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CEDS, Resilience, and Recovery Showcase, Part 1 - Deb Smith
- 2. ▸ Led by the EDDIs and TIP ▸ The EDDIs work to strengthen local governments, economies, and communities through regional cooperation, comprehensive economic development strategies, and leveraging public/private resources. ▸ TIP is an economic development and strategic advisory firm with more than 20 years of experience, to include an extensive portfolio of federally funded recovery work. ▸ Guided by a steering committee comprised of representatives from each of the five EDDIs, EDA, US Department of Agriculture Rural Development, the Idaho Department of Commerce, Idaho Office of Emergency Management, and the Idaho Workforce Development Council. This committee met monthly: ▸ Focused on information sharing, especially COVID-19 economic response and recovery activities ▸ Provided an overview of data relevant to recovery ▸ National best practices in recovery ▸ Met with the National Association of Development Organizations (NADO) to discuss national best practices in economic recovery and CEDS development aligning those practices with the initiative’s. INITIATIVE OVERVIEW PROCESS
- 3. INITIATIVE GOAL Build an economic resiliency plan framework for the Economic Development Districts of Idaho
- 4. CONTENTS Initiative overview Deliverables Recovery and resiliency plan template Data sources and strategies Communication and engagement strategies Case studies and best practices 4
- 5. Themes ▸ Strategies to address urgent challenges affecting economic development such as workforce development, affordable and accessible housing, childcare, and broadband ▸ Standardized economic recovery and resiliency plan, while allowing for district-based customization ▸ A culture for further collaboration between districts, creating efficiencies Major deliverables ▸ Economic recovery and resiliency tool ▸ Customizable response framework and plan template ▸ Communication and engagement strategies ▸ Train the trainer sessions (data sources and strategies, using the template, communication and engagement) to equip steering committee members and their staff with the skills to implement their plans INITIATIVE OVERVIEW THEMES AND DELIVERABLES
- 6. ECONOMIC RECOVERY AND RESILIENCY TOOL Structure ▸Tabulated PDF of major project outcomes Purpose ▸Easy reference for current and future staff who would like to access the template, training, and best practices ▸Elements of the tool can be pulled for publishing online
- 8. ECONOMIC RECOVERY AND RESILIENCY PLAN TEMPLATE
- 10. DATA GUIDANCE QUICK LINKS STANDARD SOURCES • Components of population change • Migration (job-related) • Population estimates RAPID RESPONSE OPTIONS • Migration (predictive) • Migration (reasons & demographics) • Time away from home MIGRATION & POPULATION STANDARD SOURCES • Food insecurity rate • Percent 25+ with a bachelor's degree or higher • Percent 25+ with a high school diploma or GED • Percent of households without broadband • Percent of population without health insurance RAPID RESPONSE OPTIONS • Broadband deployment • Food scarcity • Telework ACCESS & INCLUSION STANDARD SOURCES • Eviction rate • Homeownership rate • Housing vacancy rate • Median home value • Median monthly rent • Percent of cost-burdened households RAPID RESPONSE OPTIONS • Housing insecurity • Housing market trends (Redfin) • Housing market trends (Zillow) • Likelihood of eviction or foreclosure • New residential construction HOUSING
- 11. DATA GUIDANCE QUICK LINKS STANDARD SOURCES • Labor force participation rate • Major employers • Percent of 16–24-year-olds not in work or school • Employment by industry RAPID RESPONSE OPTIONS • Expected loss in employment income • Job postings • Unemployment claims • Unemployment rate EMPLOYMENT STANDARD SOURCES • Business establishments • Long-term business closures RAPID RESPONSE OPTIONS • Small business expectations • Small business revenue • Small businesses open BUSINESS ACTIVITY STANDARD SOURCES • Consumer debt • Income distribution • Livable wage • Median household income • Poverty share RAPID RESPONSE OPTIONS • Consumer spending • Difficulty paying for usual household expenses HOUSEHOLD FINANCES
- 12. COMMUNICATION AND ENGAGEMENT PURPOSE & TOOLS PURPOSE ▸Inform: share information, educate, increase awareness ▸Interact: dialogue, discussion ▸Collaborate: input, feedback ONLINE TOOLS ▸Website ▸Email ▸Social media ▸Newsletter, e-blast ▸Interactive message boards & maps ▸Surveys ▸Real-time polling (hybrid) ▸Meeting-in-a-box (hybrid) IN-PERSON TOOLS ▸Public meetings: open houses, town halls ▸Meet people where they are: external meetings, festivals, busy public places ▸Walking tours ▸Panel discussions; forums ▸Focus groups ▸Team meetings ▸Steering committee or task force meetings ▸One-on-one meetings,
- 13. Set expectations ▸What do I (the organizer) hope to achieve? ▸How will this benefit the participant(s)? Communicate & engage ▸Choose a tool that achieves your goals ▸Remove barriers to participation Follow up ▸Acknowledge participation; share meeting materials online for those who could not attend ▸Report feedback received ▸Share how the engagement influenced outcomes…and if not, why COMMUNICATION AND ENGAGEMENT GUIDING PRINCIPLES
- 14. COMMUNICATION AND ENGAGEMENT STAKEHOLDER ANALYSIS Group: High Influence, Low Interest Goal: Keep satisfied Strategy: inform & interact Activities: website, newsletter, & social media updates; event invitations; team meetings; document review Group: High Influence, High Interest Goal: Manage closely Strategy: inform, interact, collaborate Activities: website, newsletter, & social media updates; event invitations; decision-making; co- authoring, personal contact Group: Low Influence, Low Interest Goal: Monitor Strategy: inform Activities: website, newsletter, & social media updates; event invitations Group: Low Influence, High Interest Goal: Keep informed Strategy: inform, interact, collaborate Activities: website, newsletter & social media updates; event invitations; possible ambassador; provide input Low INFLUENCE High Low INTEREST High
- 15. COMMUNICATION AND ENGAGEMENT ECONOMIC RECOVERY NETWORK EDDIs FEDERAL AGENCIES STATE AGENCIES STATEWIDE ORGANIZATION S REGIONAL ORGANIZATION S AND AGENCIES LOCAL ORGANIZATION S AND AGENCIES LOCAL BUSINESS COMMUNITY ▸ Department of Agriculture ▸ Department of Commerce ▸ Department of Housing and Urban Development ▸ Economic Development Administration ▸ Federal Emergency Management Agency ▸ Idaho National Laboratory ▸ Department of Commerce ▸ Department of Labor ▸ Department of Tourism ▸ Idaho Rural Partnership ▸ Office of Emergency Management ▸ Association of Idaho Cities ▸ Colleges and universities ▸ Idaho Economic Development Association ▸ Idaho Housing and Finance Association ▸ Idaho SBDC ▸ Idaho Workforce Development Council ▸ Utility companies ▸ Chambers of commerce ▸ County economic development office ▸ County emergency manager ▸ Local economic development organizations ▸ Local government departments ▸ Local political leadership ▸ Nonprofits ▸ Community colleges ▸ Economic Development Districts ▸ Foundations ▸ Inland Northwest Partners ▸ Innovia Foundation ▸ Northwest Trade Adjustment Assistance Center ▸ Regional Alliance ▸ Tribal Governments ▸ Accelerators, incubators ▸ Industry associations ▸ Primary employers ▸ Manufacturing partnerships ▸ Small businesses
- 16. COMMUNICATION AND ENGAGEMENT ECONOMIC RECOVERY NETWORK RELATIONSHIPS & COMMUNICATION STRATEGY GROUP RELATIONSHIP TYPES ONGOING COMMUNICATION STRATEGY FUNDING DATA AND INFORMATION SHARING TECHNICAL ASSISTANCE PROGRAM OR SERVICE DELIVERY FEDERAL AGENCIES Federal to EDDI Mutual exchange Federal to EDDI EDDIs provide • Regular communication with individual EDDIs • Communication as a group of EDDIs • Participation in federally-provided technical assistance • Maintain funding reporting requirements • Informal updates, relationship building biannually STATEWIDE ORGANIZATIONS AND AGENCIES State to EDDI Mutual exchange Agency or organization to EDDI EDDIs provide • Regular communication with individual EDDIs • Communication as a group of EDDIs • Maintain funding reporting requirements • Informal updates, relationship building biannually REGIONAL ORGANIZATIONS AND AGENCIES Mutual exchange Mutual exchange Mutual exchange Mutual exchange • Coordinate program and service delivery within a region • Support ongoing economic development and monitoring activities • EDDIs meet as a group quarterly • Regular cross-functional response team meetings LOCAL ORGANIZATIONS AND AGENCIES Mutual exchange Mutual exchange EDDIs provide Mutual exchange • Coordinate program and service delivery within a region • Support ongoing economic development and monitoring activities • Regular cross-functional response team meetings BUSINESSES EDDI to business Mutual exchange EDDIs or local organizations provide EDDIs provide • Monitor trends in loan or grant program access • Maintain regular contact to identify issues and provide technical assistance • Regular cross-functional response team meetings
- 17. GROUP EDDI COMMUNICATION STRATEGY PRE-DISASTER (PLANNING, PREPARATION, MITIGATION) EVENT (RESPONSE) POST-DISASTER (RECOVERY, RESILIENCY) FEDERAL AGENCIES • Request funding; fulfill reporting requirements • Data/information sharing • Relationship building • Increased communication: identify regional needs and gaps • Monitor for federal announcements and resources • Fulfill reporting requirements • Communicate ongoing needs • Data/information sharing STATEWIDE ORGANIZATION S AND AGENCIES • Request funding; fulfill reporting requirements • Data/information sharing • Relationship building • Maintain up-to-date state CEDS • Increased communication: identify regional needs and gaps • Monitor for state announcements and resources • Identify opportunities for short-term response activity collaboration • Fulfill reporting requirements • Communicate ongoing needs • Data/information sharing • Identify long-term areas of collaboration (services, programs, funding) REGIONAL ORGANIZATION S AND AGENCIES • Data/information sharing • Ongoing economic development and planning activities • Monitor for signs of economic stress • Regular cross-functional response team meetings • Relationship building • Maintain up-to-date regional CEDS • Cross-functional team takes the lead in coordinating and disseminating information • Frequent, consistent messaging and outreach to local stakeholders • Develop short-term response activities and opportunities for collaboration • Conduct impact assessments to identify ongoing needs • Lead a post-event review • Data/information sharing; monitor trends • Adapt planning and response strategies • Adjust program, service, and funding opportunities • Identify long-term areas of collaboration LOCAL STAKEHOLDERS • Data/information sharing • Regular cross-functional response team meetings • Relationship building • Coordinate emergency management and other planning efforts with economic development planning • Engagement and communication with business community • Participation in cross-functional response team activities • Frequent, consistent messaging and outreach to stakeholders • Develop short-term response activities and opportunities for collaboration • Create pathways for information gathering from stakeholders • Provide impact assessments to identify ongoing needs • Monitor data trends • Participation in post-event review • Adjust program, service, and funding opportunities • Identify new areas of collaboration COMMUNICATION AND ENGAGEMENT ECONOMIC RECOVERY NETWORK: DISASTER COMMUNICATION STRATEGY
- 18. Resiliency in CEDS ▸ Cape Cod 2019-2023 CEDS (Massachusetts) ▸ Columbia Gorge Economic Development Strategy, 2013-2022 (Washington and Oregon) Regional Collaboration in Statewide Planning Processes ▸ Arkansas: Seven Initiatives for Economic Development & Statewide CEDS ▸ Florida: Six Pillars to Success ▸ Hawaii: Statewide CEDS ▸ North Carolina: NC Tomorrow ▸ Minnesota: Develop MN ▸ Vermont: Vermont 2020 BEST PRACTICES AND CASE STUDIES REVIEWED Recovery and Resiliency Plans or Initiatives ▸ A Roadmap for Economic Resilience: A Bay Area Regional Economic Strategy (San Francisco, CA) ▸ City of Austin Economic Recovery and Resiliency Framework (Austin, TX) ▸ Greater Portland Economic Recovery Plan (Portland, OR) ▸ Mid-Columbia Economic Development District Assessment of Strategies to Support Economic Resiliency (Washington and Oregon) ▸ Neighborhood Economic Resilience Assessment, 38th Street District (Minneapolis, MN) ▸ NoCo Recovers: COVID-19 recovery initiatives (Larimer and Wed Counties, Colorado) ▸ North Coast Regional District COVID-19 Economic Recovery Communication and Engagement Plan (British Columbia, Canada) ▸ One Atlanta Economic Mobility, Recovery, and Resiliency Plan (Atlanta, GA) ▸ Recover Better: A Regional Plan for Economic Recovery (Seattle - King County, WA)