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Best Practices to Incorporate Resilience into the CEDS: Hills

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This presentation was delivered at NADO's Annual Training Conference, held in Anchorage, Alaska on September 9-12, 2017.

Planning for resilience positions communities and regions for long-term prosperity and success in the face of an uncertain economic and environmental landscape. RDOs across the country are exploring ways to incorporate resilience planning into their CEDS to address a variety of disruptions in their regions. In this session, hear about best practices and useful approaches for infusing resilience into your CEDS to better prepare for, respond to, and recover from both natural and economic shocks.

Cheryal Lee Hills, Executive Director, Region Five Development Commission, Staples, MN
Nathan Ohle, Executive Director, Rural Community Assistance Partnership, Washington, DC
Meilani Schijvens, Economic Development Planner, Southeast Conference, Juneau, AK
Brett Schwartz, Program Manager, NADO Research Foundation, Washington, DC

Published in: Government & Nonprofit
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Best Practices to Incorporate Resilience into the CEDS: Hills

  1. 1. Best Practices to Incorporate Resilience into the CEDS Sunday September 10, 2017 1:00 – 3:30 pm Anchorage Alaska Cheryal Hills, Executive Director
  2. 2. R5DC & MADO
  3. 3. www.resilientregion.org
  4. 4. “Resilience” in 2013 CEDS and thereafter
  5. 5. R5DC CEDS to CREDS Aligned with DevelopMN www.mnado.org regionfive.org/departments/economic-development.html
  6. 6. Our Implementation Evolution - Intersections Connectivity $10+ mill, state/DEED grant - Blandin Broadband Community. Economic Engines $3.0 mill + for SPROUT local Food HUB - crowdfunding access to capital. Housing $6 mill. HUD grant for Brainerd housing development - Service Member housing PUD. Energy MN Power funds LUG solar projects, - $2 mill application to RDF for solar schools FUNDED, Solar Energy Lending being explored Transportation SR2S plan led to lighting in cities.
  7. 7. An effective coordinating mechanism (culture of collaboration) exists WHEN: Partners have a commitment to advance common good and shared vision WHEN…….. A culture of collaboration exists WHEN…… Strong partnerships exist WHEN…… There are sufficient financial resources to support the coordinating mechanism WHEN….. The coordinating entity has the leadership, capacity and respect to coordinate the work WHEN….. Partners have a shared understanding of the need of customers Partners put the needs of the customers before organizational turf issues Partners exhibit civility and mutual respect Clarity exists on roles, responsibility and accountability Key stakeholders participate Resources are blended across funding streams to support coordination functions The coordinating entity has a stake in the game.
  8. 8. What does success look like?
  9. 9. We do ……..What we measure Multiple Forms of Wealth Improved Livelihoods Local Ownership
  10. 10. Intellectual Knowledge and innovation Individual Skills, education, health Social Trust and relationships Natural Natural resources Built Infrastructure Political Influence on decision makers & shapers Financial Savings and investment Cultural Traditions, customs & ways of doing Assessment Design Measurement Wealth Components: Eight Capitals
  11. 11. WealthWorks National Hubs http://www.wealthworks.org/connect/hubs
  12. 12. Thank you! Cheryal Lee Hills – chills@regionfive.org 218-894-3233 x1

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