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GETTING YOUR WORKFORCE SYSTEM INVOLVED WITH EDA THROUGH THE REGIONAL CEDS
Paul Raetsch
Retired EDA Regional Director
Michael Aube
President
Eastern Maine Development Corporation
Mobilize Eastern Maine
Presentation for the
North East Regional Employment and Training Association
NERETA Webinar
April 17, 2014
Why should workforce developers care
about the EDA Mission?
To lead the federal economic development
agenda by promoting innovation and
competitiveness, preparing American regions
for growth and success in the worldwide
economy.
Linden Pointe,
Hermitage, PA ETA/EDA
EDA Investment Programs FY 2014
• Public Works $96 M
• Economic Adjustment $42 M
• Planning $29 M
• Technical Assistance $11 M
• Trade Adjustment Assistance $15 M
BIA
Eligible EDA Applicants:
• Economic Development
Districts
• States
• City and Local
Governments
• Indian Tribes
• Colleges and Universities
• Nonprofit Organizations
Possible collaborations? Bioprocess Technology Training
Center, UPR, Mayaquez
Secret to EDA Success?
Bottom Up Development
• Investments selected consistent with Comprehensive
Economic Development Strategy (CEDS)
• CEDS developed regionally
with broad-based local
involvement
• EDA responds to, rather than
dictates, local vision
• Federal dollars - local control
RESPOND, Camden, NJ
I will spend the rest of my time discussing the CEDS and why should and how
can workforce officials get involved in the process.
CEDS: A Guide to Economic Growth
Purposes:
• To guide the economic growth of a region through an ongoing
economic development planning process
• To qualify the region for EDA
assistance
Northern Tier EDD (and a WIB),
Towanda, PA
What is a CEDS?
What is a CEDS Supposed to Do?
What makes the CEDS Process Successful?
Philadelphia
Naval
Shipyard
BRAC
What is a CEDS?
• A Comprehensive Economic Development Strategy (CEDS) is a
broad-based continuous planning process addressing the economic
opportunities and constraints of an area to increase employment
through private sector investment.
• That process is documented in a report that is usually referred to as
CEDS, Strategy, or Plan.
• The report functions much like a road map; it is a means to an end.
• Each CEDS is unique, reflecting the challenges and opportunities
facing its area. The report should contain four main elements:
analysis, vision, action plan, and evaluation.
What is a CEDS Supposed to Do?
• A CEDS should promote regional prosperity through
economic development and higher wage employment by
determining actions public and private leadership can take to
improve the opportunity for increased private sector
investment.
• The general public, government decision makers and
business investors should be able to use it as a guide to
understanding the regional economy and also to taking
action to improve it.
• The CEDS should blend and incorporate other planning
efforts in the community.
What Determines the Validity of the Process
and the Document?
• Its quality should be judged by its usefulness as a guide to local
decision making.
• The CEDS must be the result of a continuing economic
development planning process, developed with diverse
community participation.
• The CEDS document should identify local actions, (procedural,
regulatory, and financial), that can be undertaken with or
without reliance on Federal financial assistance.
• The extent to which public and private sector leadership relies
on the process to determine regional priorities.
1. Background: The CEDS must contain a background of the economic development situation of the region
that paints a realistic picture of the current condition of the region.
2. Analysis of Economic Development Problems and Opportunities: The CEDS must include an in-depth
analysis of the economic development problems and opportunities that identifies strengths and weaknesses in
the regional makeup of human and economic assets, and problems and opportunities posed by external and
internal forces affecting the regional economy.
3. CEDS Goals and Objectives -- Defining Regional Expectations: The CEDS must contain a section setting
forth goals and objectives necessary to solve the economic problems, or capitalize on the resources, of the
region. Any strategic project, program, or activity identified in the CEDS should work to fulfill these goals and
objectives.
4. Community and Private Sector Participation: The CEDS must include a section discussing the relationship
between the community in general and the private sector in the development and implementation of the CEDS.
5. Strategic Projects, Programs and Activities: The CEDS must contain a section which identifies regional
projects, programs and activities designed to implement the Goals and Objectives of the CEDS. This section
should identify:
Vital Projects- A prioritization of vital projects, programs, and activities that address the region's greatest needs
or that will best enhance the region's competitiveness, including sources of funding for past and potential future
investments. These can be overarching "themes" for regional economic development success and is expected
to include specific components. Funding sources should not be limited to EDA programs.
6. CEDS Plan of Action: The plan of action, as described in the CEDS, implements the goals and objectives of
the CEDS.
7. Performance Measures: The CEDS must contain a section that lists the performance measures used to
evaluate the Planning Organization's successful development and implementation of the CEDS.
The Outline of the CEDS Report (according to 13CFR307)
How can economic development professionals get involved?
From 13CFR305: “Strategy Committee: The Strategy
Committee is the entity identified by the Planning Organization
as responsible for developing, revising, or replacing the CEDS.
The Strategy Committee must represent the main economic
interests of the region, and must include Private Sector
Representatives as a majority of its membership. In addition,
the Planning Organization should ensure that the Strategy
Committee also includes:
• Public officials;
• Community leaders;
• Representatives of workforce development
boards;
• Representatives of institutions of higher education;
• Minority and labor groups; and
• Private individuals.”
Vintage EDA
Getting prosperous means focusing on creating jobs with
higher wages and better working conditions, reducing
poverty and increasing economic opportunities for all of
the region’s citizens.
The New Economy Model: Getting Prosperous
The New Economy Model: Getting Better
Getting better means boosting the skills of the region’s
workforce, ensuring a technologically advanced
infrastructure, fast and responsive government, and
ensuring a high quality of life that will be attractive to
knowledge workers.
Alamo College, TX Technology Center Nash CC, NC Training Center
Regions that meet the challenges of the New
Economy focusing on innovation, learning, and
constant adaptation… will be the ones that
succeed and prosper.
Atlantic Cape CC, NJ, Aviation Technology Training Center
“Regionalism is an unnatural act among non-consenting
adults.” Al McGeehan, Mayor of Holland, Michigan
Collaborate. Leading Regional Innovation Clusters
THE COUNCIL ON COMPETITIVENESS 2010
In every successful case, there is a group of leaders who
coalesce around the common recognition that the old, locally
focused development strategies are not working and that
regional collaboration offers the best chance for success.
The ability to act like a region frequently requires building
temporary coalitions, but effective regional leadership requires
an ongoing intermediary organization to keep regionalism
alive.
Effective regional leadership can overcome the structural
disadvantages posed by program stovepipes, local economic
jealousy and competing political jurisdictions.
The Seven Habits of Highly Effective Regional
Leadership
1. Be Proactive
2. Begin with the End in Mind
3. Seek First to Understand, then to Be
Understood
4. Put First Things First
5. Think Win-Win, Be Inclusive
6. Synergize
7. Sharpen the Saw
(TAKE THE ED DIRECTOR TO LUNCH, OR COFFEE????)
Knowledge
economy assets
Collaborative
institutions &
organizations
Regional
Mindset
Innovation and
Entrepreneurship
Regional
Growth
Strategic Planning for a Technology-Driven World
Collaborative Economics, 2002
The CEDS can be the glue that binds the collaborative institutions with a
regional mindset.
ATLANTA REGION
Alabama, Florida, Georgia, Kentucky, Mississippi, North Carolina, South
Carolina, Tennessee
401 West Peachtree Street, NW
Suite 1820
Atlanta, GA 30308-3510
404-730-3002
404-730-3025 fax
Philip Paradise, Regional Director
pparadise@da.doc.gov
DENVER REGION
Colorado, Iowa, Kansas, Missouri, Montana, North Dakota, Nebraska, South
Dakota, Utah, Wyoming
1244 Speer Boulevard
Suite 670
Denver, CO 80204-3591
303-844-4715
303-844-3968 fax
Robert Olson, Regional Director
rokson@eda.doc.gov
AUSTIN REGION
Arkansas, Louisiana,
New Mexico, Oklahoma, Texas
327 Congress Avenue
Suite 200
Austin, TX 78701-4037
512-381-8144
512-381-8177 fax
Pedro R. Garza, Regional Director
pgarza@eda.doc.gov
PHILADELPHIA REGION
Connecticut, Delaware, District of Columbia, Maine, Maryland, Massachusetts,
New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, Vermont,
Virginia, West Virginia, Puerto Rico, Virgin Islands
Curtis Center, Suite 140 South
Independence Square West
Philadelphia, PA 19106-3821
215-597-4603
215-597-1063 fax
Willie Taylor, Regional Director
wtaylor@eda.doc.gov
CHICAGO REGION
Illinois, Indiana, Michigan, Minnesota, Ohio, Wisconsin
111 North Canal Street
Suite 855
Chicago, IL 60606-7204
312-353-7706
312-353-8575 fax
Jeannette Tamayo Regional Director
jtamayo@eda.doc.gov
SEATTLE REGION
Alaska, Arizona, California, Hawaii, Idaho, Nevada,
Oregon, Washington, American Samoa,
Northern Mariana Islands, Guam, Federated States of Micronesia, Rep. of
Marshall Islands, Rep. of Palau
Jackson Federal Building, Suite 1856
915 Second Avenue
Seattle, WA 8174-1001
206-220-7660
206-220-7669 fax
A. Leonard Smith, Regional Director
lsmith7@eda.doc.govhttp://www.eda.gov/
"Well, in our country," said Alice, still panting a little, "you'd generally get to
somewhere else — if you run very fast for a long time, as we've been doing.“
"A slow sort of country!" said the Queen. "Now, here, you see, it takes all the
running you can do, to keep in the same place. If you want to get somewhere
else, you must run at least twice as fast as that!" [1]
EMDC&C2EDS
Getting your workforce system involved in a local Comprehensive Economic Development Planning Process
Getting your workforce system involved in a local Comprehensive Economic Development Planning Process
Getting your workforce system involved in a local Comprehensive Economic Development Planning Process
Getting your workforce system involved in a local Comprehensive Economic Development Planning Process
Getting your workforce system involved in a local Comprehensive Economic Development Planning Process
Getting your workforce system involved in a local Comprehensive Economic Development Planning Process
Getting your workforce system involved in a local Comprehensive Economic Development Planning Process
Getting your workforce system involved in a local Comprehensive Economic Development Planning Process
Getting your workforce system involved in a local Comprehensive Economic Development Planning Process
Getting your workforce system involved in a local Comprehensive Economic Development Planning Process
Questions?
For questions after this presentation, please reach out to the
North East Regional Employment and Training
Association
P (908) 995-7718
E Colleen@nereta.org
NERETA will reach out to Mike and/or Paul to get your questions answered.

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Getting your workforce system involved in a local Comprehensive Economic Development Planning Process

  • 1. GETTING YOUR WORKFORCE SYSTEM INVOLVED WITH EDA THROUGH THE REGIONAL CEDS Paul Raetsch Retired EDA Regional Director Michael Aube President Eastern Maine Development Corporation Mobilize Eastern Maine Presentation for the North East Regional Employment and Training Association NERETA Webinar April 17, 2014
  • 2. Why should workforce developers care about the EDA Mission? To lead the federal economic development agenda by promoting innovation and competitiveness, preparing American regions for growth and success in the worldwide economy. Linden Pointe, Hermitage, PA ETA/EDA
  • 3. EDA Investment Programs FY 2014 • Public Works $96 M • Economic Adjustment $42 M • Planning $29 M • Technical Assistance $11 M • Trade Adjustment Assistance $15 M BIA
  • 4. Eligible EDA Applicants: • Economic Development Districts • States • City and Local Governments • Indian Tribes • Colleges and Universities • Nonprofit Organizations Possible collaborations? Bioprocess Technology Training Center, UPR, Mayaquez
  • 5. Secret to EDA Success? Bottom Up Development • Investments selected consistent with Comprehensive Economic Development Strategy (CEDS) • CEDS developed regionally with broad-based local involvement • EDA responds to, rather than dictates, local vision • Federal dollars - local control RESPOND, Camden, NJ
  • 6. I will spend the rest of my time discussing the CEDS and why should and how can workforce officials get involved in the process. CEDS: A Guide to Economic Growth Purposes: • To guide the economic growth of a region through an ongoing economic development planning process • To qualify the region for EDA assistance Northern Tier EDD (and a WIB), Towanda, PA
  • 7. What is a CEDS? What is a CEDS Supposed to Do? What makes the CEDS Process Successful? Philadelphia Naval Shipyard BRAC
  • 8. What is a CEDS? • A Comprehensive Economic Development Strategy (CEDS) is a broad-based continuous planning process addressing the economic opportunities and constraints of an area to increase employment through private sector investment. • That process is documented in a report that is usually referred to as CEDS, Strategy, or Plan. • The report functions much like a road map; it is a means to an end. • Each CEDS is unique, reflecting the challenges and opportunities facing its area. The report should contain four main elements: analysis, vision, action plan, and evaluation.
  • 9. What is a CEDS Supposed to Do? • A CEDS should promote regional prosperity through economic development and higher wage employment by determining actions public and private leadership can take to improve the opportunity for increased private sector investment. • The general public, government decision makers and business investors should be able to use it as a guide to understanding the regional economy and also to taking action to improve it. • The CEDS should blend and incorporate other planning efforts in the community.
  • 10. What Determines the Validity of the Process and the Document? • Its quality should be judged by its usefulness as a guide to local decision making. • The CEDS must be the result of a continuing economic development planning process, developed with diverse community participation. • The CEDS document should identify local actions, (procedural, regulatory, and financial), that can be undertaken with or without reliance on Federal financial assistance. • The extent to which public and private sector leadership relies on the process to determine regional priorities.
  • 11. 1. Background: The CEDS must contain a background of the economic development situation of the region that paints a realistic picture of the current condition of the region. 2. Analysis of Economic Development Problems and Opportunities: The CEDS must include an in-depth analysis of the economic development problems and opportunities that identifies strengths and weaknesses in the regional makeup of human and economic assets, and problems and opportunities posed by external and internal forces affecting the regional economy. 3. CEDS Goals and Objectives -- Defining Regional Expectations: The CEDS must contain a section setting forth goals and objectives necessary to solve the economic problems, or capitalize on the resources, of the region. Any strategic project, program, or activity identified in the CEDS should work to fulfill these goals and objectives. 4. Community and Private Sector Participation: The CEDS must include a section discussing the relationship between the community in general and the private sector in the development and implementation of the CEDS. 5. Strategic Projects, Programs and Activities: The CEDS must contain a section which identifies regional projects, programs and activities designed to implement the Goals and Objectives of the CEDS. This section should identify: Vital Projects- A prioritization of vital projects, programs, and activities that address the region's greatest needs or that will best enhance the region's competitiveness, including sources of funding for past and potential future investments. These can be overarching "themes" for regional economic development success and is expected to include specific components. Funding sources should not be limited to EDA programs. 6. CEDS Plan of Action: The plan of action, as described in the CEDS, implements the goals and objectives of the CEDS. 7. Performance Measures: The CEDS must contain a section that lists the performance measures used to evaluate the Planning Organization's successful development and implementation of the CEDS. The Outline of the CEDS Report (according to 13CFR307)
  • 12. How can economic development professionals get involved? From 13CFR305: “Strategy Committee: The Strategy Committee is the entity identified by the Planning Organization as responsible for developing, revising, or replacing the CEDS. The Strategy Committee must represent the main economic interests of the region, and must include Private Sector Representatives as a majority of its membership. In addition, the Planning Organization should ensure that the Strategy Committee also includes: • Public officials; • Community leaders; • Representatives of workforce development boards; • Representatives of institutions of higher education; • Minority and labor groups; and • Private individuals.”
  • 14. Getting prosperous means focusing on creating jobs with higher wages and better working conditions, reducing poverty and increasing economic opportunities for all of the region’s citizens. The New Economy Model: Getting Prosperous The New Economy Model: Getting Better Getting better means boosting the skills of the region’s workforce, ensuring a technologically advanced infrastructure, fast and responsive government, and ensuring a high quality of life that will be attractive to knowledge workers. Alamo College, TX Technology Center Nash CC, NC Training Center
  • 15. Regions that meet the challenges of the New Economy focusing on innovation, learning, and constant adaptation… will be the ones that succeed and prosper. Atlantic Cape CC, NJ, Aviation Technology Training Center
  • 16. “Regionalism is an unnatural act among non-consenting adults.” Al McGeehan, Mayor of Holland, Michigan Collaborate. Leading Regional Innovation Clusters THE COUNCIL ON COMPETITIVENESS 2010 In every successful case, there is a group of leaders who coalesce around the common recognition that the old, locally focused development strategies are not working and that regional collaboration offers the best chance for success. The ability to act like a region frequently requires building temporary coalitions, but effective regional leadership requires an ongoing intermediary organization to keep regionalism alive.
  • 17. Effective regional leadership can overcome the structural disadvantages posed by program stovepipes, local economic jealousy and competing political jurisdictions. The Seven Habits of Highly Effective Regional Leadership 1. Be Proactive 2. Begin with the End in Mind 3. Seek First to Understand, then to Be Understood 4. Put First Things First 5. Think Win-Win, Be Inclusive 6. Synergize 7. Sharpen the Saw (TAKE THE ED DIRECTOR TO LUNCH, OR COFFEE????)
  • 18. Knowledge economy assets Collaborative institutions & organizations Regional Mindset Innovation and Entrepreneurship Regional Growth Strategic Planning for a Technology-Driven World Collaborative Economics, 2002 The CEDS can be the glue that binds the collaborative institutions with a regional mindset.
  • 19. ATLANTA REGION Alabama, Florida, Georgia, Kentucky, Mississippi, North Carolina, South Carolina, Tennessee 401 West Peachtree Street, NW Suite 1820 Atlanta, GA 30308-3510 404-730-3002 404-730-3025 fax Philip Paradise, Regional Director pparadise@da.doc.gov DENVER REGION Colorado, Iowa, Kansas, Missouri, Montana, North Dakota, Nebraska, South Dakota, Utah, Wyoming 1244 Speer Boulevard Suite 670 Denver, CO 80204-3591 303-844-4715 303-844-3968 fax Robert Olson, Regional Director rokson@eda.doc.gov AUSTIN REGION Arkansas, Louisiana, New Mexico, Oklahoma, Texas 327 Congress Avenue Suite 200 Austin, TX 78701-4037 512-381-8144 512-381-8177 fax Pedro R. Garza, Regional Director pgarza@eda.doc.gov PHILADELPHIA REGION Connecticut, Delaware, District of Columbia, Maine, Maryland, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, Vermont, Virginia, West Virginia, Puerto Rico, Virgin Islands Curtis Center, Suite 140 South Independence Square West Philadelphia, PA 19106-3821 215-597-4603 215-597-1063 fax Willie Taylor, Regional Director wtaylor@eda.doc.gov CHICAGO REGION Illinois, Indiana, Michigan, Minnesota, Ohio, Wisconsin 111 North Canal Street Suite 855 Chicago, IL 60606-7204 312-353-7706 312-353-8575 fax Jeannette Tamayo Regional Director jtamayo@eda.doc.gov SEATTLE REGION Alaska, Arizona, California, Hawaii, Idaho, Nevada, Oregon, Washington, American Samoa, Northern Mariana Islands, Guam, Federated States of Micronesia, Rep. of Marshall Islands, Rep. of Palau Jackson Federal Building, Suite 1856 915 Second Avenue Seattle, WA 8174-1001 206-220-7660 206-220-7669 fax A. Leonard Smith, Regional Director lsmith7@eda.doc.govhttp://www.eda.gov/
  • 20. "Well, in our country," said Alice, still panting a little, "you'd generally get to somewhere else — if you run very fast for a long time, as we've been doing.“ "A slow sort of country!" said the Queen. "Now, here, you see, it takes all the running you can do, to keep in the same place. If you want to get somewhere else, you must run at least twice as fast as that!" [1]
  • 32. Questions? For questions after this presentation, please reach out to the North East Regional Employment and Training Association P (908) 995-7718 E Colleen@nereta.org NERETA will reach out to Mike and/or Paul to get your questions answered.