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2011 CEDS REGIONAL INNOVATION FORUM
SPONSORED BY THE NATIONAL ASSOCIATION OF DEVELOPMENT ORGANIZATIONS
AND THE NADO RESEARCH FOUNDATION
REGIONAL STRATEGIES. PARTNERSHIPS. SOLUTIONS
About NADO’s Mission
   Strengthen local governments, communities 
                       g        g
    and economies through the regional 
    strategies, partnerships and solutions of the 
    nation’s regional development organizations


          Advocacy | Education | Networking | Research
2011 CEDS Innovation Forum
2011 CEDS I      i F

 Noteworthy practices for leveraging the EDA 
     p                              p
 Comprehensive Economic Development Strategy   gy
 (CEDS) process for building resilient regions

 Peer exchange for EDD practitioners and stakeholders

 Explore pathways forward for EDD CEDS process, 
 including opportunities to leverage with other federal
 including opportunities to leverage with other federal 
 programs and resources
Forum Partners and Sponsors
F     P          dS
 Appalachian Regional Commission
 Bank of America
 Delta Regional Authority 
 Economic Development Administration
 Economic Development Administration  
 Federal Highway Administration
 (NADO’s Center for Transportation Advancement and Regional Development)
 (NADO’s Center for Transportation Ad ancement and Regional De elopment)

 Ford Foundation  
 U S S ll B i        Ad i i     i
 U.S. Small Business Administration
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
Participant Showcase
Regional Innovation and 

Cluster Development
Cl      D l
Building Resilient Regions:
NADO CEDS Innovation Forum
January 19-21, 2011




                              18
Driving Good Policy
from Data Points

 • Software & Semiconductor Mfg sectors represented less than 1% of the jobs
   created in the Austin region during immediate five pre-recession years.

 • New BLS employment data for metro areas released – the news is a mixed
   bag for Austin region;; employment g
     g              g        p y      gains while unemployment rose.
                                                      p y

 • Austin third best job market according to Forbes – 6 of top ten are state
   capitals.
   capitals

 • Education: Texas vs. Russia – the growing achievement gap between US
   and its global competitors
                  competitors.

 • Looking forward to 2040, Texas’ population will bifurcate along age and
   race/ethnicity lines resulting in significant challenges to sustaining the
       / h        l         l             f       h ll                     h
   economy.
                                                                            19
The CEDS
What it’s not…
• Christmas list of projects
• Priorities by color dot voting
• Target industries….who wants a call center?

What it is…

Data and analysis to compel goals for regional economic
  competitiveness
   Post-secondary education
   Entrepreneurship
   Innovation clusters
   Clean Energy                                          20
CATS Consortium
HUD Sustainable Community Grant Project

   • Over 60% of workers drive to another county for
     their jobs
           jobs.

   • Median home costs continue to increase in outer
     ring.

   • No money + auto dependency = congestion
       Q.How
       Q How does the region drive future growth in the MPO
         Plan’s proposed activity centers?
       A.Use an analytical approach that measures changes in
         fiscal and economic impact of development – tax
         revenue from new rail station?                        21
Employment Growth, Average Salary, &
   Employment Size (2000 – 2009)

      MANUFACTURING                                                             NATURAL RESOURCES



                                     PROFESSIONAL &
                                     BUSINESS SERVICES                   FINANCIAL ACTIVITIES
           INFORMATION


                      CONSTRUCTION                                                    EDUCATION &
                                                                                      HEALTH CARE


                               TRADE & TANSPORTATION



                                                       LEISURE & HOSPITALITY




                                                                                                    22
Jobs..not the quantity, the quality
 • Innovation clusters…the new best thing in economic
   development.
 • Smart grid – great energy project and so much
   more.
 • What does it take to build a cluster of interrelated
   businesses?
 • Look for a trend that has movement, like smart
   meters and energy conservation, that will generate
   demands that must be met in the market placeplace.
 • Pecan Street Project= applied research & patents,
   appliances, energy internet, software, prof services.
     pp       ,    gy         ,          ,p
                                                           23
• Contact information:
  Betty Voights, Executive Director
        Voights
  Capital Area Councils of Governments
  512.916.6008
  512 916 6008
  bvoights@capcog.org
  www.capcog.org

                                         24
Compounding Regional Economic
     p       g   g
Growth through Business Innovation
   and Opportunity Networking
         pp       y          g




             John R. Cyr,
                  R Cyr                      Jeffrey Tucker
                                                     Tucker,
    Kansas Association of Regional   Advanced Manufacturing Institute
     Development Organizations           Kansas State University
EDD Needs

                                                          Access to
         Access to                                        Business
          Ideas                    R&D                    Support /
                                                          Services

Venture / seed                                           Identified training
    funds                   District                           needs

   Access to
   A      t                                                       Access to
                                                                  A      t
    Capital                                                       Workforce


 Informed and
 I f     d d                  Access to                        Educational
                                                               Ed    i l
                            Infrastructure
 engaged banks                                                  support



                 John R. Cyr, Kansas Association of Regional
                         Development Organizations
EDD Planning Considerations

                     Virtual (geo-coded data or network)
  • What abilities / resources can be accessed or developed with
    a boundary-spanning mindset?


         Region (geographic footprint)
  • What abilities / resources can be accessed from or
    developed in cooperation with a neighboring city, county or
    region(s)?


Local (city, county or region)
  • What abilities / resources are available within a specific
                                                       p
    location that enable local business to develop and succeed?
                    John R. Cyr, Kansas Association of Regional
                            Development Organizations
Tradition vs. Pragmatic


Traditional Approach                               Pragmatic Approach
• Rural-Urban dichotomy                            • Inventory Talents / Interests
   – Policy issue, not practical issue                    – What talents / interests or
   – Focus is on haves and have nots                        capacities / capabilities do exist?


• Administrative Region                            • Critical Mass
   – Targets staff expertise, but…                        – What resource mix is needed
                                                            to achieve “escape velocity”?
       • Boundaries set arbitrary limits,
         restricting both thought and
         action
                                                   • Networks (Virtual Regions)
       • Encourages replication and
         poaching, if not cannibalism                     – What can be connected to
                                                            achieve needed critical mass?

                           John R. Cyr, Kansas Association of Regional
                                   Development Organizations
Functional Regions


Footprints and what they
imply f r lannin
im l for planning /
development purposes

Ness County, Kansas
•   2000 P
         Population – 3 454
             l        3,454

•   Individual city, county and regional
    boundaries do not adequately
    explain the limits of any one
      p                      y
    “community”.

•   Look to the “datascape” to define
    and explain the physical footprint
    of the subject in front of y
              j                you.”

•   Seek alliances and use of social
    networks.




                                       John R. Cyr, Kansas Association of Regional
                                               Development Organizations
Networked (Virtual) Region =
        Community of Linked Resources

  Creates the critical mass necessary to take advantage of
opportunities as they present themselves or as opportunities
      are constructed by the various parties involved.




Network :
Connections:
Services:
Project:


                   John R. Cyr, Kansas Association of Regional
                           Development Organizations
Building Regional Connectedness

• Based on our experience and input
  from our regional partners, a viable
  f            i  l              i bl
  regional “connectedness” solution
  must:
  m st
  Weave networks of companies to global markets
                            p        g
 and development opportunities to create
 “hard-to-copy” wealth generating industries that
 attract/retain skilled people and engage regional
        /    i kill d       l    d           i l
 wealth and investment capital

                          Jeffrey Tucker,
                  Advanced Manufacturing Institute
AMI’s EDA University Center


                         • Leverage AMI’s integrated
                           technology/business
                           development competencies
                         • Profile innovation capabilities
                           and needs of regions and local
                           companies
                         • Scout new global
                           opportunities
                         • Actively weave networks of
                           technology providers,
                           expertise and capital
                         • Intermediate when necessary
                           to help respond to the
                            pp
                           opportunityy

               Jeffrey Tucker,
       Advanced Manufacturing Institute
Leveraging Connections



                                                                     Companies
                                                                     assisted

                                                                     Students Involved




•   Department in K‐State’s College of 
    Engineering, 
    Engineering,
                                                   • MISSION: to advance 
•   KTEC Center of Excellence                        technologies, people, and 
                                                     t h l i            l     d
•   EDA University Center                            companies through 
•   Global Wind Network Center of                    collaborative engineering 
    Excellence 
    Excellence                                       and business partnerships.
                                                       db i           t    hi
                                         Jeffrey Tucker,
                                 Advanced Manufacturing Institute
Business Profiling/Supply   KTEC Technology          Business Profiling and
                        Chain Network               Cluster Strategy         Innovation Networking
                        Development                 Development              Partner: North Central
                        Partner: KDOC               Partner: KTEC            Regional Planning Commission




 Involve
 “invested”
 partners




Regional Asset          Regional Manufacturing      Wind Supply Chain ID and   Kansas Army
Mapping                 Park/Incubator IBED         Pre-profiling Assessment   Ammunition Plant
Partner: Great Plains   Strategy and Business       Partner: South Central     Business Redevelopment
Development Inc.        Development                 Kansas Economic            Partner: Great Plains
                        Partner: Harvey County      Development District       Development Authority
                        Economic Development
                        Council
KOIN Framework


•   Innovation Intermediary                                          •   Innovation Assessments
•   Boundary Spanner                                                 •   Needs-based Profiling
•   Link Competencies
              p                                                      •   Opportunity Scouting
                                                                           pp       y        g
•   Weave Capabilities                                               •   Business Development Assistance
•   Build Critical Mass           Role                Process        •   Integrated Development
•   Strengthen Collaborations                                            Approach




•   Regional Analysis/Planning   Methods                             •   Regional Competitiveness
•   Business Modeling                                Strategies      •   Open Innovation
                                  /Tools
•   Social Network Analysis
                         y                                           •   Design as Competitive Advantage
                                                                              g         p             g
•   Network Weaving                                                  •   Incubation
•   Information Visualization                                        •    Supply Chain Development
•   Business Finder Tool                                             •   IT-based Strategies




                                          Jeffrey Tucker,
                                  Advanced Manufacturing Institute
Weaving an Opportunity
Innovation Network




                                          Kansas 
                                         Livestock 
                                         Livestock
                                        Foundation




                                           TEXAS

AMI Phosphorus Recovery   AMANA FARMS

Technology Development
                                           TCFA
ONE REGION’S ATTEMPT TO UTILIZE
  INNOVATE IDEAS & THINKING
TO BUILD A MORE RESILIENT REGION

          CENTRAL MISSISSIPPI
   PLANNING AND DEVELOPMENT DISTRICT


            •Coalition Building
   •Innovation Led Economic Development
         •Impact Analysis S
                          Studies
CREATING COALITIONS
 ASSOCITION OF LOCAL DEVELOPMENT DISTRICTS
     1-We
      1 We are Staff on Contract al Basis to State-wide Association
                        Contractual          State ide
     2-Formal Bylaws
     3-Provide Venue/Menu/Agenda & Minutes to Monthly Meetings
     4-Organize Annual Conference (650+) ½ Profits
     5-DC Capitol Reception & Split Costs w/Statewide County Association
     BENEFITS: Strength in Numbers, Education, Keep Membership Informed, Face of LDDs
 ASSOCIATION OF COUNTIES & CITIES
     1-Regional Meetings Across the State
     2-Annual Conferences
     3-DC Capitol Reception In Conjunction w/Counties
     BENEFITS: Strength in Numbers Keep Pulse of Local Gov’t (our members) Education
                              Numbers,                  Gov t      members),
 CENTRAL MS MAYORS ASSOCIATION
     1-Organized w/Bylaws
     2-Meet Quarterly (Legislative Reception)
     3-In Conjunction with State Municipal Association
     BENEFITS: Legislation, Keep In Touch, Remain Relevant
 COUNTY ADMINISTRATORS and COUNTY & CITY CLERKS
     1-Informal with No Minutes
     2-We Provide Venue & Menu
     BENEFITS: They Pay Our Dues, Find out what’s Really Going on @ Local Level
                                            what s
 MS TECHNOLOGY ALLIANCE
     BENEFITS: Move in New Circles, New Opportunities, Entrepranuarel
INNOVATION LED ECONOMIC DEVELOPMENT
                 (SHIFT HAPPENS!)

 Economy is Shifting-Better be Prepared
   New Economy will be Knowledge Dependent, Entrepreneurial, Rooted in
    Information Technology, Driven by Innovation & Global


 Partnered with the MS TECHNOLOGY ALLIANCE & ILED
   High Growth Innovative Intensive Companies, Organize & Focus on Private
    Equity, Create Innovative Ecosystems


 How We Applied their ILED Model to Region
   Innovate, Collaborate, Communicate & Participate
   F
    Formed th “Capital I
          d the “C it l Innovators” w/$20K G t S t U Steering Committee,
                              t ” /$20K Grant, Set Up St i C      itt
    Plan of Action & Created Team of Local Entrepreneurs, Economic Developers,
    State Econ. Dev. Team, Bankers, Chambers & MTA
   Provided Seminars & Training on ILED, Introduced Entrepreneurs to
    Angels/Bankers,
    Angels/Bankers Introduced Innovative Marketing Educated Developers
                                          Marketing,
   BENEFITS: Graduated an ILED Class, Econ. Developers Changed their
    Focus from Industry to Innovation
ECONOMIC IMPACT ANALYSIS
 Prepare studies using economic impact analysis software and our
    own supplemental calculations
   Key tool for local governments to recruit and retain businesses
   “What If” scenarios conducted as part of the study can help local
    g
    governments determine the level of incentives they should offer
                                                        y
   Each Impact Analysis shows:
      Number of direct and indirect jobs created by a business
      Salaries to be paid to those workers
      Number of new residents expected in the area
      Taxable sales expected in the area
      Additional residential property added to the local tax rolls, and
      Oth applicable i
       Other      li bl impacts t
   BENEFITS: reports are not limited to just the impact on a single
    jurisdiction, studies can show the impact on a region as a whole if a
    new business locates in the area or if an existing business shuts its
                                                      g
    doors, which can create multi-jurisdictional support for a project
CONCLUSION

 Not Enough Time to Discuss One, Much Less,
 Three Concepts


 There is Strength in Numbers; CREATE COALITIONS


 SHIFT IS HAPPENING; Better Prepare Your Region for It


 Economic Impact Analysis- A Great Tool to Add to Your
 Region s
 Region’s Economic Development Tool Kit
Cluster
Development and
D    l      t  d
Entrepreneurship
Rural Cluster Development

 Shifts in regional economy  need for strong plan
 for diversification, targeted strategies


 Regional planning efforts Identification of target
 clusters
  l t

   A cluster consists of groups of companies and/or services
   and all of the public and private entities on which they
   depend.
   depend These relationships create efficiency and
   competitiveness
MCEDD’s cluster
          development process:
          d   l     t

Community Asset                          Industry Cluster
   Mapping                                  Strategies:
                                         5 year workplans




Outcomes:
Networking opportunities
Development of business opportunities
Implementation of business ideas          Community
Focus on ideas with champions             Leadership:
Facilitation by economic development     Cluster Teams
 professionals
Private sector driven
 Private
Expansion of economic knowledge
MCEDD s
            MCEDD’s Role

   Identified Clusters
     High Tech
     Wine
     Arts and Culture
     Healthcare
     R Renewable E
                 bl Energy
   Created five year strategic plans
   Developed cluster leadership
   Engaged in research, marketing, and education
   Provided ongoing support and linkages for long-
    term sustainable d
    t       t i bl development
                           l       t
Gorge Tech Alliance

                       Workforce
                      Robotics pgm
                      CC programs

     Marketing                            Industry Assoc.
                                                    Assoc
     Branding                                Networking
     Promotion                           Supplier connection


                          CEDS
                    Cluster: High Tech


    Biz Education                            Research
       Classes                            Economic Impact
       Forums                                 Markets

                    Access to Capital
                         RLF’s
                         RLF’
                       PubTalks
                      Gorge Angel
Participant Showcase
Statewide Initiatives 

for Regional Development, Innovation 
f R i      lD l           I      i

and Collaboration
and Collaboration
A Cluster Initiative of the Alaska 
Partnership for Economic Development 
A two phase project:
A two phase project:

• Phase 1– Situational Analysis: an “economic reality check” 
     completed

• Phase 2 Strategy Development: developing
  Phase 2 — Strategy Development: developing 
  recommendations for new economic development directions, 
  policies and practices. 

       Resulting plan will be Alaska’s 1st statewide economic 
                               p
                        development strategy. gy

49
Phase I  Situational Analysis Report
Phase I – Situational Analysis Report


• Economic Profile and Forecast
• Alaska's Industry Cluster Portfolio
• Competitive Benchmarking
•                   pp
  Global Market Opportunities
• Analysis of existing economic development 
  objectives and strategies
     j                  g
• Assessment of Entrepreneurship and Business 
  Climate
• Final Report ‐ A Path to the Future
50
Alaska’s 11 Clusters
                                                         12
                                                               Mature
                                                         11
                                                                                                                                                                           Star
                                                                   Note:                                                         Fishing &            U.S. Gross
                                                                   1.Size of circle represents employment in 2008
                                                         10
                                                                   2.
                                                                   2 For Fishing and Seafood Processing
                                                                                                 Processing,                     Seafood              Output Growth, 3.7%
                                                                                                                                                         p         ,
                                                                   ECR=30.6                                                      Processing
                                                          9
                 tration Ratio, ECR (U.S. Average = 1)




                                                                                                                                            Travel and Tourism
                                                          8


                                                          7
                                                                   Mining             Oil &
                                                          6                                                                     Military
                                                                                      Gas/Pipeline/
                                                          5                           Refinery                                                                Community
                                                                                                                                                              and Social Services
                                                          4
Employment Concent




                                                          3
                                                                                                    Federal Government

                                                          2    Specialized Machinery/Capital goods

                                                          1
E




                                                                             Forestry/Wood Products                                                                 Opportunity
                                                          0


                                                         -1
                                                                                                 Logistics and International Trade            Advanced Business Services
                                                                   Challenge
                                                         -2
                                                          -4.0%                      -2.0%                  0.0%         2.0%                 4.0%               6.0%             8.0%

                                                                                                                     Industry Dynamism (Gross Output, CAGR %), 2009-2019
                                                              51
Turning it into a Strategic Plan
T i it i t St t i Pl
     – Work with Leadership Council and political leaders         
       to develop mission & vision
       to develop mission & vision

     – Identify top actions recommended by clusters
       Identify top actions recommended by clusters

     – Incorporate into dynamic “Strategic Doing” approach
       Incorporate into dynamic  Strategic Doing approach
        • Reflect current industry cluster recommendations
        • Updated semi‐annually
        • Used to support funding and legislative requests 
52
Next Steps
 Next Steps
     • Statewide Cluster Initiatives 
        –   Established Alaska Forward Leadership Council
            E bli h d Al k F             d L d hi C        il
        –   Identified initial clusters for development
        –   Identifying cluster co‐chairs
            Identifying cluster co chairs
        –   Establishing structure for developing clusters
     • Local Cluster Initiatives
       Local Cluster Initiatives
        – Identifying and establishing regional clusters
     • Education Component
       Education Component
53
        – Competing for Prosperity: Application and Theory
Alabama Comprehensive 
            p
Economic Development Strategy
The Alabama Comprehensive Economic 
               D   l     t St t
               Development Strategy

A little background…
…There have been at least three efforts at a Statewide CEDS in Alabama

                      g
    – Statewide Strategic Plan: Phase I of 2001 and Phase II of 2002

    – Consolidated Comprehensive Economic Development Strategy of 2007
        (This e o t was associated with the Hurricane Katrina recovery e o ts)
        (   s effort    assoc ated w t t e u ca e at a ecove y efforts)
        (Over 600 volunteers were involved in the Regional CEDS processes that
                  culminated in the Consolidated CEDS of 2007

      Consolidated Comprehensive Economic Development Strategy of 2011
        (The current effort)
The Alabama Comprehensive Economic 
              D   l     t St t
              Development Strategy

The purpose of the 2011 Statewide CEDS effort is…
…to enhance statewide and regional economic development efforts through
  the establishment of:

      Statewide CEDS

      Statewide Advisory Committee
                       y

      System of economic benchmarks and performance measures

      Web-based communications and performance monitoring
The Alabama Comprehensive Economic 
             D   l     t St t
             Development Strategy

The objectives of the 2011 Statewide CEDS effort are to foster
  economic development that promotes a more holistic approach to:

      Promoting economic prosperity
      Protecting environmental quality, and
      Serving the needs of the people of the State;

   …while remaining mindful of certain guiding principles, i l di
     hil      i i    i df l f       i    idi     i i l including:

      Global awareness,
               competitiveness,
      Regional competitiveness
      Community livability, and
      A sustainable future.
The Alabama Comprehensive Economic 
               D   l     t St t
               Development Strategy

Partners, Support and Approach

      The Alabama Association of Regional Councils (AARC)

      The Alabama Department of Economic and Community Affairs (ADECA)

      The U. S. Economic Development Administration (EDA)
        e        co o c eve op e           s a o (      )

      The Planning Task Force of the AARC

      The Center for Business and Economic Research at the University of
      Alabama and other consultants

  .
Mo-Kan Regional Council (MKRC)
•Established in 1968
•Located in St. Joseph, Missouri
•MKRC’s service area totals 2 512
 MKRC’                    l 2,512
 square miles and represents over
 163,000 individuals.
•Two Kansas counties and four Missouri
 Two
counties
•Governed by a 32-member Board of
 Directors, 16 from Kansas and 16
          ,
 from Missouri.
•Recognized by EDA as an Economic
 Development District in 1988.
Funding Stream
CEDS Organizational Goals
       g
  Provide additional
                           Most recently, Mo-Kan created a
  assistance to
                           microloan fund using USDA-RD
  businesses through
                           RBEG funds. We have also applied for
  expansion of Mo-
                           RMAP resources.
  Kan’s loan programs

                           Currently, Mo-Kan staff are assisting
  Continue to offer        several communities in these efforts
  long-range planning      through comprehensive city plans,
  guidance                 pa
                           planning sessions, and ot e regional
                                    g sess o s, a other eg o a
                           activities.

                           As traditional funding resources
  Undertake activities     dwindle, Mo-Kan works to improve
                           dwindle Mo Kan
  that will beneficially   opportunities for meaningful
  impact the local and     economic development; projects
  regional economy.        include EEZs, county-based strategic
                           plans, and workforce development
                           activities.
MACOG –
  Missouri Association of Councils of Governments
•19 RPCs/COGs with statewide coverage
•1970 St t id association f
 1970s- Statewide  i ti formed
                             d
•1980s- Hired Gamble and Schlemieir to serve as organization’s advocate
in J ff
i Jefferson City and provide administrative support.
            Cit d        id d i i t ti            t
•2001- Created an RFP to solicit statewide coordinator.
•2000 W k d to close gaps by securing
 2000s-Worked   l         b       i
state and federal funds to re-establish three
regional planning commissions
                   commissions.
MACOG - Missouri Association of Councils of Governments
 Projects created as a result of MACOG’s activities:
   Missouri Department of Transportation
   M
    Missouri HHomeland S
                   l d Security O
                                Oversight C
                                        h Committee
   SEMA Countywide All-hazard Mitigation Plans
   EIERA (Environmental Improvement and Energy Resources Authority)
    workshops
   Electric Co-op All-Hazard Mitigation Plans
   Missouri broadband planning effort

  Outcomes
    Statewide Coverage offers standardization
    Vi bl option f state programs ( th th hi i additional staff)
     Viable ti for t t               (rather than hiring dditi l t ff)
    Do not compete with each other/Respect boundaries
    Stronger partnerships
    Routine meetings and professional development
An EDA University Center




Institute for Economic Advancement | 2801 South University Avenue, Little Rock, AR 72204-1099 | www.iea.ualr.edu
Institute f Economic Advancement
          for
 Institute formed in 1955…an EDA University Center since 1996.
 Secretariat, Advocate, and partnership builder for the
  EDA Districts in Arkansas.
 Coordinating Southwest Regionwide effort to build a strategy
               g                g                              gy
  direction for UCs for their support of the Austin EDA office and
  the region’s EDA Districts.
 In late 2006 we improved the Southwest Region s Revolving Loan
          2006,                          Region’s
  Fund reporting system
     Improved report accuracy, lessened the data entry burden for Grantees,
      and added several report export options
    We continue to provide updates and services to both users and AURO:
     Technical support for each reporting period, as well as user training
     Organize and archive reports for AURO

     Institute for Economic Advancement | 2801 South University Avenue, Little Rock, AR 72204-1099 | www.iea.ualr.edu
Regional Innovation Clusters in Arkansas




     Identify                        Classify                            Analyze                             Develop



Identify industry              Classify clusters                   Analyze gaps                       Develop strategies
clusters existing in           by level of                         between                            to assist existing
each Arkansas                  innovation and                      characteristics of                 clusters to
Development                    regional/statewide                  innovative and                     increase level of
District, using                research                            non-innovative                     innovation, paying
statistical d
    i i l data,                capabilities
                                    bili i                         clusters
                                                                     l                                special attention to
                                                                                                           i l       i
surveys and focus                                                                                     rural areas.
group sessions.




         Institute for Economic Advancement | 2801 South University Avenue, Little Rock, AR 72204-1099 | www.iea.ualr.edu
EDA Disaster Recovery and Preparedness Plan
 The eight Planning and Development
  Districts continue to be an integral part
                                                                                                                                                                                                                                                                                A boat building
  of the recovery and preparedness                                                                                                                                                                                                                                                business in
  planning process in Arkansas.                                                                                                                                                                                                                                               Clinton, AR (Van
                                                                                                                                                                                                                                                                              Buren County) is
                                                                                                                                                                                                                                                                              devastated from a
 IEA used collaborative partnerships to
                           p          p                                                                                                                                                                                                                                        tornado in 2008.

  identify and prioritize ways that
  communities and governments can
  help business and industry (B&I) cope                                               Benton                                   Carroll                 Boone              Marion                 Baxter                           Fulton                                 Randolph
                                                                                                                                                                                                                                                                                                                     Clay




  with natural disasters and how B&I                                                                                           NORTHWEST
                                                                                                                                                                                                                          Izard



                                                                                                                                                                                                                                                Sharp

                                                                                                                                                                                                                                                                   Lawrence
                                                                                                                                                                                                                                                                                                    Greene




                                                                                                                                                                                                                                                                                                Craighead
                                                                                                                                                                                                                                                                                                                            Mississippi




  plays a significant role in disaster                                              Washington


                                                                                   Crawford
                                                                                                             Franklin
                                                                                                                      Madison



                                                                                                                                     Johnson
                                                                                                                                               Newton




                                                                                                                                                           Pope
                                                                                                                                                                     Searcy

                                                                                                                                                                               Van Buren
                                                                                                                                                                                                                    Stone


                                                                                                                                                                                                                  Cleburne
                                                                                                                                                                                                                                           Independence




                                                                                                                                                                                                                                           WHITE
                                                                                                                                                                                                                                                                                               Poinsett

                                                                                                                                                                                                                                                                                                              EAST



  preparedness, cleanup, and the overall
                                                                                                                                                                                                                                                                 Jackson
                                                                                                                                                                                                                                           RIVER
                                                                                                                                                                              Conway                                                                                                     Cross
                                                                                                                                                                                                                                                                                                             Crittenden

                                                                                  Sebastian                                                                                                                                                                     Woodruff
                                                                                                                                                                                                    Faulkner

                                                                                                                                                                                                                          White
                                                                                                               Logan




  regional recovery.
                                                                                                                                                Yell
                                                                                   WESTERN                                                                                 Perry
                                                                                                                                                                                                                                                                           St. Francis
                                                                                                                                                                                                                CENTRAL
                                                                                                                                                                                                                                                                                                    Lee
                                                                                   Scott
                                                                                                                                   WEST                                                Pulaski                                                                  Monroe

                                                                                                                                  CENTRAL                                                                                                        Prairie


                                                                                                                                                                                                                             Lonoke
                                                                                                                                                                                   Saline
                                                                                           Polk




 IEA continues these efforts with the
                                                                                                                                                 Garland
                                                                                                                      Montgomery                                                                                                                     Arkansas
                                                                                                                                                                                            Grant                     Jefferson
                                                                                                                                                                                                                                                                                    Phillips
                                                                                                                                                 Hot Spring
                                                                                               Howard                   Pike




                                                                                                                                                                              Dallas




  districts in developing effective
                                                                                    Sevier
                                                                                                                                                                                                          Cleveland

                                                                                                                                                       Clark
                                                                                                                        Hempstead
                                                                                                                                                                                                                                     Lincoln



                                                                                                                                                                                          Calhoun
                                                                                                                                                                                                                                       Drew
                                                                                                                                                                                                                                                            Desha                    Legend


  strategies to address future natural
                                                                                              Little River                                                     Ouachita                                                                                                                        Feb 20, 2008 - Ar Severe Storms,
                                                                                                                                                                                                                                                                                               Tornadoes & Flooding
                                                                                                                                          Nevada
                                                                                                                                                                                                                                                                                               May 22, 2008 - Ar Severe Storms,
                                                                                                             Miller                                                                                                                                                                            Tornadoes & Flooding
                                                                                                                                         SOUTHWEST                                                                                SOUTHEAST
                                                                                                                                                                                                               Bradley                                                                         June 24, 2008 - Ar Severe Storms,
                                                                                                                                                                                                                                                                                               Tornadoes & Flooding
                                                                                                                                                                      Union




  disasters.
  disasters
                                                                                                                                               Columbia                                                                                                                                        Sep 18, 2008 - Ar Severe Storms & Flooding
                                                                                                                                                                                                                                                                                               Associated with Hurricane Gustav
                                                                                                                                                                                                                                                                                               A    i t d ith H i        G t
                                                                                                                         Lafayette                                                                                                                              Chicot
                                                                                                                                                                                                                                      Ashley                                                   Sep 18, 2008 - Ar Severe Storms & Flooding
                                                                                                                                                                                                                                                                                               Associated with Hurricane Ike




      Institute for Economic Advancement | 2801 South University Avenue, Little Rock, AR 72204-1099 | www.iea.ualr.edu
Partnerships and Services for the Arkansas PDDs

       Data and CDs from Census Bureau and BEA as
       affiliates of the Arkansas Census State Data Center

       Data summed to district level and maps for
       grant applications and other uses


       Mapping and interactive mapping services available


       Promotion Grant from Census 2010 Partnership


       Training and Technical Support

   Institute for Economic Advancement | 2801 South University Avenue, Little Rock, AR 72204-1099 | www.iea.ualr.edu
EOTP in Economic Development
 The Elected Officials Training Program (EOTP) was a program
  creation lead by the IEA and Arkansas’ PDDs/EDDs and included
                               Arkansas PDDs/EDDs,
  the support of the Governor’s Office, the Arkansas Municipal
  League and Association of Counties, as well as State, local and
  utility economic developers.
 Training sessions are conducted by staff of the IEA, PDDs/EDDs,
  and AEDC. Sessions focus on the key aspects of economic
  development and the role of local government in its successful
  implementation.
 Programs are delivered at State conferences, regionally within each
  PDD/EDD and at the community level.
                                 y
 The intended outcome is a body of better-prepared communities
  across the state with the physical and human infrastructure in place
  for economic development and j creation/retention.
                       p          job


     Institute for Economic Advancement | 2801 South University Avenue, Little Rock, AR 72204-1099 | www.iea.ualr.edu
Existing CEDS Product    Existing CEDS              Training Needs:
                  ject   • Room for Improvement,  Process                    • Help with CEDS
                           per EDA                     • Time‐Intensive      • Improve Data
            eb Proj
                         • Opportunity for Added
                           Opportunity for Added       • Valuable
                                                         Valuable 
                           Audience, Added Value         Interaction
                         • Low Visual Appeal

                                                                                          How to Address?
       EDS We



                                                                                          • Automate CEDS 
                              How to Improve?                                               Process?
                              • Lower Time Impact by                                      • Sources of Data
                                Reducing Effort?
                                                       y y
                              • Raise Value / Visibility by 
 exas CE




                                Increasing Effort?
                                                                Three‐Part CEDS 
                                                                Three Part CEDS
                                                                Project
                                                                • CEDS Web Sites
                                                                • CEDS Construction 
Te




                                                                  web environment
                                                                  web environment
                                                                • Data Tools
Link regional 
 plans & state, 
 federal goals


 Enable analysis 
of multiple CEDS


CEDS work area:  
CEDS work area:
  resources, 
 collaboration
Put regional 
 projects in 
CEDS context


 Link regional 
  plans  state, 
 federal goals


Socioeconomic 
/ demographic 
 data analysis


Online public 
participation 
participation
  process
2011 NADO CEDS Innovation Forum
oject
                            CEDS Product Improved:          CEDS Process Unimpeded:
                         Better Data, Better Look, More 
                         B tt D t B tt L k M                    Interaction and Local 
                                                                Interaction and Local
           Web Pro
                         Visible, More Relevant, Greater    Differences Preserved, Data 
                                    Audience                  and Formatting Assisted 
Texas CEDS W




                                         • Strengthen value of EDA 
                                           investment
                                         • Leverage increased local buy‐
                                           in by expanding audience and 
                                           increasing value of product
                                         • Enable use of product by new 
                                                          p        y
T




                                           public, private stakeholders
Participant Showcase
Post‐Disaster Economic Recovery
Southwest Arkansas Planning       
          & Development District
                l

• SWAPDD is 
  comprised 
  comprised
  of TWELVE
  counties in 
  counties in
  southwest 
  Arkansas    
  Arkansas
Southwest Arkansas Planning       
           & Development District
                 l

• FOUR of 
  those 
  those
  counties 
  are in the  
  are in the
  Mississippi
  Delta.
  Delta
Southwest Arkansas Planning       
         & Development District
               l
• EDA provided SWAPDD with $150 000 to
  EDA provided SWAPDD with $150,000 to 
  create a DISASTER RESPONSE plan.
  – Create a database of ALL businesses in the region
           » Geospatial data

           » Number of Employees

           » Mailing addresses                    
Southwest Arkansas Planning       
         & Development District
               l
• EDA provided SWAPDD with $150 000 to
  EDA provided SWAPDD with $150,000 to 
  create a DISASTER RESPONSE plan.
  – Geospatial data can be compared to stormtracker
    data to instantly predict businesses impacted by 
    tornados and floods.
    tornados and floods
  – Pre‐filled assistance documents can be prepared 
    for impacted businesses using the database 
    f i          db i          i   h d b
    records 
Southwest Arkansas Planning       
         & Development District
               l
• DRA provided SWAPDD with $150 000 to
  DRA provided SWAPDD with $150,000 to 
  create a Local Strategic Delta Development 
  Plan specific to Southwest Arkansas.
  Plan specific to Southwest Arkansas
  – For Delta Communities, additional fields added to 
    the database:
    th d t b
           » Geospatial data for critical infrastructure & needed 
             improvements to promote  critical mass development
             improvements to promote “critical mass” development
           » Catalog available economic development  sites
           » Develop a plan to increase employment diversity
           » Develop a plan to increase workforce education
                  l      l                     kf     d
Southwest Arkansas Planning       
          & Development District
                l
• SWAPDD leveraged the EDA and DRA monies
  SWAPDD leveraged the EDA and DRA monies  
  to obtain $87,000 in state General 
  Improvement Funds to expand the DRA project 
  Improvement Funds to expand the DRA project
  into non‐Delta communities in the region.
  – GIF monies: 
        – Hired an employee for 1 year, to be trained as a GIS specialist

        – Purchased a truck for project use, to be donated to a member 
          community after 1 year

        – Purchased GPS hardware and GIS software
Southwest Arkansas Planning       
          & Development District
                l
• SWAPDD leveraged the EDA DRA and GIF
  SWAPDD leveraged the EDA, DRA and GIF 
  monies in a $1.9M CDBG Disaster Grant 
  application, to expand the SWAPDD project 
  application to expand the SWAPDD project
  into the other Development Districts in the 
  state.
  state
  – Under CDBG Disaster rules, “Disaster Planning” 
    satisfies a national objective of the CDBG Program
      ti fi       ti   l bj ti      f th CDBG P
  – Grant awards to be announced this month.
Southwest Arkansas Planning       
& Development District
      l
For more information, contact:

      Ms. Renee Dycus
     Executive Director
     Executive Director
          SWAPDD
 Renee.dycus@arkansas.gov
2011 NADO CEDS Innovation Forum
Total funds to businesses: $9,574,400
BRAP   EBRAP   LISP      CRRG    RLF   Jumpstart 
                                          p          ERAP           FIRP   Unallocated




                                           18%
                          21%
                                                          1%
                                                               3%
               0%                                          1%
                    8%

                                                    16%



                                32%
2011 NADO CEDS Innovation Forum
• 13 loans to 11 businesses (2 businesses received 2 loans)
   • Manufacturing: 7
   • Service: 2
• Amounts from $50,000 to $250,000
   • Working capital: 11 loans
     Working capital: 11 loans
   • Equipment: 2 loans
•J b
 Jobs created: 57
          t d 57
• Jobs retained: 177
Early, rigorous update of CEDS and Long‐Range Transportation Plan

Cooperative Venture of ECICOG/Region 10 RPA and Corridor Business Alliance
 • Alliant Energy                      •John Pappajohn Entrepreneurial Center
                                       •Kirkwood Small Business Development Center
 • Cedar Rapids Area Chamber of Commerce
                                       •Kirkwood Training and Outreach Services
 • Corridor2020 Networking
   Corridor2020 Networking
                                       •MidAmerican Energy Company
 • Iowa City Area Development Group    •Priority One
 • ECICOG/Region 10 RPA                •University of Iowa Research Foundation
 • Entrepreneurial Development Center  •University of Iowa Small Business Development Center
 • Iowa City Area Chamber of Commerce
   Iowa City Area Chamber of Commerce
Six‐month Planning Process
 • County Meetings
 • Regional Economic Development Summit
 • Website Updates
 • Coordinated with Other CBA Priorities, including Regional Branding
South Central
          Regional Construction
          Code Council &
          MyPermitNow.org
          MyPermitNow org

                Cullen Curole
South Central Planning and Development Commission
                      Louisiana
Benefits of Regional Building
      Code Enforcement

Reduced Permit Fees
Reduced Permit Fees
Faster, Consistent Inspections & Plan Review
Public Input at Regional Code Council Meetings
Representation and Advocacy at the State Level
Representation and Advocacy at the State Level
Team of Inspectors able to respond to disasters 
across region
MyPermitNow.org Software
Low, monthly cost determined by permit 
volume
Automatic Phone & Email Notifications
Free Online Customer Portal gives access to 
  ee O     e Custo e o ta g es access to
permit information at any time
Institutional Knowledge of other jurisdictions
Institutional Knowledge of other jurisdictions
Near paperless system, where records are 
archived automatically allows for faster
archived automatically, allows for faster, 
digital plan review process
Faster Plan Review and Inspection
Average Residential Plan 
Review in less than 3
business days
Average Commercial Plan
Average Commercial Plan 
Review within 5 business days
Inspections are performed the 
Inspections are performed the
same day as they are 
scheduled (day of/day after)
scheduled (day of/day after)
Economic Benefits
Reduced permit fees
The increased speed and efficiency reduces 
construction time
Consistent, comprehensive building code 
Co s ste t, co p e e s e bu d g code
enforcement can reduce insurance costs
Greater accountability and transparency
Greater accountability and transparency
Strengthen building codes through ongoing 
collaboration
CEDS Innovation Forum
January 2011
              Planning & Development District III
                         Service Area

                                          • 15 Counties
                                          • 60 Communities
                                          • 3 Indian Tribes
                                          • 95 Person Governing
                                            Committee
                                          • Separate 27 Person CEDS
                                            Committee
11,911 Square Miles
Estimated Population: 98,534 (2009)
            p                (    )
CEDS Value to the Region
                          g
   Issue           Idea           Risk
Perspective      Generation     Mitigation

     Focus          Freedom       Perceptions



   Credibility      Expertise     Resources



  Experience
  E    i           Innovation
                   I      i      Cooperation
                                 C       i
CEDS Implementation
                        p
            CEDS
         Committee Input

Issues       Interests     Initiatives
                                                                  DIII
                                                                Response

                                           Sustained            Immediate           Deferred
                                         (Ongoing Priority)     (High Priority)    (Low Priority)
            Regional
            R i l
            Benefits

 Jobs        Capacity      Investment
             Building
             B ildi
                                                               Performance
                                                              Documentation

                                         Annual CEDS
                                         A    l                  Monthly          Annual C
                                                                                  A    l County
                                                                Committee
                                            Report               Reports            Reports
CEDS Implementation Examples
          p                p
                 Issue               Interest             Initiative
                 Disaster             Affordable           Wind Energy
 FOCUS
               Preparedness            Housing             Development


            South Dakota Office     SD Housing
                                                         Mitchell Technical
PARTNER        of Emergency         Development
                                                             Institute
                Management           Authority

             FEMA Approved
                                  Single Family Units   Full Size Turbine for
OBJECTIVE      Pre-Disaster
               Pre Disaster
                                    in Small Towns      Technician Training
             Mitigation Plans

                                      Program              EDA Project
               County Plan
DIII ROLE                          Development &
               Development
                     p                                                 g g
                                                        Financial Packaging
                                   Implementation

                                   8 Single Family       Full Size Training
              12 Approved
OUTCOME                            Units in 4 Small     Turbine Within 108
              County PDMs           Communities          Unit Wind Farm
Participant Showcase
Regional Development and Workforce
2011 NADO CEDS Innovation Forum
Initial Collaboration
•   EMDC as facilitator

•   Creation of network
    C    i    f       k

•   Defining common goals

•   Recognizing the lack of a comprehensive strategy
Greater Bangor Region
                    g     g
            Mobilize Maine
•   Private Sector Leadership

•   Regional Goal Development

•   Regional Benchmark Development

•   Regional Asset Identification

•   Short-Term Wins/Strategic Initiatives
    S              /S
Asset Based Approach
•   Asset Mapping Teams



•   Data Collection



•   Short Term Wi /St t i Initiatives
    Sh t T     Wins/Strategic I iti ti
Mobilize Maine
               Regional Vision
•   Development of an asset-
    based regional vision

•   Bold goals with regional
    participation

•   Driven by private sector
    leadership
Shifting Processes
•   Streamlining workflow

•   Increasing collaboration
    I      i     ll b ti

•   Increasing efficiencies
             g
Shifting Workforce
                   g
              Development

•   Job Seeker based Old Model
        Seeker-based

•   Business-based New Model
Shifting Business
                      g
                Development
•   Business Visitation Pilot Project

    •   Pilot Partners

    •   Outcomes
        O t

•   Business Resource Center

•   WebCats
Comprehensive and Collaborative
   Economic Development
•   Internal Organizational Changes

    •   Increased efficiency

    •   Increased understanding

•   CEDS Process

    •   Mobilize Maine Regional Vision’s Role

    •   Private Sector Participation
Advancing Common Strategies
•   Regional Vision Action Plans

    •   Mid-point benchmarks

•   CEDS priorities

•   Transportation/Tiger II
    T       t ti /Ti

•   Livable Communities

•   Energy/Pathways

•   Workforce Development priorities
Emphasis on Collaboration
•   Financial Capital Development

    •   Local venture capital/Sidecar Fund creation
        L   l    t       it l/Sid     F d      ti

•   Environmental Capital Development
                    p           p

    •   Asset-based prioritization

•   Human Capital Development

    •   Business/Workforce integration
2011 NADO CEDS Innovation Forum
A Broad Multi-Regional Strategy?
        Multi Regional


 • A regional approach is stronger than
   operating as individual regions, cities or
   counties.
 • Help regional leaders identify the top
      p g                       y       p
   challenges and opportunities for the area.
 • Lay out a game plan.
 • Emphasize three important factors:
   Talent,
   Talent Innovation and Place
                         Place.
TIP: Talent, Innovation and Place


• A strong pool of Talent to allow
  businesses to flourish.

• An environment that supports
  Innovation and entrepreneurship.

• A quality of Place that draws people and
  companies to the area while meeting the
  needs of current residents.
Wired65 Regional
Competitiveness Strategy -
    p                 gy
Challenges

 • Employers will continue to face labor shortages


 •The skill sets of the region's workforce do not
 match future jobs

 • Regional infrastructure needs are piling up

 • Business climate issues can hamper growth

 • Ch
   Changes at Fort Knox will create workforce and
                            ill         kf      d
 other challenges, along with opportunity
Wired65 Regional
Competitiveness Strategy –
     p                gy
Priority Recommendations


 • Fix the Education Pipeline
 • P
   Prepare for 21 C
           f 21st Century J b
                          Jobs
 • Create a Talent Magnet
 • Invest in Priority Sectors
 • F
   Focus on Quality of Place
            Q li     f Pl
Continue the conversation…


•   What does it mean to address issues as a region?

•   What is the best way to create meaningful connections
    among regional players in the workforce, education, and
    economic development arenas?

•   Which trends are likely to have the greatest impact on
    the region going forward?

•   How d we use the Wired65 Region’s assets and
        do        h   i d65     i ’            d
    strategies outlined in these pages to best position the
    region for success?
      g

•   What factors will determine success?
Northern Arizona Council of Governments
  One message, One voice
          • One of the nation’s                
          largest COGS
             g
          • 4 Counties
          • 22 Communities
          • 9 Tribal Nations
          • 5 National Forests                      
                • (11 national parks)
                  (11 national parks)
          • 3 Local Workforce 
          Investment Areas
          • 48,000 sq. miles              
          (40% state land)
Sponsored by Arizona Public Service (APS)  a Public Utility 
                                          ‐Focus Future, developed by APS as a cooperative strategic planning
                                           Focus Future, developed by APS as a cooperative strategic planning 
                                          process that evaluates the region’s competitive advantage with specific 
                                          strategies specific to job creation, economic development and research.
                                          Economic Analysis
                             overnments
                                      s




                                          ‐ Analysis of strengths, weaknesses, opportunities.  Common issues, 
                                            A l i f            h        k                 ii   C         i
                                          Unemployment , preservation of natural resources, educational 
                                          attainment, tourism and poverty.
                                          Challenges & Opportunities
                                                   g       pp
                  ouncil of Go




                                          ‐ Global competition, economy, labor changes, demographic shifts, 
                                          natural resources. 
                                          CEDS Action Plan
                                          ‐Vision, mission, identify focus areas
                                           Vision mission identify focus areas
Northern Arizona Co




                                          Roles & Responsibilities
                                          ‐ Clearly define strategies and who will carry them out, EDC staff, 
                                          committee, partners. 
                                          Annual Evaluation
                                          ‐EDC sets performance based strategies that measure the effectiveness 
                                          of the Economic Development District. 
Regional Council  
                                          40 member board of Directors (BOS, Mayors, City/Town Council members, Tribes
                                          40 member board of Directors (BOS, Mayors, City/Town Council members, Tribes

                                          Economic Development Council  
                                          30 member committee  (City/Town managers, economic/workforce development 
                             overnments
                                      s




                                          professionals, education, Tribes, BLM and LWIA)
                                             f i     l d       i    T ib BLM d LWIA)

                                          Bureau of Land Management 
                  ouncil of Go




                                          Government Technology Information Agency (GITA)  

                                          Arizona Department of Commerce/Arizona Commerce Authority
Northern Arizona Co




                                          Transportation, Housing, Community Development Block Grants

                                          Arizona Association for Economic Development

                                          Arizona Association of Workforce Developers
Statewide State Energy Sector Partnership Grant     
                                          $6 million
                                          $6 million

                                          Statewide Broadband Opportunity  
                                          $52 million
                             overnments
                                      s




                                          Workforce Investment Act (WIA) Products and Services
                                          Business Assistance Center (BAC)
                                          $2 million Healthcare grant
                  ouncil of Go




                                          Arizona Commerce Authority
                                          Rural operations

                                          Arizona Jobs Bill
                                          Arizona Jobs Bill
Northern Arizona Co




                                          White paper

                                          Local Transportation Area Funding
                                          $201,477
                                          $201 477

                                          Local Workforce Investment Areas
                                          State Initiative for Re‐Districting
Economic Development Council 
                                                                          Scope of Work
                                                                          Scope of Work

                                          1. Support economic development and workforce development partnerships that provide 
                                              business retention and expansion in the District. 
                                          2. Plan and implement State Energy Sector Partnership (SESP) Green Energy statewide grant 
                                              that expands training and employment opportunities in the District that promote 
                                              renewable, sustainable and efficient energy sources in the District. 
                                          3. Support and explore the use of energy technology for business development in the District. 
                                                 pp           p                    gy         gy                      p
                             overnments
                                      s




                                          4. Work actively with the State Department of Commerce to develop and implement the 
                                              state’s plan for rural economic development activities in the District. 
                                          5. Expand partnerships and working relationships with other Economic Development Districts 
                                              in the state. 
                  ouncil of Go




                                          6. Gain state support to re‐invest in business incentives for attraction and retention. 
                                          7. Maintain APS sponsored B‐3 Building Bridges to Business, licensing for business analysis.
                                          8. Partner with transportation planning organizations for strategic planning. 
                                          9. Partner with communities and other agencies to produce an annual Tourism Forum focused 
                                                                                     g         p
Northern Arizona Co




                                              on private industry.  Realign Tourism Forums with private sector, (ex. Hospitality, retail etc. 
                                          10. Promote and encourage regional, joint marketing opportunities that improve tourism in the 
                                              District. 
                                          11. Support EDA regional public works technical assistance projects that align with District 
                                                 pp            g      p                                 p j             g
                                              Goals and Priorities. 
Teri Drew, Regional Director
        NACOG‐EWD
       221 N. Marina St. Suite 201
          Prescott, AZ  86301
              928/778‐1422
                       @      g g
       Email to:  kmass@nacog.org

Website:  www.nacog.org   Find us on FACEBOOK at NACOG
The Tri‐County Council for the Lower Eastern Shore of 
                y
Maryland was formed by an Act of the Maryland General 
  Assembly in 2001. The purpose of the Council is to 
    facilitate regional planning and development in 
    facilitate regional planning and development in
     Somerset, Wicomico and Worcester counties.

        Michael Pennington, Executive Director
More Efficient CEDS Process
 Data consolidation
 One-stop location for all relevant demographic, economic, and
            p                            g p ,              ,
  workforce indicators
 Easy data analysis to help make better, more informed decisions
 Updated regularly (as source updates data) rather than just an annual
  update
 End goal: to make the annual report online, interactive, more user-
  friendly,
  friendly and easier to understand
RuralStat
 The Dashboard below will take a few moments to load…




                             http://www.rural.state.md.us/Resources/Ru
                             ralstat.swf




http://www.rural.state.md.us/Resources/Ruralstat.swf
Biomass Locator
Dorchester Building and Sites
GeoDASH Initiative
 Goal: To provide technical assistance to community
  leaders in matters involving economic development and
                                   g          p
  transportation planning.
 This initiative is facilitated by:
    The Business, Economic and Community Outreach Network (BEACON)
          Business Economic,
     of the Franklin P. Perdue School of Business at Salisbury University
    The Eastern Shore Regional GIS Cooperative (ESRGC) of the Richard A.
     Henson School of Science and Technology  gy
 In partnership with:
    The Mid-Shore Regional Council
    The Tri-County Council of the Lower Eastern Shore
         Tri County
 Funded by:
    The Economic Development Administration (EDA) of the U.S. Department
     of Commerce
    Maryland Department of Business and Economic Development (DBED)
Staff Sharing
 Team members on the ground are Sarah Bunch, Economic
  Development and Transportation Planner and James
  Garrity, Eastern Shore Business and Economic
  Development Dashboard Specialist.
                           Specialist
    They are housed at BEACON and ESRGC where the technological and
     business resources and know-how are available.



 Partnerships with the Mid-Shore Regional Council and
  Tri-County Council provide an avenue for id tif i needs
  TiC     t C       il     id              f identifying    d
  and reaching all of the six counties, through projects such as
  the Comprehensive Economic Development Strategy.
          p                               p            gy
Project List
Spatial:
   Biomass Search Webmap:
                        Webmap: p
     http://fairview.salisbury.edu/biofuels/

   Rural Stat:
     http://www.rural.state.md.us/Resources/Ruralstat.swf
     htt //         l t t    d /R          /R l t t     f

   Chesapeake Bay Foundation Impacts (Data for Demo Only):
     http://staff.salisbury.edu/~jrgarrity/cbf/impact.swf

   Dorchester Buildings and Sites:
     http://www.choosedorchester.org/sites/Dashboard.swf


Non-Spatial:
   Sales Estimates:
     http://beacon.salisbury.edu/geodash/sales/allsales.swf
     http://beacon salisbury edu/geodash/sales/allsales swf

   Economic Impact of Space Tourism (Data for Demo Only):
     http://staff.salisbury.edu/~jrgarrity/wallops/wallops.swf
Participant Showcase
Regional Sustainable Development
Comprehensive Economic
Development Strategy (CEDS)
        2007-2012
        2007-
      Land-of-
      Land-of-Sky Regional Council
        Region B, North Carolina
    Buncombe, Henderson, Madison
    B n mb H nd r n M di n &
         Transylvania Counties
Background
Land-of- y g
Land-of-Sky Regional Council (LOSRC) is designated
                               (       )      g
  by the U.S. Department of Commerce Economic
  Development Administration (EDA) as the planning
  organization f r an E
   r iz ti for Economic D l pm t Di tri t
                           mi Development District
  (EDD), which is Region B.

A Board-appointed Strategy Committee developed the
  Board-
  CEDS with input from an online survey, a Regional
  Resource Group, a strategic planning exercise by the
  full Board, and a staff review of local, regional and state
  plans and policies
            policies.
Overarching Theme

The Strategy Committee chose “Regional
Coordination”
C di i ” among local governments and
               l l                 d
other partners as the overarching theme of the
      p                         g
CEDS. This theme applies to all strategic issues
and solutions in the CEDS.
Strategic Initiatives

The
Th CEDS contains fi “Ti 1” strategic
             i five “Tier         i
initiatives. These are the highest priority
                             g     p      y
projects that emerged from the Strategy
Committee’s issue ranking process. These
projects will be the main focus of our
   j      ill b h      i f       f
organization’s activities in the next five years.
  g                                        y
Strategic Initiatives:
1.   Regional Growth Management Planning
     Goal: Regional coordination of growth management planning.
             g                      g w        g      p      g


2.   Transportation and Air Quality
     Goal: Continue to meet and exceed air quality standards to ensure protection of public health
     and the environment, while providing f f
       d h      i           hil      idi for future economic prosperity and for state-of-the-art
                                                               i       i    d f state-of-the-
                                                                                        f h
     multimodal transportation services to residents of the region.


3.   Housing
           g
     Goal: To increase the stock of affordable, energy efficient housing throughout the region.


4.   Regional Brownfields Initiative (RBI)
       g
     Goal: To continue and expand this valuable program in the region.


5.   Clean Energy Planning and Entrepreneurship
     Goal: To create a clean, secure, resilient energy future and a robust economy.
2011 NADO CEDS Innovation Forum
How d
   H   does th R5DC S t i bl Communities
            the       Sustainable C      iti
         Plan stand to assist our region
              in Central Minnesota?

1. Shared vision and alignment of multi‐jurisdictional, 
   multi‐discipline/agency priorities. 
2. Inclusion of the regions demographic profile.
3. Improve our economic and environmental vitality – the 
      p                                              y
   balanced approach.
4. Drive increased efficiency and delivery of services 
   through regional scale.  Builds on existing regional 
   through regional scale Builds on existing regional
   efforts in a new way.
How d
H    does th R5DC S t i bl Communities
          the          Sustainable C    iti
Planning effort tie to Economic Development?


1. Less silo work. Each discipline becomes the
   responsibility of several agencies/funding 
   mechanism. New partners!  

2. Access to funding that did not previously prioritize
   Access to funding that did not previously prioritize 
   economic development.

3. Innovation spurs from several wells that all lead to 
3 Innovation spurs from several wells that all lead to
   the same pool.
How d
H   does th R5DC S t i bl Communities
         the       Sustainable C       iti
      Planning effort tie to the CEDS?


1. The Sustainable Communities Plan IS OUR CEDS.
    a. Avoids duplication of efforts
    b. Inclusionary of people not typically part of the CEDs 
       process.
    c. Adds a policy piece.
       Adds a policy piece.
    d. Elevates the regional value of our CEDS.

2.  Creates the opportunity for the CEDS to be recognized 
2 Creates the opportunity for the CEDS to be recognized
by several State and Federal agencies as a valid process 
worthy of implementation funding. What if?................
What else?......Why do this?
                     ?               i ?


1. This is how we must adapt to the “new norm”…. 
    h      h            d        h “         ”
   new way of doing business.

2. New opportunities, new relationships.
    • new BMP’s (use of political, social, fiscal capital)
    • shared data
      shared data
    • Funding of regionally significant projects 

3.  Regionalism can “step up” to a new level of 
3 R i      li       “       ”          l l f
importance. Driven by community need and will…… 
not by mandates.
{

‐Matt McCauley, Director of Regional Planning & Community Development
                NADO CEDS Innovation Forum, 2011
   Consortium of 10 Counties in Northwest Lower Michigan

   Almost 100% grant funded ($20M Annual Budget, Regional 
    Planning $1M)

   40 funding streams per year operating on 5 different fiscal years
       f d                                     d ff      f    l

   Only region in Michigan to co‐administer both planning and 
    Only region in Michigan to co‐
    workforce development 
    workforce development

   Three Boards: NWMCOG Governing Board, Workforce 
    Development Board, TC‐TALUS (quasi‐MPO)
    Development Board, TC‐TALUS (quasi‐
           p                     q

   A true public‐private partnership, dating back to the early 1980’s
    A true public‐



NWMCOG Background
   Workforce Investment Act       Michigan Prisoner           
                                    Re‐Entry program
                                    Re‐
   Trade Act
                                   Residential alternative 
                                    Residential alternative
   Employment Services
                                    high school
   YouthBuild
                                   Regional economic 
   Adu Education
    Adult Education
    Adult Educa io                  development
   JET (welfare to work)          Transportation
   Regional Skills Alliances      Housing
   SBTDC                          Energy




NWMCOG Programming
www.thegrandvision.org




    6 County Regional Land Use & Transportation Initiative

    8.5% of regional population participated

    V
     Very connected to economic prosperity
                t dt         i         it

    Transportation, Housing, Energy, Food, Land Use, Natural 
     resources networks transitioning planning to implementation
     resources networks transitioning planning to implementation

    Distributed leadership model




Planning Highlights
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
2011 NADO CEDS Innovation Forum
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2011 NADO CEDS Innovation Forum
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2011 NADO CEDS Innovation Forum

  • 2. About NADO’s Mission  Strengthen local governments, communities  g g and economies through the regional  strategies, partnerships and solutions of the  nation’s regional development organizations Advocacy | Education | Networking | Research
  • 3. 2011 CEDS Innovation Forum 2011 CEDS I i F Noteworthy practices for leveraging the EDA  p p Comprehensive Economic Development Strategy  gy (CEDS) process for building resilient regions Peer exchange for EDD practitioners and stakeholders Explore pathways forward for EDD CEDS process,  including opportunities to leverage with other federal including opportunities to leverage with other federal  programs and resources
  • 4. Forum Partners and Sponsors F P dS Appalachian Regional Commission Bank of America Delta Regional Authority  Economic Development Administration Economic Development Administration   Federal Highway Administration (NADO’s Center for Transportation Advancement and Regional Development) (NADO’s Center for Transportation Ad ancement and Regional De elopment) Ford Foundation   U S S ll B i Ad i i i U.S. Small Business Administration
  • 18. Building Resilient Regions: NADO CEDS Innovation Forum January 19-21, 2011 18
  • 19. Driving Good Policy from Data Points • Software & Semiconductor Mfg sectors represented less than 1% of the jobs created in the Austin region during immediate five pre-recession years. • New BLS employment data for metro areas released – the news is a mixed bag for Austin region;; employment g g g p y gains while unemployment rose. p y • Austin third best job market according to Forbes – 6 of top ten are state capitals. capitals • Education: Texas vs. Russia – the growing achievement gap between US and its global competitors competitors. • Looking forward to 2040, Texas’ population will bifurcate along age and race/ethnicity lines resulting in significant challenges to sustaining the / h l l f h ll h economy. 19
  • 20. The CEDS What it’s not… • Christmas list of projects • Priorities by color dot voting • Target industries….who wants a call center? What it is… Data and analysis to compel goals for regional economic competitiveness  Post-secondary education  Entrepreneurship  Innovation clusters  Clean Energy 20
  • 21. CATS Consortium HUD Sustainable Community Grant Project • Over 60% of workers drive to another county for their jobs jobs. • Median home costs continue to increase in outer ring. • No money + auto dependency = congestion Q.How Q How does the region drive future growth in the MPO Plan’s proposed activity centers? A.Use an analytical approach that measures changes in fiscal and economic impact of development – tax revenue from new rail station? 21
  • 22. Employment Growth, Average Salary, & Employment Size (2000 – 2009) MANUFACTURING NATURAL RESOURCES PROFESSIONAL & BUSINESS SERVICES FINANCIAL ACTIVITIES INFORMATION CONSTRUCTION EDUCATION & HEALTH CARE TRADE & TANSPORTATION LEISURE & HOSPITALITY 22
  • 23. Jobs..not the quantity, the quality • Innovation clusters…the new best thing in economic development. • Smart grid – great energy project and so much more. • What does it take to build a cluster of interrelated businesses? • Look for a trend that has movement, like smart meters and energy conservation, that will generate demands that must be met in the market placeplace. • Pecan Street Project= applied research & patents, appliances, energy internet, software, prof services. pp , gy , ,p 23
  • 24. • Contact information: Betty Voights, Executive Director Voights Capital Area Councils of Governments 512.916.6008 512 916 6008 bvoights@capcog.org www.capcog.org 24
  • 25. Compounding Regional Economic p g g Growth through Business Innovation and Opportunity Networking pp y g John R. Cyr, R Cyr Jeffrey Tucker Tucker, Kansas Association of Regional Advanced Manufacturing Institute Development Organizations Kansas State University
  • 26. EDD Needs Access to Access to Business Ideas R&D Support / Services Venture / seed Identified training funds District needs Access to A t Access to A t Capital Workforce Informed and I f d d Access to Educational Ed i l Infrastructure engaged banks support John R. Cyr, Kansas Association of Regional Development Organizations
  • 27. EDD Planning Considerations Virtual (geo-coded data or network) • What abilities / resources can be accessed or developed with a boundary-spanning mindset? Region (geographic footprint) • What abilities / resources can be accessed from or developed in cooperation with a neighboring city, county or region(s)? Local (city, county or region) • What abilities / resources are available within a specific p location that enable local business to develop and succeed? John R. Cyr, Kansas Association of Regional Development Organizations
  • 28. Tradition vs. Pragmatic Traditional Approach Pragmatic Approach • Rural-Urban dichotomy • Inventory Talents / Interests – Policy issue, not practical issue – What talents / interests or – Focus is on haves and have nots capacities / capabilities do exist? • Administrative Region • Critical Mass – Targets staff expertise, but… – What resource mix is needed to achieve “escape velocity”? • Boundaries set arbitrary limits, restricting both thought and action • Networks (Virtual Regions) • Encourages replication and poaching, if not cannibalism – What can be connected to achieve needed critical mass? John R. Cyr, Kansas Association of Regional Development Organizations
  • 29. Functional Regions Footprints and what they imply f r lannin im l for planning / development purposes Ness County, Kansas • 2000 P Population – 3 454 l 3,454 • Individual city, county and regional boundaries do not adequately explain the limits of any one p y “community”. • Look to the “datascape” to define and explain the physical footprint of the subject in front of y j you.” • Seek alliances and use of social networks. John R. Cyr, Kansas Association of Regional Development Organizations
  • 30. Networked (Virtual) Region = Community of Linked Resources Creates the critical mass necessary to take advantage of opportunities as they present themselves or as opportunities are constructed by the various parties involved. Network : Connections: Services: Project: John R. Cyr, Kansas Association of Regional Development Organizations
  • 31. Building Regional Connectedness • Based on our experience and input from our regional partners, a viable f i l i bl regional “connectedness” solution must: m st Weave networks of companies to global markets p g and development opportunities to create “hard-to-copy” wealth generating industries that attract/retain skilled people and engage regional / i kill d l d i l wealth and investment capital Jeffrey Tucker, Advanced Manufacturing Institute
  • 32. AMI’s EDA University Center • Leverage AMI’s integrated technology/business development competencies • Profile innovation capabilities and needs of regions and local companies • Scout new global opportunities • Actively weave networks of technology providers, expertise and capital • Intermediate when necessary to help respond to the pp opportunityy Jeffrey Tucker, Advanced Manufacturing Institute
  • 33. Leveraging Connections Companies assisted Students Involved • Department in K‐State’s College of  Engineering,  Engineering, • MISSION: to advance  • KTEC Center of Excellence  technologies, people, and  t h l i l d • EDA University Center  companies through  • Global Wind Network Center of  collaborative engineering  Excellence  Excellence and business partnerships. db i t hi Jeffrey Tucker, Advanced Manufacturing Institute
  • 34. Business Profiling/Supply KTEC Technology Business Profiling and Chain Network Cluster Strategy Innovation Networking Development Development Partner: North Central Partner: KDOC Partner: KTEC Regional Planning Commission Involve “invested” partners Regional Asset Regional Manufacturing Wind Supply Chain ID and Kansas Army Mapping Park/Incubator IBED Pre-profiling Assessment Ammunition Plant Partner: Great Plains Strategy and Business Partner: South Central Business Redevelopment Development Inc. Development Kansas Economic Partner: Great Plains Partner: Harvey County Development District Development Authority Economic Development Council
  • 35. KOIN Framework • Innovation Intermediary • Innovation Assessments • Boundary Spanner • Needs-based Profiling • Link Competencies p • Opportunity Scouting pp y g • Weave Capabilities • Business Development Assistance • Build Critical Mass Role Process • Integrated Development • Strengthen Collaborations Approach • Regional Analysis/Planning Methods • Regional Competitiveness • Business Modeling Strategies • Open Innovation /Tools • Social Network Analysis y • Design as Competitive Advantage g p g • Network Weaving • Incubation • Information Visualization • Supply Chain Development • Business Finder Tool • IT-based Strategies Jeffrey Tucker, Advanced Manufacturing Institute
  • 36. Weaving an Opportunity Innovation Network Kansas  Livestock  Livestock Foundation TEXAS AMI Phosphorus Recovery AMANA FARMS Technology Development TCFA
  • 37. ONE REGION’S ATTEMPT TO UTILIZE INNOVATE IDEAS & THINKING TO BUILD A MORE RESILIENT REGION CENTRAL MISSISSIPPI PLANNING AND DEVELOPMENT DISTRICT •Coalition Building •Innovation Led Economic Development •Impact Analysis S Studies
  • 38. CREATING COALITIONS  ASSOCITION OF LOCAL DEVELOPMENT DISTRICTS  1-We 1 We are Staff on Contract al Basis to State-wide Association Contractual State ide  2-Formal Bylaws  3-Provide Venue/Menu/Agenda & Minutes to Monthly Meetings  4-Organize Annual Conference (650+) ½ Profits  5-DC Capitol Reception & Split Costs w/Statewide County Association  BENEFITS: Strength in Numbers, Education, Keep Membership Informed, Face of LDDs  ASSOCIATION OF COUNTIES & CITIES  1-Regional Meetings Across the State  2-Annual Conferences  3-DC Capitol Reception In Conjunction w/Counties  BENEFITS: Strength in Numbers Keep Pulse of Local Gov’t (our members) Education Numbers, Gov t members),  CENTRAL MS MAYORS ASSOCIATION  1-Organized w/Bylaws  2-Meet Quarterly (Legislative Reception)  3-In Conjunction with State Municipal Association  BENEFITS: Legislation, Keep In Touch, Remain Relevant  COUNTY ADMINISTRATORS and COUNTY & CITY CLERKS  1-Informal with No Minutes  2-We Provide Venue & Menu  BENEFITS: They Pay Our Dues, Find out what’s Really Going on @ Local Level what s  MS TECHNOLOGY ALLIANCE  BENEFITS: Move in New Circles, New Opportunities, Entrepranuarel
  • 39. INNOVATION LED ECONOMIC DEVELOPMENT (SHIFT HAPPENS!)  Economy is Shifting-Better be Prepared  New Economy will be Knowledge Dependent, Entrepreneurial, Rooted in Information Technology, Driven by Innovation & Global  Partnered with the MS TECHNOLOGY ALLIANCE & ILED  High Growth Innovative Intensive Companies, Organize & Focus on Private Equity, Create Innovative Ecosystems  How We Applied their ILED Model to Region  Innovate, Collaborate, Communicate & Participate  F Formed th “Capital I d the “C it l Innovators” w/$20K G t S t U Steering Committee, t ” /$20K Grant, Set Up St i C itt Plan of Action & Created Team of Local Entrepreneurs, Economic Developers, State Econ. Dev. Team, Bankers, Chambers & MTA  Provided Seminars & Training on ILED, Introduced Entrepreneurs to Angels/Bankers, Angels/Bankers Introduced Innovative Marketing Educated Developers Marketing,  BENEFITS: Graduated an ILED Class, Econ. Developers Changed their Focus from Industry to Innovation
  • 40. ECONOMIC IMPACT ANALYSIS  Prepare studies using economic impact analysis software and our own supplemental calculations  Key tool for local governments to recruit and retain businesses  “What If” scenarios conducted as part of the study can help local g governments determine the level of incentives they should offer y  Each Impact Analysis shows:  Number of direct and indirect jobs created by a business  Salaries to be paid to those workers  Number of new residents expected in the area  Taxable sales expected in the area  Additional residential property added to the local tax rolls, and  Oth applicable i Other li bl impacts t  BENEFITS: reports are not limited to just the impact on a single jurisdiction, studies can show the impact on a region as a whole if a new business locates in the area or if an existing business shuts its g doors, which can create multi-jurisdictional support for a project
  • 41. CONCLUSION  Not Enough Time to Discuss One, Much Less, Three Concepts  There is Strength in Numbers; CREATE COALITIONS  SHIFT IS HAPPENING; Better Prepare Your Region for It  Economic Impact Analysis- A Great Tool to Add to Your Region s Region’s Economic Development Tool Kit
  • 42. Cluster Development and D l t d Entrepreneurship
  • 43. Rural Cluster Development  Shifts in regional economy  need for strong plan for diversification, targeted strategies  Regional planning efforts Identification of target clusters l t  A cluster consists of groups of companies and/or services and all of the public and private entities on which they depend. depend These relationships create efficiency and competitiveness
  • 44. MCEDD’s cluster development process: d l t Community Asset Industry Cluster Mapping Strategies: 5 year workplans Outcomes: Networking opportunities Development of business opportunities Implementation of business ideas Community Focus on ideas with champions Leadership: Facilitation by economic development Cluster Teams professionals Private sector driven Private Expansion of economic knowledge
  • 45. MCEDD s MCEDD’s Role  Identified Clusters  High Tech  Wine  Arts and Culture  Healthcare  R Renewable E bl Energy  Created five year strategic plans  Developed cluster leadership  Engaged in research, marketing, and education  Provided ongoing support and linkages for long- term sustainable d t t i bl development l t
  • 46. Gorge Tech Alliance Workforce Robotics pgm CC programs Marketing Industry Assoc. Assoc Branding Networking Promotion Supplier connection CEDS Cluster: High Tech Biz Education Research Classes Economic Impact Forums Markets Access to Capital RLF’s RLF’ PubTalks Gorge Angel
  • 49. A two phase project: A two phase project: • Phase 1– Situational Analysis: an “economic reality check”  completed • Phase 2 Strategy Development: developing Phase 2 — Strategy Development: developing  recommendations for new economic development directions,  policies and practices.  Resulting plan will be Alaska’s 1st statewide economic  p development strategy. gy 49
  • 50. Phase I  Situational Analysis Report Phase I – Situational Analysis Report • Economic Profile and Forecast • Alaska's Industry Cluster Portfolio • Competitive Benchmarking • pp Global Market Opportunities • Analysis of existing economic development  objectives and strategies j g • Assessment of Entrepreneurship and Business  Climate • Final Report ‐ A Path to the Future 50
  • 51. Alaska’s 11 Clusters 12 Mature 11 Star Note: Fishing & U.S. Gross 1.Size of circle represents employment in 2008 10 2. 2 For Fishing and Seafood Processing Processing, Seafood Output Growth, 3.7% p , ECR=30.6 Processing 9 tration Ratio, ECR (U.S. Average = 1) Travel and Tourism 8 7 Mining Oil & 6 Military Gas/Pipeline/ 5 Refinery Community and Social Services 4 Employment Concent 3 Federal Government 2 Specialized Machinery/Capital goods 1 E Forestry/Wood Products Opportunity 0 -1 Logistics and International Trade Advanced Business Services Challenge -2 -4.0% -2.0% 0.0% 2.0% 4.0% 6.0% 8.0% Industry Dynamism (Gross Output, CAGR %), 2009-2019 51
  • 52. Turning it into a Strategic Plan T i it i t St t i Pl – Work with Leadership Council and political leaders          to develop mission & vision to develop mission & vision – Identify top actions recommended by clusters Identify top actions recommended by clusters – Incorporate into dynamic “Strategic Doing” approach Incorporate into dynamic  Strategic Doing approach • Reflect current industry cluster recommendations • Updated semi‐annually • Used to support funding and legislative requests  52
  • 53. Next Steps Next Steps • Statewide Cluster Initiatives  – Established Alaska Forward Leadership Council E bli h d Al k F d L d hi C il – Identified initial clusters for development – Identifying cluster co‐chairs Identifying cluster co chairs – Establishing structure for developing clusters • Local Cluster Initiatives Local Cluster Initiatives – Identifying and establishing regional clusters • Education Component Education Component 53 – Competing for Prosperity: Application and Theory
  • 54. Alabama Comprehensive  p Economic Development Strategy
  • 55. The Alabama Comprehensive Economic  D l t St t Development Strategy A little background… …There have been at least three efforts at a Statewide CEDS in Alabama g – Statewide Strategic Plan: Phase I of 2001 and Phase II of 2002 – Consolidated Comprehensive Economic Development Strategy of 2007 (This e o t was associated with the Hurricane Katrina recovery e o ts) ( s effort assoc ated w t t e u ca e at a ecove y efforts) (Over 600 volunteers were involved in the Regional CEDS processes that culminated in the Consolidated CEDS of 2007 Consolidated Comprehensive Economic Development Strategy of 2011 (The current effort)
  • 56. The Alabama Comprehensive Economic  D l t St t Development Strategy The purpose of the 2011 Statewide CEDS effort is… …to enhance statewide and regional economic development efforts through the establishment of: Statewide CEDS Statewide Advisory Committee y System of economic benchmarks and performance measures Web-based communications and performance monitoring
  • 57. The Alabama Comprehensive Economic  D l t St t Development Strategy The objectives of the 2011 Statewide CEDS effort are to foster economic development that promotes a more holistic approach to: Promoting economic prosperity Protecting environmental quality, and Serving the needs of the people of the State; …while remaining mindful of certain guiding principles, i l di hil i i i df l f i idi i i l including: Global awareness, competitiveness, Regional competitiveness Community livability, and A sustainable future.
  • 58. The Alabama Comprehensive Economic  D l t St t Development Strategy Partners, Support and Approach The Alabama Association of Regional Councils (AARC) The Alabama Department of Economic and Community Affairs (ADECA) The U. S. Economic Development Administration (EDA) e co o c eve op e s a o ( ) The Planning Task Force of the AARC The Center for Business and Economic Research at the University of Alabama and other consultants .
  • 59. Mo-Kan Regional Council (MKRC) •Established in 1968 •Located in St. Joseph, Missouri •MKRC’s service area totals 2 512 MKRC’ l 2,512 square miles and represents over 163,000 individuals. •Two Kansas counties and four Missouri Two counties •Governed by a 32-member Board of Directors, 16 from Kansas and 16 , from Missouri. •Recognized by EDA as an Economic Development District in 1988.
  • 61. CEDS Organizational Goals g Provide additional Most recently, Mo-Kan created a assistance to microloan fund using USDA-RD businesses through RBEG funds. We have also applied for expansion of Mo- RMAP resources. Kan’s loan programs Currently, Mo-Kan staff are assisting Continue to offer several communities in these efforts long-range planning through comprehensive city plans, guidance pa planning sessions, and ot e regional g sess o s, a other eg o a activities. As traditional funding resources Undertake activities dwindle, Mo-Kan works to improve dwindle Mo Kan that will beneficially opportunities for meaningful impact the local and economic development; projects regional economy. include EEZs, county-based strategic plans, and workforce development activities.
  • 62. MACOG – Missouri Association of Councils of Governments •19 RPCs/COGs with statewide coverage •1970 St t id association f 1970s- Statewide i ti formed d •1980s- Hired Gamble and Schlemieir to serve as organization’s advocate in J ff i Jefferson City and provide administrative support. Cit d id d i i t ti t •2001- Created an RFP to solicit statewide coordinator. •2000 W k d to close gaps by securing 2000s-Worked l b i state and federal funds to re-establish three regional planning commissions commissions.
  • 63. MACOG - Missouri Association of Councils of Governments  Projects created as a result of MACOG’s activities:  Missouri Department of Transportation  M Missouri HHomeland S l d Security O Oversight C h Committee  SEMA Countywide All-hazard Mitigation Plans  EIERA (Environmental Improvement and Energy Resources Authority) workshops  Electric Co-op All-Hazard Mitigation Plans  Missouri broadband planning effort  Outcomes  Statewide Coverage offers standardization  Vi bl option f state programs ( th th hi i additional staff) Viable ti for t t (rather than hiring dditi l t ff)  Do not compete with each other/Respect boundaries  Stronger partnerships  Routine meetings and professional development
  • 64. An EDA University Center Institute for Economic Advancement | 2801 South University Avenue, Little Rock, AR 72204-1099 | www.iea.ualr.edu
  • 65. Institute f Economic Advancement for  Institute formed in 1955…an EDA University Center since 1996.  Secretariat, Advocate, and partnership builder for the EDA Districts in Arkansas.  Coordinating Southwest Regionwide effort to build a strategy g g gy direction for UCs for their support of the Austin EDA office and the region’s EDA Districts.  In late 2006 we improved the Southwest Region s Revolving Loan 2006, Region’s Fund reporting system  Improved report accuracy, lessened the data entry burden for Grantees, and added several report export options We continue to provide updates and services to both users and AURO:  Technical support for each reporting period, as well as user training  Organize and archive reports for AURO Institute for Economic Advancement | 2801 South University Avenue, Little Rock, AR 72204-1099 | www.iea.ualr.edu
  • 66. Regional Innovation Clusters in Arkansas Identify Classify Analyze Develop Identify industry Classify clusters Analyze gaps Develop strategies clusters existing in by level of between to assist existing each Arkansas innovation and characteristics of clusters to Development regional/statewide innovative and increase level of District, using research non-innovative innovation, paying statistical d i i l data, capabilities bili i clusters l special attention to i l i surveys and focus rural areas. group sessions. Institute for Economic Advancement | 2801 South University Avenue, Little Rock, AR 72204-1099 | www.iea.ualr.edu
  • 67. EDA Disaster Recovery and Preparedness Plan  The eight Planning and Development Districts continue to be an integral part A boat building of the recovery and preparedness business in planning process in Arkansas. Clinton, AR (Van Buren County) is devastated from a  IEA used collaborative partnerships to p p tornado in 2008. identify and prioritize ways that communities and governments can help business and industry (B&I) cope Benton Carroll Boone Marion Baxter Fulton Randolph Clay with natural disasters and how B&I NORTHWEST Izard Sharp Lawrence Greene Craighead Mississippi plays a significant role in disaster Washington Crawford Franklin Madison Johnson Newton Pope Searcy Van Buren Stone Cleburne Independence WHITE Poinsett EAST preparedness, cleanup, and the overall Jackson RIVER Conway Cross Crittenden Sebastian Woodruff Faulkner White Logan regional recovery. Yell WESTERN Perry St. Francis CENTRAL Lee Scott WEST Pulaski Monroe CENTRAL Prairie Lonoke Saline Polk  IEA continues these efforts with the Garland Montgomery Arkansas Grant Jefferson Phillips Hot Spring Howard Pike Dallas districts in developing effective Sevier Cleveland Clark Hempstead Lincoln Calhoun Drew Desha Legend strategies to address future natural Little River Ouachita Feb 20, 2008 - Ar Severe Storms, Tornadoes & Flooding Nevada May 22, 2008 - Ar Severe Storms, Miller Tornadoes & Flooding SOUTHWEST SOUTHEAST Bradley June 24, 2008 - Ar Severe Storms, Tornadoes & Flooding Union disasters. disasters Columbia Sep 18, 2008 - Ar Severe Storms & Flooding Associated with Hurricane Gustav A i t d ith H i G t Lafayette Chicot Ashley Sep 18, 2008 - Ar Severe Storms & Flooding Associated with Hurricane Ike Institute for Economic Advancement | 2801 South University Avenue, Little Rock, AR 72204-1099 | www.iea.ualr.edu
  • 68. Partnerships and Services for the Arkansas PDDs Data and CDs from Census Bureau and BEA as affiliates of the Arkansas Census State Data Center Data summed to district level and maps for grant applications and other uses Mapping and interactive mapping services available Promotion Grant from Census 2010 Partnership Training and Technical Support Institute for Economic Advancement | 2801 South University Avenue, Little Rock, AR 72204-1099 | www.iea.ualr.edu
  • 69. EOTP in Economic Development  The Elected Officials Training Program (EOTP) was a program creation lead by the IEA and Arkansas’ PDDs/EDDs and included Arkansas PDDs/EDDs, the support of the Governor’s Office, the Arkansas Municipal League and Association of Counties, as well as State, local and utility economic developers.  Training sessions are conducted by staff of the IEA, PDDs/EDDs, and AEDC. Sessions focus on the key aspects of economic development and the role of local government in its successful implementation.  Programs are delivered at State conferences, regionally within each PDD/EDD and at the community level. y  The intended outcome is a body of better-prepared communities across the state with the physical and human infrastructure in place for economic development and j creation/retention. p job Institute for Economic Advancement | 2801 South University Avenue, Little Rock, AR 72204-1099 | www.iea.ualr.edu
  • 70. Existing CEDS Product Existing CEDS  Training Needs: ject • Room for Improvement,  Process • Help with CEDS per EDA • Time‐Intensive • Improve Data eb Proj • Opportunity for Added Opportunity for Added  • Valuable Valuable  Audience, Added Value Interaction • Low Visual Appeal How to Address? EDS We • Automate CEDS  How to Improve? Process? • Lower Time Impact by  • Sources of Data Reducing Effort? y y • Raise Value / Visibility by  exas CE Increasing Effort? Three‐Part CEDS  Three Part CEDS Project • CEDS Web Sites • CEDS Construction  Te web environment web environment • Data Tools
  • 71. Link regional  plans & state,  federal goals Enable analysis  of multiple CEDS CEDS work area:   CEDS work area: resources,  collaboration
  • 72. Put regional  projects in  CEDS context Link regional  plans  state,  federal goals Socioeconomic  / demographic  data analysis Online public  participation  participation process
  • 74. oject CEDS Product Improved: CEDS Process Unimpeded: Better Data, Better Look, More  B tt D t B tt L k M Interaction and Local  Interaction and Local Web Pro Visible, More Relevant, Greater  Differences Preserved, Data  Audience and Formatting Assisted  Texas CEDS W • Strengthen value of EDA  investment • Leverage increased local buy‐ in by expanding audience and  increasing value of product • Enable use of product by new  p y T public, private stakeholders
  • 76. Southwest Arkansas Planning        & Development District l • SWAPDD is  comprised  comprised of TWELVE counties in  counties in southwest  Arkansas     Arkansas
  • 77. Southwest Arkansas Planning        & Development District l • FOUR of  those  those counties  are in the   are in the Mississippi Delta. Delta
  • 78. Southwest Arkansas Planning        & Development District l • EDA provided SWAPDD with $150 000 to EDA provided SWAPDD with $150,000 to  create a DISASTER RESPONSE plan. – Create a database of ALL businesses in the region » Geospatial data » Number of Employees » Mailing addresses                    
  • 79. Southwest Arkansas Planning        & Development District l • EDA provided SWAPDD with $150 000 to EDA provided SWAPDD with $150,000 to  create a DISASTER RESPONSE plan. – Geospatial data can be compared to stormtracker data to instantly predict businesses impacted by  tornados and floods. tornados and floods – Pre‐filled assistance documents can be prepared  for impacted businesses using the database  f i db i i h d b records 
  • 80. Southwest Arkansas Planning        & Development District l • DRA provided SWAPDD with $150 000 to DRA provided SWAPDD with $150,000 to  create a Local Strategic Delta Development  Plan specific to Southwest Arkansas. Plan specific to Southwest Arkansas – For Delta Communities, additional fields added to  the database: th d t b » Geospatial data for critical infrastructure & needed  improvements to promote  critical mass development improvements to promote “critical mass” development » Catalog available economic development  sites » Develop a plan to increase employment diversity » Develop a plan to increase workforce education l l kf d
  • 81. Southwest Arkansas Planning        & Development District l • SWAPDD leveraged the EDA and DRA monies SWAPDD leveraged the EDA and DRA monies   to obtain $87,000 in state General  Improvement Funds to expand the DRA project  Improvement Funds to expand the DRA project into non‐Delta communities in the region. – GIF monies:  – Hired an employee for 1 year, to be trained as a GIS specialist – Purchased a truck for project use, to be donated to a member  community after 1 year – Purchased GPS hardware and GIS software
  • 82. Southwest Arkansas Planning        & Development District l • SWAPDD leveraged the EDA DRA and GIF SWAPDD leveraged the EDA, DRA and GIF  monies in a $1.9M CDBG Disaster Grant  application, to expand the SWAPDD project  application to expand the SWAPDD project into the other Development Districts in the  state. state – Under CDBG Disaster rules, “Disaster Planning”  satisfies a national objective of the CDBG Program ti fi ti l bj ti f th CDBG P – Grant awards to be announced this month.
  • 83. Southwest Arkansas Planning        & Development District l For more information, contact: Ms. Renee Dycus Executive Director Executive Director SWAPDD Renee.dycus@arkansas.gov
  • 85. Total funds to businesses: $9,574,400 BRAP EBRAP LISP CRRG RLF Jumpstart  p ERAP FIRP Unallocated 18% 21% 1% 3% 0% 1% 8% 16% 32%
  • 87. • 13 loans to 11 businesses (2 businesses received 2 loans) • Manufacturing: 7 • Service: 2 • Amounts from $50,000 to $250,000 • Working capital: 11 loans Working capital: 11 loans • Equipment: 2 loans •J b Jobs created: 57 t d 57 • Jobs retained: 177
  • 88. Early, rigorous update of CEDS and Long‐Range Transportation Plan Cooperative Venture of ECICOG/Region 10 RPA and Corridor Business Alliance • Alliant Energy •John Pappajohn Entrepreneurial Center •Kirkwood Small Business Development Center • Cedar Rapids Area Chamber of Commerce •Kirkwood Training and Outreach Services • Corridor2020 Networking Corridor2020 Networking •MidAmerican Energy Company • Iowa City Area Development Group •Priority One • ECICOG/Region 10 RPA •University of Iowa Research Foundation • Entrepreneurial Development Center •University of Iowa Small Business Development Center • Iowa City Area Chamber of Commerce Iowa City Area Chamber of Commerce Six‐month Planning Process • County Meetings • Regional Economic Development Summit • Website Updates • Coordinated with Other CBA Priorities, including Regional Branding
  • 89. South Central Regional Construction Code Council & MyPermitNow.org MyPermitNow org Cullen Curole South Central Planning and Development Commission Louisiana
  • 90. Benefits of Regional Building Code Enforcement Reduced Permit Fees Reduced Permit Fees Faster, Consistent Inspections & Plan Review Public Input at Regional Code Council Meetings Representation and Advocacy at the State Level Representation and Advocacy at the State Level Team of Inspectors able to respond to disasters  across region
  • 91. MyPermitNow.org Software Low, monthly cost determined by permit  volume Automatic Phone & Email Notifications Free Online Customer Portal gives access to  ee O e Custo e o ta g es access to permit information at any time Institutional Knowledge of other jurisdictions Institutional Knowledge of other jurisdictions Near paperless system, where records are  archived automatically allows for faster archived automatically, allows for faster,  digital plan review process
  • 92. Faster Plan Review and Inspection Average Residential Plan  Review in less than 3 business days Average Commercial Plan Average Commercial Plan  Review within 5 business days Inspections are performed the  Inspections are performed the same day as they are  scheduled (day of/day after) scheduled (day of/day after)
  • 93. Economic Benefits Reduced permit fees The increased speed and efficiency reduces  construction time Consistent, comprehensive building code  Co s ste t, co p e e s e bu d g code enforcement can reduce insurance costs Greater accountability and transparency Greater accountability and transparency Strengthen building codes through ongoing  collaboration
  • 94. CEDS Innovation Forum January 2011 Planning & Development District III Service Area • 15 Counties • 60 Communities • 3 Indian Tribes • 95 Person Governing Committee • Separate 27 Person CEDS Committee 11,911 Square Miles Estimated Population: 98,534 (2009) p ( )
  • 95. CEDS Value to the Region g Issue Idea Risk Perspective Generation Mitigation Focus Freedom Perceptions Credibility Expertise Resources Experience E i Innovation I i Cooperation C i
  • 96. CEDS Implementation p CEDS Committee Input Issues Interests Initiatives DIII Response Sustained Immediate Deferred (Ongoing Priority) (High Priority) (Low Priority) Regional R i l Benefits Jobs Capacity Investment Building B ildi Performance Documentation Annual CEDS A l Monthly Annual C A l County Committee Report Reports Reports
  • 97. CEDS Implementation Examples p p Issue Interest Initiative Disaster Affordable Wind Energy FOCUS Preparedness Housing Development South Dakota Office SD Housing Mitchell Technical PARTNER of Emergency Development Institute Management Authority FEMA Approved Single Family Units Full Size Turbine for OBJECTIVE Pre-Disaster Pre Disaster in Small Towns Technician Training Mitigation Plans Program EDA Project County Plan DIII ROLE Development & Development p g g Financial Packaging Implementation 8 Single Family Full Size Training 12 Approved OUTCOME Units in 4 Small Turbine Within 108 County PDMs Communities Unit Wind Farm
  • 100. Initial Collaboration • EMDC as facilitator • Creation of network C i f k • Defining common goals • Recognizing the lack of a comprehensive strategy
  • 101. Greater Bangor Region g g Mobilize Maine • Private Sector Leadership • Regional Goal Development • Regional Benchmark Development • Regional Asset Identification • Short-Term Wins/Strategic Initiatives S /S
  • 102. Asset Based Approach • Asset Mapping Teams • Data Collection • Short Term Wi /St t i Initiatives Sh t T Wins/Strategic I iti ti
  • 103. Mobilize Maine Regional Vision • Development of an asset- based regional vision • Bold goals with regional participation • Driven by private sector leadership
  • 104. Shifting Processes • Streamlining workflow • Increasing collaboration I i ll b ti • Increasing efficiencies g
  • 105. Shifting Workforce g Development • Job Seeker based Old Model Seeker-based • Business-based New Model
  • 106. Shifting Business g Development • Business Visitation Pilot Project • Pilot Partners • Outcomes O t • Business Resource Center • WebCats
  • 107. Comprehensive and Collaborative Economic Development • Internal Organizational Changes • Increased efficiency • Increased understanding • CEDS Process • Mobilize Maine Regional Vision’s Role • Private Sector Participation
  • 108. Advancing Common Strategies • Regional Vision Action Plans • Mid-point benchmarks • CEDS priorities • Transportation/Tiger II T t ti /Ti • Livable Communities • Energy/Pathways • Workforce Development priorities
  • 109. Emphasis on Collaboration • Financial Capital Development • Local venture capital/Sidecar Fund creation L l t it l/Sid F d ti • Environmental Capital Development p p • Asset-based prioritization • Human Capital Development • Business/Workforce integration
  • 111. A Broad Multi-Regional Strategy? Multi Regional • A regional approach is stronger than operating as individual regions, cities or counties. • Help regional leaders identify the top p g y p challenges and opportunities for the area. • Lay out a game plan. • Emphasize three important factors: Talent, Talent Innovation and Place Place.
  • 112. TIP: Talent, Innovation and Place • A strong pool of Talent to allow businesses to flourish. • An environment that supports Innovation and entrepreneurship. • A quality of Place that draws people and companies to the area while meeting the needs of current residents.
  • 113. Wired65 Regional Competitiveness Strategy - p gy Challenges • Employers will continue to face labor shortages •The skill sets of the region's workforce do not match future jobs • Regional infrastructure needs are piling up • Business climate issues can hamper growth • Ch Changes at Fort Knox will create workforce and ill kf d other challenges, along with opportunity
  • 114. Wired65 Regional Competitiveness Strategy – p gy Priority Recommendations • Fix the Education Pipeline • P Prepare for 21 C f 21st Century J b Jobs • Create a Talent Magnet • Invest in Priority Sectors • F Focus on Quality of Place Q li f Pl
  • 115. Continue the conversation… • What does it mean to address issues as a region? • What is the best way to create meaningful connections among regional players in the workforce, education, and economic development arenas? • Which trends are likely to have the greatest impact on the region going forward? • How d we use the Wired65 Region’s assets and do h i d65 i ’ d strategies outlined in these pages to best position the region for success? g • What factors will determine success?
  • 116. Northern Arizona Council of Governments One message, One voice • One of the nation’s                 largest COGS g • 4 Counties • 22 Communities • 9 Tribal Nations • 5 National Forests                       • (11 national parks) (11 national parks) • 3 Local Workforce  Investment Areas • 48,000 sq. miles               (40% state land)
  • 117. Sponsored by Arizona Public Service (APS)  a Public Utility  ‐Focus Future, developed by APS as a cooperative strategic planning Focus Future, developed by APS as a cooperative strategic planning  process that evaluates the region’s competitive advantage with specific  strategies specific to job creation, economic development and research. Economic Analysis overnments s ‐ Analysis of strengths, weaknesses, opportunities.  Common issues,  A l i f h k ii C i Unemployment , preservation of natural resources, educational  attainment, tourism and poverty. Challenges & Opportunities g pp ouncil of Go ‐ Global competition, economy, labor changes, demographic shifts,  natural resources.  CEDS Action Plan ‐Vision, mission, identify focus areas Vision mission identify focus areas Northern Arizona Co Roles & Responsibilities ‐ Clearly define strategies and who will carry them out, EDC staff,  committee, partners.  Annual Evaluation ‐EDC sets performance based strategies that measure the effectiveness  of the Economic Development District. 
  • 118. Regional Council   40 member board of Directors (BOS, Mayors, City/Town Council members, Tribes 40 member board of Directors (BOS, Mayors, City/Town Council members, Tribes Economic Development Council   30 member committee  (City/Town managers, economic/workforce development  overnments s professionals, education, Tribes, BLM and LWIA) f i l d i T ib BLM d LWIA) Bureau of Land Management  ouncil of Go Government Technology Information Agency (GITA)   Arizona Department of Commerce/Arizona Commerce Authority Northern Arizona Co Transportation, Housing, Community Development Block Grants Arizona Association for Economic Development Arizona Association of Workforce Developers
  • 119. Statewide State Energy Sector Partnership Grant      $6 million $6 million Statewide Broadband Opportunity   $52 million overnments s Workforce Investment Act (WIA) Products and Services Business Assistance Center (BAC) $2 million Healthcare grant ouncil of Go Arizona Commerce Authority Rural operations Arizona Jobs Bill Arizona Jobs Bill Northern Arizona Co White paper Local Transportation Area Funding $201,477 $201 477 Local Workforce Investment Areas State Initiative for Re‐Districting
  • 120. Economic Development Council  Scope of Work Scope of Work 1. Support economic development and workforce development partnerships that provide  business retention and expansion in the District.  2. Plan and implement State Energy Sector Partnership (SESP) Green Energy statewide grant  that expands training and employment opportunities in the District that promote  renewable, sustainable and efficient energy sources in the District.  3. Support and explore the use of energy technology for business development in the District.  pp p gy gy p overnments s 4. Work actively with the State Department of Commerce to develop and implement the  state’s plan for rural economic development activities in the District.  5. Expand partnerships and working relationships with other Economic Development Districts  in the state.  ouncil of Go 6. Gain state support to re‐invest in business incentives for attraction and retention.  7. Maintain APS sponsored B‐3 Building Bridges to Business, licensing for business analysis. 8. Partner with transportation planning organizations for strategic planning.  9. Partner with communities and other agencies to produce an annual Tourism Forum focused  g p Northern Arizona Co on private industry.  Realign Tourism Forums with private sector, (ex. Hospitality, retail etc.  10. Promote and encourage regional, joint marketing opportunities that improve tourism in the  District.  11. Support EDA regional public works technical assistance projects that align with District  pp g p p j g Goals and Priorities. 
  • 121. Teri Drew, Regional Director NACOG‐EWD 221 N. Marina St. Suite 201 Prescott, AZ  86301 928/778‐1422 @ g g Email to:  kmass@nacog.org Website:  www.nacog.org Find us on FACEBOOK at NACOG
  • 122. The Tri‐County Council for the Lower Eastern Shore of  y Maryland was formed by an Act of the Maryland General  Assembly in 2001. The purpose of the Council is to  facilitate regional planning and development in  facilitate regional planning and development in Somerset, Wicomico and Worcester counties. Michael Pennington, Executive Director
  • 123. More Efficient CEDS Process  Data consolidation  One-stop location for all relevant demographic, economic, and p g p , , workforce indicators  Easy data analysis to help make better, more informed decisions  Updated regularly (as source updates data) rather than just an annual update  End goal: to make the annual report online, interactive, more user- friendly, friendly and easier to understand
  • 124. RuralStat The Dashboard below will take a few moments to load… http://www.rural.state.md.us/Resources/Ru ralstat.swf http://www.rural.state.md.us/Resources/Ruralstat.swf
  • 127. GeoDASH Initiative  Goal: To provide technical assistance to community leaders in matters involving economic development and g p transportation planning.  This initiative is facilitated by:  The Business, Economic and Community Outreach Network (BEACON) Business Economic, of the Franklin P. Perdue School of Business at Salisbury University  The Eastern Shore Regional GIS Cooperative (ESRGC) of the Richard A. Henson School of Science and Technology gy  In partnership with:  The Mid-Shore Regional Council  The Tri-County Council of the Lower Eastern Shore Tri County  Funded by:  The Economic Development Administration (EDA) of the U.S. Department of Commerce  Maryland Department of Business and Economic Development (DBED)
  • 128. Staff Sharing  Team members on the ground are Sarah Bunch, Economic Development and Transportation Planner and James Garrity, Eastern Shore Business and Economic Development Dashboard Specialist. Specialist  They are housed at BEACON and ESRGC where the technological and business resources and know-how are available.  Partnerships with the Mid-Shore Regional Council and Tri-County Council provide an avenue for id tif i needs TiC t C il id f identifying d and reaching all of the six counties, through projects such as the Comprehensive Economic Development Strategy. p p gy
  • 129. Project List Spatial:  Biomass Search Webmap: Webmap: p http://fairview.salisbury.edu/biofuels/  Rural Stat: http://www.rural.state.md.us/Resources/Ruralstat.swf htt // l t t d /R /R l t t f  Chesapeake Bay Foundation Impacts (Data for Demo Only): http://staff.salisbury.edu/~jrgarrity/cbf/impact.swf  Dorchester Buildings and Sites: http://www.choosedorchester.org/sites/Dashboard.swf Non-Spatial:  Sales Estimates: http://beacon.salisbury.edu/geodash/sales/allsales.swf http://beacon salisbury edu/geodash/sales/allsales swf  Economic Impact of Space Tourism (Data for Demo Only): http://staff.salisbury.edu/~jrgarrity/wallops/wallops.swf
  • 131. Comprehensive Economic Development Strategy (CEDS) 2007-2012 2007- Land-of- Land-of-Sky Regional Council Region B, North Carolina Buncombe, Henderson, Madison B n mb H nd r n M di n & Transylvania Counties
  • 132. Background Land-of- y g Land-of-Sky Regional Council (LOSRC) is designated ( ) g by the U.S. Department of Commerce Economic Development Administration (EDA) as the planning organization f r an E r iz ti for Economic D l pm t Di tri t mi Development District (EDD), which is Region B. A Board-appointed Strategy Committee developed the Board- CEDS with input from an online survey, a Regional Resource Group, a strategic planning exercise by the full Board, and a staff review of local, regional and state plans and policies policies.
  • 133. Overarching Theme The Strategy Committee chose “Regional Coordination” C di i ” among local governments and l l d other partners as the overarching theme of the p g CEDS. This theme applies to all strategic issues and solutions in the CEDS.
  • 134. Strategic Initiatives The Th CEDS contains fi “Ti 1” strategic i five “Tier i initiatives. These are the highest priority g p y projects that emerged from the Strategy Committee’s issue ranking process. These projects will be the main focus of our j ill b h i f f organization’s activities in the next five years. g y
  • 135. Strategic Initiatives: 1. Regional Growth Management Planning Goal: Regional coordination of growth management planning. g g w g p g 2. Transportation and Air Quality Goal: Continue to meet and exceed air quality standards to ensure protection of public health and the environment, while providing f f d h i hil idi for future economic prosperity and for state-of-the-art i i d f state-of-the- f h multimodal transportation services to residents of the region. 3. Housing g Goal: To increase the stock of affordable, energy efficient housing throughout the region. 4. Regional Brownfields Initiative (RBI) g Goal: To continue and expand this valuable program in the region. 5. Clean Energy Planning and Entrepreneurship Goal: To create a clean, secure, resilient energy future and a robust economy.
  • 137. How d H does th R5DC S t i bl Communities the Sustainable C iti Plan stand to assist our region in Central Minnesota? 1. Shared vision and alignment of multi‐jurisdictional,  multi‐discipline/agency priorities.  2. Inclusion of the regions demographic profile. 3. Improve our economic and environmental vitality – the  p y balanced approach. 4. Drive increased efficiency and delivery of services  through regional scale.  Builds on existing regional  through regional scale Builds on existing regional efforts in a new way.
  • 138. How d H does th R5DC S t i bl Communities the Sustainable C iti Planning effort tie to Economic Development? 1. Less silo work. Each discipline becomes the responsibility of several agencies/funding  mechanism. New partners!   2. Access to funding that did not previously prioritize Access to funding that did not previously prioritize  economic development. 3. Innovation spurs from several wells that all lead to  3 Innovation spurs from several wells that all lead to the same pool.
  • 139. How d H does th R5DC S t i bl Communities the Sustainable C iti Planning effort tie to the CEDS? 1. The Sustainable Communities Plan IS OUR CEDS. a. Avoids duplication of efforts b. Inclusionary of people not typically part of the CEDs  process. c. Adds a policy piece. Adds a policy piece. d. Elevates the regional value of our CEDS. 2.  Creates the opportunity for the CEDS to be recognized  2 Creates the opportunity for the CEDS to be recognized by several State and Federal agencies as a valid process  worthy of implementation funding. What if?................
  • 140. What else?......Why do this? ? i ? 1. This is how we must adapt to the “new norm”….  h h d h “ ” new way of doing business. 2. New opportunities, new relationships. • new BMP’s (use of political, social, fiscal capital) • shared data shared data • Funding of regionally significant projects  3.  Regionalism can “step up” to a new level of  3 R i li “ ” l l f importance. Driven by community need and will……  not by mandates.
  • 142. Consortium of 10 Counties in Northwest Lower Michigan  Almost 100% grant funded ($20M Annual Budget, Regional  Planning $1M)  40 funding streams per year operating on 5 different fiscal years f d d ff f l  Only region in Michigan to co‐administer both planning and  Only region in Michigan to co‐ workforce development  workforce development  Three Boards: NWMCOG Governing Board, Workforce  Development Board, TC‐TALUS (quasi‐MPO) Development Board, TC‐TALUS (quasi‐ p q  A true public‐private partnership, dating back to the early 1980’s A true public‐ NWMCOG Background
  • 143. Workforce Investment Act  Michigan Prisoner            Re‐Entry program Re‐  Trade Act  Residential alternative  Residential alternative  Employment Services high school  YouthBuild  Regional economic   Adu Education Adult Education Adult Educa io development  JET (welfare to work)  Transportation  Regional Skills Alliances  Housing  SBTDC  Energy NWMCOG Programming
  • 144. www.thegrandvision.org  6 County Regional Land Use & Transportation Initiative  8.5% of regional population participated  V Very connected to economic prosperity t dt i it  Transportation, Housing, Energy, Food, Land Use, Natural  resources networks transitioning planning to implementation resources networks transitioning planning to implementation  Distributed leadership model Planning Highlights