cedar Fair Entertainment Co., announced the theme park would raise its base hourly wage for 2,100 seasonal employees to $13 per hour when the amusement park reopens in May, an increase from its previous $9.25 base rate.
At the grassroots level
In spite of pandemic-related financial concerns and narrower profit margins, smaller employers also are raising wages and, in some cases, are taking the lead. In Harrisonburg and Rockingham County, a couple dozen businesses have received “Living Wage Certification” from the Richmond-based Virginia Interfaith Center for Public Policy, which started the program in 2018 as a statewide effort to raise wages.
The center’s certification program works with businesses in Charlottesville, Richmond and Northern Virginia, as well as Harrisonburg. Wage levels differ by locality; based on the city of Alexandria’s standards for contract employees, $17.50 an hour is considered a living wage in Northern Virginia, while $15 is the benchmark in Harrisonburg.
Paloma Saucedo started Harrisonburg-based Arcoiris Day Care in 2019, a business that has received the organization’s top certification level. As a social justice activist, Saucedo knew she wanted to pay her two employees a decent wage and started by paying them $11 an hour. Today, she pays them $15 an hour, even though she couldn’t always pay herself during the early months of the pandemic when her business was shut down.
“It was difficult financially. Fortunately, I have a spouse who works in the health care field as an interpreter,” she says. “I had his support,” and some of her customers were able to continue paying her day care service during the shutdown. That money went to her employees, she says.
A Mexican immigrant who came to the U.S. undocumented, Saucedo’s first job after obtaining her green card paid $10 an hour, and she and her two older children relied on the local food bank.
Today, she sees other Shenandoah Valley residents — especially Black and Latino people, who earn less than white people, according to demographic studies — in similar situations. Even in her house, her 19-year-old daughter is working while taking a gap semester from college but isn’t earning much. “She wants to move out, but she can’t [afford it],” Saucedo says.
Grassroots organizations are leading the living wage effort, she adds. “It’s kind of unfortunate that it had to be us, the little ones, to start it. It needs to be done. It’s just going to be part of the society. That’s what I want to see happen.”
During initial negotiations on Virginia’s minimum wage increase in 2020, some business groups and Republicans backed regional scales, noting that the cost of living differs widely across the state. In Danville, a two-bedroom apartment costs an average of $700 a month, compared with Fairfax County, where monthly rent averages $1,665 for two bedrooms, according to Sperling’s BestPlaces, a data analysis company focusing on local demographics.
In February 2020, Republican state Del. Joe McNamara, who owns two ice cream shops in the Roanoke Valley, backed a regional wage approach. “Arlington is not Abingdon,” he said on the House floor, arguing that an across-the-board minimum wage increase could harm businesses in rural, less affluent areas. Ultimately, state lawmakers settled on an incremental approach that delayed the minimum wage from reaching $15 until 2026.
According to a 2019 study conducted by The Commonwealth Institute, a Boston nonprofit devoted to advancing businesswomen in leadership positions, approximately 1.27 million people in Virginia would benefit from the state raising the minimum wage to $15 by 2024, including 774,000 full-time workers, 751,000 women and 620,000 workers of color. The report also says that national studies show “little to no job losses” in states that raised the minimum wage.
Although the federal minimum wage remains at $7.25, the same rate it’s been since July 2009, 29 states and Washington, D.C., have set a higher minimum wage, and 45 localities have implemented rates higher than their states’ minimums. In Virginia, cities and counties are not allowed to raise wages unilaterally under the Dillon Rule.
In April, President Biden signed an executive order to increase federal contractors’ minimum wage to $15, up from $10.95, which was enacted in 2014. Biden’s order will also eliminate the tipped minimum wage for federal contractors, which allows employers to pay $7.65 per hour if employees’ tips let them reach the $10.95-per-hour wage. He also called for Congress to pass a $15-per-hour minimum wage in his first joint address, although eight Democrats previously voted against a minimum-wage amendment to the $1.9 trillion American Rescue Plan.
NFIB says a $15-per-hour minimum wage would mean 1.6 million jobs lost nationwide, including 57% at small businesses, and nearly a $1 trillion reduction in real GDP.
But for Consuelo Grandados and other workers, an increase to $15 an hour would be meaningful. “I would really like to earn that,” she says. “The difference would be really important for me to pay bills. Before the pandemic, we were all working, but afterwards, my family members were unable to do their jobs. They are hoping to find work.”
Two operators are battling it out to build a casino in Richmond, the final city where a casino can be built in Virginia under current state law. Later in May, an advisory panel is expected to recommend a casino proposal for consideration by Richmond City Council and, ultimately, city voters in November.
Richmonders worried about crime and increased traffic in their neighborhoods have blasted the proposed $600 million Live! Casino & Hotel from The Cordish Cos., which would be built just outside the trendy Scott’s Addition neighborhood. Urban One’s $600 million ONE casino, which would be built on 100 acres owned by Altria Group Inc. off Interstate 95 in a largely industrial area, has faced less pushback.
Cordish’s pitch for its 300-room Live! Casino & Hotel resort includes a pledge to pay the city $200 million over 15 years to “help fund critical community services such as education, infrastructure, health care, parks [and] recreation, workforce development and affordable housing.”
In April, the city cut Bally’s Corp.’s $650 million casino proposal, which was proposed for Richmond’s Stratford Hills neighborhood, because of site access and permitting factors. Bally’s President and CEO George Papanier said the company was “disappointed and surprised” by the city’s decision to nix its proposal, which would have included a $100 million upfront payment to the city.
Residents near the Bally’s and Live! sites have spoken out against the proposals, while others are asking whether the city needs a casino at all, despite significant concerns about aging school infrastructure and other budget items that could be assisted by tax income generated from a casino.
In March, anonymous flyers distributed around the city’s North Side voiced opposition to the Cordish proposal, asking residents to “tell them to build it over there,” referring to Richmond’s less affluent and more racially diverse South Side.
City Councilor Michael Jones, who represents a district next to the ONE casino location, tweeted that he was “thoroughly disgusted by this rhetoric,” adding that “the South Side is not the North Side’s trash can or red light district.”
Unlike Bristol, Danville, Norfolk and Portsmouth, where voters overwhelmingly approved casinos last November, it’s possible Richmond could reject a casino, says Rich Meagher, an associate professor of political science at Randolph-Macon College. Aside from “progressive folks who don’t want a casino,” nonscientific polls by local officials and Nextdoor comments show considerable opposition.
But, Meagher notes, once the dust settles and City Council chooses a project for voters to consider — particularly if it is Urban One’s plan — “concerns could evaporate,” and “Richmond could return to the dynamic that casinos are fine.”
John F. Reinhart Former CEO, executive director of Virginia Port Authority
Reinhart retired at the end of March as CEO and executive director of the Virginia Port Authority, a position he began in 2014. During his tenure, the Port of Virginia started and completed a nearly $800 million expansion of its terminals in Hampton Roads and launched a $350 million dredging project in late 2019 to create the deepest and widest port on the East Coast.
After the Great Recession, the state entertained plans to sell the port, which lost $120 million between 2009 and 2014, but Reinhart made it profitable again. “We turned around the port,” Reinhart recalls. “In 2013, the metrics weren’t there. We changed the way we did business.”
One step toward success, he says, was “creating a team that is aligned by values,” as well as “raising awareness of the port across the state. Grow the business and build the trust. Always listen to the customer.”
Reinhart said he plans to remain in the Hampton Roads region at least a year after retiring, although he is excited to spend more time with family in New Jersey. Stephen Edwards, Reinhart’s successor, is a “consummate professional with 30 years of experience,” he says. “He’s a great leader and somebody that I respect.”
As for the port’s future, Reinhart says that collaboration among the maritime community and the military, along with other stakeholders, will be key. “In there are the seeds for the future.”
John G. Milliken Chairman, Virginia Port Authority Board of Commissioners
Milliken was appointed to the port authority’s board in 2014, and his second term ends in June 2022. A former Virginia secretary of transportation and retired Venable LLP law firm partner, Milliken is a senior fellow in residence at George Mason University’s Schar School of Policy and Government.
Speaking about retired CEO John Reinhart’s legacy, Milliken says, “When John Reinhart assumed the position of CEO and executive director in February 2014, the Port of Virginia was in bad shape. It had gone through the double trauma of the 2008 to 2010 economic collapse and the effort to sell the operation to a private company. Morale was at an all-time low and the port was losing money and customers.
“John quickly put a recovery plan in place, repaired its finances and instilled a new spirit in the staff. He developed an upbeat plan
for expansion and successfully convinced [Gov. Terry McAuliffe] and the Virginia legislature that success was to be found in growing, not retrenching. In his seven years, he positioned the port to be the premier U.S. East Coast gateway to the world’s markets.”
Milliken notes that the port’s expansion has allowed it to handle significantly more cargo efficiently. “The job now is to market our new assets, capacity and capabilities. Fortunately, we have a very good story to tell. As peer ports on both coasts struggle to handle increasing cargo volumes, Virginia is in a unique position to offer the most efficient and cost-effective service on either coast.”
Stephen Moret President and CEO, Virginia Economic Development Partnership
Moret came to Virginia in 2017 and was instrumental in bringing Amazon.com Inc.’s HQ2 to Arlington and previously led Louisiana’s economic development efforts.
As state policy, VEDP’s president and CEO serves on the Virginia Port Authority Board of Commissioners as a nonvoting member, and the port authority’s top executive serves on VEDP’s board in return.
Having worked closely with Reinhart, Moret credits him with transforming the port, “positioning it to be a modern economic driver for many years to come and one of the commonwealth’s most important assets.” In addition to his work at the port, Reinhart was a valuable member of VEDP’s board.
“There are numerous examples of John sharing creative ideas with our team on how to secure major business development projects in situations where we would not have won without his personal involvement,” Moret says. “He has truly helped advance economic development across the commonwealth of Virginia, and we will see the results of his hard work for years to come.”
“As vessel sizes continue to expand and require more water depth to safely operate,” Moret expects the 2024 completion of the dredging project will place the port in a good position against competitors in Baltimore; Charleston, South Carolina; Miami; and New York. He also expects Dominion Energy Inc.’s offshore wind project off Virginia Beach to create more opportunities for growth at the port.
By 2024, the Port of Virginia expects to be the deepest port on the East Coast at 55 feet, with room for two-way traffic for some of the world’s largest vessels. The port has six terminals and has invested more than $1 billion in infrastructure since 2015, producing 390,000 port-related jobs across the state, $23 billion in annual compensation and $2.1 billion in state and local taxes, according to a William & Mary study. Beyond the Hampton Roads region, the port stretches to Richmond and Front Royal, where its inland ports connect with major rail and trucking markets.
Newport News Marine Terminal (NNMT)
165 acres
Direct, on-dock rail service with CSX
Ability to transfer with Norfolk Southern in Richmond
968,000 square feet of covered storage
Norfolk International Terminals (NIT)
Located on 567 acres
50-foot depth, capable of handling Ultra Large Container Vessels
16 ship-to-shore cranes as of January 2021
1.22 million container capacity
2.14 million Twenty-Foot Equivalent Units (TEUs)
Portsmouth Marine Terminal (PMT)
Currently closed to container traffic
250,000 container capacity
437,500 TEUs
Richmond Marine Terminal (RMT)
121 acres along the James River
Owned by city of Richmond and leased by Virginia Port Authority
300,105 square feet of warehouse space
James River Barge Service offers weekly service from Hampton Roads to Richmond
50,000 to 60,000 TEUs
Virginia Inland Port (VIP)
161 acres
Intermodal container transfer facility in Front Royal
17,820 feet of rail track that runs adjacent to Norfolk Southern’s Crescent Corridor
78,000 TEUs
Virginia International Gateway (VIG)
Nation’s largest privately owned terminal, on 576 acres
Virginians will still need to wear masks indoors and at large, crowded events outside, but Gov. Ralph Northam amended his executive order Thursday to allow fully vaccinated people — meaning those who received their final COVID-19 vaccine dose at least two weeks earlier — to remove their masks outdoors in small gatherings, following new Centers for Disease Control and Prevention guidelines.
“The CDC’s recommendations underscore what we have said all along — vaccinations are the way we will put this pandemic behind us and get back to normal life,” Northam said in a statement. “Our increasing vaccination rate and decreasing number of new COVID-19 cases has made it possible to ease mitigation measures in a thoughtful and measured manner. I encourage all Virginians who have not yet received the vaccine to make an appointment today.”
Northam’s mask mandate — first affecting all Virginians ages 10 and older, and then lowered to age 5 — was put in place in late May 2020 to curb the spread of COVID-19, following the CDC’s recommendation.
With Thursday’s change, mask use is still required indoors and at crowded events like concerts, sporting events and graduation ceremonies, the governor’s office said in a news release.
Northam, who previously announced some lifted restrictions beginning May 15, moved up one change to go into effect immediately, allowing up to 1,000 people to attend outdoor recreational sporting events. The news release said that Northam expects further rollbacks by mid-June, as long as health metrics and vaccination continue to progress positively.
Virginia’s and other states’ masking policies, which quickly became politicized as then-President Donald Trump and other Republicans chafed at being required to wear face coverings, heavily influenced life across the nation over the past year. Some businesses in Virginia were shut down after repeatedly violating the mandate, and Republican state Sen. Amanda Chase was forced to sit in a Plexiglass cubicle during state Senate sessions because she refused to wear a mask. However, health officials and Northam have attributed Virginia’s relatively low COVID rates compared to other states to its mask mandate and other safety precautions.
Although some governors have completely rescinded masking mandates in recent weeks, others have taken more cautious approaches. Maryland Gov. Larry Hogan, a Republican, declared this week that Marylanders did not need to wear masks outdoors except for in large ticketed venues and on public transit, a similar policy to Northam — who has frequently collaborated with Hogan and Washington, D.C. Mayor Muriel Bowser on COVID-19 policies. Bowser also released new mask guidance Thursday, allowing vaccinated people to shed face coverings for small indoor private gatherings, and vaccinated people can socialize with unvaccinated people outdoors, although unvaccinated people should still wear a mask, the D.C. health department advises.
As of Thursday, 3.7 million Virginians — 43.9% of the population — are vaccinated with at least one dose, and 29.9% of the state, or 2.5 million people, are fully vaccinated. Shots are available for anyone age 16 or older. Although there are walk-in appointments available in some regions of the state, many clinics are still requiring advance appointments.
All adult residents of Virginia can now register to get vaccinated at vaccinate.virginia.gov or call (877) VAX-IN-VA, or (877) 829-4682.
Volkswagen Group, with its North American operations based in Herndon, was named this week to Time magazine’s inaugural 100 Most Influential Companies list, receiving accolades for its move into electric automobiles.
The German automotive corporation has set aside $54 billion for electrified vehicles over the next five years, with plans for six new battery factories and 18,000 charging stations throughout Europe, according to Time’s entry on Volkswagen. VW sold 231,600 electric vehicles last year, three times its sales in 2019, and is aiming for 1 million in 2021, Time writes.
The rest of Time’s most influential companies list includes large, familiar corporations like General Motors, Facebook, Google and Amazon.com Inc., as well as “pioneers” such as Savage X Fenty and Headspace.
Time solicited nominations across health care, entertainment, transportation, technology and other sectors, and nominees were judged on several key factors, including “relevance, impact, innovation, leadership, ambition and success.”
Volkswagen is the only listed company headquartered in Virginia.
Modine Manufacturing Co. will invest $7 million to convert its Rockbridge County warehouse into a manufacturing plant that will produce data center cooling solutions, creating 60 jobs, Gov. Ralph Northam announced Thursday.
Headquartered in Wisconsin, Modine specializes in building thermal management systems and components and saw $2 billion in revenue last year. Modine has had a manufacturing facility since 1963 in Buena Vista, where it employs more than 260 people. The new operation will be at Modine’s former warehouse at 360 Collierstown Road.
“Virginia boasts the largest data center market in the country, and this growing industry requires state-of-the-art cooling systems manufactured by leaders like Modine,” Northam said in a statement. “We are grateful that this longtime Virginia employer has decided to deepen its roots in our commonwealth, creating 21st century jobs and producing a high-demand, world-class product right here in the Shenandoah Valley.”
The Virginia Economic Development Partnership (VEDP) worked with Rockbridge County, the Shenandoah Valley Partnership and the Port of Virginia to secure the project for Virginia, which competed with several other states. Northam approved a $194,000 grant from the Commonwealth’s Opportunity Fund to assist the county with the project. VEDP’s Virginia Talent Accelerator Program will assist Modine in workforce training and recruitment at no cost to the company.
“For 58 years, we have partnered with Rockbridge County to become a leading supplier of HVAC solutions for a variety of markets and end users, and this investment signals a continued commitment to that mission,” Modine CEO Neil Brinker said in a statement. “This site was selected as a result of the capabilities of the workforce, both hourly and salaried, and our confidence in their ability to quickly and safely begin producing high-quality HVAC solutions for our data center customers. We are excited to work with the commonwealth of Virginia and Rockbridge County to begin hiring and equipping these new employees to meet the needs of our customers.”
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