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Moving in the Right Direction: The Latest Trends in CEDS Planning


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During the 2019 NADO Annual Training Conference (October 19 - 22 in Reno, NV), Mike Manis shares information on creating and delivering interactive CEDS.

Published in: Government & Nonprofit
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Moving in the Right Direction: The Latest Trends in CEDS Planning

  1. 1. The region’s roadmap for collaborative, resilient economic development Creating & Delivering an Interactive CEDS
  2. 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. 3. The Centralina Region (NC COG Region F) Centralina Economic Development District
  4. 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. 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. 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. 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. 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
  9. 9. 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
  10. 10. 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
  11. 11. 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
  12. 12. 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
  13. 13. 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
  14. 14. Tableau Data Dashboards
  15. 15. Tableau Data Dashboards
  16. 16. Tableau Data Dashboards
  17. 17. Tableau Data Dashboards
  18. 18. Tableau Data Dashboards
  19. 19. Tableau Data Dashboards
  20. 20. Home Landing Page –
  21. 21. 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
  22. 22. For More Information 9815 David Taylor Drive Charlotte, NC 28262 Michael Manis, CEcD CEDC President & COO CCOG Director, Community and Economic Development Contact: or 704 348-2720 Victoria Avramovic’ CCOG Assistant Director, Community and Economic Development Contact: or 704 688-6502