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CEDS, Resilience, and Recovery Showcase

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Resilience planning and recovery will require regions to think creatively in the face of new and emerging threats. This session will highlight different examples of how regions across the country have responded to current challenges in creative and collaborative ways by enhancing their CEDS process, embracing resilience and hazard mitigation planning, promoting diversification, and forging new partnerships.

CEDS, Resilience, and Recovery Showcase

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CEDS, Resilience, and Recovery Showcase
NADO Annual Training Conference
October 17, 2022
CEDS, Resilience, and Recovery Showcase
We are launching the EDD Community of
Practice and want to hear from you!
The EDD CoP is made possible through an award from the U.S. Economic Development Administration (EDA) (ED22HDQ3070106)
The NADO Research Foundation recently received a five-year award from the
U.S. Economic Development Administration (EDA) to manage and lead the
new Economic Development District Community of Practice (EDD CoP).
The EDD CoP will provide in-person and remote training and networking
opportunities, new resources and best practices, and a virtual portal to
connect with peers online. We want to hear your valuable input as we kick-off
this program to ensure the EDD CoP is a success!
Please take 10 minutes to share your ideas, needs, and suggestions through
the EDD Snapshot. Simply scan the QR code or visit:
https://tinyurl.com/2p9hyf27
Contact Brett Schwartz at bschwartz@nado.org with any questions. Thanks for participating!
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…
“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
•Geri Gamber, Executive Director, Southeastern Utah Economic Development District,
Price, UT
•Emily Hathcock, Associate Director of Planning & Development, Barren River Area
Development District, Bowling Green, KY
•Eric Sexton, Executive Director, Barren River Area Development District, Bowling Green,
KY
•Amy Kessler, Director of Community Development & Regional Planning, North Central
Pennsylvania Regional Planning and Development Commission, Ridgway, PA
•Moderator: Brett Schwartz, Associate Director, NADO Research Foundation,
Washington, DC
Today’s Panel
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CEDS, Resilience, and Recovery Showcase

Editor's Notes

  1. Problem Statement: Changes in the market has caused insecurity in Utah’s energy communities. As our energy needs are growing in Utah, we need to continue to meet that demand using innovative processes. At the same time, we need to continue to support the energy economy and energy jobs in this region. U-REDI Proposal was created to leverage the talent and knowledge of Utah’s skilled energy workforce and create new opportunities based on the talent pipeline that exists in rural Utah and is currently being exported to urban centers in Utah and outside of the state. The proposal was created centered around the SRERC, but then the coalition members all came together to create a larger, stronger proposal that would address the range of challenges to economic growth in Utah. This proposal came out of the planning that has already been done by the rural communities it affects and the intention is to create equitable opportunities in rural Utah.
  2. The SRERC is the centerpiece of the U-REDI proposal. It was started in 2019 as Emery County Commissioners recognized the need to diversify the energy and economic base.
  3. I just want to jump in for a moment to point out the Wilberg-Cottonwood mine which can be seen in the distance here. This is the site of one of the worst mining accidents in the last century. In December of 1984 a fire, caused by faulty ventilation equipment, killed 27 miners. Many residents of Carbon and Emery County lost multiple family members, friends, and neighbors. I bring this up not to refresh painful memories, but to honor the service, and the sacrifice, that this community has provided to Utah and entire United States. Shortly after this tragedy the mine was split in two and while the Wilberg mine didn’t reopen, the Cottonwood Mine continued to operate until 2001. There are now only a few active coal mines left in Utah.
  4. As the proposal developed, it was recognized that we needed a manufacturing center to commercialize technologies coming out of the research center, as well as to provide feedstocks for energy production at the center. SEUEDD has been supporting entrepreneurship for many years, but has not had the space to support entrepreneurial growth in manufacturing. This has limited the growth potential in the region. The Manufacturing Innovation Center will be co-located next to the SRERC and will be supported by expertise provided by the Utah Advanced Materials and Manufacturing Initiative (UAMMI) Business going into the Manufacturing Center will come from the entrepreneurship community, from the San Rafael Energy Research Center, through pitch competitions, and UAMMI will be attracting businesses on a national level University of Utah’s Smart Remote Operations Center will support businesses in the Manufacturing Center with intelligent operations for energy efficiency and right-on-time product delivery
  5. Homegrown small businesses are the heart of rural economies SEUEDD has been supporting a business incubator through the Business Technical Assistance Center since 1994. The incubator has been wildly successful and we currently have an extensive waiting list In order to support more entrepreneurs, we need to physically expand our space. Through donations from Price City and Carbon County, we are now able to expand the footprint of the current BTAC space. USU’s Entrepreneurial Center, Small Business Development Center, and PTAC will provide a one stop shop for regional entrepreneurs in Southeast Utah. Additionally, SEUEDD will expand the wrap-around services it provides for entrepreneurs and the region as a whole. ***Address Assets, Programs, Partners***
  6. Growth in the energy sector will increasingly require technical certifications, USU Eastern and Weber State University joined the proposal to create well-aligned partnerships with economic growth in mind-Airframe and Power Plant-Turbine Mechanics Weber’s EV Technician program is a train the trainer model that will support local high schools in providing students with foundational knowledge and skills in electromechanical systems USU-Eastern’s A&P
  7. Who we are: In 1968, the Barren River Area Development District as formed and incorporated as one of the first ADDs in Kentucky. We serve a 10-county area in southcentral Kentucky that includes 25 incorporated cities. We have a regional population of just over 312,000 and cover roughly 4000 square miles of rolling hills. [click]
  8. Through our Regional Strategic Planning Process, we set out to update two key plans: [click]
  9. First, our Comprehensive Economic Development Strategy And secondly, our Regional Multi-Hazard Multi-Jurisdiction Mitigation Plan. Traditionally, both of these plans have been presented in hard-copy format, totally 100-1000 pages. We are fortunate that both our CEDS and our HMP re-write deadlines aligned this year, and allowed us to tackle them simultaneously. This also allowed us to try a new, more holistic approach to planning by combining our efforts. [Transition to Emily for details] [click]
  10. As Eric said, we took a new approach to planning this year that we’re really excited about. At the core, we aimed to take these massive paper plans from being shelf decorations (or in some cases door stops), to fully interactive digital resources that are available and more accessible to a wider array of residents and stakeholders. To do this, we went through three primary phases: recruitment, creation, and implementation. When we began the internal prep and review process to get ready for these re-writes, we found that many of the federally-required stakeholders overlapped. So, instead of running two efforts at the same time – asking key community stakeholders to participate in duplicate meetings that, in all actuality, were asking the same questions and seeking very similar feedback, we created a new process to maximize the time of all involved. In each of our 10 counties, we worked with county judge executives and city mayors to form a Steering Committee for that county. [click]
  11. In doing so, we had over 300 individual participants across the 10 county-level planning teams. [click]
  12. These participants represented over 150 partner organizations. Entities such as our Regional Health Department, local emergency management response teams, boys & girls clubs, chambers of commerce, industrial development boards, city and county governments, area banks, and private citizens. [click]
  13. In addition to regular Steering Committee Meetings we also held 2 public outreach and town-hall like meetings in each county. We called these our “voice of the community” meetings and actively tried to engage members of each community to participate and provide their feedback for the steering committee to consider. [click]
  14. Once we had our participants engaged, we began the foundation of the planning process – creating local-level strategic plans for each county. Now these plans covered a geographic area of one county each, but were inclusive of all jurisdictions within that county. That is to say that while the County was the area covered by the plan, the County Government were not the sole executors of each plan. Rather, each participating jurisdiction has equal ownership over their strategic plan and what goals/objectives were included. [click]
  15. To create the plans, we spent 15 months meeting with steering committee members in roughly 3 phases. For these meetings, we started in January of 2021 completely virtual and hosting 1-hour zoom calls. By month 9 or so, however, we had transitioned to in-person meetings. [click]
  16. During the first phase of the process, we asked communities to identify their successes. This conversation in each county took the place of a traditional swat analysis and instead encouraged the steering committees to focus on the positives. Here, the could identify current successes, or things they are proud of, OR future successes – those things they hope to be proud of in 5 years. This gave us the very beginning of a vision for each community. [click]
  17. Next, we asked each group to consider their critical infrastructure. What critical infrastructure do they currently have? What key facilities or systems exist in each community are vital to the socioeconomic activities of that community? Do they have any hospitals? Fire Stations? Police Departments? Schools? Airports? Water/Wastewater Treatment facilities, etc. In identifying these, we are again highlighting a community’s assets and asking them to consider these assets (or lack there of) in the overall plan. Do we need to put some goals/objectives in place to help support this infrastructure? [click]
  18. From there, we reviewed the hazards our region is susceptible to. This is where we see that Hazard Mitigation Plan really kick in. We defined the natural, man-made, and hybrid hazards that our region experience and asked each community to consider worse-case scenarios for each. What goals/objectives should we be thinking about to protect our residents from these hazards? What can we be doing now to make the impact of these hazards less? [click]
  19. After that, we transitioned into the second part of the planning process. In this phase, we looked at any and every existing planning document for each participating jurisdiction. From the start we did not want to reinvent the wheel, so any existing plans were brought to the table. We asked steering committee members to evaluate their on-going efforts and decide 1) does this plan still serve us? (Many of the existing plans were pre-covid, so we anticipated priorities and need to have changed) 2) what from this plan do we still want to work on/toward? 3) what from this plan has already been completed or is no longer feasible? [click]
  20. By examining existing plans, and determining what needed to stay, we were then able to create visionary goals for each community. [click]
  21. We did this across 11 categories [click]
  22. That fit roughly into three working groups: Affordable, Quality Housing, Civic & Leadership Development, Sense of Place, and Tourism & Cultural Development Community Facilities & Services, Public Health & Safety, Infrastructure, and Transportation And Downtown Development, Economic Development, and Workforce Development. From this point in our planning process forward we asked participants to join one of these three working groups. They could switch between groups if they wanted, but we found that for the most part participants stayed with their same group through the whole process. This allowed stakeholders who were interested in key themes to be able to give input on those themes across multiple categories. [click]
  23. Once in our groups, and with visionary goals set for each category, we then worked on creating SMART and Actionable Objectives. These are those Specific, Measurable, Achievable, Relevant, and Time-bound objectives that help a community meet their goals.
  24. We also worked to enhance any existing objectives from previous plans that were still relevant. In our final phase of the process, We asked that each objective be as specific as possible and have a deadline attached to it – these deadlines could be flexible, and as you’ll see later, are meant to really just be an accountability check-in, but by having them, allows steering committees to easier implement their goals.
  25. To that end, for each goal and objective we asked – what’s the next smallest step the committee could take to reach this goal? In that way, we were able to form bite-sized objectives that both feel easy to achieve and also contribute to larger, impactful goals.
  26. Finally, we asked steering committees to prioritize their objectives. Using a point-based method, we scored 100s of objectives to determine what should be tackled first and what needs were most pressing.
  27. So, 15 months later, we’ve created these county-level strategic plans. Now what? Now’s the fun part – implementation.
  28. Currently we have quarterly check-in meetings where we reconvene each steearing committee for them to report on progress of their objectives, engage new partners (who needs to be at this table?) and continually revise or adapt the objectives. As committees meet, they find that their goals and objectives change a bit. This is natural. What was good in theory, doesn’t work in reality. We need to extend this deadline, or we need to refocus on another tactic. These plans are meant to be a living thing – continually changing with each community.
  29. So what does our end-product look like then?
  30. Well, a lot, actually.
  31. Like I mentioned, we have 10 county level strategic plans. These are the only printed documents that we provided through this effort because we felt it was important that communities and steering committee members had a tangible product to show for their work in the effort.
  32. These plans inform two websites;
  33. Our Newly-digital (and newly FEMA-approved) regional multi-hazard multi-jurisdiction mitigation plan where you can search by both hazard and community to find information relevant to your interests. [click]
  34. [click]
  35. And our fully-digital and interactive CEDS site [click]
  36. Here, each county has a landing page that houses their strategic plan, [click]
  37. Data relevant to their county. We track these 11 data points across all of our counties and the region as a whole – and there are multiple GIS based dashboards built in throughout the site to allow communities to compare data and dive deeper in key data points. [click]
  38. But also, if you scroll back to the top and click the “View All Objectives” yellow button, [click]
  39. You are taken to a summary page for each county where you can view that county’s full objective listing in table format
  40. [click] This allows you to sort and filter based on key words in any column, and you can download an excel file of the objectives to further explore.
  41. Our CEDS site also houses our Resiliency Plan – which we presented in the form of a toolkit. [click]
  42. This toolkit has resources in those same 11 goal categories [click]
  43. And when you click on a category, for example Civic & Leadership Development, you are taken to that category’s landing page. Here, you can [click]
  44. Read an overview of what that category covers, explore goal statements specific to that category on a regional, and county level, and view all objectives (across all counties and for our regional objectives) that pertain to that category. We’ve found that our regional and state partners particularly like the view in the toolkit, as it allows them to explore the categories relevant to them without having to sort through each individual county page. [click]
  45. On each category page, we also provide key data points for that category, And then, something that we’re very proud of, we provide a local success story for each category. Here, we worked with AmeriCorps Members to identify, interview, and write these stories for us to share. In the example here, the Mayor of the City of Scottsville has a podcast where he brings in guests that the community need to know – from their Main Street Director to the local Small Business Development Authority Representative. [click]
  46. Finally, each category page also includes additional resources relevant to that category. This is where we get to highlight others around the nation who are working in this area. We continually add to this resource listing as we find new information to share. [click]
  47. Which brings us to the future – what do we do now that we have this digital CEDS product? [click]
  48. Well, all in all we have nearly 1000 objectives to work toward with our communities over the next five years. Since April, our communities have completed 28 of those objectives. And as an agency, we are able to identify trends in need – this allows us to provide regular regional training opportunities to help steering committees meet their objectives And, we’re still meeting with those committees, Instead of monthly, we’ve switched to quarterly. At the quarterly meetings, we serve mainly as an accountability partner and ask them: what’s been done? What do we need to change? What are we working on next?
  49. And finally, From all of this, we’ve found a great need for more detailed training – so we’re excited to be hosting our first CEDS summit this coming January. The Summit will feature several breakout session and keynote speakers all relevant to trends found within the county-identified objectives. Hopefully, you’ll see us again next year talking about this exciting event. [click]