CEDS 101 and Best Practices
- 1. CEDS 101 & Best Practices NADO Annual Training Conference October 17, 2022
- 3. Session Presenters Brett Schwartz, Associate Director NADO Research Foundation (DC) David Ives, Deputy Director, Performance, Research and National Technical Assistance Division (PRNTAD) U.S. Economic Development Administration (DC) Jessica Metta, Executive Director Mid-Columbia Economic Development District (OR/WA)
- 4. The CEDS is Your Regional Road Map for Economic Development Francesco Paggiaro
- 5. The CEDS is a Conduit for Resources to Your Region
- 6. Rawpixels.com We are in a Golden Age for the CEDS
- 7. CEDS Content Guidelines: Make it Your Best Friend! www.eda.gov/CEDS Provides guidance on the required sections of the CEDS Summary Background SWOT Strategic Direction/Action Plan Evaluation Framework Economic Resilience Best practices, case studies, and links
- 8. A New Era for the CEDS From this… …to this!
- 10. Resilience: The ability of a region or community to anticipate, withstand, and bounce back from shocks, disruptions, and stresses including: Weather-related disasters or hazards / Impacts of climate change The closure of a large employer or military base The decline of an important industry Changes in workforce / effects of automation COVID-19 response & recovery Much more…
- 11. “Another way of looking at resilience is the ability not only to bounce back but also to “bounce forward”- to recover and at the same time to enhance the capacities of the community or organization to better withstand future stresses.” - Urban Land Institute – After Sandy Not Just Bouncing Back…Bouncing Forward
- 14. Thinking about doing an online CEDS? Check out our live database at: https://tinyurl.com/38rhzup5
- 15. Brett Schwartz Associate Director NADO Research Foundation bschwartz@nado.org
- 16. CEDS 101 & Best Practices: An Update from EDA 10/17/22
- 17. Is it a plan or a process? A Comprehensive Economic Development Strategy (CEDS) is a strategy-driven plan for regional economic development, but it’s ALSO. . . . . .a collaborative planning process that incorporates a broad array of perspectives -- it brings together firms, institutions, and local governments to better understand, position and leverage regional assets to enhance economic prosperity. What is a CEDS?
- 18. EDA believes that good economic development starts with good economic development planning. . . Capacity building. . .and planning to build that capacity Inherent value in the collaborative planning process Conduit for resources to your region Why is the CEDS important?
- 19. What is in a CEDS document?
- 20. What makes a strong CEDS? https://www.eda.gov/CEDS Provides guidance on the required sections of the CEDS Summary Background SWOT Strategic Direction/Action Plan Evaluation Framework Economic Resilience Best practices, case studies, and links Collection of suggestions and recommendations. . .not a list of additional requirements.
- 21. What makes a strong CEDS? Formatting Recommendations 1. Keep your audience in mind • Target page length • Executive summary • Use appendices 2. Communicate creatively • Appealing look-and-feel • Alternate formats Consider the stakeholders. . .and embrace the flexibility! CEDS circa 2001 (left)
- 22. What makes a strong CEDS? Content Recommendations 1. Linking the sections to improve CEDS focus and measurable impact 2. Including key elements such as workforce, broadband, energy, etc. 3. Emphasizing measurable goals/strategies rather than a stand-alone list of projects 4. Integrating/leveraging other planning efforts and resources (cross- pollinate) 5. Infusing economic resilience into the CEDS – broad definition
- 23. What are some key CEDS tools/resources? 1. CEDS Content Guidelines (https://eda.gov/ceds/) 2. CEDS Central (https://www.cedscentral.com/) 3. CEDS Resource Library (https://www.statsamerica.org/ceds) 4. National Economic Resilience Data Explorer (NERDE) (https://www.anl.gov/national-economic-resilience-data- explorer-nerde) 5. CEDS/Hazard Mitigation Plan Alignment Resource Guide (https://www.fema.gov/fact-sheet/comprehensive- economic-development-strategy-and-hazard-mitigation-plan-alignment-guide) 6. EDA USDA Rural Development Resources Joint Planning Guide (https://www.rd.usda.gov/sites/default/files/508F_RD_EDA_JointPlanningResourceGuide.pdf) and 7. EDA Economic Development Integration (EDI) (https://eda.gov/integration/funding-resources/)
- 24. What’s new with the CEDS? New/updated sections of the CEDS Content Guidelines: • Climate Resilience • Equity • Workforce Development • Broadband Goal = more economic development implementation projects focused on bolstering these key areas As usual: heavy on “recommended resources”. . .and no “one-size-fits-all” approach Planned release = Late-fall 2022
- 25. Questions? David R. Ives, AICP (He/Him/His) Deputy Director, Performance, Research and National Technical Assistance Division (PRNTAD) Economic Development Administration US Department of Commerce 1401 Constitution Avenue, NW Washington, DC 20230 202.384.6469 dives@eda.gov
- 26. 2022-2027 Comprehensive Economic Development Strategy (CEDS) Case Study
- 27. Regional Overview Three Oregon and Two Washington Counties Population around 88k, largest city around 14k 7289 square miles About an hour from Portland Metro Area Columbia River Gorge National Scenic Area
- 29. • Washington State Extension • Business (high tech) in Hood River County • Business (restaurant, hospitality) in Sherman County • Klickitat County Economic Development Department • Columbia River Intertribal Fish Commission • The Next Door Inc. • Business (hospitality, real estate) in Hood River and Wasco Counties • Wasco County Economic Development Commission/ Sherman County Economic Development • Port of Hood River and One Gorge • Klickitat Valley Health • Skamania Economic Development Council Our Steering Committee
- 30. • Five County Commissioners • Five Reps from the Cities of Each County • Rep each from Oregon and Washington Ports • Rep each from Oregon and Washington Chambers • Seven (now eight) private sector reps from key industries, Higher Ed, and Workforce Also Our Board
- 31. • Local Governments: Counties, Cities • Tribal Governments • Regional Partners • Ports, Utilities, Chambers of Commerce • Industry Alliances, Business Leaders • Legislators • Federal/State Agency Partners and Funders • General Public and Press Regional Strategy Invited Participants
- 32. • March 31, 2021: COVID-19 Impacts and Resiliency • April 28, 2021: Demographics and Data • May 26, 2021: Sector Focus Areas • June 30, 2021: Analysis of Strengths, Weaknesses, Opportunities and Threats • July 28, 2021: Vision and Goals • September 1, 2021: Strategies • October 6, 2021: Measuring Success, and Implementation Public Sessions in the Regional Strategy Process
- 33. Themes and Resources Resilience Equitable Outcomes EDA Website NADO CEDS Central
- 34. • Public Surveys • Focus Groups held by Trusted Partner: Two each for Latino/a/Hispanic and Native American communities Additional Outreach
- 35. Adoption Process November 5, 2021: Annual Gorge Economic Symposium, Draft Presentation. December: Released for public comment. Emailed to all partners mentioned. January-March: Annual process to collect county priority projects and prioritize them regionally. Design work to improve usability. Translation of summary into Spanish. March 17, 2022: Adoption by MCEDD Board. Submission to EDA for approval.
- 38. Vision A bi-state Mid-Columbia region with a resilient, thriving, sustainable, rural economy that supports equitable access to diverse business opportunities that act in harmony with the area’s unique qualities, values, cultural and natural resources.
- 39. Strengths/ Assets • Scenic Beauty, Recreation, Brand and Tourism Industry • Central Location • Availability of Transportation Systems/ Modes • Natural Resources • Culture & History • Diverse Industry Sectors • Growing Business Sectors • Human Capital • Entrepreneurial Spirit • Infrastructure SWOT Analysis & Asset Mapping Weaknesses • Insufficient Housing Stock • Education and Skilled Workforce • Transportation • Regulatory Environment • Infrastructure • Disparities Between States • Preparedness • Lack of Business Expansion Space • High Poverty Rate/ Economic Disparity
- 40. Opportunities • Growth of Value-Added Ag and Ag Tech Businesses • Expanding Tourism/ Arts/ Culture • Synergy Across State Lines • Quality of Life • Leverage Natural Assets • Connectivity • Workforce Development • Public Transportation • Businesses/ Talent Attraction SWOT Analysis & Asset Mapping Threats • Housing Shortage Impacts • Education and Workforce • Regulations • Impacts of Population Growth • Hazards/ Climate Change/ Resilience • Water Access, Regulations • Infrastructure Limitations • Industry Diversification
- 41. Priority Goals • Strong Businesses • Robust Workforce • Resilient Infrastructure • Powerful Regional Collaboration MCEDD
- 42. Strong Businesses Goal Statement: Enhance business innovation, retention and expansion, and entrepreneurship through equitable access to support services and capital, diversifying our industry mix, and enhanced coordination to address barriers to growth and sustainability.
- 43. Strong Businesses Action Strategies Strategy 1: Coordinate marketing efforts to increase awareness of existing business resources, including spaces, lending, technical assistance, and others. Strategy 2: Develop and enhance access to business space. Strategy 3: Build and advocate for a local Business Support Network to support local businesses with accessible opportunities to develop skills and access resources, particularly around innovation and retention. Strategy 4: Identify and address barriers and opportunities at the industry-sector level to support industry cluster development with specific focus on target industries listed in the plan. Strategy 5: Attract new businesses. Strategy 6: Ensure that community services/ infrastructure are able to keep up with business growth. Recognize the connections to infrastructure and quality of life as key supports for growing a business. Strategy 7: Increase locally-available access to capital for entrepreneurs. Strategy 8: Increase the ease of navigating the financial system. Strategy 9: Increase opportunities for businesses to export products.
- 44. After Adoption • Press release • Distribution of print copies • Presentations to key partners • Individual meetings with key partners • Working on tracking metrics Kathy Upsprung
- 45. Many Thank Yous! All Participants Steering Committee MCEDD Board MCEDD Staff The Next Door Inc. Process Sponsors:
- 46. Questions? Jessica Metta, Executive Director Jessica@mcedd.org
- 47. Questions and Conversation What are you most looking forward to in developing/implementing your CEDS? In what ways do you hope to improve upon your current CEDS document and document? What are your biggest concerns about the CEDS process? What additional information/resources do you need to better support your CEDS process? How can the new EDD Community of Practice best assist with your CEDS needs?
- 48. Session Presenters Brett Schwartz, Associate Director NADO Research Foundation (DC) David Ives, Deputy Director, Performance, Research and National Technical Assistance Division (PRNTAD) U.S. Economic Development Administration (DC) Jessica Metta, Executive Director Mid-Columbia Economic Development District (OR/WA)
Editor's Notes
- #27: MCEDD case study, explain most recent CEDS experience, outreach and engagement, equity/inclusion, final document design and dissemination, overall best practices
- #29: Note where Multnomah Falls is. Talk about how I’ve gone through this process multiple times but never led it. Set it up mostly using past practices with some shifts.
- #30: The whole process was overseen by a Steering Committee made up of public and private partners representing a diversity of perspectives across the five-county region. I am grateful for all their time and energy.
- #32: Meeting individually with members for MCEDD. Sending out surveys and will link off our website. Building from other plans as well Nearly 250 individuals on the distribution list Send to our newsletter with over 1000 emails Sent press releases Committee members send through their networks as well
- #33: The strategy was developed over seven monthly meeting with more than 100 participants through out the series, plus additional feedback from online surveys and focus groups held with our Latinx and Native American communities. Throughout this process we explored the themes of resiliency and equitable outcomes. TALK ABOUT THEMES MORE We will also use each session to explore one of our counties in more depth. All ended up being virtual. Discuss past events in person with local tours. Lack of networking.
- #34: The strategy was developed over seven monthly meeting with more than 100 participants through out the series, plus additional feedback from online surveys and focus groups held with our Latinx and Native American communities. Throughout this process we explored the themes of resiliency and equitable outcomes. TALK ABOUT THEMES MORE We will also use each session to explore one of our counties in more depth. All ended up being virtual. Discuss past events in person with local tours. Lack of networking.
- #39: The vision developed by the group is ….
- #40: At the start of the process, the group analyzed strengths and assets, weakness, opportunities and threats. Just to note, different elements of a topic may appear as both strength and weakness, or opportunities and threats. This is a summary of those topics identified. Strengths and Assets included…. Weaknesses included….
- #41: Opportunities were… While threats were…
- #42: From the vision and SWOT analysis, the group arrived at four priority goals for broad, regional expectations. Each comes with its own goal statement and supporting strategies, actions and metrics that follow. In no particular order these are…
- #43: Kevin Waters
- #44: Kevin Waters
- #45: From here we will finalize the draft document and send out a notice when we have it open for public review and comment. I’m excited that this time we will be working with a graphic designer to ensure the finished product is easy to use in hard copy form and online. We have also started our annual process to collect key economic development projects from our five counties to include in the document. All of this will be presented to the MCEDD Board for approval in March 2022 and then sent to the US Economic Development Administration.
- #46: This plan and process was thanks to the many meeting participants, our dedicated steering committee and board, almost all of the MCEDD economic development staff, The Next Door for outreach to the Latinx and Native American communities and the sponsors NW Natural and the US Economic Development Administration. I am grateful for all the time and support that made this possible. So with that….