1. The region’s roadmap for collaborative,
resilient economic development
Creating & Delivering an
Interactive
CEDS

2. Presenter: Michael Manis
Director, Community & Economic Development CCOG
President/Chief Operating Officer, CEDD
 A 501©3 nonprofit established in 2005. Founded, staffed, and housed within the
Centralina Council of Governments (CCOG).
 The designated U.S. Commerce EDA Economic Development District (EDD) for the
nine counties of the Greater Charlotte region. Supported by all nine counties, in
addition to the City of Charlotte and Town of Mooresville.

3. The Centralina Region
(NC COG Region F)
Centralina Economic
Development District

4. Job creation is now much more nuanced, with
talented workers first choosing where to live and
companies following the talent.
A New Era of Economic
Development
 Today, competition for economic development
projects is up, while there are fewer large projects
available.

5. Despite recent changes, the fundamentals of competitive
economic development have remained the same:
• Developing high-quality available labor force
• Fostering a supportive business climate
• Improving key infrastructure
• Enhancing regional quality of life
Economic Development Fundamentals

6. Successful implementation of the CEDS in the 21st Century
requires a local CEDS web-based repository of strategies,
data, and other economic resources for all stakeholders and
population of the region at large that are:
 Understandable
 Accessible
 Actionable
Framing the Fundamentals

7. Prosperity for Greater Charlotte 2017-2022:
The Region’s CEDS Plan
Vision
2017-2022
The Greater Charlotte region invests
together to enforce its position as a global
leader in business, innovation and talent

8. • The Greater Charlotte region is projected to
grow by 49% over the next 25 years, a
projected total population of 3.6 million.
• The Greater Charlotte region added 34,700
jobs between 2016 and 2017, a rate of 3.1%
(the national average is 1.3%).
• Over 34% of the regional economy is
supported by headquartered companies.
• In 2017, there were 986 foreign-owned
companies present in the region, compared
to only 606 in 2003.
Regional Economic Overview

11. Business & Industry
Cluster Focus
Prosperity for Greater Charlotte 2017-
2022 has identified five targeted industry
“clusters”
• Advanced Manufacturing
• Financial Services
• Health
• Logistics & Distribution
• Information Technology

12. Goal 1: Create and Maintain a Globally Competitive
Region
Implementation Tactics:
1. Boost entrepreneurial
development
2. Attract more industries to the
region
3. Develop the region’s international
competency
Evaluation Framework:
• Number of new entrepreneurial programs in
education system
• Increase in regional access and investment of
Venture and Innovation funds.
• Increase in number of new start-ups
• Number of new patents applied for
• Increase in international investments
• Increase in export volume and participation
Business
Climate

13. Goal 2: Develop, Retain, & Attract Talent, Possessing
Critical In-Demand Competencies and Education
Implementation Tactics:
1. Increase collaboration between
educational institutions
2. Improve understanding of all
ethnic cultures that live/work
within or visit the region
3. Create awareness of the value of
lifelong learning
Evaluation Framework:
• Number of career pathway aligned degrees
and certificates
• Number of Centralina Career Headlight users.
• Number of region-wide adopted universal
pathways
• Number of sector related jobs filled
• Number of immigrants and minorities
relocating in the region
• Number of immigrants and minority
employees
Workforce &
Education

14. Goal 3: Improve and Modernize Infrastructure to Maintain
a Competitive Advantage for Domestic and International
Commerce
Implementation Tactics:
1. Coordinate regional growth
plan that ensures sufficient
shovel-ready sites and business
parks
2. Support implementation of
Greater Charlotte Regional
Freight Mobility Plan
3. Promote transit planning to
move people throughout the
region
Evaluation Framework:
• Number of new shovel ready sites and
product
• Increase in federal project-related
investments
• Increase in infrastructure funding:
• Broadband
• Natural gas
• Transportation
• Utilities
Infrastructure

15. Goal 4: Foster Continued Development of the Region’s
Lifestyle Amenities and Attributes
Implementation Tactics:
1. Advocate for continued
investment in regional
amenities
2. Promote community design for
healthier lifestyles
3. Promote the role of the
Centralina Economic
Development District and
implement the CEDS plan
Evaluation Framework:
• Increase in the number of bicycle and
pedestrian plans
• Increase in the miles of greenways
• Increase of Philanthropic and Arts
investments in downtowns
• Number of Healthy Communities
designations/certifications
• Number of new local food
networks/farm-to-market councils
Quality of Life

16. Tableau Data Dashboards

17. Tableau Data Dashboards

18. Tableau Data Dashboards

19. Tableau Data Dashboards

20. Tableau Data Dashboards

21. Tableau Data Dashboards

22. Home Landing Page – CentralinaEDD.org

23. Recap
Successful implementation of the CEDS in the 21st Century requires a local CEDS web-based
repository of strategies, data, and other economic resources for all stakeholders and
population of the region at large that are:
* Understandable * Accessible *Actionable
• Web Portal tool for modern communication linkage of CEDS strategic information and data
to public usability and accessibility.
• Location for Partner data and indicator resources for regional stakeholders.
• Delivery vehicle for Fundraising and Grant outcomes.
• Performance indicators and metrics for EDA strategic planning partnership reporting.
Objective: CEDS Website Messaging and Data Refinement
Visuals tell story Create CEDS and Embed Tableaus on Websites
Curate data and current news Quit CEDS docs

24. For More Information
9815 David Taylor Drive
Charlotte, NC 28262
www.CentralinaEDD.org
Michael Manis, CEcD
CEDC President & COO
CCOG Director, Community and Economic Development
Contact: mmanis@centralina.org or 704 348-2720
Victoria Avramovic’
CCOG Assistant Director, Community and Economic Development
Contact: vrittenhouse@centralina.org or 704 688-6502