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Aligning Transportation and Economic Development Plans and Measuring Progress

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During the National Regional Transportation Conference, Justin Fazzari shared the Economic Development Administration's approach to aligning economic development plans with transportation or other regional planning efforts to ensure consistency.

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Aligning Transportation and Economic Development Plans and Measuring Progress

  1. 1. 1 National Regional Transportation Conference Aligning Transportation and Economic Development Plans and Measuring Progress June 28-30, 2017 Justin Dean Fazzari, Ph.D. Division of Economic Development Integration Economic Development Administration U.S. Department of Commerce
  2. 2. 1.EDA Overview 2.Integration Efforts 3.Investment Examples 4.Strategic Planning – EDA’s CEDS Discussion Items
  3. 3. Mission and Priorities EDA’s mission – to lead the federal economic development agenda by promoting innovation and competitiveness, preparing American regions for growth and success in the worldwide economy. The only federal agency with economic development as its exclusive mission, EDA drives collaborative regional economic development initiatives that lead to job creation. Investment Priorities 1. Collaborative Regional Innovation 2. Public/Private Partnerships 3. National Strategic Priorities (refer to current FFO) 4. Global Competitiveness 5. Environmentally-Sustainable Development 6. Economically Distressed and Underserved Communities Eligible Applicants: States, units of local government, universities, tribes and tribal organizations, and non-profits; based on economic distress for PW and EAA
  4. 4. EDA is Designated as the Lead Integrator of Federal Economic Development Investments • Role is to facilitate planning, collaboration and coordination among participating Federal agencies. • Federal resources are invested in support of locally-identified strategies for projects designed to produce transformational economic diversification and workforce development outcomes. EDI Mission Statement • To establish a collaborative platform for the development of knowledge, tools and complementary resources that support locally-identified priorities for increased regional economic diversification, growth and prosperity. EDA’s Vision for Economic Development Integration • Improve the Federal government’s ability to serve as a constructive partner to local and regional economic development stakeholders. The core components of this vision include: • Silo-Busting: Removal of the bureaucratic and administrative barriers, and facilitating direct, ongoing communication and collaboration across Federal agencies and program offices. • Enhanced, Responsive Service Delivery: Responsive to locally-identified economic development needs and objectives, and providing the necessary level of project support and related guidance. • Strategic, Integrated Investments: Investing a combination of resources from multiple agency programs in support of high-impact economic development strategies and projects. Economic Development Integration
  5. 5. University Centers Public Works Planning Local Technical Assistance Research & National Technical Assistance Economic Adjustment Trade Adjustment Assistance for Firms PROGRAMS EDA Investment Programs
  6. 6. Public Works The Public Works Program provides resources to help applicants revitalize, expand, and upgrade their physical infrastructure to attract new industry or encourage business expansion which will generate or retain long-term, private sector jobs and investment and support economic diversification. • Water and Sewer System Improvements • Transportation (road, rail, ports) • Industrial Parks & Science and Research Parks • High-Tech Shipping and Logistics Facilities • Workforce Training Centers • Incubators & Accelerators • Technology-Based Facilities & Wet Labs • Telecommunications Infrastructure
  7. 7. Economic Adjustment The Economic Adjustment Assistance program provides resources to help communities experiencing severe economic dislocation that may occur suddenly or over time. Such a dislocation may have occurred or may be pending. • Construction or Improvements to Public Assets • Design and Engineering • Technical Assistance • Economic Recovery Strategies • Capitalization or Recapitalization of Revolving Loan Funds
  8. 8. Project Examples Provo City Corporation, Utah FY 2014 Public Works Construction of Public Ramp at the Provo Municipal Airport EDA Amount = $3,515,400 (50%) Total Project Amount = $7,030,800
  9. 9. Project Examples Primary Beneficiary: Duncan Aviation Created 300 jobs and P.I. = $50 Million
  10. 10. Project Examples City of Pueblo, Colorado FY2016 Public Work Project Jobs Created– 46 and Private Investment - $46.1 M Type: Infrastructure Improvements for the ExpoHall Expansion EDA Amount = $1,031,960 (32%) Total Project Amount = $3,224,874
  11. 11. Project Examples City of Pueblo, Colorado FY2006 Public Work Project Type: Construction of Channel/Walkway EDA Amount = $1,000,000 (32.46%) Total Project Amount = $3,080,568
  12. 12. Infrastructure Bottineau Entrepreneurial Center for Horticulture, Bottineau, SD Regional Energy Park Infrastructure, Minot, ND Waste Water Treatment Plan Upgrades, Windsor, CO Northeastern Renewable Energy Park Infrastructure, Brighton, CO Ogden Business Exchange Site Water Line, Ogden, UT Discovery Drive Reconstruction, Troy, MO
  13. 13. 13 CEDS CONTENT GUIDELINES What are the new EDA content recommendations? 1. Linking the sections to improve CEDS focus and measurable impact 2. Emphasizing strategies rather than a stand-alone list of projects 3. Infusing economic resiliency into the CEDS document Content Requirements: • Summary Background: A summary background of the economic conditions of the region; • SWOT Analysis: An in-depth analysis of economic and community strengths, weaknesses, opportunities and threats (commonly known as a “SWOT” analysis); • Strategic Direction/Action Plan: Strategic direction/approaches and an action plan (flowing from the SWOT analysis), which should be consistent with other relevant state/regional/local plans. The action plan should also identify the stakeholder(s) responsible for implementation; • Evaluation Framework: Performance measures used to evaluate the organization’s successful development and implementation of the CEDS.
  14. 14. 14 CEDS CONTENT GUIDELINES What are the formatting recommendations? 1. Keep your audience in mind • Target page length • Executive summary • Use appendices 2. Communicate creatively • Appealing look-and-feel • Alternate formats 3. Think beyond the document • Consider stakeholder engagement CEDS vintage 2001 (left) and 2013 (right)
  15. 15. 15 STRATEGIC PLANNING • Development of CEDS should be done with advisory panel of public and private entities from across the region • Opportunity to include diverse array of regional partners, including workforce, industry, private and public, and young leaders • CEDS should reflect broad needs and opportunities of the region, not only projects that align with EDA funding • Follow requirements in new regulations and new CEDS Content Guidelines • EDDs that are regionally-focused and engaged have unique understanding on activities underway and interrelationship between them • This provides opportunity to try to help connect groups and facilitate coordination among similarly focused efforts so limited resources can go further • Regional focus of EDD allows it to articulate costs and benefits of projects in way no other local entity often can, and can be a powerful voice for moving forward with regional plans as articulated in CEDS
  16. 16. 16 OUTREACH • Changing nature of economic development necessitates on-going and sometimes creative outreach strategies – Consider all key stakeholders who need information and how they may be most likely to receive it. • Amid focus on social media and websites, do not overlook value of human connection and engaging people • Outreach has to be frequent enough to ensure folks can provide “reasonable” response to questions on what it is and why it matters • Message needs to be clear and concise (elevator pitch) • Outreach needs to be not just on what CEDS is, but on EDA’s grant programs and priorities
  17. 17. 17 FACILITATE CONNECTIONS • EDDs that are regionally-focused and engaged have understanding on activities underway and interrelationship between them • This provides opportunity to try to help connect groups and facilitate coordination among similarly focused efforts so limited resources can go further • Regional focus of EDD allows it to articulate costs and benefits of projects in way no other local entity often can, and can be a powerful voice for moving forward with regional plans as articulated in CEDS
  18. 18. 18 COMMUNICATE SUCCESS A key part of being an effective EDD – and helping build the positive brand of the Planning Program (and that of the COGs) – is communicating success back to wide array of stakeholders, including: • CEDS Committee • All regional economic developers • County Managers • County Commissioners • Other groups working on economic development in your region • EDA!!!!
  19. 19. 19 EFFECTIVE CEDS An Effective CEDS • Identifies a region’s competitive advantages • Demonstrates an EDD’s grasp of key trends • Promotes cross-sector collaboration • Commits to measurable success • Tells a compelling story about the future • Motivates action Wasatch Front Regional Council’s 3 Key Strategies for Integrating Economic Development, Transportation, and Land Use Planning • Coordinate transportation investments with economic cluster locational and service needs • Coordinate transportation investments to improve access to opportunity • Ensure fiscal sustainability through efficient growth and infrastructure investments

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