The University of Virginia has big plans for continued expansion in Northern Virginia, with more details to come early this year on where U.Va. will be developing new programs within the region.
Negotiations with prospective partners were ongoing as of early December 2021, school officials said.
The university’s expanded presence for both degree and non-degree workforce training programs will initially operate out of the university’s Rosslyn location, where U.Va.’s Darden D.C. Metro program has been offering graduate business and executive education programs out of the top two floors of a high-rise.
“There will be other facilities in other parts in the region that we can speak to in the future,” says university spokesman Brian Coy.
In September, U.Va. leaders announced UVA|NOVA, a new initiative that ties together existing U.Va. programs in Northern Virginia and signals the launch of an aggressive expansion.
U.Va. used to share space in Falls Church with Virginia Tech, although U.Va. is moving on from that site, says Gregory Fairchild, the inaugural dean and CEO of UVA|NOVA. The university is considering possible locations in Fairfax County.
Fairchild declined to get into specifics, but said to expect a broad array of programs offered in Northern Virginia in the future.
“[UVA|NOVA] will provide a sweep of degree and non-degree educational programs that help someone learn right alongside their daily working life in D.C.,” Fairchild says. “Our initial plans are for programs focused on STEM, specifically with a heavy lean on engineering and data science and business.”
Not all of the programs are degree-focused. U.Va. also will partner with major area employers to provide career transition training. “For example, someone may have a degree in history but want to work for Northrop Grumman,” Fairchild says. One likely player, due to pre-existing partnerships between the institutions, is Inova Health System.
In 2016, Inova and U.Va. announced a $112 million partnership to establish an initiative for up to 72 third- and fourth-year U.Va. medical students to matriculate through the Inova campus, giving them the opportunity to complete their final two years of medical school training with faculty at a high-volume hospital, Inova’s flagship facility in Merrifield.
Last summer, Inova announced that it had completed the purchase of the former Exxon Mobil Corp. campus, just across the street from the hospital, finalizing a long-term plan that created the Inova Center for Personalized Health. Part of the collaboration between U.Va. and Inova includes continued research and educational programs at the campus.
The gap between the need for child care and its availability and accessibility is nearly three times higher than the state average in Southwest Virginia, where parents lack child care services for more than 7,000 children under age 5, according to a 2019 report from the Bipartisan Policy Center.
Child care is not cost-effective for many Southwest Virginia families because it can nearly cancel out a parent’s take-home pay, says Travis Staton, president and CEO of the United Way of Southwest Virginia.
With the median household income in some Southwest counties hovering around $30,000, the most a minimum wage worker can expect to bring home after Social Security and taxes is around $15,200 a year. But the average annual child care cost in the region is around $10,600, according to a 2020 United Way report.
“If we want to get people back to work and gainfully employed and get our employers running at their fullest capacity, we’ve really got to work to fill those gaps,” Staton says.
In December 2021, the United Way of Southwest Virginia launched Ready SWVA, an initiative to expand access to affordable child care, strengthen the provider network and increase the number of credentialed teachers.
If the General Assembly grants its $7 million request, United Way will adapt buildings into five new child care centers across the region, creating at least 324 additional slots each year for children under age 5. Another $9 million in state funding would cover operations for three years, including hiring 62 educators at a base pay of $15 per hour plus benefits.
Child care fees for parents and guardians working or attending college would be determined on a need-based sliding scale, possibly through a private subsidy fund.
To help lower costs, the nonprofit will form a shared services alliance, consolidating back office functions for 206 local child care providers and the five new centers.
As another part of Ready SWVA, United Way also will partner with local colleges and universities to provide incentives, resources and technical support for child care teachers to enroll in the state’s Get a Skill, Get a Job, Get Ahead (G3) program for early childhood and K-12 education.
“This is transformational,” says House of Delegates Majority Leader Terry Kilgore, R-Gate City. “Bringing business training, education and child care all into the same room is going to create a win-win for everybody.”
Already the largest project ever tackled by the Virginia Department of Transportation, the $3.8 billion Hampton Roads Bridge-Tunnelexpansion will kick into gear later this year when a $70 million custom-built tunnel boring machine (TBM) begins carving out an underwater path for twin two-lane tunnels.
Construction on the HRBT expansion, which will increase tunnel and roadway capacity along 9.9 miles of Interstate 64 between Hampton and Norfolk, began in October 2020 and is scheduled for completion in November 2025.
It’s only the fourth time that a tunnel boring machine will be used on a U.S. roadway project, including tunnels in Seattle, Miami and the Parallel Thimble Shoal Tunnel under construction at the nearby Chesapeake Bay Bridge-Tunnel.
Standing the height of a four-story building and measuring the length of a football field, the TBM’s front end consists of a 46-foot-diameter rotating cutterhead that bores through soil and rock strata as it creates an approximately 45-foot-wide opening for the new tunnels. Virginia Beach middle schoolers dubbed the machine “Mary” after Mary Winston Jackson, the late NASA mathematician and aerospace engineer depicted in the 2016 film “Hidden Figures.”
Hampton Roads Connector Partners, a joint venture led by Dragados USA Inc., is the design-build team for the project. It contracted with German firm Herrenknecht AG to fabricate the boring machine, which arrived at the Port of Virginia aboard three vessels in December. Crews have been preparing a 70-foot-deep launch pit on South Island, near Norfolk, where the TBM will be assembled and readied to start excavation by mid-2022.
“We are working aggressively to get the launch pit ready,” says James Utterback, VDOT‘s project director for the HRBT expansion. “This is one large project that has a series of big projects inside it and lots of unique construction operations that need to come together.”
Once underway, a hydraulic cylinder will move the TBM about 50 feet per day as the cutterhead bores a two-lane tunnel to North Island, near Hampton, a process expected to take about a year. At North Island, it will take 4 to 6 months to rotate the machine on a specially built turntable in preparation for its return trip, boring a parallel twin two-lane tunnel to South Island. The return trip is expected to take 10 to 12 months, with the total process taking about 2½ years.
In the U.S., the Japanese word “dojo” generally refers to a martial arts training space, but in recent years, the term’s also been adopted in business for workforce development.
In October 2021, Daikin Applied, a Minneapolis-based commercial HVAC equipment manufacturer, expanded the training dojo program at its Verona production facility, doubling the number of welding stations to four and the number of brazing stations to eight. Daikin also converted a room into a “universal dojo,” which currently hosts sheet-metal brake operator trainings but will later offer trainings on general manufacturing equipment and safety and electrical wiring. Started in 2008, Daikin’s dojos are for new employees or any worker requiring training for a new position.
About 20 years ago, Daikin’s Osaka, Japan-based parent company, Daikin Industries Ltd., set out to create an in-house workforce training program for its operations, which include sheet-metal processing, machine maintenance, painting, coating, dye making, mill working and chemical processing.
Daikin purchased the Verona facility, which produces air-cooled chillers and water-cooled chillers for industrial-scale HVAC systems, in 2006. In 2008, it opened a dojo devoted to training workers in brazing, a high-temperature process for joining metals. The company added a welding dojo in 2013 to support production of pressure vessels used as heat exchangers, such as evaporators and condensers. Both dojos are led by “meisters” — certified specialists who have been trained at Daikin’s global headquarters in Japan.
Site leader Scott Crickenberger says the dojos are designed to help Daikin meet the demand for technical skills, and no prior manufacturing experience is necessary. After earning initial certifications — typically a two-week process for welding and one week for brazing — workers are re-tested regularly — every six months for welding and annually for brazing.
In late October, the facility had 379 production workers, and Crickenberger says the goal is to reach 401. “But like a lot of manufacturers,” he says, “we’re seeing a lot of attrition right now.”
Rebekah Castle, Augusta County‘s director of economic development and marketing, says Daikin’s training dojos demonstrate a commitment to its workforce.
“What a great investment and pledge to train employees and provide internal opportunities for upskilling,” Castle says. “The dojos offer Daikin a strong retention tool and a workforce that fits the manufacturing economy we have here in Augusta County and the Shenandoah Valley.”
Gov.-elect Glenn Youngkin bagged groceries on Nov. 23, 2021, at the Abingdon Food City store during United Way of Southwest Virginia’s annual Celebrity Bagging fundraiser.
Photo courtesy United Way of Southwest Virginia.
Emory & Henry College Director of Student Activities Calvin Joyner (L) and Director of New Student Experience Fred George served food at the college’s Nov. 19, 2021, Late Night Breakfast. Photo by Matt Rook.
Virginia Economic Development Partnership President and CEO Stephen Moret, who left VEDP for a new position at the end of December 2021, spoke at the Virginia Chamber’s Dec. 3, 2021, Virginia Economic Summit & Forum on World Trade in Richmond. Photo courtesy Virginia Chamber.
L to R: Portsmouth City Councilman William Moody Jr., Portsmouth City Councilwoman Lisa Lucas-Burke, Portsmouth Economic Development Director Robert D. Moore, Rivers Casino Portsmouth General Manager Roy Corby, Portsmouth Mayor Shannon Glover, Rush Street Gaming CEO Greg Carlin, state Sen. L. Louise Lucas, Del. Barry Knight, Portsmouth City Councilmen Paul Battle and Christopher Woodard Jr. at the Dec. 7, 2021, groundbreaking for the Rivers Casino Portsmouth. Photo courtesy Rivers Casino Portsmouth.
L to R: Plasser American Corp. President and CEO Thomas Blechinger, Chesapeake Mayor Rick West, Virginia Gov. Ralph Northam, Plasser & Theurer CEO Johannes Max-Theurer, Austrian Ambassador Martin Weiss, state Sen. Lionell Spruill and Del. Cliff Hayes Jr. at the Dec. 2, 2021, ribbon cutting for Plasser’s North American headquarters in Chesapeake. Photo courtesy Plasser American Corp.
Del. David Bulova, pictured with his wife, Gretchen, won the Virginia Wineries Association’s Legislator of the Year award on Nov. 15, 2021, in Richmond. Photo courtesy Virginia Wineries Association.
L to R: VCU Health System Vice President for Ambulatory Operations Tracy Fry-Longoria, VCU Health Chief of Strategic Initiatives Deborah Davis, VCU Health Spiritual Care Director the Rev. Marilyn J.D. Barnes, MCV Physicians President Dr. Tom Yackel, VCU Health CEO Dr. Art Kellermann, VCU President Michael Rao, VCU Massey Cancer Center Director Dr. Robert A. Winn, Massey Cancer Center Radiation Oncology Chair Dr. Douglas Arthur and Massey Center Advisory Board member Rudene Mercer Haynes at the Dec. 6, 2021, ribbon cutting for the Adult Outpatient Pavilion in Richmond. Photo courtesy VCU Health
Amid some of the worst days of the COVID-19pandemic, Virginia’s patient satisfaction rate fell slightly in an annual nationwide survey, and just two hospitals in the commonwealth received top marks from their patients. Overall, Virginia patient satisfaction lagged the national average by 3% in 2020.
The patient satisfaction scores come from the annual Hospital Consumer Assessment of Healthcare Providers and Systems conducted by the Centers for Medicare & Medicaid Services (CMS).
The Virginia results of the latest survey are shown on Pages 36-37. The latest survey was conducted in 2020, assessing patient satisfaction as the ongoing coronavirus pandemic moved toward its zenith.
The results are provided by Virginia Health Information, a Richmond-based nonprofit organization offering an array of data on hospitals, nursing facilities, physicians and health insurers in the commonwealth.
In addition to the patient satisfaction survey, VHI annually provides Virginia Business with service line reports showing patient discharge volume by region for a wide variety of hospital procedures.
The national satisfaction survey asks patients two questions: How do they rate the hospital? And would they recommend the hospital to friends and family?
The highest ratings in answer to the first question are 9 or 10 on a 10-point scale. The highest recommendation in response to the second question is: “Yes, definitely.”
In answering both questions in 2020, 80% or more of respondents gave top ratings to just two of 82 Virginia acute-care hospitals: Carilion Giles Community Hospital in Pearisburg and Riverside Doctors’ Hospital in Williamsburg.
Carilion Giles Community Hospital also received top marks in the 2016, 2017, 2018 and 2020 surveys.
Additionally, another eight hospitals scored 80% or better on one of the two questions in the 2020 survey: Inova Fair Oaks Hospital in Fairfax; Inova Fairfax Hospital in Falls Church; Inova Loudoun Hospital in Leesburg; Sentara Martha Jefferson Hospital in Charlottesville; Smyth County Community Hospital in Marion; StoneSprings Hospital Center in Dulles; University of Virginia Medical Center in Charlottesville; and Virginia Hospital Center in Arlington.
The Virginia average percentages for top ratings in the 2020 survey were 69% for both questions (down 2% for the first question and down 1% for the second question from the 2019 survey). The national averages for the latest survey were 72% for the first question and 71% percent for the second, each a percentage point lower than the previous year.
In the 2020 survey, data was unavailable from six hospitals, and an insufficient number of patients took the survey at two other facilities.
The service line reports on Pages 38-44 show consumers which hospitals are the market leaders in their regions in terms of patient discharges for a variety of procedures. VHI suggests that patients seek additional information about their options and needs from health care providers. Not all hospitals provide the same types of care.
VHI also publishes regional and statewide costs for dozens of services to help consumers compare expected costs. These and other details about Virginia hospitals and other health providers are available at vhi.org.
Leigh Ann Ellis is all aboard for Amtrak to begin stopping in the town of Bedford.
In the past, Ellis, a journalism teacher at Bedford County‘s Staunton River High School, had her students board the train in Lynchburg for field trips to New York or Washington, D.C.
For students who live in Goodview, on the Roanoke side of Bedford County, that meant at least an hour’s trek. Bedford, which is equidistant from Lynchburg and Roanoke, “would be a much more central location,” Ellis says.
A study released in October by the Virginia Department of Rail and Public Transportation (DRPT) examining the feasibility of providing an Amtrak stop in Bedford left supporters optimistic. “I feel quite confident we’ll have a station there,” says state Del. Terry Austin, R-Botetourt.
Mary Zirkle, the town’s economic development coordinator, is happy to see some forward momentum for the proposed train stop. “It’s getting closer than it was before when we were on some kind of strange horizon of never,” she says.
That said, it’s too early in the process to establish a timeline for when Amtrak might begin stopping in Bedford, says Emily Stock, DRPT’s manager of rail planning.
The DRPT study included a ridership analysis that predicted a Bedford Amtrak stop might draw more than 10,000 new riders per year. Zirkle believes a stop would be popular with folks traveling to Washington, D.C., or New York.
DRPT’s preferred site for the proposed stop is on a piece of property on Macon Street owned by Norfolk Southern Corp. It ticks all the right boxes, Stock says, including the fact that it offers an adequate amount of space for a station and parking. Also, Norfolk Southern does not believe a stop there will cause delays to the company’s freight operations.
The project, including a station, is estimated to cost $10.9 million, not including the cost of acquiring the land. Without a station, the cost would be 15% less.
Specifics about which entity will pay for what part of the project, Zirkle writes in an email, “are what needs to be worked out among the state and localities and Norfolk Southern.”
The next step, according to Stock, will be to conduct a National Environmental Policy Act study to make sure the stop will not cause adverse effects to natural or cultural resources.
Geoff Poston likens the current market for building, buying and leasing warehouses and distribution centers to the mid-1800s California Gold Rush: Everybody wants in.
Poston, vice president of Cushman & Wakefield | Thalhimer’s Hampton Roads industrial group, says demand has never been greater for industrial real estate, creating a tight market with low vacancy.
“The amount of speculative development of industrial space taking place right now is unprecedented,” says Jason El Koubi, interim president and CEO of the Virginia Economic Development Partnership. “Some of this space will go to manufacturing, but much of the demand is being driven by warehousing and distribution needs.”
One leading factor behind this drive is companies attempting to keep up with e-commerce giant Amazon.com Inc. in getting products to consumers quickly.
Amazon is constantly pushing the envelope, shortening delivery windows from what was once five days to same-day delivery, says Marc Wulfraat, founder and president of Canadian logistics firm MWPVL International Inc.
“That speed to market is a competitive advantage,” he says, “but what it requires is that you have more buildings that are closer to urban metro markets.”
And adding more buildings and sites is easier said than done, particularly around in-demand markets and locations with ready access to interstates and shipping routes.
“The big difference is we have a lot of institutional developers in the market tying up sites left and right in order to accommodate the demand that they’re seeing,” says Poston, adding that “all of that developer demand is just really creating a frenzy.”
Geoff Poston with Cushman & Wakefield | Thalhimer says demand for industrial real estate has never been greater. Photo by Mark Rhodes
Running out of land
In Chesterfield County, every piece of property zoned for distribution centers, warehouses or manufacturing facilities is either under contract or in negotiations, says the county’s director of economic development, Garrett Hart.
“It’s the most active market I’ve seen in my 40-year career,” Hart says. “I’m spending my days trying to look for property to get more property zoned and in place and ready to go.”
But it’s not just Chesterfield where industrial sites are scarce and development is booming. Across the commonwealth, the demand for more warehousing and distribution space is causing developers to scramble.
“Where I think the demand is different today is there is a shortage, especially in Virginia, of zoned, approved sites that are ready to go,” says Mark Hourigan, founder and CEO of Richmond-based construction and development firm Hourigan Development.
In the past several months, hundreds of jobs and millions of dollars in capital investment in warehouses and distribution centers have been announced in Virginia.
Goochland County-based Performance Food Group Co., a Fortune 500 food products distributor, will invest $80.2 million in a new facility in Hanover County. In the first quarter, it will break ground in Ashland on a 325,000-square-foot warehouse, scheduled to be built over 18 months.
Hanover County Director of Economic Development Linwood Thomas says big economic development announcements like that keep coming.
“What will happen over the next 24 to 36 months is about an additional 6 million square feet of new industrial space, warehouse, logistics [and] industrial supply [space]” will be built in the county, he says, which will increase Hanover’s current industrial inventory by more than 40%.
Meanwhile, Amazon has facilities popping up all over the state. In Suffolk’s Northgate Commerce Park, Amazon is building a nearly $230 million, 3.8 million-square-foot, five-story robotics fulfillment center. It’s also constructing a fulfillment center in Henrico County near Richmond Raceway and an import processing center in Chesapeake. Amazon has at least 15 facilities in Virginia, with more coming.
Lang Williams, Colliers International’s Norfolk-based senior vice president, works with a lot of developers and companies seeking space.
He says the past 18 months have been “without precedent” in the Norfolk region. “We’ve really kind of caught up with the rest of the country in terms of just massive demand for all logistics and warehousing space.”
The difference now, Williams adds, is that there are two and three companies “practically fist-fighting for space.”
“Normally we don’t have that problem. Normally, we’re pursuing and trying to make a deal. Now, the tenants are scrambling to find a space, no matter the cost, wherever they can get it, because they don’t have any options around,” he says.
Over the past several years, Virginia localities have been eliminated from consideration for several economic development projects involving warehouses or distribution centers due to a lack of site readiness.
“These sites were unable to meet the project’s start-up schedule due to time required to fulfill a number of demands,” including due diligence, permitting and utilities and road infrastructure, El Koubi says.
The lack of available, ready sites for warehouse and distribution center projects is a statewide problem, he adds, “but more pronounced along the Interstate 95 and 81 corridors as well as Hampton Roads, where demand is higher.”
In the Fredericksburg region, less available land means building farther away from I-95, though localities have done a good job pivoting, says Todd Gillingham, vice president of marketing and operations for the Fredericksburg Regional Alliance at the University of Mary Washington.
While alternative distribution routes are available, the lack of available sites “will soon become an obstacle for the Fredericksburg region and much of Virginia,” Gillingham says. “I know there have been quite a few projects we lost out on because there wasn’t available existing industrial space.”
Clients want to build warehouses and distribution centers as quickly as possible, says Hourigan Development CEO Mark Hourigan, seen at the Richmond construction site for a Lowe’s distribution center expected to open in September. Photo by Rick DeBerry
Meeting demand
Joe Marchetti III, Hourigan’s president of development, says one of the macro trends he and Mark Hourigan picked up on years ago was the shift to e-commerce.
“That’s why the pace feels frenetic,” Marchetti says.
“I think cities like Richmond are becoming the next desired destination for these logistic companies,” Hourigan says. “When you can get to 40% of the U.S. population from a single day’s drive from the Richmond area, it makes it very desirable. The interstate system, the port system or rail system just add to the really high desirability of our marketplace.”
One site Hourigan is working on is for home goods retailer Lowe’s at the Deepwater Industrial Park in South Richmond. In 2018, Hourigan bought 110 acres of industrial-zoned land, right along Interstate 95.
It’s there Hourigan is building a
1.2-million-square-foot Lowe’s bulk distribution center. It was initially going to be 560,000 square feet, but early in construction, Lowe’s doubled the order. The project is expected to be finished in September.
“One of the big things that we have seen with a lot of end users and tenants is that readiness is that important,” Marchetti says. “What that really means to a lot of them is how soon can the building be occupiable and begin moving product into it.”
“As these markets evolve and things are happening, the decision windows are shorter and shorter and tighter and tighter,” Hourigan says. “If [a developer] is not fairly well down the path, not only [with] your site development, but your utilities, your zoning and maybe even a spec building, then [companies] will move on to the next site that is further along [with] development. It requires [the developer] to invest upfront, to be able to respond in a time frame that some of these companies are looking for.
“The average time from when a user starts looking for their space and when they want to occupy is six to nine months. They are ready to go,” Hourigan says. “If you have the right site, and you proceed with a product in high demand, you’ve got a pretty good shot you’re going to land something.”
Taylor Chess, president of development for Fairfax-based Peterson Cos., echoes Hourigan and Marchetti.
“COVID has created a lot of chaos, and chaos creates incredible change,” he says. “[COVID] has accelerated so many aspects of business that were going to be happening over the next 10 years, but it’s accelerated that into a really tight timeframe.”
Peterson Cos. started investing in industrial land for data centers, warehouses and distribution centers about eight years ago.
“We were fortunate that we had acquired 275 acres on I-95 in Stafford County to do a major industrial park,” Chess says. Some of that land, in Northern Virginia Gateway, will be used for an Amazon cross-dock fulfillment center that will serve as an East Coast supply chain hub, scheduled to open in the second half of this year.
“We’re lucky we have another 180 acres to develop,” Chess says.
The company has also invested in another 150 acres in Winchester, and Chess says Peterson is looking at “multiple other key logistics sites for additional industrial development.”
Building faster
Peterson Cos. is running into the same issue as Hourigan with timelines, however.
“When you talk to the end user of … the buildings, they want to talk about buildings [being delivered] tomorrow. They don’t want to talk about building … in two to three years. If you’re two to three years out on a project, they’re not interested in talking,” Chess says.
“Most of the people we talked to want something before the end of 2022. Some people are even looking for mid-2022. If you’re telling them that you can’t have something available for them until 2023 or 2024, they say, ‘I can’t talk about that.’”
Says Poston with Thalhimer: “I think the key thing now, the big driver for people now, is timing. Everybody wants it sooner and sooner.”
But sooner isn’t always possible, especially if there is less land available.
“There’s only but so much land to develop, and quite a few of those projects are about to break ground or launch,” says Williams.
That said, it’s difficult to guess what the landscape will look like in two or three years, he says, “but everything comes in cycles. So, in terms of industrial development in brokerage right now, we’re trying to ride the train while it’s going fast. You never know what’s going to happen around the corner.”
Four years ago, no one would have guessed Gov. Ralph Northam would lead the most progressive Virginia administration in modern memory.
A native of Onancock on Virginia’s Eastern Shore, as well as a pediatric neurologist and Army veteran, Virginia’s 73rd governor was eyed by some Democrats with suspicion after acknowledging he’d voted twice for President George W. Bush and had been courted by Republicans to switch parties while serving in the Virginia Senate.
As Northam prepares to hand over the Executive Mansion’s keys to Republican Gov.-elect Glenn Youngkin on Jan. 15, he leaves behind a legacy of governing amid a deadly global pandemic and perhaps the most racially tumultuous period in decades.
And his tenure as governor almost ended barely a year into his term.
The date everything changed was Feb. 1, 2019. In the middle of the General Assembly session, a photo from Northam’s 1984 Eastern Virginia Medical School yearbook pages depicting a person in blackface and a second person wearing a Ku Klux Klan robe first appeared on a right-wing website. Northam quickly apologized in a video statement, acknowledging he was in the photo, although he did not specify which person was him.
State and national news media crowded into the marble halls of the Virginia State Capitol, waiting for the governor to resign in disgrace. State lawmakers issued statements condemning the photo. Former Democratic Govs. Terry McAuliffe, Tim Kaine and Mark Warner all called for Northam’s resignation. Rumors flew among state government workers and politicos that the governor would be stepping down imminently.
The day after his first statement, however, Northam held a press conference, this time denying he was in the yearbook photo but acknowledging a separate occasion during which he wore blackface dressed as Michael Jackson for a party. First lady Pamela Northam prevented the governor from demonstrating his moonwalking skills for the assembled media.
Amid the political pressure, it didn’t appear there was any path forward for Northam to remain in office — but stay he did, due to a confluence of events.
“I am pleased that Virginia stuck with me,” Northam says.
But it wasn’t as simple as that. Without a separate set of circumstances, Northam would likely have been a goner.
Pressure continued to mount for Northam to resign, which would have seen Lt. Gov. Justin Fairfax ascend to governor. However, in the days that followed, two women made sexual assault accusations against Fairfax, charges he denies. As it looked like Fairfax too might resign, the chaos surrounding Virginia’s top Democrats continued. Attorney General Mark Herring admitted to wearing blackface at a University of Virginia Halloween party in the 1980s.
That bought Northam extra time.
He turned to Black clergy members and other community members, meeting with them in private to listen and learn over the next couple of months.
“I reached out, and they were receptive,” Northam says. “They supported me, and I think the rest is history.”
Depending on one’s political point of view, Northam either went on to earn Virginia a reputation as the most liberal state in the South through a sincere effort to make amends, or he made a dramatic, two-year effort to rescue his political career and authored his own party’s losses in November 2021.
Cheryl Ivey Green, the executive minister of the First Baptist Church of South Richmond, recalls meeting with Northam during that early period as part of a clergy group. Northam was “refreshingly honest about what happened,” she recalls. “What he made was a commitment to make it right and do right.”
Virginia Gov. Ralph Northam, left, gestures as his wife, Pam, listens during a press conference in the Governors Mansion at the Capitol in Richmond, Va., Saturday, Feb. 2, 2019. At the time, Northam was under fire for a racist photo that appeared in his college yearbook. (AP Photo/Steve Helber)
Green is the chair of the Virginia African American Advisory Board, which Northam created in March 2019 to advise him on areas of interest to Black Virginians, particularly education, health care, public safety, criminal justice and issues impacting small, Black-owned businesses. Green says she doesn’t know if the governor would have focused as much attention on Black concerns if not for the scandal — possibly because as a white man, he had not encountered racism on a personal level.
“When God opens a window because of an issue called ‘blackface’ or whatever, it’s used to open doors for things people like me have been fighting for for years,” Green says. “I’m just grateful he used that, but it took great courage to say, ‘I want to do right.’”
In May 2019, Northam created the nation’s first state cabinet-level post to focus on diversity, equity and inclusion within state government, tapping Janice Underwood in September 2019 as the state’s inaugural chief diversity officer, a position now preserved in Virginia code.
Tragedy, and a shift
Northam did not reemerge publicly in a prominent way until Memorial Day weekend 2019, when a gunman shot 16 people, killing 12, at the Virginia Beach municipal building. Police shot and killed DeWayne Craddock in a prolonged gunfight 35 minutes after the first shots were fired.
That was probably “the toughest day of my four years,” recounts the governor. “I got in the car and drove very quickly to Virginia Beach. On my way there, the numbers of the casualties continued to rise, as well as those that were injured.”
In assuming the familiar role of comforter-in-chief, Northam was able to place his blackface scandal on the back burner. He quickly called the Republican-controlled House of Delegates and the Democratic-controlled state Senate back to Richmond for a special session to enact gun control legislation.
“The Republicans took less than 90 minutes and then adjourned,” Northam says matter-of-factly. “Nothing was done.”
In November 2019, in what Northam attributes to voters saying, “enough is enough,” Democrats won control of the state House for the first time in nearly three decades — although the victory also was likely a reaction to the deeply scorned Trump White House and demographic shifts toward younger, more liberal and racially diverse populations in Northern Virginia.
Led by a previously moderate governor who was indebted to Black leaders who had supported him following the scandal, Democrats in the General Assembly had the power to pass a slate of the most progressive legislation ever seen in Virginia.
Within two years, personal possession of marijuana was legalized, the death penalty was banned, the state created its own voting rights act, minimum hourly wages rose, and abortion restrictions were rolled back. Northam also declared he would remove the state-owned monument to Gen. Robert E. Lee in Richmond, calling it a relic of the Jim Crow era and a symbol of white supremacy. He also launched a state investigation into racist incidents at his alma mater, Virginia Military Institute, following investigative news reports in 2020.
Republican Del. Todd Gilbert, who will become speaker of the House this month after two years of Democratic control, says Northam and state Democrats overreached with their agenda, contributing to Republicans’ dramatic statewide sweep in the November 2021 elections.
A “very cordial” relationship between Republicans and Democrats at the start of Northam’s term “abruptly ended on that day when the revelations of the blackface [photo] occurred, and I don’t know that I’ve spoken to [Northam] since,” Gilbert says.
“There were things that I would never [have] thought that a more middle-of-the-road Gov. Northam would have signed into law, that he was more than willing to sign into law to try and rehabilitate his image,” Gilbert adds. “Pretty much anything that the progressive left was feeding to him, he was putting pen to paper and making it the law of Virginia.”
Northam, predictably, takes a different view, declining to analyze the reasons behind his party’s losses.
“It’s part of democracy,” he says. “More people voted for Glenn Youngkin against Terry McAuliffe, and so he’s the governor-elect. I’ve had a couple of really productive meetings with Gov.-elect Youngkin. I’m confident that he will lead Virginia well.”
Shutdown in Virginia
It’s possible that Northam and state Democrats would have made even more progressive strides if not for the COVID-19 pandemic and its resulting economic crisis. In March 2020, when Virginia recorded its first coronavirus cases, Northam took on a new role as public health leader.
In daily news conferences, Northam reported the commonwealth’s latest case numbers and death statistics and issued a series of executive orders aimed at limiting the spread of the virus. Social distancing and mask mandates encountered some pushback, typically from Republicans following the lead of President Donald Trump, who had declared the country would be back to normal by Easter 2020. By contrast, Northam was cautious, ordering broad shutdowns of schools and “nonessential” businesses through early June.
In September 2020, Northam and first lady Pam Northam contracted COVID-19. The governor says his sense of smell has returned a “little bit, but it’s not normal,” and his sense of taste is still dulled. “The bottom line … is that I’m still alive, thankfully. It could have been a lot worse.”
Although vaccines received federal approval in fall 2020, and vaccination of frontline medical workers started in December 2020, Virginia and other states hit a severe vaccine bottleneck in January 2021. Northam had just declared that doses would be made available to everyone age 65 or older, relying on a promised federal stockpile of vaccine doses that did not materialize. The governor unexpectedly found Virginia ranked last in the nation in vaccine administration efficiency.
“We were really supply-constrained,” recalls Dr. Danny Avula, the state’s vaccine coordinator.
In early January 2021, Northam “called us into the situation room” to discuss the problem, Avula recalls. The Virginia Department of Health “was not going to solve this on its own but needed the breadth of government.” Avula remembers the governor saying that “this had to be an all-hands-on-deck approach.”
By March 2021, the supply problem eased, only to be replaced with a growing unwillingness of some people to get vaccinated.
If there was one thing that rankled the governor publicly, it was outright opposition — primarily on the part of Republicans — to wearing masks and getting vaccinated. Northam saw it as a deadly politicization of a health crisis that has resulted in the deaths of more than 800,000 Americans in less than two years.
The usually mild-mannered Northam would sometimes call people who flouted COVID mitigation measures “selfish” during news conferences, saying they were putting health care workers and the general public at risk.
Even in November 2021, when Virginia was ranked No. 10 out of the 50 states for percentage of its population who were fully vaccinated against the coronavirus, Northam was still frustrated that 30 to 35 Virginians were dying per day, a “totally avoidable” toll, he says.
“Virginia has done well, but we probably could have had this pandemic in the rearview mirror if everybody would be part of the solution, if everyone would look at this like a biological war, which is really what it is.”
Economic wins
Even amid the pandemic, the blackface controversy and the Democrats’ progressive agenda, one recent feature of Virginia politics remained steady through Northam’s term: economic development wins.
In November 2018, Amazon.com Inc. announced it would be locating its $2.5 billion-plus East Coast HQ2 headquarters in Arlington, bringing approximately 25,000 jobs. CNBC cited the deal in 2019 while anointing Virginia as its Top State for Business, an achievement Virginia repeated in 2021 after a one-year postponement in the rankings due to the pandemic. A plethora of big deals from Microsoft, Google, Facebook, Siemens Gamesa and other major corporations followed.
Stephen Moret, who was president and CEO of the Virginia Economic Development Partnership from January 2017 through December 2021, says Northam was always willing to meet with business executives to seal economic development deals, and the governor’s cabinet members were particularly accessible.
Northam also invested heavily in workforce training, including the state’s Tech Talent Investment Program to produce more than 31,000 computer engineering and science graduates over 20 years, and VEDP’s Virginia Talent Accelerator Program, a collaboration with the Virginia Community College System to provide free job training and assistance for companies locating or expanding in the commonwealth.
“I always found [Northam] to be smart and thoughtful,” Moret says, adding that, unlike some political leaders, Northam was willing to share credit for successes. “Governors love to make the announcements, but a lot of people contribute to these projects. I see his legacy as a combination of commitment to rural Virginia — particularly broadband access — and his support for major advances in talent development.”
Northam, who plans to return to his medical practice in Norfolk after his term ends, takes pride that his administration was “probably, in the history of Virginia, the most progressive and also the most successful. Our economy is doing better than it has ever done. It’s proof that you can have both. I think that would be the legacy that I’ll leave behind.”
History and academic prestige spring to mind when people mention William & Mary, the second-oldest university in the United States, created when its British monarch namesakes signed its charter nearly 329 years ago.
However, “research” is not necessarily the first thing that comes to mind when people think about the public ivy in historic Williamsburg, and William & Mary would like to change that. The state-funded research university is ramping up that part of its game, with a goal of better positioning students for the ultra-competitive job market awaiting after graduation.
A key part of the strategy is getting undergrads working on research projects with businesses, nonprofits and government agencies. Those efforts have ranged from partnering with U.S. intelligence agencies on satellite imagery projects to teaming with environmental groups to study the diamondback turtle.
“You don’t do research to become a researcher,” says Dan Cristol, a biology professor and director of faculty-mentored undergraduate research at W&M. “Think of research as a form of job preparation.”
Cristol and others want to sharpen students’ skills beyond the results achieved from individual research projects. Perhaps the most valuable skill to prospective employers is the ability to solve problems.
Ardine Williams, vice president for workforce development at Amazon.com Inc. and a member of W&M’s board of visitors, says techniques learned from research projects give those students a leg up during their job searches.
“Amazon looks for people who are critical thinkers — people who roll up their sleeves to solve problems for customers,” she says. “We find that interns and new graduates with real-world research experience bring excellent problem-solving skills. They’ve had experience working toward a solution when there is not a clear path. Those who work in research are comfortable with that ambiguity.”
Exposing younger classes of students to the challenges of research means success is not always the initial outcome. And that can have a silver lining.
“Undergraduate [research] is often a constant stream of failures,” Cristol says. “Equipment fails, data don’t look like you expected, someone else beats you to the punch. Sometimes these are the first real obstacles our students have had to overcome. That’s preparation for life and careers, not just more research.”
W&M junior Olivia Hettinger is the director of the student-run geoLab, founded in 2017 by Dan Runfola, an assistant professor of applied science. Photo by Mark Rhodes.
New kids on campus
W&M is still best known as a liberal arts school and boasts the distinction of being just one of eight “public ivy” universities — an informal title bestowed upon state universities that have similar experiences and standards as their private Ivy League counterparts. It regularly ranks in the nation’s top 10 for best value among public schools and for faculty-to-student ratio (12-to-1).
But lately, W&M is starting to get noticed for its research as well. Forbes ranked it No. 41 among American research universities in 2021. About 80% of undergraduates participate in research at William & Mary, according to Forbes.
Much of that work is taking place in W&M’s Integrated Science Center. Opened in 2008, the 230,000-square-foot center has, like most structures on campus, a traditional brick exterior. But this one’s a bit different, starting with a courtyard that features a set of “aquatic mesocosms” — ponds that contain a variety of miniature ecosystems, with plants, goldfish and maybe even a frog or two.
Halls are wallpapered with project posters, data charts and peer-reviewed work co-authored by undergrads — including some written in the almost-foreign language of science. One paper focuses on fish peptides with anti-cancer properties.
Not everything in the center requires translation, but many of the center’s innovative research programs do need explaining — such as its projects for iGEM, which stands for International Genetically Engineered Machine and is a worldwide annual competition focusing on research projects in the field of synthetic biology.
W&M has performed well in the iGEM competition, sometimes called the World Cup of Science, winning in 2015 and placing second in 2017. In November, the undergraduate team won a gold medal and was nominated for an award at the iGEM Giant Jamboree. The team’s projects involve biology, chemistry, engineering and math.
Asked how he’d describe the projects for the synthetic biology competition to an outsider, iGEM team member Justin Berg, a sophomore from Connecticut, says: “We design sequences of DNA that tell bacteria to do certain things, which means when we insert the DNA into bacteria, we can use those bacteria to solve real-world problems. For example, you could design bacteria that are able to break down plastic waste.”
The term “real world” is frequently heard in the W&M research community because the faculty want students to tackle projects that, as Cristol puts it, are more “professional” than “amateur.”
“Student research can be done in two ways,” he explains, “either with the real possibility of generating new knowledge for the world, which is what professional researchers do, or solely as an educational experience for the student.
“Both are extremely valuable. At William & Mary, students often do professional-level research and publish the results if they create new knowledge. At many liberal arts institutions, student research is purely an educational experience.”
The end result, ideally, is for students to make an impact on the world with their research, not just in classroom settings.
William & Mary’s undergrad team won a gold medal in this year’s global iGEM research competition. Photo courtesy William & Mary
Leadership and teamwork
Another program spawned by W&M’s focus on research is the university’s Global Research Institute. Founded in 2008, the multidisciplinary research hub recently earned international praise for a project revealing a “debt trap” China has created by using loans as leverage against foreign countries and companies. AidData, a research lab that’s part of the Global Research Institute, revealed findings last year outlining $843 billion in overseas development financing tied to China.
Also formed in 2008, William & Mary’s Center for Geospatial Analysis focuses on analyzing data and mapping the results. Students in the program have been known to have some fun with their work: While chasing down a rumor that 25% of W&M students marry someone else from the university, one group of researchers mapped out where couples might meet and fall in love on campus.
One of the university’s newest initiatives, launched earlier this year, is the Institute for Integrative Conservation, which pairs students with internships at conservation nonprofits.
Then there’s the geoLab, founded in 2017 by Dan Runfola, an assistant professor of applied science and director of graduate studies. The lab’s main objective is “leadership,” Runfola says. “Rather than focus on research as an outcome, we focus on it as a process. Students learn how to lead a research project, rather than how to conduct research as an individual.”
In the geoLab, Runfola says, students mostly run the show.
“Our core consideration before taking on nearly any project is if students can take on ownership,” he says, “i.e., for the success or failure to be dependent on the decisions that our undergraduate leaders make.
“This strategy is fundamentally different from other models I have seen in academia. Normally, students are kept a step away from the real decisions, and thus students don’t truly ‘own’ the project.”
In the past five years, students in the geoLab have partnered with NASA, the National Geospatial-Intelligence Agency and the Bill & Melinda Gates Foundation. Runfola says the lab’s students represent a wide range of majors — from data science to international relations, linguistics, English and art history — and have landed jobs at Intel Corp., Google, Capital One Financial Corp., Booz Allen Hamilton Inc. and Deloitte.
Olivia Hettinger, a junior from Memphis, Tennessee, is the lab’s current director. When she arrived at W&M, Hettinger recalls, she was surprised by the reach of the school’s research programs. “I ended up getting involved in research my first semester,” she says, “but I had no idea how much in-depth experience undergraduate students get here. I also thought that because I was planning to be an economics major that research wasn’t accessible to me, but we do research in every department.”
Jason Lin, a senior from Richmond, has worked extensively with satellite imagery and has a software engineering job waiting for him after graduation. During a recent internship, he says, his managers were impressed with the advanced level of research he’d already done: “One of them asked if I was a Ph.D. or graduate student.”
Opened in 2008, William & Mary’s Integrated Science Center is home to numerous research programs with undergraduate participation. Photo by Mark Rhodes
Job readiness
Cristol has two offices on campus; his favorite is on the second floor of the Murray House. The white, wooden building stands in sharp contrast to the brick and glass of the Integrated Science Center a couple of blocks away.
Checking the computer at his standing desk, Cristol rattles off statistics about the rate of research involvement by W&M undergrads and their postgraduation successes. Adding an unscientific opinion, Cristol says he thinks the W&M brand appeals to a special “flavor” of student, which serves them well in getting ahead.
“William & Mary tends to attract students who are not afraid to admit that they work hard and want to make a real difference in the world,” he says. “They get so much more career preparation out of their college years than a student who only attends classes and joins clubs.”
Another point of emphasis is the ability to communicate clearly — especially when trying to land that first job out of school.
“Employers are looking for graduates who can articulate their accomplishments, can bounce back after failing at risky projects [and] can use critical-thinking skills to solve novel problems,” Cristol says. “And this is exactly what undergraduate researchers do.”
Sidonie Horn, a senior from California, has worked on several projects involving conservation groups — including one with a research partner in Mongolia. Horn already has a job lined up as an analyst with a New York company.
“All of my projects involved some form of presentation, which has taught me how to communicate technical information to a nontechnical audience,” she says. “These are things I brought up during job interviews.”
Amazon’s Williams says W&M’s reputation as a liberal arts school is a plus when it comes to blending that mission with research: “When you combine the depth and breadth of a liberal arts education and the disciplined exploration and innovation of a global research university, you are preparing graduates to be agile and successful in a rapidly changing workforce.”
At a glance
Founded
The second-oldest university in the United States, William & Mary was established in 1693 under a royal charter signed by King William III and Queen Mary II of England, Ireland and Scotland. It became a public university in 1906.
Campus
Stretching across 1,200 acres in downtown Williamsburg, William & Mary’s campus includes the Martha Wren Briggs Amphitheatre, Lake Matoaka and College Woods. Its circa-1695 Wren Building is the oldest U.S. university building still in use.
Enrollment (fall 2021)
Undergraduate: 6,543
Graduate: 2,974
Students
Female: 58%
Male: 42%
Minority students: 30%
International students: 6%
Virginia residents: 66%
Employees
The largest employer in Williamsburg, William & Mary employs more than 2,700 people.
Faculty
687 full-time and 165 part-time faculty
Tuition, fees, housing and
financial aid
In-state tuition and fees: $23,812
Out-of-state tuition and fees: $47,038
Room and board: $13,332
Average financial aid awarded to full-time, in-state freshmen seeking assistance: $27,426
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