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Reston-based Comscore secures investments for stock deal

Reston-based media-measurement and analytics company Comscore Inc. announced Thursday that Connecticut-based Charter Communications Inc., Colorado-based Qurate Retail Inc. and an affiliate of New York-based Cerberus Capital Management LP are each making a cash investment in exchange for shares of convertible preferred stock.

Proceeds from the investment will be used by Comscore to retire existing debt and improve the company’s financial flexibility and liquidity position. The investment includes the issuance of convertible preferred stock of $204 million ($68 million per investor) at $2.47 per share. A competitor of rival analytics and media ratings firm Nielsen Holdings PLC, Comscore has struggled as media consumption habits have rapidly changed. It has also experienced financial challenges.

In a Jan. 7 news release, Comscore stated that telecommunications and mass media company Charter would provide Comscore with “enhanced access” to consumer data and rights. Comscore also stated that the move would assist with the industry’s shift to census-based audience viewership and provide advertisers with more reliable audience measurement and analysis.

“This is a watershed moment in our history,” Comscore CEO Bill Livek said in a statement. “The retirement of debt provides the company with the financial flexibility to execute our plan. The investment and commercial agreements we announced today will supercharge our ability to deliver trusted cross-platform measurement for all customers. We are built to deliver now.”

Comscore has faced numerous challenges in recent years, according to The Wall Street Journal, including executive departures, an accounting scandal and a Securities and Exchange Commission investigation that resulted in Comscore paying a $5 million settlement in 2019.

Since 2019, Comscore’s stock price has plummeted more than 80%; on Thursday, its shares jumped almost 16% to $2.84.

Through the deal’s 10-year license with Charter, Comscore will be able to pursue additional revenue in TV, digital and cross-platform audience and impression-based currency. The deal will also extend Philadelphia-based Comcast Cable Communications LLC’s current data deal with the company.

In connection with the investment, Comscore’s convertible debt held by Starboard Value LP and Comscore’s secured term note will each be repaid in full at the close of the transaction. Starboard will receive $204 million in cash from the investment, plus accrued interest and 3.15 million common shares. The transaction will require shareholder approval and is subject to customary closing conditions.

The transaction includes an extended data license agreement between Comscore and Charter, anchoring and expanding Comscore’s assets, and Charter will treat Comscore as its local measurement partner. In concert with Charter, Comscore plans to drive a new industry standard in media measurement towards impressions-based measurement for the selling and buying of advertising.

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Virginia sees record daily COVID-19 rises

Just after surpassing more than 5,000 coronavirus-related deaths, Virginia hit its highest daily average of new COVID-19 cases for the third day in a row.

As of Monday, the state’s seven-day average of new cases stands at a record high of 4,480. On Saturday, Jan. 2, the average was 4,168; on Sunday, Jan. 3, the average was 4,313.

As COVID-19 cases continue to surge following the holidays, some of America’s large metropolitan hospitals are feeling the strain, pushing occupancy limits and overwhelming staff. In Virginia, however, the situation doesn’t yet appear as dire.

According to Virginia Hospital & Healthcare Association spokesman Julian Walker, intensive-care unit beds are currently at 82% occupancy statewide; for comparison, 2019’s statewide average was 67%. With “surge beds” – beds repurposed for ICU use – factored in, he says, the state is currently operating at 55% ICU bed capacity.

“Capacity isn’t as much a concern,” says Walker, explaining that staffing may prove the greater issue due to health care workers becoming ill or quarantining due to an exposure; VHHA does not track figures on employees out of work because of the pandemic. “I wouldn’t say that we’re at a critical point in Virginia, but that doesn’t mean that things aren’t heading in an upward trajectory.”

Virginia recorded 31,361 new COVID-19 cases and 271 deaths last week, according to the Virginia Department of Health’s Jan. 4 update. The current seven-day positivity rate is 15.8%, up 3.5% from a week ago, with an average of 4,480 new cases reported daily.

Walker says 2,765 patients in Virginia are currently receiving in-patient care for COVID-19, roughly 2,400 of which have confirmed positive tests — a leap of more than 1,100 hospitalized COVID patients over the past month.

“Hospitals certainly experienced a bump post-Thanksgiving, and the unfortunate expectation is that in the post-holiday period that there may be another bump, which leads to continued escalation in the number of cases, including the number of people that are hospitalized,” Walker says. “The concern is that if the numbers continue on this trajectory, that could become problematic.”

Dr. Nicolas Restrepo, vice president of medical affairs for Valley Health’s Winchester Medical Center in Winchester, says his health care system has worked to increase capacity.

In the spring, the system maxed out at 40 COVID-19 patients; two days ago, Valley Health reached a new high of caring for 148 individuals for COVID-19. Restrepo says PPE supply chain improvements and gains made in testing have helped increase their capacity.

Still, he says the pandemic is hard on his staff.

“It’s taxing,” says Restrepo. “It is definitely creating a lot of wear and tear on the staff and challenging their resilience. But they’re an incredible group of people, and they continue to move forward, and they continue to support one another, and they continue to provide tremendous care to their patients.”

The state has reported 367,536 cases and 5,132 deaths since March.

Meanwhile, 87,618 people in Virginia have received one dose of a COVID vaccine, and 404,675 doses from Moderna and Pfizer Inc. have been distributed as of Jan. 3, VDH reported. Two doses of each vaccine are required to be fully vaccinated.

In December, the Centers for Disease Control and Prevention issued guidance from a panel of doctors and public health experts, which set vaccination priorities that Virginia is following. After frontline care givers and long-term care facility residents and workers receive the vaccine, the next populations in line for COVID-19 vaccinations would be people ages 75 and older and about 30 million “frontline essential workers,” including grocery store workers, teachers and emergency responders. Others — including people age 65 to 74 and those with serious health conditions — will follow these groups, and Virginia public health officials expect the vaccines to be broadly available by summer 2021.

Until then, Walker stresses the need for resiliency.

“Everyone has pandemic fatigue, everyone wants this to be over,” Walker says. “There is hope in the form of the vaccine, but it’s still going to be months before the general public has access to the vaccine and months before a sufficient number of Americans have been vaccinated to reach the point of herd immunity.”

On Friday, Dr. Anthony Fauci, director of the National Institute of Allergy and Infectious Diseases, will take part in an online event open to the public, Facts & Faith Friday. He will be joined by Gov. Ralph Northam, State Health Commissioner Dr. Norman Oliver, VCU Massey Cancer Center Director Dr. Robert Winn and other state officials in a discussion about the COVID-19 vaccine. To register for the event, click here.

The following health districts reported positivity rates above 10% as of Dec. 31:

  • Alexandria — 10.9%, up from 8.4% on Dec. 24
  • Alleghany (Alleghany, Botetourt, Craig and Roanoke counties and the cities of Covington, Roanoke and Salem) — 13.7%, up from 11.6%
  • Central Shenandoah (Augusta, Bath, Highland, Rockbridge and Rockingham counties and the cities of Buena Vista, Harrisonburg, Lexington, Staunton and Waynesboro) — 21.1%, up from 17.0%
  • Central Virginia (Amherst, Appomattox, Bedford and Campbell counties and Lynchburg) — 24.3%, up from 17.1%
  • Chesapeake — 22.7%, up from 17.8%
  • Chesterfield — 15.6%, up from 13.6%
  • Chickahominy (Charles City, Goochland, Hanover and New Kent counties) — 15.1%, up from 10.0%
  • Crater (Dinwiddie, Greensville, Prince George, Surry and Sussex counties and the cities of Emporia, Hopewell and Petersburg) — 13.8%, up from 11.7%
  • Cumberland Plateau (Buchanan, Dickenson, Russell and Tazewell counties)  — 22.8%, up from 22.5%
  • Eastern Shore (Accomack and Northampton counties) — 19.5%, up from 11.8%
  • Fairfax — 14.5%, up from 10.5%
  • Hampton — 21.8%, up from 15.4%
  • Henrico — 13.2%, up from 8.9%
  • Lenowisco (Lee, Scott and Wise counties and the city of Norton) — 32.4%, up from 21.4%
  • Lord Fairfax (Clarke, Frederick, Page, Shenandoah and Warren counties and Winchester) — 14.7%, up from 14.4%
  • Loudoun — 16.6%, up from 11.6%
  • Mount Rogers (cities of Bristol and Galax and counties of Bland, Carroll, Grayson, Smyth, Washington and Wythe) — 23.4%, up from 20.6%
  • New River (Floyd, Giles, Montgomery and Pulaski counties and Radford) — 15.9%, up from 11.7%
  • Norfolk — 14.0%, up from 13.1%
  • Peninsula (Newport News, Poquoson, Williamsburg, James City and York counties) — 16.6%, up from 13.1%
  • Piedmont (Amelia, Buckingham, Charlotte, Cumberland, Lunenburg, Nottoway and Prince Edward counties) — 18.3%, down from 22.0%
  • Pittsylvania-Danville — 19.1%, up from 12.4%
  • Portsmouth — 19.4%, up from 18.5%
  • Prince William — 20.8%, up from 17.2%
  • Rappahannock (Caroline, King George, Spotsylvania and Stafford counties and Fredericksburg) — 17.6%, up from 12.3%
  • Rappahannock Rapidan (Culpeper, Fauquier, Madison, Orange and Rappahannock counties) — 11.1%, up from 9.7%
  • Richmond — 11.4%, up from 6.7%
  • Roanoke — 18.2%, up from 16.8%
  • Southside (Brunswick, Halifax and Mecklenburg counties)  — 12.7%, up from 6.9%
  • Three Rivers (Essex, Gloucester, King and Queen, King William, Lancaster, Mathews, Middlesex, Northumberland, Richmond and Westmoreland counties) — 14.4%, up from 13.4%
  • Virginia Beach — 18.3%, up from 13.8%
  • West Piedmont (Franklin, Henry and Patrick counties and the city of Martinsville) — 19.0%, up from 17.0%
  • Western Tidewater (Isle of Wight and Southampton counties and the cities of Franklin and Suffolk) — 13.1%, up from 10.1%

These are the 10 Virginia localities that have seen the most cases in the state, as of Jan. 4:

  • Fairfax County: 46,096
  • Prince William County: 26,664
  • Virginia Beach: 17,819
  • Loudoun County: 14,569
  • Chesterfield County: 13,658
  • Henrico County: 13,126
  • Chesapeake9,759
  • Richmond: 9,635
  • Arlington County: 9,290
  • Norfolk: 9,169

Globally, there are 85.2 million reported COVID-19 cases and 1,845,408 confirmed deaths, as of Jan. 4. The United States, which has the most confirmed cases and deaths worldwide, has seen 20.6 million confirmed cases so far, with 351,590 deaths attributed to the coronavirus since February.

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500K Virginians enrolled in Medicaid since 2019 expansion

The Virginia Department of Medical Assistance Services (DMAS) has announced that more than 500,000 Virginians have enrolled in health coverage since expanded Medicaid eligibility rules took effect in January 2019.

Virginia was the only state in nation to experience a reduction in its uninsured rate between 2018 and 2019, the first year of the expanded eligibility rules. The overall uninsured rate in the commonwealth declined from 12.3% to 11%. The reduction was more dramatic for Virginians ages 18-64 with incomes below 138% of the poverty line. That population segment saw its uninsured rate drop from 28.1% to 23%.

In a statement, DMAS said that Medicaid expansion was a critical support to Virginians during the ongoing COVID-19 crisis, and that an additional 116,100 adults had enrolled since a state of emergency was declared in March 2020. Coverage protections in place during the pandemic have contributed to the growth in enrollment, the state agency said.

DMAS marked the milestone with the release of a new infographic developed by a multidisciplinary team of researchers from Virginia Commonwealth University’s School of Medicine. The infographic offers a preliminary view of the outcomes of Medicaid expansion related to health insurance coverage, access to care, utilization of primary care and racial disparities using data analyzed by the Department of Health Behavior and Policy, and the Department of Family Medicine and Population Health.

“Medicaid expansion is a powerful tool in our work to increase access to high-quality health coverage, and it has been an essential part of our commonwealth’s response to the COVID-19 health emergency,” said DMAS Director Karen Kimsey. “Our partners at VCU have provided us with an impressive look at the accomplishments we’ve experienced, as well as a roadmap for further addressing racial health disparities in 2021.”

Key findings of the VCU analysis include:

– Virginians who enrolled in Medicaid coverage reported a dramatic decrease in unmet medical and other health needs, including a 38 percentage point decline in unmet need for primary care and a 32 percentage point decline in unmet need for prescription medicines.
– A reduction from 47% to 33% in individuals using emergency rooms for basic health care after they enrolled in Medicaid.
– A 59% decline in the number of individuals paying off medical debt after they enrolled in Medicaid.
– Hospitals experienced a 56% decline in uninsured patients between 2018 and 2019, along with a 47% increase in patients with Medicaid coverage.
– The period of time women have retained their Medicaid coverage following the birth of a child increased from four months in 2017 to 12 months in 2019.
– An examination of racial equity as measured by unmet health needs found improvements following Medicaid expansion, but disparities continue to exist.

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Virginia has administered 50K+ COVID-19 vaccine doses so far

Having received 285,000 COVID-19 vaccine doses from two manufacturers, Virginia has distributed more than 54,000 doses in the past two weeks.

Nationally, there’s been frustration with the vaccine rollout, which has been slower than expected. The Trump administration had pledged that 20 million doses of the vaccine would be administered across the country by the end of the year. As of early Dec. 30, only 11 million doses had been shipped and less than three million had been reportedly administered. Virginia was expecting to receive a total of 370,000 doses before the end of the year.

Asked about Virginia’s efforts during a press briefing Wednesday, Christy Gray, the Virginia Department of Health’s immunization division director, said that there was likely a lag in the commonwealth’s reporting of its administered doses due to logistical issues, and that VDH had been working with health care providers to troubleshoot issues around the new program.

“We do expect that the number of doses administered is actually higher,” she said. “47,000 doses in two weeks is not a small number, and we are proud of our Virginia providers for accomplishing that.”

Gray also fielded questions about Virginia receiving fewer vaccine doses than originally promised. Initially, VDH had been told it would receive 480,000 doses by the year’s end; the number was later changed to 370,000. “The number did decrease [by] approximately 100,000 doses, so we have had to update our strategy,” she said.

Presently, Virginia is in what VDH calls “Phase 1a” of the vaccine rollout, during which only health care workers, employees who work in similar settings and residents of long-term care facilities will be receiving the vaccine. Gray said that long-term care facilities will begin receiving vaccinations in the coming weeks. The recommendations for the criteria for Phase 1b and Phase 1c are currently being finalized. Phase 2 will be comprised of the general public. Gray said no timeline could be provided for the other phases of vaccinations.

Last week, Virginia established a vaccine dashboard, allowing the public to see how many vaccine doses have been administered so far. The two vaccines approved in the United States so far are manufactured by Pfizer and Moderna; both require two rounds of vaccine doses.

Gray said that those who received vaccinations would be entered into Virginia’s free statewide vaccine database, which would help ensure that Virginians receive a correct and timely second dose, and serve as proof of vaccination.

In spite of skepticism about the speedy production of the coronavirus vaccines, Gray said all scientific protocols had been upheld, and that the vaccines had been approved “without corners being cut.”

“We have not heard any serious adverse effects in Virginia with either of these vaccines,” she said.

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Northrop Grumman awarded $246M contract modification

The Defense Logistics Agency has awarded Falls Church-based Northrop Grumman Corp. a $246.4 million contract modification that adds production pricing for exhaust pipes of the U.S. Air Force’s B-2 bomber aircraft.

The award falls under a firm-fixed-price indefinite-quantity contract with four base years plus one five-year option period, according to the Department of Defense. In September 2019, DLA initially awarded a $42.8 million contract to order B-2 hot trailing edge units for the military branch. Fiscal 2021 defense working capital funds are being used on the modification award.

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PAE awarded $152M task orders for military aircraft maintenance support

Falls Church-based PAE has been awarded two new business task orders to support aircraft maintenance with a combined value of up to $151.8 million.

The task orders were awarded under the U.S. Air Force Contract Field Team Services indefinite delivery, indefinite quantity services contract, which has a ceiling value of $11.4 billion. Through these awards, PAE will support aircraft maintenance at the Naval Aviation Maintenance Center for Excellence (NAMCE) at Naval Air Station Lemoore (NAS Lemoore) in California and for the U.S. Army Pacific at locations in Alaska, Hawaii and South Korea.

In a statement, PAE President and CEO John Heller said his company’s aircraft maintenance service solution model positioned the company for the NAS Lemoore task order, valued at $95.7 million if all options are exercised. PAE will support the station’s NAMCE, a Naval Aviation Enterprise initiative begun in 2018 to improve the readiness of F/A-18E/F fighter jets under Strike Fighter Wing Pacific.

“Continuing on our decades of support for the Navy’s most critical national security initiatives, PAE is now trusted to safely and dependably return aircraft back to fleet squadrons as mission-capable aircraft following critical maintenance,” Heller said.

In addition to placing down aircraft back into service, PAE will provide reconstitution of logbooks, documents and records, corrosion treatment and prevention, and planned maintenance interval inspections on the task order at Lemoore through November 2023.

“Under the second task order award we will support the U.S. Army Pacific, expanding our aircraft maintenance operations to support 268 Army aircraft at locations in the Pacific crucial to U.S. security missions,” Heller said.

PAE will provide field and sustainment-level maintenance and modification work order support for AH-64, CH-47 and UH-60 helicopters through January 2023 on the USARPAC task order, valued at $56.1 million if all options are exercised. Work will also include logistics support and port operations.

PAE employs a workforce of about 20,000 on all seven continents and in approximately 60 countries, delivering a wide range of operational support services to clients.

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Touchstone Bankshares names chief lending officer

Prince George-based Touchstone Bankshares Inc. has named C. Sean Link as its chief lending officer.

Link has more than 10 years of senior executive banking experience with a focus on commercial banking, most recently as senior vice president of commercial banking at Truist in Richmond. Link also served as senior vice president of commercial banking and senior vice president/senior commercial banker at South State Bank and at Union Bank and Trust, respectively, in Richmond. He holds a degree in business administration from Virginia Commonwealth University.

“We welcome Sean to our leadership team as we deliver a borrowing experience for our customers that is second to none. I am confident, that with his passion and experience we can expand the Touchstone Bank brand in Richmond and the surrounding markets. We look forward to Sean’s contributions as chief lending officer and are proud to have him on our team,” said James Black, Touchstone Bank president and CEO, in a statement.

Touchstone Bankshares, Inc. is the bank holding company for Touchstone Bank, a full-service community bank. The formation of Touchstone Bankshares, Inc. was finalized on July 1, 2020, with a one-for-one share exchange of Touchstone Bank preferred and common shares with Touchstone Bankshares, Inc. preferred and common shares respectively. The bank has 11 branches serving Southern and Central Virginia and two branches and a loan center serving northern North Carolina.

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Short and … sweet?

Even before the pandemic and ensuing recession took hold in Virginia, 2020 already had the makings for a novel year in the General Assembly.

Having won majorities in both houses in the November 2019 elections, Democrats took back full control of the legislature for the first time in a generation. With Gov. Ralph Northam in the Executive Mansion, Democrats hit the ground running in the 2020 regular session, passing bills that decriminalized marijuana, allowed localities to remove Confederate statues, set in motion redistricting reforms, expanded early voting, raised the minimum wage, allowed casinos, implemented gun control measures, permitted collective bargaining in local governments and enacted the Virginia Clean Economy Act, a sweeping piece of legislation mandating that the state’s biggest utilities shift to 100% renewable energy in coming decades.

“We’re going to try to strike the right balance so that businesses and employees get what they need to manage through this crisis,” says state Sen. Jennifer McClellan, D-Richmond.
“We’re going to try to strike the right balance so that businesses and employees get what they need to manage through this crisis,” says state Sen. Jennifer McClellan, D-Richmond. Photo by Shandell Taylor

Just as COVID-19 began rearing its spiky proteins in mid-March 2020, the General Assembly adjourned and returned for an April 2020 veto session that saw the House of Delegates meet outdoors under a canopy on the Capitol lawn. Their Senate counterparts opted to meet at the Science Museum of Virginia, which allowed for greater social distancing than the Capitol, as well as the installation of Plexiglas partitions as needed.

Assembly members reconvened on Aug. 18, 2020, for the start of a marathon 84-day special session in which House members met virtually, while the Senate continued meeting at the Science Museum of Virginia. During the special session, Democrats revised the state’s budget to account for recession-related shortfalls, and also passed a full slate of policing and racial justice reforms in response to last summer’s Black Lives Matter protests.

Now, following what one legislator jokingly termed “a short break,” the House of Delegates plans to gavel in its 2021 regular session virtually on Jan. 13, with the state Senate again planning to meet at the Science Museum.

The pandemic is one of the few events to have disrupted the normal convening of the General Assembly since the legislature began meeting at the Thomas Jefferson-designed Virginia State Capitol in 1792. Aside from the Civil War period, there are only two other instances when the Assembly didn’t meet in its normal chambers for an entire session: in 1849, when a cholera epidemic caused legislators to convene at the Fauquier White Sulphur Springs Hotel near Warrenton; and from 2005 to 2007, when the legislature met in the adjacent Patrick Henry Building while the Capitol underwent an extensive renovation.

With the pandemic surging worse than ever and businesses and citizens continuing to feel the alligator chomp of economic distress, the legislators will likely have a busy session.

Farnsworth
Farnsworth

Adding to the uncertainty, their time during the regular session will likely be limited. Republicans have vowed to not extend the 30-day session by 15 days, as is the norm. This would make it the briefest legislative regular session in at least half a century.

During the short session, will the legislature work to assist struggling businesses, or saddle them with additional regulatory and tax burdens? And, with the state grappling with revenue shortfalls from the recession — reported in August as $2.7 billion less than previously anticipated for the two-year state budget — could taxes generated from legalizing marijuana help stanch the bleeding?

The general outline of the upcoming session appears to be forming a giant question mark.

A joint resolution?

To Virginia budget hawks and recreational weed enthusiasts alike, Nov. 16 marked an important development.

Saxman
Saxman

That’s when the Joint Legislative Audit & Review Commission — which evaluates programs and policies on behalf of the General Assembly — issued its assessment of what marijuana legalization might look like in Virginia. With the JLARC report estimating that pot cultivation and sales could generate up to $300 million in annual state tax revenue and create 11,000 jobs, Northam told The Associated Press, “Legalizing marijuana will happen in Virginia.”

Compared with the state government’s previous stance on legalization, Rich Meagher, an associate professor of political science at Randolph-Macon College, calls Northam’s statement an “‘Exorcist’-style head spin from where we were even two or three years ago.”

The sudden change is emblematic of how much Virginia politics have shifted since Democrats gained legislative power. But for every two steps the party took in 2020, it had to take one step back because of the pandemic-related recession.

Legislation that would have raised the hourly minimum wage from $7.25 to $9.50 on Jan. 1, 2021, was pushed back to May 1 to allow employers more time to recover from the recession; the wage will rise gradually to $15 by 2026.

“New spending initiatives really were hammered by the financial crisis,” says Stephen Farnsworth, political science professor at the University of Mary Washington and director of the Center for Leadership and Media Studies. “2020 was a year where some Democratic initiatives could proceed but others had to wait.”

Holsworth
Holsworth

Other goals Democrats may want to achieve — such as raising teacher pay — may prove daunting under current fiscal conditions.

“We’ve got shortfalls but not as bad we expected it to be,” says state Sen. Jennifer McClellan, D-Richmond. “It’s going to be tight.”

To Chris Saxman, executive director of the nonpartisan business advocacy group Virginia FREE, many of the changes undertaken and aspired to by Democrats are detrimental to business. A former Republican delegate who represented parts of Augusta and Nelson counties, Saxman says minimum wage increases and a threat to Virginia’s right-to-work status are “a horrible signal to send the business community.”

During last year’s regular session, efforts to repeal or scale back Virginia’s right-to-work law — which bans compulsory union membership — were killed in committee in both chambers. But businesspeople and Republicans are still nervous.

“At a time when the economy is recovering, they’re going to throw more stones in the packs of the business leaders,” Saxman says. “The business lobbyists are out of their minds, scared at what some of these people are coming up with.”

Bob Holsworth, a veteran political analyst based in Richmond, says that, until recently, Democratic and Republican legislators might have disagreed on social issues but generally came together around economic development. However, with Democrats gaining power and more progressives in the statehouse, business leaders “are seeing that consensus begin to fray a little bit,” Holsworth says.

Martin
Martin

Barry DuVal, president and CEO of the Virginia Chamber of Commerce, says he hopes that the General Assembly will recognize the trouble that businesses are going through right now and develop a business relief program.

“The General Assembly heard from the business community [in 2020] that it’s time to protect our business climate and begin to set the stage to rebuild the Virginia economy,” says DuVal, who served as state secretary of commerce under Gov. Jim Gilmore.

In the upcoming session, DuVal wants Virginia to continue its status as the northernmost right-to-work state on the East Coast. He also wants the General Assembly to fund education and workforce initiatives that would help businesses, including child care assistance. As some states have done, DuVal also wants the legislature to protect employers from what he deems “frivolous lawsuits” related to employees and customers contracting the coronavirus.

Keith Martin, the Virginia Chamber’s executive vice president of public policy, warned in early November that with the Virginia Employment Commission was anticipating a $750 million deficit in its jobless benefits fund because of unemployment claims, and that unemployment insurance taxes may climb as high as roughly $250 per employee, up from a pre-pandemic average of $67. Those concerns have since been addressed with a Dec. 22 executive order by Northam that froze potential increases, temporarily shielding Virginia’s businesses from having to pay an additional $200 million to replenish the fund. The special session budget that Northam signed included $210 million to help backfill the fund.

John March, spokesperson for the Republican Party of Virginia, says that between the minimum wage raise and additional regulations and permits that he believes the Democrats will enact, it will endanger Virginia’s status as CNBC’s No. 1 state for business in America, a distinction the commonwealth received most recently in 2019. “Virginia is not going to be the most friendly place for business much longer.

Price
Price

But McClellan stresses that worker protections are good for businesses too, reflecting “a symbiotic relationship. … A lot of businesses have recognized — particularly over the past year — how health and safety and child care impact their employees and their ability to be productive,” she says. “We’re going to try to strike the right balance so that businesses and employees get what they need to manage through this crisis.”

A 30-day challenge

In accordance with the state constitution, the General Assembly is supposed to convene for 30-day sessions in odd-numbered years. Traditionally, though, that’s been extended to 45 days.

That 15-day extension, however, requires approval from two-thirds of the legislature, and Republicans aren’t playing ball this session. House Minority Leader Del. C. Todd Gilbert, R-Shenandoah, says the extensions are intended for budget adjustments, which aren’t necessary this time because the legislature already did that during the fall 2020 special session.

But, Holsworth says,  “given the impact of COVID, it makes no sense to say, ‘We’re going to artificially limit this to 30 days.’ They have a responsibility to address some very significant issues.” He notes that planning and oversight of the state’s COVID-19 vaccination program will have to occur this year.

Last fall’s 84-day special session put a strain on legislators, most of whom hold full-time jobs on top of serving in the General Assembly. As a mother of two and an administrator at Richard Bland College, Del. Lashrecse D. Aird, D-Petersburg, says the special session had her playing “work-life Jenga, as in, whatever I can keep from falling for the day.”

Though Northam can call another special session at any time, legislators would more or less have to restart the legislative process. Because of this, the legislature will limit the number of bills that can be submitted during the 2021 regular session.

Del. Marcia “Cia” Price, D-Newport News, says that she’s had to scale back the legislation she’s filing at a time when “the pandemic has uncovered or exacerbated [the] issues the community is facing. The need for legislative solutions increased, but now there’s a fight to decrease the amount of work that we’ll be able to accomplish, so I think people really are starting to scramble.

Led by House Minority Leader Del. Todd Gilbert, R-Shenandoah, Republican delegates plan this year to oppose the legislature’s traditional 15-day session extension. photo by Norm Shafer
Led by House Minority Leader Del. Todd Gilbert, R-Shenandoah, Republican delegates plan this year to oppose the legislature’s traditional 15-day session extension. Photo by Norm Shafer

Greg Habeeb, a partner with public affairs, communications and marketing firm Gentry Locke Consulting, says that clients are planning to lobby less than usual because of the short session. The budget, he says, will loom large.

“This past year, a lot of short-term funding issues brought on by the pandemic and recession were plugged with one-time money,” largely from the federal CARES Act, says Habeeb, a former Republican delegate who represented Roanoke, Salem and Montgomery and Craig counties from 2011 to 2018. “We’ll have to see if and how President-elect Joe Biden and Congress allocate additional federal funding.”

And while Habeeb understands the need to conduct the 2021 session virtually, he says that the lack of personal interactions will make it difficult for legislators and advocates to have the discussions necessary to advance major initiatives such as last session’s Virginia Clean Economy Act. 

For lobbyists and other stakeholders, day-to-day informal interactions with lawmakers and aides in the hallways and elevators of the Pocahontas Building are essential to passing legislation. But the Pocahontas Building, which houses legislators’ Richmond offices as well as committee and subcommittee meeting rooms, will be closed to the public during the 2021 session due to the pandemic.

As if this session needed another wrinkle, it’s also taking place in a gubernatorial election year when all House of Delegates candidates will be up for reelection. Amid this, several state legislators will be jockeying to land their parties’ nominations for governor, lieutenant governor and attorney general.

“It’s going to be a noisy lead-up to a really quick session, so my guess is that Northam’s voice is going to be the strongest one, but there could be a lot of other voices out there muddying the waters,” Meagher says.

The blue horizon

Habeeb
Habeeb

Democratic lawmakers will likely try to address many of the issues they care about, including additional social justice and law enforcement reforms, housing equity, broadband expansion, sick leave and paid family medical leave, expanding collective bargaining and repealing or diminishing Virginia’s right-to-work status.

“That’s just a discussion that we’re going to continue to have,” says McClellan of right-to-work. “If you benefit from a collective bargaining agreement or from a union representing you through grievances, you should have to contribute to getting that collective bargaining agreement or having that representation.”

McClellan says Democrats are undaunted by the brevity of a 30-day session and will call a special session if needed.

“This is a time where we need to address the needs of all Virginians,” says McClellan, who is seeking the Democratic nomination for governor. “People elected us to solve problems.”

Dyke Jr
Dyke Jr

Regarding Richmond-based utility Dominion Energy Inc. — which Democrats and especially progressives have taken aim at in the past — McClellan says the legislature may take a look at the Virginia Clean Energy Act and make sure Dominion is implementing it the way they intended.

James W.  “Jim” Dyke Jr., a consulting senior adviser for state government relations at McGuireWoods, hopes that some of the revenues from recently approved casinos will help fund child care and early childhood education. And considering how vital the internet is for those who are currently working or attending school from home, broadband expansion will likely be taken up as well, he says.

“If you didn’t know broadband was an issue before COVID, you clearly know it now,” says Dyke, who served as secretary of education under Democratic Gov. L. Douglas Wilder in the early 1990s.

Looking past 2021, Meagher says the General Assembly likely will remain under Democratic control for the foreseeable future. Once ruled by rural areas, the state’s political base has shifted as populous suburbs have become less conservative and more diverse. Unless the recently approved bipartisan redistricting commission radically redraws the state’s political maps, it looks like there’s blue on the horizon.

“Demographics are destiny. This is a Democratic state now,” says Rich Meagher, an associate professor of political science at Randolph-Macon College. photo by Caroline Martin
“Demographics are destiny. This is a Democratic state now,” says Rich Meagher, an associate professor of political science at Randolph-Macon College. Photo by Caroline Martin

“Demographics are destiny. This is a Democratic state now. This is a state defined by the urban corridor that runs from Northern Virginia out to the coast,” Meagher says. “It’s Democratic, and it’s more oriented towards urban and suburban districts, and that’s going to drive our politics.”

 

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Rooms to grow

Weaving through the sea of students walking to class and working on the floor in groups, the business faculty at James Madison University’s Zane Showker Hall had a running joke: Getting to their offices each day was akin to an Indiana Jones adventure.

It wasn’t that Showker Hall wasn’t a nice place; it was just that with the rapid expansion of JMU’s College of Business in recent years, a building that was intended for 2,400 students was straining to accommodate 5,000.

Langridge
Langridge

“We were bursting at the seams, basically,” says Elias J. Semaan, professor of finance and business law. “The hallways were always crowded.”

But with the help of a $3.7 million donation — the largest cash gift in the school’s history — change has come to JMU’s College of Business. In fall 2020, the university opened the doors of Hartman Hall, its new 115,000-square-foot academic building, to students and faculty. The $66.5 million facility is the first step toward what will eventually become the College of Business Learning Complex, comprised of Hartman Hall and Showker Hall, which is undergoing a $19.9 million renovation of its own.

JMU plans to reopen Showker in May, with a grand reopening celebration planned for the fall. Altogether, the price tag for the complex will total $99.2 million, including funding for equipment and the $66.5 million for Hartman Hall.

For students, faculty, officials and alums of the Harrisonburg university, the new business school complex is symbolic of the recognition JMU has received from Bloomberg Businessweek for having one of the best public business schools in the country.

JMU unleashed

From his time as a JMU student in the 1960s through his time running a large company of truck dealerships, James Hartman says the lessons he learned at the university proved invaluable in life and business.

After transferring to the school as a junior in 1968, Hartman attended class by day and drove a truck for his father’s company at night. Upon graduating in 1970 with a bachelor’s in business administration, Hartman helped grow his family’s company, Harrisonburg-based Truck Enterprises Inc., from a single truck to eight full-service commercial truck dealerships. Hartman sold the company to Transport Equipment Co. of Salt Lake City on Sept. 1, 2020.

JMU’s Gaglioti Capital Markets Lab in Hartman Hall offers Bloomberg terminals with real-time financial data. Photo by JMU Creative Media
JMU’s Gaglioti Capital Markets Lab in Hartman Hall offers Bloomberg terminals with real-time financial data. Photo by JMU Creative Media

Hartman has stayed connected with JMU over the years, serving on its board of visitors and then as rector from 2010 to 2012. Through his connections at the university, Hartman knew of the need for a new business school building. The building’s name recognizes Hartman; his wife, Carolyn; their son, Scott; and their daughter, Jennifer Risser, a 2000 graduate who now works in the university’s Center for International Stabilization and Recovery.

The road to a new business complex started in the 2000s under then-JMU President Linwood H. Rose. After Jonathan R. Alger became president in 2012, the university put together a six-year strategic plan. It included overarching principles and goals, as well as key initiatives the university hoped to achieve, including increasing graduation rates, lowering student-faculty ratios, and expanding and renovating buildings such as Showker Hall.

With fundraising needed to achieve those initiatives — including a new business school complex — JMU launched its “Unleashed” capital campaign in October 2018. The campaign had an initial goal of raising $150 million but upped the ante to $200 million after fundraising began exceeding expectations.

“The appetite was there to go for it. It was a little daring. It was the single largest capital project in JMU’s history,” Nick Langridge, vice president for university advancement, says of the fundraising campaign.

For the business complex, JMU needed to secure $16.5 million in private funding. Including the Hartmans’ $3.7 million gift, the university raised a total of more than $19 million in private commitments from more than 2,500 donors. The General Assembly allocated an additional $75.9 million toward the project.

Michael Busing, dean of the JMU College of Business, says that Hartman Hall offers better technology and more flexible learning spaces. Photo by Norm Shafer
Michael Busing, dean of the JMU College of Business, says that Hartman Hall offers better technology and more flexible learning spaces. Photo by Norm Shafer

Michael Busing, dean of the College of Business, says that the classrooms at Hartman Hall are “state-of-the-art,” including desktop cameras, 4K projection screens and confidence monitors. For guest speakers both virtual and in-person, the rooms offer array and wireless microphones.

Compared with traditional Harvard-style lecture rooms, Busing says, these classrooms also are more flexible. “What that allows is for students to quickly get into small group conversations … to discuss a topic,” he explains, adding that the classrooms of Showker will be similar after the renovation. “They can convert that classroom from lecture-style to small breakout in about 10 seconds, then [return] to a lecture.”

One fan of Hartman Hall is Maryhelen Storey. Currently in her first year of grad school for accounting, Storey also earned her undergraduate degree in accounting at JMU. She says Hartman compares favorably to the old Showker Hall.

“There’s a much bigger lobby when you walk in that allows for many more seating areas, and then there’s a whole area of study rooms,” Storey says, adding that with greater ease of access, students get more face time with professors. “You see them walking around more, and you also have a new café here that has a full-service eatery, so you’re able to get food here instead of having to leave.”

Gems and crystal Ball

If there’s a gem in the crown of Hartman Hall, it’s the Gaglioti Capital Markets Lab.

Semaan
Semaan

Bounded by glass and a stock ticker displaying share prices, the lab features Bloomberg terminals that feed up-to-the-minute financial data, giving students access to real-world tools to support their learning.

Originally established at Showker Hall in 2011, the lab has been expanded through a comprehensive makeover in its move to Hartman Hall. Even though the previous lab featured financial industry software applications such as SAS, Analytic Solver and Crystal Ball Software, it was crowded. 

The lab “was very nice, but at the same time, very limited, so the class could only fit 20 students at the most,” says Semaan, who teaches all of his courses in the lab.

With its new digs, the lab has doubled its seating capacity, and includes an attached board room that can also function as a multiuse area. The lab features 40 computer stations, eight 55-inch flat-panel displays and a 96-inch smart board.

Even with occupancy limitations put in place during the pandemic to help enforce social distancing, Semaan says, the lab is very popular with students.

“You could tell that the students were very excited about it,” Semaan says. “It’s such a pleasant space.”

Enrico Gaglioti, a 1994 graduate, says he donated the lab to give students a better understanding of the tools used in the financial services industry. A former partner at Goldman Sachs & Co., Gaglioti co-founded and served as CEO of New York City-based Chiron Investment Management before it was acquired by Philadelphia-based FS Investments, where he now serves as co-president.

Alger
Alger

When Gaglioti entered the financial world, he says, many large, New York City-headquartered financial institutions recruited more substantially from top-tier Ivies with big business schools.

“As financial services has grown over the last two decades, these big institutions started broadening out their reach,” says Gaglioti.

Since he entered the workforce, Gaglioti says, JMU has made “a bit of a name for itself” in financial services, with alums reflecting the school’s culture of being collaborative, hard-working, curious and intellectually capable.

“Those are all qualities that are really important in financial services,” he says.

Hard work and humility

Talk to Alger, JMU’s president, and you’ll hear that the workforce of today and tomorrow needs to be made up of people with the breadth of experience and originality that’s fostered by the school.

“The answers are not in the back of the textbook for the problems employers are trying to solve” today, says Alger. “You’ve got to have students that have a creative and innovative mindset.”

As such, Alger says, JMU graduates are well-suited for the workforce because of their collaborative spirit and the fact that they don’t usually have everything handed to them. It’s a work ethos, he says, that’s reflected by the Hartmans.

“JMU grads are known for rolling up their sleeves, for not being entitled, and the Hartmans are known very much for that attitude,” Alger says.

Philanthropists Carolyn and James Hartman donated $3.7 million toward Hartman Hall’s construction. Photo by JMU Creative Media
Philanthropists Carolyn and James Hartman donated $3.7 million toward Hartman Hall’s construction. Photo by JMU Creative Media

With the new Hartman Hall and a renovated Showker Hall in the works, Langridge says the business school’s physical infrastructure is beginning to meet the caliber of its programming.

“We’ve got the facility to match the model, and I think that’s one of the wonderful things about the new learning complex.”

 

 

 

 

 

 

 

At a glance

Founded

Established in 1908, James Madison University was originally known as the State Normal and Industrial School for Women. It was renamed Madison College in 1938 in honor of President James Madison and became James Madison University in 1977.

Campus

Located in Harrisonburg in the heart of the Shenandoah Valley, JMU’s 728-acre campus is divided by Interstate 81. It’s known for its distinctive bluestone buildings on the campus’ west side, as well as Newman Lake near Greek Row and the university’s 125-acre Edith J. Carrier Arboretum, which has numerous gardens and wooded areas with 100-plus-year-old oak and hickory trees.

Enrollment (fall 2020) 

Undergraduate students: 19,727

Graduate students: 1,867

Student profile 

Male/female ratio: 42% / 58%

International students: 1.4%

Minority students: 22.3%

Academic programs

JMU has nearly 140 undergraduate and graduate degree programs, ranging from accounting and computer science to international business, psychology and nursing.

Faculty*

Full-time instructional faculty: 1,070

Part-time instructional faculty: 447

Tuition, fees, housing
and dining

$23,918 approximate annual in-state undergraduate residential cost, including tuition, mandatory fees, housing and meal plan for incoming freshmen.

 *Fall 2019

Shenandoah pushes forward with broadband expansion

Even while getting his teeth cleaned, Michael Keyser can’t escape the topic of broadband expansion.

“It’s the only thing they’ll talk about,” the CEO of BARC Electric Cooperative says, recounting a recent discussion with a dental hygienist excited about receiving broadband service.

BARC, a member-owned electric utility that serves the Shenandoah Valley, has taken the lead on expanding broadband access in the region. Sometimes compared to the federal government’s electrification of rural areas during the Great Depression, broadband expansion is vital to rural homes and businesses’ participation in the modern world.

Currently, much of the region can access only slow DSL or satellite broadband, which have and lower speed thresholds than fiber optic or cable broadband. And, with more people than usual working and attending school from home because of the pandemic, the need for broadband service has become only more pressing.

As Keyser explains, it doesn’t make financial sense for private companies to take on broadband expansion in the area, but as BARC needs to develop broadband access for its own meters and devices, it just made sense for the utility to extend service to the public.

“We realized … that if the co-op doesn’t step up and do this for our service territory, nobody’s going to,” Keyser says.

Since late 2017, the utility has expanded broadband access to about 8,000 homes and businesses at a cost of roughly $40 million. BARC is on pace to surpass 20,000 new customers during the next four years, reaching electric members in Rockbridge and Bath counties, as well as residents of Augusta, Highland, Alleghany and Botetourt counties. The bulk of the expansion has been paid by long-term federal loans, with about $6.2 million covered by grant funding. In late 2020, an additional $3.2 million in grants were announced in state and federal funds for project areas in Rockbridge County.

In light of the pandemic, BARC has attempted to further broadband expansion as quickly as possible, and Keyser says 2021 will be its busiest year yet, with plans to connect more than 2,000 additional customers with roughly 400 miles of fiber at a cost of $16 million.

“We don’t plan on slowing down,”says Rockbridge County Administrator Spencer Suter, whose government has applied for grants to expand broadband access in the county. “We’re going to continue to apply toget broadband expanded to everybody.”

Keyser says those who have received broadband service “are ecstatic. The single question we get in the office is, ‘When is broadband coming?’”