The National Association of Development Organizations hosted a forum of regional innovation January 19 -21. These slides highlight the projects of economic development practitioners from around the country.
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
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
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
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
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.
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
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)
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