During the 2017 National Regional Transportation Conference, Justin Fazzari shared information about the U.S. Economic Development Administration's work in economic resilience.

1. 1
National Regional Transportation Conference
Planning for Regional Resilience
June 28-30, 2017
Justin Dean Fazzari, Ph.D.
Division of Economic Development Integration
Economic Development Administration
U.S. Department of Commerce

2. 1.EDA Overview
2.Integration Efforts
3.Disaster Resiliency
4.Disaster Project Examples
Discussion Items

3. Mission and Priorities
EDA’s mission – to lead the federal economic development agenda by promoting
innovation and competitiveness, preparing American regions for growth and success in the
worldwide economy.
The only federal agency with economic development as its exclusive mission, EDA drives
collaborative regional economic development initiatives that lead to job creation.
Investment Priorities
1. Collaborative Regional Innovation
2. Public/Private Partnerships
3. National Strategic Priorities (refer to current FFO)
4. Global Competitiveness
5. Environmentally-Sustainable Development
6. Economically Distressed and Underserved Communities
Eligible Applicants: States, units of local government, universities, tribes and tribal
organizations, and non-profits; based on economic distress for PW and EAA.

4. EDA is Designated as the Lead Integrator of Federal Economic Development Investments
• Role is to facilitate planning, collaboration and coordination among participating Federal agencies.
• Federal resources are invested in support of locally-identified strategies for projects designed to
produce transformational economic diversification and workforce development outcomes.
EDI Mission Statement
• To establish a collaborative platform for the development of knowledge, tools and complementary
resources that support locally-identified priorities for increased regional economic diversification,
growth and prosperity.
EDA’s Vision for Economic Development Integration
• Improve the Federal government’s ability to serve as a constructive partner to local and regional
economic development stakeholders. The core components of this vision include:
• Silo-Busting: Removal of the bureaucratic and administrative barriers, and facilitating direct,
ongoing communication and collaboration across Federal agencies and program offices.
• Enhanced, Responsive Service Delivery: Responsive to locally-identified economic
development needs and objectives, and providing the necessary level of project support and
related guidance; and
• Strategic, Integrated Investments: Investing a combination of resources from multiple
agency programs in support of high-impact economic development strategies and projects.
Economic Development Integration

5. University Centers
Public Works
Planning
Local Technical Assistance
Research & National Technical Assistance
Economic Adjustment
Trade Adjustment
Assistance for Firms
PROGRAMS
EDA Investment Programs

6. Linked to an areas ability to prevent, withstand, and quickly recover from major
disruptions (i.e., ‘shocks’) to its economic base.
Inclusive of three primary attributes: the ability to recover quickly from a shock, the ability
to withstand a shock, and the ability to avoid the shock altogether.
Economic Resilience
3 Examples
•Downturns or other significant events in the national or international economy
which impact demand for locally produced goods and consumer spending.
•Downturns in particular industries that constitute a critical component of the
region’s economic activity.
•Other external shocks (a natural or man-made disaster, closure of a military base, exit
of a major employer, the impacts of climate change, etc.).

7. Economic development organizations should consider their role in the pre- and post-incident environment to
include Steady-State and Responsive Initiatives.
Economic Resilience
Steady-State Initiatives tend to be long-term efforts that seek to bolster the community or region’s ability to withstand
or avoid a shock.
• Engaging in comprehensive planning efforts that involve extensive involvement from the community to define
and implement a collective vision for resilience that includes the integration and/or alignment of other
planning efforts (e.g., hazard mitigation plans) and funding sources;
• Undertaking efforts to broaden the industrial base with diversification initiatives;
• Adapting business retention and expansion programs;
• Building a resilient workforce that can better shift between jobs or industries;
• Ensuring redundancy in telecommunications and broadband networks to protect commerce and public safety;
• Promoting business continuity and preparedness; and
• Employing safe development practices in business districts and surrounding communities.
Responsive Initiatives:
 Conducting pre-disaster recovery planning to define key stakeholders, roles, responsibilities, and key actions;
 Establishing a process for regular communication, monitoring, and updating of business community needs
and issues (which can then be used after an incident);
 Establishing/using a capability to rapidly contact key local, regional, state, and federal officials to communicate
business sector needs and coordinate impact assessment efforts; and
 Establishing/using coordination mechanisms and leadership succession plans for short, intermediate, and
long-term recovery needs.

8. Economic Resilience
The CEDS provides a critical mechanism to help identify regional vulnerabilities and prevent and/or respond to
economic disruptions. Therefore, embracing economic resilience must be a key component of the CEDS document.
Integrating resilience into the CEDS should be undertaken as part of a two-pronged approach:
1) Planning for and Implementing Resilience through specific goals or actions to bolster the long-term economic
durability of the region (steady-state).
• Identify persistent economic challenges or deficiencies.
• Prepare for disruptions by identifying “early-warning” tools.
• Build mechanisms that create flexibility.
• Promote a positive vision for the region.
2) Establishing Information Networks among the various stakeholders in the region to encourage active and regular
communications between the public, private, education, and non-profit sectors to collaborate on existing and potential
future challenges (responsive).
• Established communication networks and information collection protocols coupled with broadly understood
knowledge of key elements (such as supply-chain relationships) can help speed a region’s response.
• Find opportunities to enhance and expand their business retention and expansion programs as a vehicle to
mobilize action and facilitate information sharing. Other networking examples include the establishment of
Business Emergency Operation Centers (BEOC) or Business Recovery One-Stop Centers.

9. Resilience Examples
Southeastern Vermont 2014 CEDS Report
Develop Immediate workforce and site impact mitigation strategies prior to the closure of Vermont
Yankee and plan for the loss of at least 600 high paying jobs.
• Work with VY and Entergy corporate leadership to inventory employee occupation mix and
skills which can be redeployed into other targeted jobs and in the regional economy.
• Proactively engage and contract with state and federal agencies to provide post-VY
employment transition planning and outplacement services.
• Work with Entergy, state, and federal legislative representatives to ensure that appropriate
funds are made available for economic impact mitigation planning and project/initiative
implementation.
• During 2014, develop relevant, implementable post-VY strategies and action plans for
inclusion in the first CEDS update.
• Determine how many existing VY employees may have an interest in starting their own
business. Provide appropriate entrepreneurial support.

10. Resilience Examples
The North Central Florida Regional Planning Council’s Economic and Disaster Resiliency
Study
• Assesses the vulnerability of the region’s industries, critical infrastructure, housing, and other
economic assets to hurricanes, and models the effects of a catastrophic event. This type of
assessment could be used to inform the SWOT analysis.
Eastern Plains Economic Development Corporation
• Appendix on disaster and economic recovery and resilience in its most recent CEDS.
• South Florida RPC’s CEDS, Iowa Northland Regional COG’s CEDS, Mountainland EDD’s
CEDS.
The Northwest Oregon CEDS
• Quantifies the region’s economic vulnerability by measuring the number of businesses and
jobs located in flood zones, total and by industry, and the number of critical facilities in
flood zones.

11. Resilience Examples
Florida’s guidebook Post Disaster Redevelopment Planning: A Guide for Florida
Communities
• The guidebook is intended to assist communities developing post-disaster redevelopment
plans during pre-disaster periods. It provides best practices for planning and implementation
based on research and pilot programs associated with the initiative led by the Florida
Department of Community Affairs and Florida Division of Emergency Management.
NADO’s publication titled Resilient Regions: Integrating Economic Development
Strategies, Sustainability Principles and Hazard Mitigation Planning
• Highlights how several regional organizations are incorporating disaster mitigation and
sustainable development approaches into their economic recovery and resilience work.
RestoreYourEconomy.org
• Contains a wealth of information to help regions impacted by disasters, as well as a number
of tips and techniques to support overall economic resilience.
• The site is a one-stop shop for disaster preparedness and post-disaster economic recovery
resources, tools, event announcements as well as opportunities to connect with peers
through social media groups.

12. Disaster Resiliency
Minot, ND
2011
Estes Park, CO
2013
Cedar Rapids, IA
2008
2008 – 2012
DRO - $157 Million for
Disaster Assistance

13. Disaster Recovery Projects
Judith River Trestle, Near
Lewistown, MT
Cedar Falls Industrial Park,
Cedar Falls, IA
County Road X99,
Near Oakville, IA
North Hill
Infrastructure,
Minot, ND

14. Contact Information
QUESTIONS ?
https://www.eda.gov/ceds/
Justin Dean Fazzari, Ph.D.
Division of Economic Development Integration
Economic Development Administration
U.S. Department of Commerce
1244 Speer Blvd., Suite 431
Denver, CO 80204
O 303-844-4089
C 720-215-2025
jfazzari@eda.gov