2011 nado ceds innovation forum

SPONSORED BY THE NATIONAL ASSOCIATION OF DEVELOPMENT ORGANIZATIONS

2011 CEDS REGIONAL INNOVATION FORUM

AND THE NADO RESEARCH FOUNDATIONREGIONAL STRATEGIES. PARTNERSHIPS. SOLUTIONS

About NADO’s Mission Strengthen local governments, communities

and economies through the regional g g

strategies, partnerships and solutions of the

nation’s regional development organizations

Advocacy | Education | Networking | Research

2011 CEDS I i F2011 CEDS Innovation Forum

Noteworthy practices for leveraging the EDA Comprehensive Economic Development Strategy p p 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 federalincluding opportunities to leverage with other federal programs and resources

F P d SForum Partners and Sponsors

Appalachian Regional Commission

Bank of America

Delta Regional Authority

Economic Development AdministrationEconomic Development Administration

Federal Highway Administration(NADO’s Center for Transportation Ad ancement and Regional De elopment)(NADO’s Center for Transportation Advancement and Regional Development)

Ford Foundation

U S S ll B i Ad i i iU.S. Small Business Administration

Participant Showcase

Regional Innovation and

Cl D lCluster Development

Building Resilient Regions:NADO CEDS Innovation ForumNADO CEDS Innovation ForumJanuary 19-21, 2011

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Driving Good Policyfrom Data Pointsfrom 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 gains while unemployment rose.g g ; p y g p y

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

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

• Looking forward to 2040, Texas’ population will bifurcate along age and / h l l f h ll h

19

race/ethnicity lines resulting in significant challenges to sustaining the economy.

The CEDSWhat it’s not…

• Christmas list of projects• 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 competitivenesscompetitiveness

Post-secondary education

Entrepreneurship

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Innovation clusters

Clean Energy

CATS ConsortiumHUD Sustainable Community Grant ProjectHUD Sustainable Community Grant Project

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

• Median home costs continue to increase in outer • Median home costs continue to increase in outer ring.

• No money + auto dependency = congestionQ How does the region drive future growth in the MPO 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

21

fiscal and economic impact of development – tax revenue from new rail station?

Employment Growth, Average Salary, & Employment Size (2000 – 2009)Employment Size (2000 2009)

MANUFACTURING

INFORMATIONFINANCIAL ACTIVITIES

PROFESSIONAL & BUSINESS SERVICES

NATURAL RESOURCES

INFORMATION

CONSTRUCTION EDUCATION & HEALTH CARE

LEISURE & HOSPITALITY

TRADE & TANSPORTATION

22

Jobs..not the quantity, the quality

• Innovation clusters…the new best thing in economic development.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 placedemands that must be met in the market place.

• Pecan Street Project= applied research & patents, appliances, energy internet, software, prof services.

23

pp , gy , , p

• Contact information:Betty Voights Executive DirectorBetty Voights, Executive DirectorCapital Area Councils of Governments512 916 [email protected]

24

Compounding Regional Economic p g gGrowth through Business Innovation

and Opportunity Networkingpp y g

John R Cyr Jeffrey TuckerJohn R. Cyr, Kansas Association of Regional Development Organizations

Jeffrey Tucker,Advanced Manufacturing Institute

Kansas State University

EDD Needs

R&DAccess to Access to

Access to Business Access to Business

R&D

Identified training Venture / seed

Access to Ideas

Access to Ideas Support /

ServicesSupport / Services

Identified training needs

Venture / seed funds DistrictDistrict

A t A t A t A t

Ed i l I f d d

Access to Capital

Access to Capital

Access to WorkforceAccess to

Workforce

Access to Access to Educational support

Informed and engaged banks

Access to Infrastructure

Access to Infrastructure

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?

• What abilities / resources can be accessed from or

Region (geographic footprint)

developed in cooperation with a neighboring city, county or region(s)?

• What abilities / resources are available within a specific

Local (city, county or region)


plocation that enable local business to develop and succeed?

Tradition vs. Pragmatic

Traditional Approach Pragmatic Approach Traditional Approach• Rural-Urban dichotomy

– Policy issue, not practical issue

Pragmatic Approach • Inventory Talents / Interests

– What talents / interests or – Focus is on haves and have nots

• Administrative Region

capacities / capabilities do exist?

• Critical Mass• Administrative Region– Targets staff expertise, but…

• Boundaries set arbitrary limits, restricting both thought and

– What resource mix is needed to achieve “escape velocity”?

restricting both thought and action

• Encourages replication and poaching, if not cannibalism

• Networks (Virtual Regions)– What can be connected to

achieve needed critical mass? achieve needed critical mass?


Functional Regions

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

Ness County, Kansas2000 P l 3 454• 2000 Population – 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 you.”j y

• Seek alliances and use of social networks.


Networked (Virtual) Region =Community of Linked Resources

Creates the critical mass necessary to take advantage of opportunities as they present themselves or as opportunities opportunities as they present themselves or as opportunities

are constructed by the various parties involved.

Network :Connections: Services:Project:


Building Regional Connectedness

• Based on our experience and input f i l i bl from our regional partners, a viable regional “connectedness” solution m stmust:

Weave networks of companies to global markets p gand development opportunities to create “hard-to-copy” wealth generating industries that

/ i kill d l d i l attract/retain skilled people and engage regional wealth and investment capital


AMI’s EDA University Center

• Leverage AMI’s integrated technology/business technology/business development competencies

• Profile innovation capabilities and needs of regions and local and needs of regions and local companies

• Scout new global opportunities opportunities

• Actively weave networks of technology providers, expertise and capitalexpertise and capital

• Intermediate when necessary to help respond to the opportunity pp y


Leveraging Connections

Companies assisted

Students Involved

• Department in K‐State’s College of Engineering,

• MISSION: to advance t h l i l dEngineering,

• KTEC Center of Excellence • EDA University Center • Global Wind Network Center of

Excellence

technologies, people, and companies through collaborative engineering d b i t hiExcellence and business partnerships.


Business Profiling/Supply Chain Network Development

Partner: KDOC

KTEC Technology Cluster Strategy Development

Partner: KTEC

Business Profiling and Innovation Networking

Partner: North Central Regional Planning CommissionPartner: KDOC Partner: KTEC Regional Planning Commission

Involve “invested” partnerspartners

Regional Asset Mapping

Partner: Great Plains

Regional Manufacturing Park/Incubator IBED Strategy and Business

Wind Supply Chain ID and Pre-profiling Assessment

Partner: South Central

Kansas Army Ammunition Plant Business RedevelopmentPartner: Great Plains

Development Inc. Development

Partner: Harvey County Economic Development Council

Partner: South Central Kansas Economic Development District

Partner: Great Plains Development Authority

KOIN Framework

• Innovation Assessments• Needs-based Profiling• Opportunity Scouting

• Innovation Intermediary• Boundary Spanner• Link Competencies pp y g

• Business Development Assistance• Integrated Development

Approach

p• Weave Capabilities• Build Critical Mass• Strengthen Collaborations

Role Process

• Regional Competitiveness• Open Innovation• Design as Competitive Advantage

• Regional Analysis/Planning• Business Modeling• Social Network Analysis

StrategiesMethods/Tools

g p g• Incubation• Supply Chain Development• IT-based Strategies

y• Network Weaving• Information Visualization• Business Finder Tool


Weaving an Opportunity Innovation Network

Kansas LivestockLivestock Foundation

AMI Phosphorus RecoveryTechnology Development

TEXAS

TCFA

AMANA FARMS

O R ’ A UONE REGION’S ATTEMPT TO UTILIZEINNOVATE IDEAS & THINKING

TO BUILD A MORE RESILIENT REGION

CENTRAL MISSISSIPPIPLANNING AND DEVELOPMENT DISTRICTPLANNING AND DEVELOPMENT DISTRICT

•Coalition Building•Innovation Led Economic Development

S•Impact Analysis Studies

CREATING COALITIONSCREATING COALITIONS ASSOCITION OF LOCAL DEVELOPMENT DISTRICTS

1 We are Staff on Contract al Basis to State ide Association 1-We are Staff on Contractual Basis to State-wide Association 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 LDDsBENEFITS: 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 BENEFITS: Strength in Numbers, Keep Pulse of Local Gov t (our members), Education

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 LevelBENEFITS: They Pay Our Dues, Find out what s Really Going on @ Local Level

MS TECHNOLOGY ALLIANCE BENEFITS: Move in New Circles, New Opportunities, Entrepranuarel

INNOVATION LED ECONOMIC DEVELOPMENT (SHIFT HAPPENS!)(SHIFT HAPPENS!)

Economy is Shifting-Better be Prepared 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 d th “C it l I t ” /$20K G t S t U St i C itt Formed the “Capital Innovators” w/$20K Grant, Set Up Steering Committee, 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 Introduced Innovative Marketing Educated DevelopersAngels/Bankers, Introduced Innovative Marketing, Educated Developers

BENEFITS: Graduated an ILED Class, Econ. Developers Changed their Focus from Industry to Innovation

ECONOMIC IMPACT ANALYSISECONOMIC IMPACT ANALYSIS

Prepare studies using economic impact analysis software and our own supplemental calculationsown supplemental calculations

Key tool for local governments to recruit and retain businesses “What If” scenarios conducted as part of the study can help local

governments determine the level of incentives they should offerg 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 li bl i t Other applicable impacts 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 gdoors, which can create multi-jurisdictional support for a project

CONCLUSIONCONCLUSION

Not Enough Time to Discuss One, Much Less,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 Economic Development Tool KitRegion s Economic Development Tool Kit

Cluster D l t d Development and EntrepreneurshipEntrepreneurship

Rural Cluster DevelopmentRural Cluster Development

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

Regional planning efforts Identification of target l tclusters

A cluster consists of groups of companies and/or services and all of the public and private entities on which they depend These relationships create efficiency anddepend. These relationships create efficiency and competitiveness

MCEDD’s cluster d l t development process:

Community Asset Mapping

Industry Cluster Strategies:

5 year workplans

Outcomes:

Community

Outcomes:Networking opportunitiesDevelopment of business opportunitiesImplementation of business ideas

Leadership:Cluster Teams

Focus on ideas with championsFacilitation by economic development professionalsPrivate sector drivenPrivate sector drivenExpansion of economic knowledge

MCEDD’s RoleMCEDD s Role

Identified Clusters Identified Clusters High Tech Wine Arts and Culture Healthcare R bl E Renewable Energy

Created five year strategic plans Developed cluster leadershipDeveloped cluster leadership Engaged in research, marketing, and education Provided ongoing support and linkages for long-

t t i bl d l tterm sustainable development

Gorge Tech AllianceGorge Tech Alliance

Workforce

Marketing Industry Assoc

WorkforceRobotics pgmCC programs

MarketingBrandingPromotion

Industry Assoc.Networking

Supplier connection

Biz Education Research

CEDSCluster: High Tech

Biz EducationClassesForums

Access to CapitalRLF’

ResearchEconomic Impact

Markets

RLF’sPubTalks

Gorge Angel

Participant Showcase

Statewide Initiatives

f R i l D l I ifor Regional Development, Innovation

and Collaborationand 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 development strategy.p gy

49

Phase I – Situational Analysis ReportPhase I Situational Analysis Report

• Economic Profile and Forecast• Alaska's Industry Cluster Portfolio• Competitive Benchmarking• Global Market Opportunitiespp• Analysis of existing economic development

objectives and strategiesj g• Assessment of Entrepreneurship and Business

Climate

50

• Final Report ‐ A Path to the Future

Alaska’s 11 Clusters

10

11

12Mature StarNote:1.Size of circle represents employment in 20082 For Fishing and Seafood Processing

U.S. Gross Output Growth, 3.7%

Fishing & Seafood

7

8

9

.S. A

vera

ge =

1)

Travel and Tourism

2. For Fishing and Seafood Processing, ECR=30.6

p ,Processing

4

5

6

trat

ion

Rat

io, E

CR

(U Mining Oil & Gas/Pipeline/ Refinery

MilitaryCommunity and Social Services

1

2

3

Empl

oym

ent C

once

nt

Specialized Machinery/Capital goods

Federal Government

-2

-1

0

1E

Logistics and International Trade

Forestry/Wood Products Opportunity

Challenge Advanced Business Services

51

-2-4.0% -2.0% 0.0% 2.0% 4.0% 6.0% 8.0%

Industry Dynamism (Gross Output, CAGR %), 2009-2019

T i it i t St t i PlTurning it into a Strategic Plan– Work with Leadership Council and political leaders to develop mission & visionto develop mission & vision

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

– Incorporate into dynamic “Strategic Doing” approachIncorporate into dynamic Strategic Doing approach• Reflect current industry cluster recommendations• Updated semi‐annually• Used to support funding and legislative requests

52

Next StepsNext Steps• Statewide Cluster Initiatives

E bli h d Al k F d L d hi C il– Established Alaska Forward Leadership Council– Identified initial clusters for development– Identifying cluster co chairs– Identifying cluster co‐chairs– Establishing structure for developing clusters

• Local Cluster InitiativesLocal Cluster Initiatives– Identifying and establishing regional clusters

• Education Component• Education Component– Competing for Prosperity: Application and Theory

53

Alabama Comprehensive pEconomic Development Strategy

The Alabama Comprehensive Economic D l t St tDevelopment Strategy

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

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

– Consolidated Comprehensive Economic Development Strategy of 2007(This effort was associated with the Hurricane Katrina recovery efforts)( s e o t was assoc ated w t t e u ca e at a ecove y e o ts)(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 purpose of the 2011 Statewide CEDS effort is…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 Committeey

System of economic benchmarks and performance measures

Web-based communications and performance monitoring


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

Promoting economic prosperityProtecting environmental quality, andServing the needs of the people of the State;

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

Global awareness,Regional competitivenessRegional competitiveness,Community livability, and A sustainable future.


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 U. S. 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’ l 2 512 •MKRC’s service area totals 2,512 square miles and represents over 163,000 individuals.

•Two Kansas counties and four Missouri Two Kansas counties and four Missouri 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 GoalsgProvide additional assistance to businesses through

Most recently, Mo-Kan created a microloan fund using USDA-RD

businesses through expansion of Mo-Kan’s loan programs

RBEG funds. We have also applied for RMAP resources.

Continue to offer long-range planning guidance

Currently, Mo-Kan staff are assisting several communities in these efforts through comprehensive city plans, planning sessions, and other regional guidance

Undertake activities

p a g sess o s, a ot e eg o a activities.

As traditional funding resources dwindle Mo Kan works to improve Undertake activities

that will beneficially impact the local and regional economy.

dwindle, Mo-Kan works to improve opportunities for meaningful economic development; projects include EEZs, county-based strategic plans, and workforce development activities.

MACOG –Missouri Association of Councils of GovernmentsMissouri Association of Councils of Governments

•19 RPCs/COGs with statewide coverage

1970 St t id i ti f d•1970s- Statewide association formed

•1980s- Hired Gamble and Schlemieir to serve as organization’s advocate

i J ff Cit d id d i i t ti tin Jefferson City and provide administrative support.

•2001- Created an RFP to solicit statewide coordinator.

2000 W k d l b i •2000s-Worked to close gaps by securing

state and federal funds to re-establish three

regional planning commissionsregional planning commissions.

MACOG - Missouri Association of Councils of Governments

Projects created as a result of MACOG’s activities:

Missouri Department of Transportation

M H l d S O h C Missouri Homeland Security Oversight 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 ti f t t ( th th hi i dditi l t ff) Viable option for state programs (rather than hiring additional staff)

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 AdvancementInstitute for Economic Advancement

Institute formed in 1955…an EDA University Center since 1996.

Secretariat, Advocate, and partnership builder for theEDA Districts in Arkansas.

Coordinating Southwest Regionwide effort to build a strategy g g gydirection for UCs for their support of the Austin EDA office andthe region’s EDA Districts.

In late 2006 we improved the Southwest Region’s Revolving Loan In late 2006, we improved the Southwest Region s Revolving Loan Fund reporting system

Improved report accuracy, lessened the data entry burden for Grantees, and added several report export optionsand 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

Regional Innovation Clusters in ArkansasRegional Innovation Clusters in Arkansas

ClassifyClassifyIdentifyIdentify AnalyzeAnalyze DevelopDevelop

Identify industry Classify clusters Analyze gaps Develop strategies clusters existing in each Arkansas Development District, using

i i l d

by level of innovation and regional/statewide research

bili i

between characteristics of innovative and non-innovative l

to assist existing clusters toincrease level of innovation, paying

i l istatistical data, surveys and focus group sessions.

capabilities clusters special attention to rural areas.


EDA Disaster Recovery and Preparedness PlanEDA Disaster Recovery and Preparedness Plan The eight Planning and Development

Districts continue to be an integral partDistricts continue to be an integral part of the recovery and preparedness planning process in Arkansas.

IEA used collaborative partnerships to

A boat building business in

Clinton, AR (Van Buren County) is devastated from a tornado in 2008.p p

identify and prioritize ways that communities and governments canhelp business and industry (B&I) cope with natural disasters and how B&I

FultonBooneCarroll

Clay

Marion Baxter RandolphBenton

GreeneIzard

N O R T H W E S Twith natural disasters and how B&Iplays a significant role in disaster preparedness, cleanup, and the overall regional recovery.

Washington

Sharp

Cross

Jackson

Sebastian

Craighead Mississippi

Independence

Searcy

Lee

MonroePulaski

Prairie

Scott

Perry St. Francis

Yell

Faulkner

Logan

Crittenden

Woodruff

Newton Stone

Conway

White

PoinsettCleburne

Pope

CrawfordJohnson

FranklinVan Buren

Madison

Lawrence

W E S T E R N

W E S TC E N T R A L

N O R T H W E S T

C E N T R A L

E A S TW H I T ER I V E R

IEA continues these efforts with the districts in developing effective strategies to address future natural disasters

Legend

Sep 18, 2008 - Ar Severe Storms & FloodingA i t d ith H i G t

Feb 20, 2008 - Ar Severe Storms,Tornadoes & Flooding

May 22, 2008 - Ar Severe Storms,Tornadoes & Flooding

June 24, 2008 - Ar Severe Storms,Tornadoes & Flooding

Clark

Union

DrewCalhoun

Bradley

Little River

Nevada

Ouachita

Cleveland

Desha

Hempstead Lincoln

Dallas

Pike

Sevier

Howard

JeffersonGrant

Hot Spring

ArkansasPhillips

Polk

MontgomeryGarland

SalineLonoke

Columbia

Miller S O U T H W E S T S O U T H E A S T


disasters. Sep 18, 2008 - Ar Severe Storms & FloodingAssociated with Hurricane Ike

Associated with Hurricane Gustav

AshleyLafayette Chicot

Partnerships and Services for the Arkansas PDDs

Data and CDs from Census Bureau and BEA as

Partnerships and Services for the Arkansas PDDs

Data summed to district level and maps for

affiliates of the Arkansas Census State Data Center

Mapping and interactive mapping services available

grant applications and other uses

Promotion Grant from Census 2010 Partnership

Mapping and interactive mapping services available

Training and Technical Support

Promotion Grant from Census 2010 Partnership


Training and Technical Support

EOTP in Economic DevelopmentEOTP in Economic Development The Elected Officials Training Program (EOTP) was a program

creation lead by the IEA and Arkansas’ PDDs/EDDs and includedcreation lead by the IEA and Arkansas PDDs/EDDs, and included 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 job creation/retention.


p j

Existing CEDS Product• Room for Improvement, per EDA

• Opportunity for Added

Existing CEDS Process• Time‐Intensive• Valuable

Training Needs:• Help with CEDS• Improve Dataje

ct• Opportunity for Added Audience, Added Value

• Low Visual Appeal

• Valuable Interaction

How to Address?eb Proj

• Automate CEDS Process?

• Sources of DataHow to Improve?• Lower Time Impact by Reducing Effort?

• Raise Value / Visibility by Three Part CEDSEDS We

y yIncreasing Effort? Three‐Part CEDS

Project•CEDS Web Sites•CEDS Construction web environmentex

as CE

web environment•Data ToolsTe

Link regional plans & state, federal goals

CEDS work area:

Enable analysis of multiple CEDS

CEDS work area: resources,

collaboration

Put regional projects in

CEDS context

Socioeconomic

Link regional plans state, federal goals

/ demographic data analysis

Online public participationparticipation

process

ojectCEDS Process Unimpeded:

Interaction and LocalCEDS Product Improved:

B tt D t B tt L k M

Web

Pro Interaction and Local

Differences Preserved, Data and Formatting Assisted

Better Data, Better Look, More Visible, More Relevant, Greater

Audience

EDS W

• Strengthen value of EDA investment

Texas C • Leverage increased local buy‐

in by expanding audience and increasing value of product

• Enable use of product by new T p ypublic, private stakeholders

Participant ShowcasePost‐Disaster Economic Recovery

Southwest Arkansas Planning l& Development District

• SWAPDD is comprisedcomprised of TWELVEcounties incounties in southwest ArkansasArkansas


• FOUR of thosethose counties are in theare in the MississippiDeltaDelta.


• EDA provided SWAPDD with $150 000 toEDA 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


• EDA provided SWAPDD with $150 000 toEDA provided SWAPDD with $150,000 to create a DISASTER RESPONSE plan.

– Geospatial data can be compared to stormtrackerdata to instantly predict businesses impacted by tornados and floodstornados and floods.

– Pre‐filled assistance documents can be prepared f i d b i i h d bfor impacted businesses using the database records


• DRA provided SWAPDD with $150 000 toDRA provided SWAPDD with $150,000 to create a Local Strategic Delta Development Plan specific to Southwest ArkansasPlan specific to Southwest Arkansas.

– For Delta Communities, additional fields added to th d t bthe database:

» Geospatial data for critical infrastructure & needed improvements to promote “critical mass” developmentimprovements to promote critical mass development

» Catalog available economic development sites» Develop a plan to increase employment diversity

l l kf d» Develop a plan to increase workforce education


• SWAPDD leveraged the EDA and DRA moniesSWAPDD leveraged the EDA and DRA monies to obtain $87,000 in state General Improvement Funds to expand the DRA projectImprovement 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


• SWAPDD leveraged the EDA DRA and GIFSWAPDD leveraged the EDA, DRA and GIF monies in a $1.9M CDBG Disaster Grant application to expand the SWAPDD projectapplication, to expand the SWAPDD project into the other Development Districts in the statestate.

– Under CDBG Disaster rules, “Disaster Planning” ti fi ti l bj ti f th CDBG Psatisfies a national objective of the CDBG Program

– Grant awards to be announced this month.


For more information, contact:

Ms. Renee DycusExecutive DirectorExecutive Director

[email protected]

Total funds to businesses: $9,574,400

BRAP EBRAP LISP CRRG RLF Jumpstart ERAP FIRP Unallocated

18%21%

p

1%3%

1%0%

21%

16%

8%

32%

• 13 loans to 11 businesses (2 businesses received 2 loans)

• Manufacturing: 7

• Service: 2

• Amounts from $50,000 to $250,000

• Working capital: 11 loansWorking capital: 11 loans

• Equipment: 2 loans

J b t d 57• Jobs created: 57

• Jobs retained: 177

Early, rigorous update of CEDS and Long‐Range Transportation PlanEarly, rigorous update of CEDS and Long‐Range Transportation Plan

Cooperative Venture of ECICOG/Region 10 RPA and Corridor Business AllianceCooperative Venture of ECICOG/Region 10 RPA and Corridor Business Alliance•Alliant Energy•Cedar Rapids Area Chamber of Commerce•Corridor2020 Networking

•John Pappajohn Entrepreneurial Center•Kirkwood Small Business Development Center•Kirkwood Training and Outreach Services•Corridor2020 Networking

• Iowa City Area Development Group•ECICOG/Region 10 RPA•Entrepreneurial Development Center• Iowa City Area Chamber of Commerce

•MidAmerican Energy Company•Priority One•University of Iowa Research Foundation•University of Iowa Small Business Development Center

Iowa City Area Chamber of Commerce

Six‐month Planning ProcessSix‐month Planning Process•County Meetings•Regional Economic Development Summit•Website Updates•Coordinated with Other CBA Priorities, including Regional Branding

South CentralSouth Central Regional Construction Code Council & MyPermitNow orgMyPermitNow.org

Cullen CuroleSouth Central Planning and Development Commission

Louisiana

Benefits of Regional Building Code EnforcementCode Enforcement

Reduced Permit FeesReduced Permit Fees

Faster, Consistent Inspections & Plan Review

Public Input at Regional Code Council Meetings

Representation and Advocacy at the State LevelRepresentation and Advocacy at the State Level

Team of Inspectors able to respond to disasters across region

MyPermitNow.org SoftwareLow, monthly cost determined by permit volumeAutomatic Phone & Email NotificationsFree Online Customer Portal gives access to ee O e Custo e o ta g es access topermit information at any timeInstitutional Knowledge of other jurisdictionsInstitutional Knowledge of other jurisdictionsNear paperless system, where records are archived automatically allows for fasterarchived automatically, allows for faster, digital plan review process

Faster Plan Review and InspectionAverage Residential Plan Review in less than 3business daysAverage Commercial PlanAverage Commercial Plan Review within 5 business daysInspections are performed theInspections are performed the same day as they are scheduled (day of/day after)scheduled (day of/day after)

Economic BenefitsReduced permit feesThe increased speed and efficiency reduces construction timeConsistent, comprehensive building code Co s ste t, co p e e s e bu d g codeenforcement can reduce insurance costsGreater accountability and transparencyGreater accountability and transparencyStrengthen building codes through ongoing collaborationcollaboration

CEDS Innovation ForumJanuary 2011January 2011

Planning & Development District IIIService AreaService Area

• 15 Counties

• 60 Communities

• 3 Indian Tribes

• 95 Person Governing Committee

• Separate 27 Person CEDS• Separate 27 Person CEDS Committee

11,911 Square Miles Estimated Population: 98,534 (2009)p ( )

CEDS Value to the Regiong

Issue Idea Risk Perspective Generation Mitigation

Focus Freedom Perceptions

Credibility Expertise Resources

E i I i C iExperience Innovation Cooperation

CEDS Implementationp

CEDSCommittee InputCommittee Input

Issues Interests InitiativesDIII

Response

Sustained(Ongoing Priority)

Immediate(High Priority)

Deferred(Low Priority)

R i lRegionalBenefits

Jobs CapacityB ildi InvestmentJobs Building Investment

Performance Documentation

A l CEDS Monthly A l CAnnual CEDS Report

Monthly Committee

ReportsAnnual County

Reports

CEDS Implementation Examplesp p

Issue Interest Initiative

FOCUS DisasterPreparedness

South Dakota Office

AffordableHousing

SD Housing

Wind Energy Development

PARTNER

OBJECTIVE

South Dakota Office of Emergency Management

FEMA Approved Pre Disaster

SD Housing Development

Authority

Single Family Units

Mitchell Technical Institute

Full Size Turbine for OBJECTIVE

DIII ROLE

Pre-Disaster Mitigation Plans

County Plan Development

in Small Towns

Program Development & Implementation

Technician Training

EDA ProjectFinancial Packaging

OUTCOME

p

12 ApprovedCounty PDMs

Implementation

8 Single FamilyUnits in 4 Small Communities

g g

Full Size Training Turbine Within 108

Unit Wind Farm

Participant ShowcaseRegional Development and Workforce

Initial CollaborationInitial Collaboration

• EMDC as facilitator

C i f k• Creation of network

• Defining common goalsDefining common goals

• Recognizing the lack of a comprehensive strategy

Greater Bangor Region g gMobilize Maine

• Private Sector Leadership

• Regional Goal Development

• Regional Benchmark Development

• Regional Asset Identification

S /S• Short-Term Wins/Strategic Initiatives

Asset Based ApproachAsset Based Approach• Asset Mapping Teams• Asset Mapping Teams

• Data Collection

Sh t T Wi /St t i I iti ti• Short Term Wins/Strategic Initiatives

Mobilize Maine Regional Vision

• Development of an asset-based regional visionbased regional vision

• Bold goals with regional participation

• Driven by private sector• Driven by private sector leadership

Shifting ProcessesShifting Processes

• Streamlining workflow

I i ll b ti• Increasing collaboration

• Increasing efficienciesg

Shifting Workforce gDevelopment

Job Seeker based Old Model• Job Seeker-based Old Model

• Business-based New Model

Shifting Business gDevelopment

• Business Visitation Pilot Project

• Pilot Partners

O t• Outcomes

• Business Resource CenterBusiness Resource Center

• WebCats

Comprehensive and CollaborativeComprehensive and Collaborative Economic Development

• Internal Organizational Changes

• Increased efficiency

• Increased understanding

• CEDS ProcessCEDS Process

• Mobilize Maine Regional Vision’s Role

• Private Sector Participation

Advancing Common StrategiesAdvancing Common Strategies• Regional Vision Action PlansRegional Vision Action Plans

• Mid-point benchmarks

• CEDS priorities

T t ti /Ti II• Transportation/Tiger II

• Livable Communities

• Energy/Pathways

• Workforce Development priorities

Emphasis on CollaborationEmphasis on Collaboration

• Financial Capital Development

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

• Environmental Capital Development p p

• Asset-based prioritization

• Human Capital Development

• Business/Workforce integration

A Broad Multi-Regional Strategy?A Broad Multi Regional Strategy?

• A regional approach is stronger than operating as individual regions, cities or counties.

• Help regional leaders identify the top p g y pchallenges and opportunities for the area.

• Lay out a game plan.Lay out a game plan.

• Emphasize three important factors: Talent Innovation and PlaceTalent, Innovation and Place.

TIP: Talent, Innovation and PlaceTIP: 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 andA quality of Place that draws people and companies to the area while meeting the needs of current residents.needs of current residents.

Wired65 Regional Competitiveness Strategy -p gyChallenges

• 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 ill kf d• Changes at Fort Knox will create workforce and other challenges, along with opportunity

Wired65 Regional Competitiveness Strategy –p gyPriority Recommendations

• Fix the Education Pipeline

P f 21 C J b• Prepare for 21st Century Jobs

• Create a Talent Magnet

• Invest in Priority Sectors

F Q li f Pl• Focus on Quality of Place

Continue the conversation…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?

d h i d65 i ’ d• How do we use the Wired65 Region’s assets and 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 COGSg

• 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 planningFocus 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 AnalysisA l i f h k i i C is ‐ Analysis of strengths, weaknesses, opportunities. Common issues,

Unemployment , preservation of natural resources, educational attainment, tourism and poverty.Challenges & Opportunitiesov

ernm

ents

g pp‐ Global competition, economy, labor changes, demographic shifts, natural resources. CEDS Action PlanVision mission identify focus areasou

ncil of Go

‐Vision, mission, identify focus areasRoles & Responsibilities‐ Clearly define strategies and who will carry them out, EDC staff, committee, partners. Ar

izona

Co

Annual Evaluation‐EDC sets performance based strategies that measure the effectiveness of the Economic Development District. N

orthern

Regional Council 40 member board of Directors (BOS, Mayors, City/Town Council members, Tribes40 member board of Directors (BOS, Mayors, City/Town Council members, Tribes

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

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

Bureau of Land Management

overnm

ents

Government Technology Information Agency (GITA)

Arizona Department of Commerce/Arizona Commerce Authority

ouncil of Go

Transportation, Housing, Community Development Block Grants

Arizona Association for Economic DevelopmentArizo

na Co

Arizona Association of Workforce Developers

Northern

Statewide State Energy Sector Partnership Grant $6 million$6 million

Statewide Broadband Opportunity $52 million

s

Workforce Investment Act (WIA) Products and ServicesBusiness Assistance Center (BAC)$2 million Healthcare grant

overnm

ents

Arizona Commerce AuthorityRural operations

Arizona Jobs Billouncil of Go

Arizona Jobs BillWhite paper

Local Transportation Area Funding$201 477Ar

izona

Co

$201,477

Local Workforce Investment AreasState Initiative for Re‐DistrictingN

orthern

Economic Development Council Scope of WorkScope of Work

1. Support economic development and workforce development partnerships that provide business retention and expansion in the District. 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. s pp p gy gy p4. 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. overnm

ents

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 ou

ncil of Go

g pon 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 Arizo

na Co

pp g p p j gGoals and Priorities.

Northern

Teri Drew, Regional DirectorNACOG‐EWD

221 N. Marina St. Suite 201Prescott, AZ 86301

928/778‐1422Email to: [email protected]@ g g

Website: www.nacog.org Find us on FACEBOOK at NACOG

The Tri‐County Council for the Lower Eastern Shore of yMaryland was formed by an Act of the Maryland General

Assembly in 2001. The purpose of the Council is to facilitate regional planning and development infacilitate regional planning and development in Somerset, Wicomico and Worcester counties.

Michael Pennington, Executive Director

More Efficient CEDS ProcessMore 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 annualUpdated regularly (as source updates data) rather than just an annual

update End goal: to make the annual report online, interactive, more user-

friendly and easier to understandfriendly, and easier to understand

RuralStatRuralStatThe Dashboard below will take a few moments to load…

http://www.rural.state.md.us/Resources/Ruralstat.swfhttp://www.rural.state.md.us/Resources/Ruralstat.swf

http://www.rural.state.md.us/Resources/Ruralstat.swf

Biomass LocatorBiomass Locator

Dorchester Building and SitesDorchester Building and Sites

GeoDASHGeoDASH InitiativeInitiative Goal: To provide technical assistance to community

leaders in matters involving economic development and g ptransportation planning.

This initiative is facilitated by: The Business Economic and Community Outreach Network (BEACON) The Business, Economic, and Community Outreach Network (BEACON)

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 Technologygy

In partnership with: The Mid-Shore Regional Council The Tri County Council of the Lower Eastern Shore The Tri-County Council of the Lower Eastern Shore

Funded by: The Economic Development Administration (EDA) of the U.S. Department

of Commerceof Commerce Maryland Department of Business and Economic Development (DBED)

Staff SharingStaff Sharing

Team members on the ground are Sarah Bunch, Economic Development and Transportation Planner and James Garrity, Eastern Shore Business and Economic Development Dashboard SpecialistDevelopment Dashboard 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 T i C t C il id f id tif i dTri-County Council provide an avenue for identifying needs and reaching all of the six counties, through projects such as the Comprehensive Economic Development Strategy.p p gy

Project ListProject ListSpatial: Biomass Search Biomass Search WebmapWebmap::pp

http://fairview.salisbury.edu/biofuels/

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

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

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

Non-Spatial: Sales Estimates:Sales Estimates:

http://beacon salisbury edu/geodash/sales/allsales swfhttp://beacon.salisbury.edu/geodash/sales/allsales.swf

Economic Impact of Space Tourism (Data for Demo Only):Economic Impact of Space Tourism (Data for Demo Only):http://staff.salisbury.edu/~jrgarrity/wallops/wallops.swf

Participant ShowcaseRegional Sustainable Development

Comprehensive EconomicComprehensive EconomicComprehensive Economic Comprehensive Economic Development Strategy (CEDS) Development Strategy (CEDS)

20072007--20122012

LandLand--ofof--Sky Regional CouncilSky Regional CouncilRegion B, North CarolinaRegion B, North Carolina

B n mb H nd r n M di n &B n mb H nd r n M di n &Buncombe, Henderson, Madison & Buncombe, Henderson, Madison & Transylvania CountiesTransylvania Counties

BackgroundBackgroundBackgroundBackground

LandLand--ofof--Sky Regional Council (LOSRC) Sky Regional Council (LOSRC) is designated is designated y g ( )y g ( ) ggby the U.S. Department of Commerce Economic by the U.S. Department of Commerce Economic Development Administration (EDA) as the planning Development Administration (EDA) as the planning

r iz ti f r E mi D l pm t Di tri tr iz ti f r E mi D l pm t Di tri torganization for an Economic Development District organization for an Economic Development District (EDD), which is Region B. (EDD), which is Region B.

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

Overarching ThemeOverarching ThemeOverarching ThemeOverarching Theme

The The Strategy Committee chose “Regional Strategy Committee chose “Regional

C di i ” l l dC di i ” l l dCoordination” among local governments and Coordination” among local governments and

other partners as the overarching theme of the other partners as the overarching theme of the p gp g

CEDS. This theme applies to all strategic issues CEDS. This theme applies to all strategic issues

and solutions in the CEDS.and solutions in the CEDS.

Strategic InitiativesStrategic InitiativesStrategic InitiativesStrategic Initiatives

ThTh CEDS i fi “Ti 1” iCEDS i fi “Ti 1” iThe The CEDS contains five “Tier 1” strategic CEDS contains five “Tier 1” strategic

initiatives. These are the highest priority initiatives. These are the highest priority g p yg p y

projects that emerged from the Strategy projects that emerged from the Strategy

Committee’s issue ranking process. These Committee’s issue ranking process. These

j ill b h i f fj ill b h i f fprojects will be the main focus of our projects will be the main focus of our

organization’s activities in the next five years. organization’s activities in the next five years. g yg y

Strategic Initiatives:Strategic Initiatives:Strategic Initiatives:Strategic Initiatives:1.1. Regional Growth Management PlanningRegional Growth Management Planning

Goal:Goal: Regional coordination of growth management planning.Regional coordination of growth management planning.g g w g p gg g w g p g

2.2. Transportation and Air QualityTransportation and Air QualityGoal:Goal: Continue to meet and exceed air quality standards to ensure protection of public health Continue to meet and exceed air quality standards to ensure protection of public health

d h i hil idi f f i i d fd h i hil idi f f i i d f ff hhand the environment, while providing for future economic prosperity and for stateand the environment, while providing for future economic prosperity and for state--ofof--thethe--art art multimodal transportation services to residents of the region.multimodal transportation services to residents of the region.

3.3. HousingHousingggGoal:Goal: To increase the stock of affordable, energy efficient housing throughout the region.To increase the stock of affordable, energy efficient housing throughout the region.

4.4. Regional Regional BrownfieldsBrownfields Initiative (RBI)Initiative (RBI)ggGoal:Goal: To continue and expand this valuable program in the region.To continue and expand this valuable program in the region.

5.5. Clean Energy Planning and EntrepreneurshipClean Energy Planning and EntrepreneurshipGoal: Goal: To create a clean, secure, resilient energy future and a robust economy.To create a clean, secure, resilient energy future and a robust economy.

H d th R5DC S t i bl C iti How does the R5DC Sustainable Communities 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 regionalthrough regional scale. Builds on existing regional efforts in a new way.

H d th R5DC S t i bl C iti How does the R5DC Sustainable Communities Planning effort tie to Economic Development?

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

2. Access to funding that did not previously prioritize2. Access to funding that did not previously prioritize economic development.

3 Innovation spurs from several wells that all lead to3. Innovation spurs from several wells that all lead to the same pool.

H d th R5DC S t i bl C iti How does the R5DC Sustainable Communities Planning effort tie to the CEDS?

1. The Sustainable Communities Plan IS OUR CEDS.a. Avoids duplication of effortsb. Inclusionary of people not typically part of the CEDs

process.c. Adds a policy piece.c. Adds a policy piece.d. Elevates the regional value of our CEDS.

2 Creates the opportunity for the CEDS to be recognized2. 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?................

? i ?What else?......Why do this?

h h d h “ ”1. This is how we must adapt to the “new norm”…. 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 R i li “ ” l l f3. Regionalism can “step up” to a new level of importance. Driven by community need and will…… not by mandates.

{{{{

‐‐Matt McCauley, Director of Regional Planning & Community DevelopmentMatt McCauley, Director of Regional Planning & Community DevelopmentNADO CEDS Innovation Forum, 2011NADO CEDS Innovation Forum, 2011

Consortium of 10 Counties in Northwest Lower MichiganConsortium of 10 Counties in Northwest Lower Michigan

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

f d d ff f lf d d ff f l 40 funding streams per year operating on 5 different fiscal years40 funding streams per year operating on 5 different fiscal years

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

Three Boards: NWMCOG Governing Board, Workforce Three Boards: NWMCOG Governing Board, Workforce Development Board, TCDevelopment Board, TC‐‐TALUS (quasiTALUS (quasi‐‐MPO)MPO)pp qq

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

NWMCOG BackgroundNWMCOG Background

Workforce Investment ActWorkforce Investment Act Trade ActTrade Act

Michigan Prisoner Michigan Prisoner ReRe‐‐Entry programEntry program

Residential alternativeResidential alternative Employment ServicesEmployment Services YouthBuildYouthBuild Adult Adult EducationEducation

Residential alternative Residential alternative high schoolhigh school

Regional economic Regional economic developmentdevelopment AduAdu Educa ioEduca io

JET (welfare to work)JET (welfare to work) Regional Skills AlliancesRegional Skills AlliancesSBTDCSBTDC

developmentdevelopment TransportationTransportation HousingHousing

SBTDCSBTDC EnergyEnergy

NWMCOG ProgrammingNWMCOG Programming

www.thegrandvision.org

6 County Regional Land Use & Transportation Initiative6 County Regional Land Use & Transportation Initiative

8.5% of regional population participated8.5% of regional population participated

V t d t i itV t d t i it Very connected to economic prosperityVery connected to economic prosperity

Transportation, Housing, Energy, Food, Land Use, Natural Transportation, Housing, Energy, Food, Land Use, Natural

resources networks transitioning planning to implementationresources networks transitioning planning to implementationresources networks transitioning planning to implementationresources networks transitioning planning to implementation

Distributed leadership modelDistributed leadership model

Planning HighlightsPlanning Highlights

www.nwm.org/nwm3e.aspwww.nwm.org/environment.asp

Regional strategy linking energy and water to economic developmentRegional strategy linking energy and water to economic development

Acted as catalyst to provide energy audits and energy efficiency Acted as catalyst to provide energy audits and energy efficiency

programming to the programming to the NNWMCOGWMCOG

Ph 1 10 C t b ildi ffi i dit l t dPh 1 10 C t b ildi ffi i dit l t d Phase 1: 10 County building energy efficiency audits completed, Phase 1: 10 County building energy efficiency audits completed,

identified $1.8M in savings measuresidentified $1.8M in savings measures‐‐NWMCOG to provide $400kNWMCOG to provide $400k

Phase 2: Local government audits underwayPhase 2: Local government audits underway‐‐NWMCOG to provide NWMCOG to provide g yg y pp

$400k in implementation funds$400k in implementation funds

Annual energy savings to region expected to be $250k+Annual energy savings to region expected to be $250k+

Planning HighlightsPlanning Highlights

www.nwm.orgwww.nwm.orgMathias McCauley Mathias McCauley

(( l il i 231 929 5061)231 929 5061)(([email protected]@nwm.cog.mi.us or 231.929.5061)or 231.929.5061)P.O.B. 506P.O.B. 506

600 E. Front St., Suite 201600 E. Front St., Suite 201Traverse City MI 49684Traverse City MI 49684Traverse City, MI 49684Traverse City, MI 49684

A e y oAgency: nwmcog

Regional Planning: nwmcogger

Central Florida ‐Regional Planning Council‐Economic Development Districtp‐Heartland 2060 Consortium

Vision Vision For 7 Counties

28 Cities

Issue Task Forces

EnvironmentEnvironment and Natural Resources

Transportation and Land Use

Education, Workforce, and

E i and Land UseEconomic Development

Community Resources

Economic Diversification: Future Industry Clusters

CEDS Target Projects:• Healthcare and Social Services• Green Products Manufacturing• Logistics and Distribution

Healthcare

• Bio‐fuels and Energy• Incubators

Green ProductsManufacturing

Component Manufacturing

Logistics &Distribution

Clusters identified by EDWED Task Force:

Bio-fuelsEnergy

Eco Tourism &

EnvironmentalSciences

Clusters identified by EDWED Task Force: • Sustainable Agriculture• Environmental Sciences

Sustainable Agriculture

Eco-Tourism & Recreation

• Eco‐Tourism and Recreation

Transportation, Land Use and Natural Resources : Regional Systems Planning Efforts

0 4%

Existing Land Uses

5.6%

0.4%0.9% 0.6%

5.2%14.9%

0.8%

4.6%

67.0%

Single Family Multi‐Family Commercial Industrial Institutional AgricultureIndustrial Institutional Agriculture Conservation Mixed‐Use Mining

Heartland 2060 ConsortiumHeartland 2060 Consortium

Regional Plan for Sustainable Development

• Heartland 2060 Scenario ModelingMulti‐Modal Transportation, Land Use, Water, Natural Resources, Energy, Air Quality

•Rural Housing InitiativesGIS Inventory of Available Affordable Housing LotsGIS Inventory of Available Affordable Housing LotsMethodology for Siting Affordable Housing

in Rural Areasin Rural Areas

Regional Plan for Sustainable Development

• Energy Baseline InventoryModeling with Land Use & TransportationEconomic Strategic Plan for Alternative Fuelsg

• Public EngagementPublic Engagement• Complete 2060 Vision for the Heartland

l i l• Development 5 Year Action Plan

Energy Conservation + Alternative Fuels =Future Economic Opportunities

DeSoto CountySolar Farm

Alternative EnergyAlternative Fuel Cropsp

Energy and Climate Change: How do we prepare for future impacts?

Source: University of Arizona

www.Heartland2060.com

(www.Heartland2060.org)(www.Heartland2060.org)

Merrimack ValleyMerrimack Valley

Priority Growth Strategy

Regional Economic Shift

• Decline of Traditional Industries• Decline of Traditional Industries

• Rise of New Technologies

– Route 128 “America’s Technology Highway”

– Greater Boston Area

Merrimack Valley Workers

Employment Location

146,923160 000

p y

130,672

78,743

6,9 3

77,849 100 000

120,000

140,000

160,000

Total Commuters

(60.3%)

27,474 (21.1%)

(53.0%)

36,026 (24.5%)

40 000

60,000

80,000

100,000Stay within MVPCRegionBoston, Greater Boston,Rt 128(21.1%) ( )

0

20,000

40,000

1990 2000

Rt.128

1990 2000

Regional Housing Changes

Supply & Demand

• Worker Housing

• Migration

• Affordable

• Growth Pressures

Population Growth

Projection1980 1990 2000 2030

MVPC 260,893 288,280 318,556 352,615 (REMI Model Forecast)10 5 10 5 10 7

10-year Census Numbers

10.5 10.5 10.7Mass. 5,737,037 6,016,425 6,349,097 7,012,009 (Census Forecast)

4.9 5.5 10.4

Merrimack Valley Housing

Median Sales Price

408,537432,550417,286 412,953

450,000

500,000

Data Source: Th W

310,281342,250

378,192

,374,607

347,533 346,847

242 946 257,879259 151 252 778300,000

350,000

400,000

The Warren Group

138,313

174,980

242,946 243,267, 259,151 252,778 240,895

218,445 212,763

150,000

200,000

250,000

50,000

100,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

1-Family Condo

Commuting Patterns Evolved

• Longer Commute Times

• Congestiong

• Aging Infrastructure

Merrimack Valley Workers

Average Commute Time

30

ve age Co ute e

27 Minutes

26272829

23242526

22 Minutes

20212223

1990 2000

A l i

§̈¦95

¬«1A¬«150 ¬«1

Newton

SouthHampton Seabrook

HampsteadDerry

Kingston

Amesbury

The Merrimack Valley RegionCongested Intersections and Roadways

2007

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!(Atlantic Ocean

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¬«110§̈¦495

¬«110

¬«113Windham

Atkinson Plaistow Salisbury

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NorthAndover

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AndoverJ\ArcGIS\MVPC\2008\Transportation\CongestedIntersections_8x11.mxd

!( Congested Intersection

Town Boundary

Rail Road Lines

Interstate

Major Roads

Local Roads

1:168,000

µ1 inch equals 14,000 feet

0 14,0007,000Feet

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A State Designated Regional Service Center"Mapping the Crossroads of New England"Merrimack Valley Planning Commission (MVPC)160 Main Street Haverhill MA, 01830 Printed May 5, 2008 SAL

Condition of Bridges in the Merrimack ValleyCondition of Bridges in the Merrimack Valley May 2007

Structurally Deficient8%

Functionally Obsolete24%

Adequate Structurally DeficientAdequate68%

Structurally DeficientFunctionally ObsoleteAdequate

L f C t lLoss of Control

over

Municipal Financing

• Proposition 2 ½

• Growth

• “Good” vs. “Bad”Good vs. Bad

Merrimack Valley Revenue

Total Municipal Receipts

1,050,000,000

p p

900 000 000

950,000,000

1,000,000,000

2.5% Increase2000 $735 030 017 $735 030 017

Actual Budgets

800,000,000

850,000,000

900,000,000 2000 $735,030,017 $735,030,0172001 $791,075,882 7.6% $753,405,7672002 $808,130,698 2.2% $772,240,9122003 $831,686,107 2.9% $791,546,9342004 $838,864,379 0.9% $811,335,6082005 $859,904,194 2.5% $831,618,9982006 $921 242 941 7 1% $852 409 473

700,000,000

750,000,000

2000 2001 2002 2003 2004 2005 2006 2007 2008

2006 $921,242,941 7.1% $852,409,4732007 $959,807,176 4.2% $873,719,7102008 $1,009,940,633 5.2% $895,562,702

Data Source: Massachusetts Department of RevenueActual Budgets 2.5% Increase

Data Source: Massachusetts Department of Revenue

Competing Public Policies

• “Need to Encourage Growth to Finance Municipal Services”

“N d t C t J b O t iti Th t ll d R d• “Need to Create Job Opportunities That pay well and Reduce Commuting Demands”

• “Need to Keep Housing Cost Affordable for Our Children andNeed to Keep Housing Cost Affordable for Our Children and Future Generations”

• “Need to Manage Development to Avoid Adversely Affecting Our Quality of Life”

Regional Plan to Address

these Challengesg

• “Where do Communities want to Encourage Regionally Significant Growth that creates these Jobs and Affordable Housing Opportunities”

• “Which Areas of the Valley Should be Protected from Future Development

Due to Environmental and Other Constraints to Maintain the Character ofDue to Environmental and Other Constraints to Maintain the Character of

the Valley”

• “How well Does the Region’s Transportation Network Support these Land g p pp

Use Priorities”

Wh d W WWhere do We Want to

Encourage Growth

• Local Decision

• Concentrated Development Centers (CDC)

• CDC: “An Area of Concentrated Development, Including a Town

Center, Consisting of Existing and Appropriately Zoned Commercial,

Industrial and Mixed Use Areas Suitable for High Density Development”

• Priority Development Site (PDS)

CDCs Map

CDCs & PDS Map

CDC Evaluation

“Strengths & Constraints to Development”

andand“Smart Growth Principles”

• Land Use

• Infrastructure

• Access

• Environmental

Land Use

“Concentrate a mix of uses that foster a sense of place, increases job opportunities and sustainable businesses”

• Density & Potential Build-outy

• Zoning / Mix of Uses

• Priority Development• Priority Development

Infrastructure

“Encourage Reuse and Rehabilitation of E i ti I f t t ”Existing Infrastructure

• Water

• Sewer

• BroadbandBroadband

• Utilities

AAccess

“Provide Transportation Choices”

• Road

– Access to the Site

– Congestion

• Transit• Transit

• Bike & Pedestrian

Environmental

“Restore and Enhance the Environment”

• Wetlands

• Flood Plain

• Water Supply Protection

• Rare Species

GREATER LAWRENCE SUB-REGION

CONCENTRATED DEVELOPMENT CENTER EVALUATION

ANDOVER LAWRENCE METHUEN NORTH ANDOVER Strengths & n Strengths & Weaknesses

LOW

MEDIUM

HIGH

Low

ell J

unct

ion

Riv

er R

oad

Ray

theo

n

Rol

ling

Gre

en

LAND USE

Density & Build out

Zoning / Mix use

Priority Development

INFRASTRUCTUREINFRASTRUCTURE

Water

Sewer

Broadband

UtilitiesUtilities

TRANSPORTATION

Site Accessibility

Congestion

Transit Service

Bike/Pedestrian

ENVIRONMENTAL

Water Supply Protect

Flood Plain

Wetlands

Rare Species

CDC Classification

• Smart Growth Center• Smart Growth Center

• Center of Commerce

• Business Center

• Village Center

Where Should We Protect Land

from Future Developmentp

• Local Decision

• Protected Lands & Lands Suitable for Protection

• Protected Lands: “Lands Protected by Agricultural y gPreservation Restrictions, Protected Federal, State & Municipal Lands, Protected Public and Private Outdoor R A ”Recreation Areas”

New Priority Areas

for Protection

• Open Space Plansp p

• Watersheds for Public Water

• F l d• Farmlands

• Identified Potential Regional Collaboration and Cooperation

Opportunities to Protect Open Space Throughout the Valley

CDCs & PDS & OS Map

How do We Connect These

Land Use Patterns

• Existing Transportation System

• Connections: “Inter-State Highways, Regional Roads, Transit,

Bike and Pedestrian Connections that Support the Promotion

of CDCs and Protected Lands”

New Connection Priorities

• Local Priorities

• Regional Significant Priorities

• Transportation System Management (TSM) improvements p y g ( ) p

to address congestion management concerns

• Bike & Pedestrian• Bike & Pedestrian

Growth Strategy Map w/Priority Transportation Projects

ImplementationImplementation

• Promote Smart Growth Principles & Techniques

- Strengthen CDCs

- MVPC Workshops

• Identify Conflicts in the Strategy

• Promote Cooperation & Coordinationp

• Advocate Strategy Consistency Thru MEPA & Clearinghouse Procedures

• Potential “Growth District” Designations

• T t C lth C it l G t t P i iti• Target Commonwealth Capital Grants to Priorities

• Seek Federal Funding to Advance Strategy

• Connect the MPO Process to these Land Use Patterns

Participant ShowcaseRegional Community and Economic Development

CEDS Innovation Forum

January 2011

Tri-County Council for Western Maryland

• 3 Counties

24 M i i liti• 24 Municipalities

• Population of 250,000

• 26 Board Members

• 27 Additional Persons on CEDS Committee

Who are our partners?

Government

Education

Private Businesses

Non Profit Agencies

Phil th i C it Philanthropic Community

Regional Collaboration

Regional in Natureeg o a atu e

Adaptable

Flexible

Redirect Resources Quickly

Leverage Resourcesg

Economic Development Commission

Appointed as a Task Force by Governor Ehrlich in pp ythe spring of 2003

Charged with making recommendations for g gimproving the Economic Climate of Allegany and Garrett Counties

The Commission divided itself into 5 sub-committees

The report was issued in June 2004

Economic Development Commission

The following year the Council included the standing The following year the Council included the standing committees in the CEDS process and expanded them to all 3 Counties

The CEDS process served as the vehicle that expanded our leadership role in the communityp p y

This visibility and credibility as a leader attracted l t iti f thseveral new opportunities for the agency

Regional Convener

Regional Education Regional Education

Community Foundation

Small Business Development Center

Maryland Broadband Cooperative

RSVP RSVP

R i l Ed ti S i ARegional Education Service Agency (RESA)

RESA served as the regional platform for collaboration of the 8 educational institutions across the region

Issues– Grants no longer supporting Admin fees– Loss of existing Executive Director– No increase in annual dues

Opportunities– Strengthened the Councils relationships with the education

community – Provided regional education the opportunity to directly interact with

economic developmenteconomic development– Improved preparation of future workforce

Community Trust Foundation

Two of our three Counties were the only two Counties in MD not served by a Community Foundation

Worked with the existing Foundation in Washington County

Formed a 501 C 3

Developed a Board of Directors Developed a Board of Directors

Leveraged Funding

Spun off

Small Business Development Center

Only SBDC in state that was privateOnly SBDC in state that was private

Current operation did not serve all counties

Was not tied to the University

Existing SBDC destroyed due to fireg y

Worked with Economic Development offices to recreate and co-locateto recreate and co locate

R ti d S i V l t PRetired Senior Volunteer Program (RSVP)

This Federal program requires a host agency as well as matching fundingas matching funding

A opportunity was created when the existing host agency withdrew

The Council competitively applied to be the new host agency. Whil th d d th th While another agency was awarded the program, the Council was successful in acquiring State Funds to leverage the program

Partnering with the agency that was awarded

Regional Assessment

During the elections of 2010 only 2 of our 11 During the elections of 2010, only 2 of our 11 County officials were retained

5 of the 6 representatives to the Council were new

Recognizing this we contracted with SERDI to perform a regional assessment

Regional Assessment

Worked with members of the outgoing Board of Directors to define the current and future roles of the Council thatto define the current and future roles of the Council that would make us more effective and relevant in enhancing the community and economic development of the Region.

The completed written report provides recommendations for consideration of the new Board of Directors

SERDI provides an objective third party viewpoint and is contracted to assist in the transition and education of the new Board

Regional Assessment and CEDS

The assessment resulted in the recommendation of a new meeting formata new meeting format

The new format would consist of 1-3 regional summits that would include training sessionssummits that would include training sessions, networking and focus groups

The Summits will be 2 day events with openThe Summits will be 2 day events with open registration

The focus groups would allow an expanded g p paudience to provide input into the CEDS

Building Local Food Systems

Nancy Reger, AICPy g ,Deputy Director, Transportation

Center for Energy &

Transportation

gyEnvironment

Housing & CommunityTransportation Community Services

Public & Government

Affairs

The answer:answer:

In Central Ohio Agriculture is a

$1 1 billi d ll i d

In Central Ohio Agriculture is a

$1.1 billion dollar industry$340 million used for food

Grain, Beans

Nursery

Food

Return is 1/10 what it products

/could be with more value added industriesadded industries

L l F d P d iLocal Food ProductionGood for consumersGood for consumersGood for farmersGood for the economyGood for the economyGood for the land

Local food is NOT limited to Farmers markets &Farmers markets &Community gardens

WHO is involved?• Farmers, farm organizations• Food‐related businesses

• Health advocates• Land‐use planners

• Processors and distributors• Anti‐hunger advocates

Land use planners• Local governments• Economic development

• Faith‐based groups• Banks, lenders

• University researchers• other

ImplementationFresh food Implementation

Local food has a successful nichesuccessful niche.The goal is to make it a mainstreamit a mainstream success.

NeNeighborhood Food Campus

$865,000 i d f HUDreceived from HUD

Sustainable C it G tCommunity Grant for low income area

Connect with us:

www.morpc.org

WebWeb based Tools forbased Tools forWebWeb--based Tools for based Tools for Economic DevelopmentEconomic Development

Carol Andersen, Information Services DirectorCarol Andersen, Information Services DirectorAppalachian Council of GovernmentsAppalachian Council of GovernmentsAppalachian Council of GovernmentsAppalachian Council of GovernmentsGreenville, SCGreenville, SC

CEDS I ti FCEDS I ti F

Presented by David Presented by David ShellhorseShellhorse, Economic , Economic Development PlannerDevelopment Planner

CEDS Innovation ForumCEDS Innovation ForumJanuary 19, 2011January 19, 2011

Evolution of ToolsEvolution of Tools

TechnologyTechnology

Economic Economic DevelopmentDevelopmentDevelopmentDevelopment

RegionalismRegionalism

OpportunitiesOpportunities

South Carolina Appalachian CountiesSouth Carolina Appalachian Counties

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Existing Industries#

Population per Sq. Mile19 - 70Industries

4,000 Square Mi.4,000 Square Mi. 1,000,000+ People1,000,000+ People

CC

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71- 104105 - 200201 - 340341 - 5000

Population per mi220 6000

II--85 Corridor85 Corridor

Evolution of Economic Development Evolution of Economic Development T l i SC U t tT l i SC U t t

19901990 D ktD kt

Tools in SC UpstateTools in SC Upstate

P t t dP t t dRegionalismRegionalism 19901990 DesktopDesktopProtectedProtected

gg

PlatformPlatformAttitude Attitude Toward Toward

Economic Economic InformationInformation

Open & Open & 20102010 AvailableAvailable Web Web

EDIS Partnership BoardEDIS Partnership Boardpp

PublicPublic--PrivatePrivate Policy, Objectives, Policy, Objectives, & Work Program& Work Program& Work Program& Work Program Budget and Budget and FundraisingFundraisingFundraisingFundraising

Best Practice ProjectsBest Practice ProjectsBest Practice ProjectsBest Practice Projects

GOAL: GOAL: Create aCreate a decisiondecisionCreate a Create a decision decision support toolsupport tool tto help o help

tt t b i dtt t b i dattract business and attract business and create jobs in Upstate SCcreate jobs in Upstate SC

infoinfoMentumMentumSUITE OF SERVICESSUITE OF SERVICESSUITE OF SERVICESSUITE OF SERVICES

OnOn--line Delivery ofline Delivery ofOnOn line Delivery of line Delivery of GIS ApplicationGIS Application

Small Business Small Business ResourcesResources

Property DatabaseProperty Database Fact Finder Fact Finder

DatabaseDatabase Radius ReportsRadius Reports

and Servicesand ServicesT h i l S tT h i l S t Technical SupportTechnical Support

InfoInfoMapMapInfoInfoMapMapOO Li M i t l fLi M i t l f•• OnOn--Line Mapping tools for Line Mapping tools for economic developmenteconomic development

•• Tool for region with Tool for region with unique twist for each unique twist for each countycountycountycounty

•• Benefit of Distributed CostBenefit of Distributed Cost

•• EDA GrantEDA Grant

infoinfoMentumMentum Suite of ServicesSuite of ServicesONON--LINE GIS APPLICATIONLINE GIS APPLICATION

CHEROKEE COUNTY INFOMAP2

infoinfoMentumMentum Suite of ServicesSuite of ServicesIndustrial Properties DatabaseIndustrial Properties Database

infoinfoMentumMentum Suite of ServicesSuite of ServicesRADIUS REPORTRADIUS REPORTRADIUS REPORTRADIUS REPORT

FACT FINDERFACT FINDERinfoinfoMentumMentum Suite of ServicesSuite of ServicesFACT FINDER DATABASEFACT FINDER DATABASEFACT FINDER DATABASEFACT FINDER DATABASE

•• 15 Data Categories15 Data Categories•• 15 Data Categories 15 Data Categories •• 30 Counties30 Counties•• 260+ tables 260+ tables

4 L l f G h4 L l f G h•• 4 Levels of Geography4 Levels of Geography

Next StepsNext StepsNext Steps…Next Steps…

InfoMapInfoMap 2 Tools2 Tools

I t PlI t Pl AA BiBi Incorporate PlanIncorporate Plan--AA--BizBiz

Expand Scope of ServicesExpand Scope of Servicesp pp p

FOR MORE INFORMATION...FOR MORE INFORMATION...Appalachian Council of GovernmentsAppalachian Council of GovernmentsPO Box 6668PO Box 6668PO Box 6668PO Box 6668Greenville, SC 29606Greenville, SC 29606

Phone: 864Phone: 864--242242--97339733 [email protected]@scacog.orgFax:Fax: 864864--242242--69576957 WWW SCACOG ORGWWW SCACOG ORGFax:Fax: 864864 242242 69576957 WWW.SCACOG.ORGWWW.SCACOG.ORG

InfoInfoMentumMentum TEAMTEAMCarol AndersenCarol Andersen Information Services DirectorInformation Services DirectorAmy Wright Webber GIS Programmer/AnalystAmy Wright Webber GIS Programmer/AnalystBeth LewisBeth Lewis Economic Information AnalystEconomic Information AnalystBeth Lewis Beth Lewis Economic Information AnalystEconomic Information AnalystCricket Jenkins Cricket Jenkins Economic Information ResearcherEconomic Information Researcher

Special Appreciation for NADO’s Partners

Portions of this project are funded by the NADO Research Foundation under award No. 08‐79‐04379 and No. 99‐06‐07548 with the Economic Development Administration, U.S. Department of Commerce. The statements, findings, conclusions and recommendations are those of the

author(s) and do not necessarily reflect the views of the EDA or the U.S. DOC.

Portions of this project are based upon work supported by the Federal Highway Administration under agreement No. DTFH61‐06‐H‐00029 for the NADO Research Foundation’s Center for Transportation Advancement and Regional Development Any opinion findings and conclusions orNADO Research Foundation s Center for Transportation Advancement and Regional Development. Any opinion, findings and conclusions or

recommendations expressed in this publication are those of the author(s) and do not necessarily reflect the view of the FHWA.

This project is partially funded by a grant from the U.S. Small Business Administration (SBAHQ‐10‐I‐0317). SBA’s funding should not be construed as an endorsement of any products, opinions or services. All SBA‐funded projects are extended to the public on a nondiscriminatory basis.

National Association of Development Organizations (NADO)

and the NADO Research Foundation

400 North Capitol Street, NW | Suite 390 | Washington, DC 20001

NADO.org | Ruraltransportation.org | Knowyourregion.org

Regionalcouncilguide orgRegionalcouncilguide.org

202.624.7806 | [email protected]

Regional Strategies. Solutions. Partnerships.

National Association of Development Organizations

Regional Strategies. Partnerships. Solutions