More Related Content
Viewers also liked
Viewers also liked (9)
Similar to Opening Plenary: Taking a Stand for Regional Development
Similar to Opening Plenary: Taking a Stand for Regional Development (20)
More from nado-web
More from nado-web (20)
Recently uploaded
Recently uploaded (20)
Opening Plenary: Taking a Stand for Regional Development
- 2. Water for Joint Base San Antonio (JBSA) October 17, 2016 DIANE RATH ALAMO AREA COUNCIL OF GOVERNMENTS SAWS Board of Trustees
- 3. October 17, 2016 Water For Military Bases Page 3 Partnership for San Antonio’s Military Future Sustainable Affordable Water Service for our Nation’s Defense
- 4. October 17, 2016 Water For Military Bases Page 4 JBSA Locations JBSA- Lackland Port San AntonioMedina Annex Camp Bullis JBSA- Randolp h JBSA-CAMP BULLIS JBSA-LACKLAND JBSA-LACKLAND TRAINING ANNEX JBSA-RANDOLPH JBSA-Fort Sam Houston JBSA-Ft Sam Houston
- 5. October 17, 2016 Water For Military Bases Page 5 Economic Value of JBSA
- 6. October 17, 2016 Water For Military Bases Page 6 People Impact of JBSA
- 7. October 17, 2016 Water For Military Bases Page 7 Alamo Population
- 8. October 17, 2016 Water For Military Bases Page 8 Objective • Challenges – Edwards Aquifer cutbacks – U.S. Fish and Wildlife Biologic Opinion limits pumping – Redundancy of Water Service – Perceptions of inadequate water availability – Ensuring future reliable water to military locations – Maintaining and attracting new military missions Secure and Abundant Water Future for Joint Base San Antonio
- 9. October 17, 2016 Water For Military Bases Page 9 Objective- $5 million DEAAG Grant • Solutions – City of San Antonio Leadership – Partnerships with broader community – SAWS has abundant water supplies available – SAWS Infrastructure surrounds bases Secure and Abundant Water Future for Joint Base San Antonio
- 10. October 17, 2016 Water For Military Bases Page 10 Camp Bullis • 1,700’ of water main • PRV, backflow preventer, meter • JBSA to build on base and connect to SAWS • SAWS to provide primary service • $1.2 Million (~$500K for SAWS) State of the Art Training and Operational Support ^_ Camp Bullis §¨¦10 §¨¦1604 ¯
- 11. October 17, 2016 Water For Military Bases Page 11 Ft. Sam Houston • 2,900’ of water main • Build to Fenceline • PRVs, backflow preventers, meters • $1.2 Million Historic Landmark, Home of Military Medicine, San Antonio Military Medical Center ^_ ^_ ^_ ^_ Fort Sam Houston §¨¦35 §¨¦281 ¯
- 12. October 17, 2016 Water For Military Bases Page 12 Lackland Training Annex • 250’ of water main • PRVs, backflow preventers, meters • $300,000 Tactical Training ^_ Lackland Training Annex §¨¦90 §¨¦410 §¨¦1604 ¯
- 13. October 17, 2016 Water For Military Bases Page 13 Lackland • 1,600’ of water main • PRVs, backflow preventers, meters • $870,000 Gateway to Air Force through Enlisted Basic Training ^_ Lackland Air Force Base ^_ ^_ §¨¦90 §¨¦410 ¯
- 14. October 17, 2016 Water For Military Bases Page 14 Security Hill Project • 14,000’ water main project • $7.5 million total – $2.5 million directly for Security Hill AF Space Command, Cybersecurity, and Intelligence Lackland 16" Water Main Extension 4A-07 4A-04 4A-05 4A-01 & 4A-06 4A-03 4A-02 §¨¦90 ¯ Security Hill
- 15. October 17, 2016 Water For Military Bases Page 15 Project Summary Acre-feet and Costs
- 16. October 17, 2016 Water For Military Bases Page 16 JBSA-RANDOLPH AFB
- 17. October 17, 2016 Water For Military Bases Page 17 JBSA-RANDOLPH AFB • Cibolo Municipal Authority – 2000 Took over Waste Water Treatment for Base Grey Water pumped back for Golf Course • Schertz Seguin Local Govt. Corp and City of Schertz- 2003 Built the pipelines to the fence Will sell Randolph water if needed from stable alternative aquifer • JBSA-Randolph AFB – paid for the construction Partners for Water Solution
- 18. October 17, 2016 Water For Military Bases Page 18 Randolph Clear Zones DEAAG 2 - $4.7 million to Bexar County for land purchase
- 19. October 17, 2016 Water For Military Bases Page 19 Leading through Community Partners Military City USA San Antonio will always be…
- 20. The Re-Emerging Wine Industry The Lewis-Clark Valley AVA
- 21. 21
- 22. Crush at Colter’s Creek 22
- 24. Two Bad Labs Vineyard 24
- 26. Lindsay Creek Vineyard & Winery 26
- 27. Dinner in the Vineyard 27
- 29. Final Rule Makes it Official 29
- 30. 30
- 33. The enterprises, organizations and individuals whose products and services are rooted in artistic and creative content. What is the "Creative Economy?"
- 34. Nurturing and Harvesting Creativity As a source of regional employment As it contributes to the competitive advantage in other sectors As it attracts and retains businesses, tourists, and talent As a source of inspiration and innovation As an opportunity for under-served people and places Creative Industries Contribute to the Economy Safe Art – Chelsea, VT – Group Project
- 35. The Big Picture: An Overview of Findings Employment in the creative industries is about 8.9% of the total Region’s employment. Employment growth in the Region’s creative industries was 10.2% from 2010-2015 versus 8.2% for the U.S. and 7.6% for Vermont. The proportion of the workforce employed in creative industries in the Region is 86% above the similar national proportion. There is an awareness of the economic role and contribution of the Creative Economy in the Region based on the survey and discussions with business leaders and town officials. Creative Economy Size and Importance Safe & Seen – Randolph, VT
- 36. The Region exhibits an unusually high relative concentration in its creative industries, especially for a rural region that lacks large- scale employers. Some are expected, such as food segments and design and fashion, but others are surprisingly high—namely literary arts and museums and heritage. How Extensive is the Region’s Creative Economy?
- 37. Another way of comparing the relative economic importance of a set of industries, or cluster, is to compare it to other sets, or clusters, of industries in the same geographic region. Cluster Comparison 4,192 4,325 2,769 2,769 1,984 0 1,000 2,000 3,000 4,000 5,000 Creative Industries Business & Financial Services IT & Telecommunication Agribusiness, Food Processing, & Technology (excluding farming) Forest & Wood Products Cluster Comparison for the Region
- 38. Surveying Creative Enterprises • A third indicated they have a strong need for affordable workspace. • One in five indicated a need for co-working spaces with shared resources. • The strongest need among all respondents was for affordable healthcare. • Sixty percent indicated a need for publicity or media coverage. • Overall, respondents indicated a dissatisfaction with local and regional support and opportunities for creative economic development. • Respondents were particularly dissatisfied with public funding for creative enterprises and state taxes. • Over half indicated dissatisfaction with the level to which government, development agencies, and foundations appreciate or understand the impact of creative enterprise on the economy. What did we learn about their business needs and issues? 100 Year Gala – Springfield, VT
- 39. Digging Deeper: Segmenting the Creative Industries The creative industries were divided into seven distinct segments in order to better understand the strengths of and challenges facing each, and more effectively and efficiently understand their needs. Each is based on the data acquired through EMSI plus the employment in creative enterprises that were “discovered” in sectors not included in the industries identified as creative. This provides a more detailed picture of how each segment is organized and what its prospects are for the future. Fat Toad Farm – Randolph, VT – Salted Bourbon Caramel Flan
- 40. Convergence and Innovation While the creative economy is important in its own right based on its contribution to the Region’s economy, many of its most important impacts are the side effects it has on other important sectors, or, as they are commonly called, clusters. Creative industries and people have far greater effect than what is revealed by what their data alone reveal. The creative economy can be viewed as a “keystone species,” which is the biologists’ term for things that have impacts on their environment that is disproportionate to their scale.
- 41. In Support of the Creative Economy • Social Organizations • Education and Training • Events and Festivals • Places, Spaces, and Venues • Resources Because much of the value of creative economy is based on the manner in which its products are experienced and on the buzz that they generate, the creative economy depends heavily on support from a variety of physical, intellectual, technical, and social sources to deliver or provide services to the creative economy. The value of the support system is far greater than the number of people it employs or the income it produces. Steampunk Festival – Springfield, VT
- 42. Goals and Actions Bread & Puppet Little Big Tour – Rochester, VT Goal 1: An organizational structure and leadership team to oversee implementation of the plan Goal 2: Improved growth and economic sustainability of creative individual and enterprises Goal 3: Expanded educational opportunities for inspiring and developing creative talent Goal 4: Communities that develop, restore, and promote their creative assets Goal 5: The state of vermont takes a more active role in treating the creative economy as a key economic asset Goal 6: An effective marketing and communications plan that increases the creative economy’s visibility Goal 7: Strengthened social infrastructure
- 43. “Vermont is a unique place. Here you have a cheese maker with a PhD. A farmer who studies at Vermont Law School, an engineer who sculpts. Such pockets of novelty! It is a place where the mind can flourish.” ~Forrest MacGregor, Engineer & Artist Loralee Morrow, Regional Planner lmorrow@trorc.org So.802 Studios – Grand Opening – Springfield, VT
- 45. Kentucky Area Development Districts Pennyrile Area Development District
- 47. Pennyrile Future A Strategy for Workforce and Economic Development
- 48. 2012: The Year of the Entrepreneur
- 51. Entrepreneur Development Infrastructure Build, Go, Grow Regional Entrepreneurship Conference
- 52. Fusing federal and state economic development programs for a better future ELEVATING THE EASTERN UPPER PENINSULA
- 54. Rationale
- 55. Process
- 56. Result 1 UNIFIED VISION 6 GOALS: 1 PER FOCUS AREA STRATEGIES TO ACHIEVE EACH GOAL ACTION ITEMS (PROJECTS) TO WORK EACH STRATEGY; ACTION PARTNERS TO MAKE IT HAPPEN
- 58. 2016 EUP Internet-Access Survey
- 59. Housing Target Market Analysis
- 60. Community Development Placemaking Mini-Grants
Editor's Notes
- Last October 15, 2014, General LaBrutta, Commander of Joint Base San Antonio, noted that one of the most important things that we can do as a community to support the military value of his bases is to ensure a sustainable water supply. There is no reason as a community that water supply should be an issue for anyone in San Antonio, particularly our military base community. Since October, City Council members, led by the Mayor and CM Krier, have asked me to work with General LaBrutta and his team to resolve this critical issue. We now believe that we have a plan to go forward in a way that water cannot, and will not be a problem for the bases going forward
- Very few good solutions are done in a vacuum, and no one entity has a monopoly on good ideas. As we began to work together, several entities have been partners in crafting solutions to this critical plan to provide sustainable affordable water services for our nation’s defense. CLICK
- As we approached this task, we encountered some challenges which we are, even now, still working through. The bases have some aging, and unreliable water infrastructure and are subject to cutbacks from their Edwards Aquifer pumping, creating an atmosphere of uncertain water resources. There is also a lack of redundancy in the bases’ water systems. These issues have led to, and will continue feeding into perceptions of inadequate water availability for these bases. These perceptions may create a vulnerability to future rounds of BRAC, and also may hinder San Antonio from attracting new military missions through the BRAC process. New missions can bring new jobs and economic development. Vulnerability to BRAC is entirely unnecessary in our current state, but more importantly, lack of water availability to the bases is an unnecessary thing. CLICK
- As our objective is to secure an abundant water future for JBSA, we have found solutions through our City’s leadership and through partnerships throughout the broader community. SAWS has abundant water supplies available, and our infrastructure surrounds most all bases, making for readily available solutions. We have developed plans to cover four bases, through five projects. CLICK
- Camp Bullis is noted as JBSA’s number one priority, as this base has State of the Art training and operational support functions. Camp Bullis is subject to a very volatile water supply, Trinity Aquifer, and the base’s wells struggle in drought. SAWS proposes to install about 1,700 feet of water main, and JBSA will build infrastructure on base to connect to our supply, and SAWS will begin serving as their primary source of water, ending their challenges of the Trinity Aquifer, and securing this base’s water future. This will come at a cost of about $1 Million between SAWS and JBSA (SAWS - ~$600K and JBSA - $300K + ancillary issues). There are also Impact Fees associated with this project, that I will discuss in a little bit. CLICK
- Ft. Sam Houston is a critical part of San Antonio, particularly with a Level 1 Trauma Center, and with the nation’s leading burn center. Ft. Sam uses Edwards Aquifer wells, and is subject to strict cutbacks through their agreement with US Fish and Wildlife Service (“Biological Opinion”). Given its nationwide high profile visibility, it is essential that we ensure that this base does not have any question about its water supply. Our infrastructure completely surrounds the base. We plan to bring water availability to the base by building just under 3000 feet of water main and by having interconnection points in four locations around the base at a cost of about $1 Million. JBSA will then have the ability to interconnect their system in the future, providing a redundant source, and ensuring that the drought restrictions do not hinder any military mission, CLICK
- The Lackland Training Annex (aka - “Medina Annex”) is a very simple project similar to Ft. Sam. SAWS would build about 250 feet of water main and an interconnection point at the fenceline. This would come at a cost of about $250K, and would bring the water redundancy needed for this base. CLICK
- Lackland is the Gateway to the Air Force, hosting all enlisted personnel through Boot Camp. Yet another high profile and visible base, and given this visibility, we want to greet these new members with adequate water resources. This project would have about 1,600 feet of water main, some PRVs and backflow preventers, and interconnection spots at three locations around the base. This project would cost a little over $720K CLICK
- Finally, our Security Hill Project. This is a project that is already underway, and will ensure redundant water supplies due to inadequate water infrastructure. This project is larger in scope as it also impacts the Port of SA, and is helping to enhance that facility, which was impacted in a previous BRAC round. Clearly almost $2 Million of this project is directly related to Security Hill, which is home to a critical Cybersecurity and Intelligence missions, but it is also a facility that will continue to attract economic development as San Antonio builds this sector of our economy. CLICK
- This slide shows a quick snapshot of the project cost and potential water use. These projects are estimated to have a maximum water use of XX acre-feet, which represents 100% redundancy, and has the ability of supplying more when needed. We will reserve this amount of water in our Water Management Plan to show that this water is available. I mentioned Impact Fees earlier. You may remember that impact fees are required through the City Ordinance to be paid for new connections. These projects, when interconnected, will bring impact fees of $5.5 Million. These fees are a barrier for JBSA, as they are not costs budgeted, particularly given sequestration and reductions in spending by Congress. I believe that Councilman Krier has expressed an interest in waiving these impact fees. While they do not fit the traditional waiver mold, we are supportive of Council action to waive these fees. Camp Bullis impact fees would be the only ones triggered immediately, but I would suggest you just waive them all prospectively, These projects do cost money and so I want to be clear that these are being added to our budgets over the next two years. The impacts on rates will be minimal, but they do obviously add to the budget. We hope to recoupe much of this cost through a State grant that I will talk about on the next slide. Then the military will find funds necessary to construct on-base infrastructure, but we think those will be minimal and achievable costs. CLICK
- Purchase undeveloped Clear Zone Land Purchase or Place Easements on undeveloped Accident Potential Zone Land
- We appreciate your leadership, and that of our community partners, and we will always be Military City USA. CLICK
- Vines were planted in the Lewis-Clark Valley as early as 1872. Varietals such as Petit Syrah, Petit Verdot, and Cabernet Franc were cultivated. By 1908, 40 varieties of grapes were being cultivated. Two years later, Lewiston voted a ban on alcoholic beverages and the industry crashed. Most of the wine was turned into vinegar and winemaking virtually disappeared until the late 1990s. By 2004 several wineries began, using both their grapes from the own vineyards and grapes purchased from WA state.
- The LCV AVA is a bi-state AVA, encompassing 306,650 acres in ID and WA. 72% of the AVA lies in ID, within the counties of Nez Perce, Lewis, Latah and Clearwater. The remaining 28% is in Asotin, Garfield and Whitman counties of WA. Important to note – the elevation boundary of the AVA is 1968.5 feet…about 600 meters. 14 varieties of grapes are grown in the AVA including cab franc, cab sauv, Malbec, Syrah, and Reisling. Interesting fact…the southern most point of the AVA lies less than 5 miles from Oregon.
- Supporting the Creative Economy was an action item from the HUD funded East Central Vermont: What We Want Sustainability Plan This report was funded predominately by Two Rivers-Ottauquechee Regional Commission, with some funding from the Economic Development Administration While TRORC covers 30-towns in East Central Vermont, we did this report on behalf of the East Central Vermont Economic Development District which includes and additional 10 towns to the south There has been at least 14 other creative economy reports conducted throughout New England and Vermont somcd 2000, none have gotten legs, and none have specifically focused on our region. Now, there is a world-wide recognition of the creative economy’s impact and we believe the action plan here will be implemented.
- What is it? And how was the report informed? Advice from a Steering Committee that has met four times; An on-line survey; Responses to email queries; Focus groups; In-person and telephone interviews; Economic industry and occupational data from Economic Modeling Specialists, Inc. (EMSI); Analysis of data provided by a number of public and private sources; Data from Vermont Arts Council, and membership lists of all Vermont associations or guilds of creative people or companies; Information gathered from Internet searches, tourism information, and regional magazines and newspapers
- What we know
- What we discovered
- Consultants said, in fact, it was the strongest creative economy they had seen so far in their work with other rural areas around the country.
- What we learned through the on-line survey of creatives
- After a deep dive into the seven specified categories, the consultantsn turned to the support system and did a fairly extensive review of those as well.
- The report closes with seven goals and detailed action items. We’re fortunate in that at the same time this was going on, the Vermont Arts Council was developing the state-wide “Creative Network.” This network has broken the state up into nine creative zones, one of which covers our region. When they found out about our report and consultants, they immediately launched our network and we’re meeting in two weeks to discuss the action plan and see how we can move it forward.
- Slide 1 and 2: Intro to the region: 1 minute or less; play video (on mute). Our region, the three easternmost counties of Michigan's Upper Peninsula, is defined by its rustic beauty and natural resources. From famous Mackinac Island to humble Pickford Township, people in this region are connected to the land culturally, economically, and personally. Outdoor opportunities abound, visual splendor appears every turn, and peace and tranquility exist that would have made George Washington long for the Eastern Upper Peninsula. However, there are challenges: single-industry growth has historically limited much of the midwest, and the U.P. is no exception. Farming-, tourism-, and natural resource-dependent enterprises, along with a strong government presence due to our border with Canada, comprise the economy of our largely low-density land. Without the large manufacturing, start-ups, or professional services one finds in larger urban centers, it became imperative to pursue a new course of action that maximizes what the region does have to offer. Thus sought to make Elevating the Eastern Upper Peninsula a guide that does just that.
- Slide 3: Rationale: Everyone here is likely familiar with the CEDS, so I won’t delve into it. Ours was expiring and it became time to rewrite it, but we wanted to do something different. At the same time, Michigan implemented its Regional Prosperity Initiative, which required many of the same things as a CEDS, but also gave regional planning organizations in Michigan a funding mechanism to play a more active role in the plan implementation. Thus, we saw the advent of RPI as a way to inject new life in the CEDS process, expand stakeholder input, and implement many of the action items that the plan proposes. Not only would this course of action be innovative due the combining of the federal and state economic development programs available to us, but it would now be able to be executed at a level that was previously impossible.
- Slide 4: Process: Over 9 months, we held 12 meetings to generate the plan’s direction, obtain necessary input, and assure its acceptance. The stakeholder committee helped us identify 6 focus areas: economic and workforce development, infrastructure, education, tourism and natural resource, agriculture and local food systems, and health care. Along with stakeholder meetings, each focus group met to identify SWOT, come up with a goal, and identify the action items (projects) in each area that would be necessary to move the ball forward. This assure the buy-in that previously we struggled to achieve with the typical CEDS process.
- Slide 5: Result: What resulted was an economic development blueprint with a vision, a goal for each focus area (6), strategies to achieve each goal, and action items and action partners to work each strategy. Stakeholder input has been consistently strong since the plan's adoption by our governing board. The plan is being recognized on both a federal and state level for the innovativeness with which it fuses the requirements of state and federal economic development requirements.
- Slide #6 - Videoconferencing Purchased and placed videoconferencing technology in each of our county seats Currently four sites region-wide People shouldn’t have to drive more than an hour to attend a meeting Time and Money Saved During the first year, after implementing the two of the four video systems, the Regional Planning Commission realized a savings of approximately $20,000 in staff time and associated travel costs.
- Slide #7 - Broad band- multi-year effort vertical asset inventory, access survey- 8-10% response rate for the entire region, several companies interested in the result.
- Slide #8 - Target Market Analysis Hired consultant to analyze un-met housing demand Focused on “missing middle housing”- condos, between 2-9 unit developments which are increasingly in demand Demonstrates the number of units that can reasonably expected to be filled according to two different scenarios Used to attract new development and revitalization of downtown One part of achieving kep placemaking principles Will continue effort with developer’s summit in 2017
- Slide #9 - Place Making Mini-Grants Small amounts- $4,000 or less- to enable and inspire projects in our communities Gazebo in Trout Lake, totally revitalized their entire downtown park, defines downtown, which is really just a street Old Hessle School House had made a lot of progress based on volunteer efforts and some private donors, our funding bought new signage to direct people to the revitalized property New Long House restoration- was a huge community and volunteer effort, needed just a few thousand dollars more of specialty work in order to complete it A pocket park in downtown St. Ignace is another huge project, which is currently underway and will directly connect downtown to a huge geological formation.