Stafford County reviews updated economic development strategy; consultants propose ‘Destination Stafford’ and new manager role

Stafford County supervisors on Thursday reviewed a new economic development strategic plan prepared by Fourth Economy that recommends targeted incentives, an expanded marketing effort and a new manager position to help attract retail and mixed‑use development.

"What I'm here for today is really exciting to me and our department," said Liz Barber, the county's director of economic development, introducing the consulting team's executive summary and the department's intention to integrate the recommendations with county administration.

The consultants described three pillars for the plan: better supporting existing industry, taking a strategic approach to real estate and infrastructure, and improving the local business climate. Ross, a senior consultant with Fourth Economy, told the board the work included a socioeconomic analysis, interviews with regional partners and peer counties and a set of implementation recommendations.

"We want more places to shop and spend our money locally," Ross said, summing up a common theme from the team's outreach. As concrete ideas, the consultants proposed modest "soft" incentives such as short‑term tax abatements or per‑job credits in designated target development areas, an admissions tax tied to a proposed entertainment destination and a countywide waterfront study to identify viable commercial opportunities.

Board members pressed for specifics and for how the plan would intersect with planning and zoning. Several supervisors asked whether the plan simply repackaged familiar industry targets such as logistics and cybersecurity. Ross said the industries are similar to regional trends but that the plan calls for an overhaul of the county's approach — making local policy, permitting and interdepartmental relationships easier for developers.

Liz Barber told the board the department will follow up with a final plan slated in about a month and immediate short‑term steps — including an Economic Development Summit within 6 to 12 months and a marketing push. She also said the department currently offers a "concierge" pre‑application process to help businesses navigate permitting and that the plan includes a 15‑page best‑practice appendix for staff reference.

The consultants recommended adding one manager‑level staff person focused on retail attraction and real estate development to lead marketing and implementation. "Hire a manager level staff member that brings experience in retail attraction and real estate development," Ross said, describing a role the consultants view as central to turning the plan into projects.

County staff and the consultants also discussed the Fredericksburg Regional Alliance's role in funneling state economic development leads and flagged an unincorporated "test bed" facility the county may need to reorganize for effective use.

The board did not take action on the plan at the meeting; staff said the final document will be integrated into the upcoming budget cycle and Board strategic planning timeline and returned with short‑, medium‑ and long‑range implementation steps.

The next procedural step is the county's receipt of the final plan, after which county administration and the economic development department will present recommended budget and staffing changes for board consideration.