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This webinar can be seen in its entirety on www.nereta.org ..then click onto the training page.
Did you know that there is money available for workforce planning that does not come from the Department of Labor? IT's TRUE! The Economic Development Administration (EDA) provides workforce planning and implementation funds as part of the comprehensive economic development strategy planning process (CEDS).
The problem with CEDS planning the way it is currently done, is that most CEDS are written by economic development folks who only provide lip service to coordinating with workforce professionals in the plan, (most often providing nothing more than offer labor force statistics with little analysis of gaps, trends).
Unfortunately, most workforce development professionals don't know what CEDS planning is, even though coordination with the workforce system is a required part of CEDS planning. Therefore, workforce development professionals should not only understand the CEDS process, but inject themselves into the process...or even lead the process!
This webinar will teach you everything you need to know about CEDS:
What are the programs of the EDA?
What is an Economic Development District (EDD)
What is a CEDS?
What is a CEDS Supposed to Do?
What does a high quality CEDS have?
We are very fortunate to have two amazing speakers for this webinar!
Paul Raetsch is the Retired Regional Director of the Economic Development Administration Philadelphia Regional Office. Paul oversaw the CEDS planning for regions throughout the northeastern US going back as far as 1971! This man has a wealth of knowledge and expertise in regional planning that you will greatly benefit from!
Presenting with Paul is Mike Aube, President of the Eastern Maine Development Corporation, host of the "mobilize Eastern Maine initiative. Mike has also served as Legislative aide to Senator Mitchell, EDD Director, EDA Economic Development Representative, State Director of Rural Development, as well as Mayor of Bangor, Maine.
Getting your workforce system involved in a local Comprehensive Economic Development Planning Process
GETTING YOUR WORKFORCE SYSTEM INVOLVED WITH EDA THROUGH THE REGIONAL CEDS
Retired EDA Regional Director
Eastern Maine Development Corporation
Mobilize Eastern Maine
Presentation for the
North East Regional Employment and Training Association
April 17, 2014
Why should workforce developers care
about the EDA Mission?
To lead the federal economic development
agenda by promoting innovation and
competitiveness, preparing American regions
for growth and success in the worldwide
Hermitage, PA ETA/EDA
EDA Investment Programs FY 2014
• Public Works $96 M
• Economic Adjustment $42 M
• Planning $29 M
• Technical Assistance $11 M
• Trade Adjustment Assistance $15 M
Eligible EDA Applicants:
• Economic Development
• City and Local
• Indian Tribes
• Colleges and Universities
• Nonprofit Organizations
Possible collaborations? Bioprocess Technology Training
Center, UPR, Mayaquez
Secret to EDA Success?
Bottom Up Development
• Investments selected consistent with Comprehensive
Economic Development Strategy (CEDS)
• CEDS developed regionally
with broad-based local
• EDA responds to, rather than
dictates, local vision
• Federal dollars - local control
RESPOND, Camden, NJ
I will spend the rest of my time discussing the CEDS and why should and how
can workforce officials get involved in the process.
CEDS: A Guide to Economic Growth
• To guide the economic growth of a region through an ongoing
economic development planning process
• To qualify the region for EDA
Northern Tier EDD (and a WIB),
What is a CEDS?
What is a CEDS Supposed to Do?
What makes the CEDS Process Successful?
What is a CEDS?
• A Comprehensive Economic Development Strategy (CEDS) is a
broad-based continuous planning process addressing the economic
opportunities and constraints of an area to increase employment
through private sector investment.
• That process is documented in a report that is usually referred to as
CEDS, Strategy, or Plan.
• The report functions much like a road map; it is a means to an end.
• Each CEDS is unique, reflecting the challenges and opportunities
facing its area. The report should contain four main elements:
analysis, vision, action plan, and evaluation.
What is a CEDS Supposed to Do?
• A CEDS should promote regional prosperity through
economic development and higher wage employment by
determining actions public and private leadership can take to
improve the opportunity for increased private sector
• The general public, government decision makers and
business investors should be able to use it as a guide to
understanding the regional economy and also to taking
action to improve it.
• The CEDS should blend and incorporate other planning
efforts in the community.
What Determines the Validity of the Process
and the Document?
• Its quality should be judged by its usefulness as a guide to local
• The CEDS must be the result of a continuing economic
development planning process, developed with diverse
• The CEDS document should identify local actions, (procedural,
regulatory, and financial), that can be undertaken with or
without reliance on Federal financial assistance.
• The extent to which public and private sector leadership relies
on the process to determine regional priorities.
1. Background: The CEDS must contain a background of the economic development situation of the region
that paints a realistic picture of the current condition of the region.
2. Analysis of Economic Development Problems and Opportunities: The CEDS must include an in-depth
analysis of the economic development problems and opportunities that identifies strengths and weaknesses in
the regional makeup of human and economic assets, and problems and opportunities posed by external and
internal forces affecting the regional economy.
3. CEDS Goals and Objectives -- Defining Regional Expectations: The CEDS must contain a section setting
forth goals and objectives necessary to solve the economic problems, or capitalize on the resources, of the
region. Any strategic project, program, or activity identified in the CEDS should work to fulfill these goals and
4. Community and Private Sector Participation: The CEDS must include a section discussing the relationship
between the community in general and the private sector in the development and implementation of the CEDS.
5. Strategic Projects, Programs and Activities: The CEDS must contain a section which identifies regional
projects, programs and activities designed to implement the Goals and Objectives of the CEDS. This section
Vital Projects- A prioritization of vital projects, programs, and activities that address the region's greatest needs
or that will best enhance the region's competitiveness, including sources of funding for past and potential future
investments. These can be overarching "themes" for regional economic development success and is expected
to include specific components. Funding sources should not be limited to EDA programs.
6. CEDS Plan of Action: The plan of action, as described in the CEDS, implements the goals and objectives of
7. Performance Measures: The CEDS must contain a section that lists the performance measures used to
evaluate the Planning Organization's successful development and implementation of the CEDS.
The Outline of the CEDS Report (according to 13CFR307)
How can economic development professionals get involved?
From 13CFR305: “Strategy Committee: The Strategy
Committee is the entity identified by the Planning Organization
as responsible for developing, revising, or replacing the CEDS.
The Strategy Committee must represent the main economic
interests of the region, and must include Private Sector
Representatives as a majority of its membership. In addition,
the Planning Organization should ensure that the Strategy
Committee also includes:
• Public officials;
• Community leaders;
• Representatives of workforce development
• Representatives of institutions of higher education;
• Minority and labor groups; and
• Private individuals.”
Getting prosperous means focusing on creating jobs with
higher wages and better working conditions, reducing
poverty and increasing economic opportunities for all of
the region’s citizens.
The New Economy Model: Getting Prosperous
The New Economy Model: Getting Better
Getting better means boosting the skills of the region’s
workforce, ensuring a technologically advanced
infrastructure, fast and responsive government, and
ensuring a high quality of life that will be attractive to
Alamo College, TX Technology Center Nash CC, NC Training Center
Regions that meet the challenges of the New
Economy focusing on innovation, learning, and
constant adaptation… will be the ones that
succeed and prosper.
Atlantic Cape CC, NJ, Aviation Technology Training Center
“Regionalism is an unnatural act among non-consenting
adults.” Al McGeehan, Mayor of Holland, Michigan
Collaborate. Leading Regional Innovation Clusters
THE COUNCIL ON COMPETITIVENESS 2010
In every successful case, there is a group of leaders who
coalesce around the common recognition that the old, locally
focused development strategies are not working and that
regional collaboration offers the best chance for success.
The ability to act like a region frequently requires building
temporary coalitions, but effective regional leadership requires
an ongoing intermediary organization to keep regionalism
Effective regional leadership can overcome the structural
disadvantages posed by program stovepipes, local economic
jealousy and competing political jurisdictions.
The Seven Habits of Highly Effective Regional
1. Be Proactive
2. Begin with the End in Mind
3. Seek First to Understand, then to Be
4. Put First Things First
5. Think Win-Win, Be Inclusive
7. Sharpen the Saw
(TAKE THE ED DIRECTOR TO LUNCH, OR COFFEE????)
Strategic Planning for a Technology-Driven World
Collaborative Economics, 2002
The CEDS can be the glue that binds the collaborative institutions with a
Alabama, Florida, Georgia, Kentucky, Mississippi, North Carolina, South
401 West Peachtree Street, NW
Atlanta, GA 30308-3510
Philip Paradise, Regional Director
Colorado, Iowa, Kansas, Missouri, Montana, North Dakota, Nebraska, South
Dakota, Utah, Wyoming
1244 Speer Boulevard
Denver, CO 80204-3591
Robert Olson, Regional Director
New Mexico, Oklahoma, Texas
327 Congress Avenue
Austin, TX 78701-4037
Pedro R. Garza, Regional Director
Connecticut, Delaware, District of Columbia, Maine, Maryland, Massachusetts,
New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, Vermont,
Virginia, West Virginia, Puerto Rico, Virgin Islands
Curtis Center, Suite 140 South
Independence Square West
Philadelphia, PA 19106-3821
Willie Taylor, Regional Director
Illinois, Indiana, Michigan, Minnesota, Ohio, Wisconsin
111 North Canal Street
Chicago, IL 60606-7204
Jeannette Tamayo Regional Director
Alaska, Arizona, California, Hawaii, Idaho, Nevada,
Oregon, Washington, American Samoa,
Northern Mariana Islands, Guam, Federated States of Micronesia, Rep. of
Marshall Islands, Rep. of Palau
Jackson Federal Building, Suite 1856
915 Second Avenue
Seattle, WA 8174-1001
A. Leonard Smith, Regional Director
"Well, in our country," said Alice, still panting a little, "you'd generally get to
somewhere else — if you run very fast for a long time, as we've been doing.“
"A slow sort of country!" said the Queen. "Now, here, you see, it takes all the
running you can do, to keep in the same place. If you want to get somewhere
else, you must run at least twice as fast as that!" 
For questions after this presentation, please reach out to the
North East Regional Employment and Training
P (908) 995-7718
NERETA will reach out to Mike and/or Paul to get your questions answered.