The goal of the CEDS process is not just to create an accessible, well-researched, and engaging planning document. It is ultimately meant to encourage action and create the space for impactful initiatives to emerge that meet the economic development goals of the region. This section highlights “CEDS in Action” – examples of transformative projects that were inspired or identified through the CEDS process. These short case studies cover a variety of focus areas and all are connected in some way to a region's CEDS.
(Banner photo : Coastal Regional Commission, GA)
(Banner photo : Coastal Regional Commission, GA)
Northern Minnesota Entrepreneur Academy (Headwaters RDC)
Like many rural regions across the country, Northern Minnesota has been challenged with the outmigration of young people and the loss of talent to larger metropolitan areas. In the five-county region served by the Headwaters Regional Development Commission (HRDC), this has created a problem for business development and growth in an area that has seen almost 300 businesses disappear since the Great Recession.
At meetings during the region’s 2017 CEDS rewrite process, members of the local business community voiced concerns about the lack of entrepreneurship and leadership training available for the area’s high school students. Though there were resources in place to support adults with their professional and business development needs, there had never been programming designed especially for the younger generation to explore the possibilities of entrepreneurship and a career in business. Inspired by these discussions and wanting to address this need through the CEDS, HRDC staff spent six months designing its own homegrown youth entrepreneurship program that would provide a forum for students to develop new skills, network with local entrepreneurs, and learn about the possibilities for launching a business in the region.
The Northern Minnesota Entrepreneur Academy (NMEA) is a weeklong program for high school students held at Bemidji State University. The inaugural class of 11 students convened in July 2019 and experienced what it would be like to start their own business through a mix of activities, including learning from instructors and guest speakers about business finance, writing a business plan, and more, collaborating on group projects, going on field trips to local businesses, and eventually participating in a pitch competition.
HRDC planned, staffed, and administered the entire program and the initial success of the NMEA is a powerful example of a regional development organization being responsive to the needs of a region as identified through the CEDS. This effort is part of HRDC’s larger regional economic development approach that focuses on leveraging local assets, promoting innovation, and improving quality of life for residents. Following a successful first year, HRDC is planning on expanding and refining the program to reach even more students in the years ahead.
This case study was written by Brett Schwartz, NADO Research Foundation Associate Director
At meetings during the region’s 2017 CEDS rewrite process, members of the local business community voiced concerns about the lack of entrepreneurship and leadership training available for the area’s high school students. Though there were resources in place to support adults with their professional and business development needs, there had never been programming designed especially for the younger generation to explore the possibilities of entrepreneurship and a career in business. Inspired by these discussions and wanting to address this need through the CEDS, HRDC staff spent six months designing its own homegrown youth entrepreneurship program that would provide a forum for students to develop new skills, network with local entrepreneurs, and learn about the possibilities for launching a business in the region.
The Northern Minnesota Entrepreneur Academy (NMEA) is a weeklong program for high school students held at Bemidji State University. The inaugural class of 11 students convened in July 2019 and experienced what it would be like to start their own business through a mix of activities, including learning from instructors and guest speakers about business finance, writing a business plan, and more, collaborating on group projects, going on field trips to local businesses, and eventually participating in a pitch competition.
HRDC planned, staffed, and administered the entire program and the initial success of the NMEA is a powerful example of a regional development organization being responsive to the needs of a region as identified through the CEDS. This effort is part of HRDC’s larger regional economic development approach that focuses on leveraging local assets, promoting innovation, and improving quality of life for residents. Following a successful first year, HRDC is planning on expanding and refining the program to reach even more students in the years ahead.
- For more information about the Northern Minnesota Entrepreneur Academy, click here.
- For more information about the Headwaters Regional Development Commission, click here.
This case study was written by Brett Schwartz, NADO Research Foundation Associate Director
Maupin Fiber Project (Mid-Columbia EDD, oR)
The small city of Maupin, Oregon is located on the banks of the Lower Deschutes River and serves as a gateway and economic hub to the surrounding region, an outdoor recreation destination for kayaking, hiking, fishing, camping, and more. Located in a rural area with a population of around 450 residents, Maupin is not a likely candidate for high-speed Internet service, but through strong partnerships, planning, and perseverance, this community now boasts Internet speeds that rival much larger metropolitan areas.
The Mid-Columbia Economic Development District (MCEDD) serves a five-county bi-state region that spans Washington and Oregon, including Wasco County where Maupin is located. In 2011, MCEDD completed an updated CEDS that identified broadband infrastructure and access as a key economic development strategy for the region. The CEDS planning process created the space for region-wide conversations with key stakeholders about broadband needs, including meetings with residents, the local business community, and key partners such as the city of Maupin and the QualityLife Intergovernmental Agency (Q-Life), a collaborative middle mile internet serve provider. A strong partnership has since developed between MCEDD and Q-Life to help make broadband connectivity a reality for the area. In 2012, MCEDD provided staff support for a broadband strategic plan for Wasco County and in 2015 MCEDD conducted demand studies to provide Q-Life with accurate data for its planning efforts. MCEDD also held a forum in Maupin for local residents and business owners to discuss their needs and provide input throughout the process.
After three years of planning and fundraising, the Maupin Fiber Project was completed in March 2019, following Q-Life’s installation of the in-town network and LS Networks providing the connection to the broader fiber network. The effort cost around $2 million and was funded by a mix of public and private entities. It can deliver speeds of 1 gigabit per second to residents and businesses in Maupin - some of the fastest speeds in the entire state of Oregon.
This project has been transformative for the city and surrounding area and is driving economic development in the region and improving quality of life for residents, businesses, and visitors. For example, the local health clinic has utilized faster Internet speeds to deliver telemedicine counseling, the Chamber of Commerce is embracing a digital marketing strategy organized by high school students to assist local businesses, and remote workers are moving to the area drawn by the fast Internet speeds, making Maupin an emerging community of choice for new workers and entrepreneurs.
MCEDD’s involvement in the Maupin Fiber Project demonstrates how an EDD can leverage the CEDS process and nurture key relationships, provide local leadership, and serve as a convener for key partners to address an important need in the community. Projects like this one take time and having a regional organization like MCEDD establish a solid foundation through the CEDS process and provide on-going assistance can help guide these efforts from planning through implementation.
This case study was written by Brett Schwartz, NADO Research Foundation Associate Director
The Mid-Columbia Economic Development District (MCEDD) serves a five-county bi-state region that spans Washington and Oregon, including Wasco County where Maupin is located. In 2011, MCEDD completed an updated CEDS that identified broadband infrastructure and access as a key economic development strategy for the region. The CEDS planning process created the space for region-wide conversations with key stakeholders about broadband needs, including meetings with residents, the local business community, and key partners such as the city of Maupin and the QualityLife Intergovernmental Agency (Q-Life), a collaborative middle mile internet serve provider. A strong partnership has since developed between MCEDD and Q-Life to help make broadband connectivity a reality for the area. In 2012, MCEDD provided staff support for a broadband strategic plan for Wasco County and in 2015 MCEDD conducted demand studies to provide Q-Life with accurate data for its planning efforts. MCEDD also held a forum in Maupin for local residents and business owners to discuss their needs and provide input throughout the process.
After three years of planning and fundraising, the Maupin Fiber Project was completed in March 2019, following Q-Life’s installation of the in-town network and LS Networks providing the connection to the broader fiber network. The effort cost around $2 million and was funded by a mix of public and private entities. It can deliver speeds of 1 gigabit per second to residents and businesses in Maupin - some of the fastest speeds in the entire state of Oregon.
This project has been transformative for the city and surrounding area and is driving economic development in the region and improving quality of life for residents, businesses, and visitors. For example, the local health clinic has utilized faster Internet speeds to deliver telemedicine counseling, the Chamber of Commerce is embracing a digital marketing strategy organized by high school students to assist local businesses, and remote workers are moving to the area drawn by the fast Internet speeds, making Maupin an emerging community of choice for new workers and entrepreneurs.
MCEDD’s involvement in the Maupin Fiber Project demonstrates how an EDD can leverage the CEDS process and nurture key relationships, provide local leadership, and serve as a convener for key partners to address an important need in the community. Projects like this one take time and having a regional organization like MCEDD establish a solid foundation through the CEDS process and provide on-going assistance can help guide these efforts from planning through implementation.
- To learn more about the Maupin Fiber Project, click here.
- To learn more about the Mid-Columbia Economic Development District, click here.
This case study was written by Brett Schwartz, NADO Research Foundation Associate Director
Regional Impacts Dashboard (North Central PA RP&DC)
The North Central Pennsylvania Regional Planning and Development Commission oversees more than 20 programs for a six-county region, including those focused on economic and community development, transportation planning, human services, and broadband infrastructure. Like many regional development organizations across the country, North Central had been looking at ways to better communicate the impact it was making through its CEDS process and other regional initiatives. To address this need, staff in 2019 used off-the-shelf software from Esri to build the North Central Regional Impacts Dashboard to visually explain the organization’s work and to improve communities, businesses, and quality of life across the region.
The easy-to-navigate and visual dashboard, embedded on North Central’s website, allows users to explore a regional map and toggle filters to search investments and impacts by program, county, funding agency, and fiscal year. The dashboard features various tabs with county maps and charts that show the number of impacts by county, program dollar impacts, and overall impact dollars. The data is regularly updated as grants are administered, projects are delivered, and new impacts are realized. Since its development, the dashboard has been featured at various meetings to inform decision makers about where funding resources are going, what areas need additional investment, and opportunities to make more equitable impacts throughout the region. Though the tool was designed primarily to better inform local elected officials, board members, and North Central staff, it is publicly available online for anyone interested to explore.
The North Central Regional Impacts Dashboard is a valuable online tool that has been utilized throughout the CEDS process to track regional impacts and identify areas of the region that may benefit from additional investment or where additional staff outreach is needed. Having this information easily accessible has led to more informed decision making and has increased overall organizational accountability as North Central pursues its mission of making its region more livable, prosperous, and connected.
- To access the North Central Regional Impacts Dashboard, click here.
- For more information about the North Central Pennsylvania Regional Planning and Development Commission, click here.
This case study was written by Brett Schwartz, NADO Research Foundation Associate Director
Economic Opportunity Response Team (Eastern MAINE Dev. CORP.)
Communities around the country are working hard to adapt to the changing economic landscape of these uncertain times. In the tree-covered northeast, the Eastern Maine Development Corporation (EMDC) has been creating and implementing an exciting new framework to address the needs of various local communities in their region. Many of these places were long dependent on paper mills that stood as the primary economic activity for entire towns or counties. When some of these mills closed due to a challenging global paper market, Maine communities were hard-hit with sudden and severe unemployment, which led to a domino-effect of economic loss that hurt local restaurants, shops, and other businesses. Homes were foreclosed, properties abandoned, businesses closed, and the communities struggled to rebuild.
Enter EMDC and its new model for economic development, the Economic Opportunity Response Team (EORT), which has transformed how the organization does business and carries out its CEDS. EMDC had studied the issues that the region was facing and came to the conclusion that the best way to improve community resilience was to promote economic diversification. Because there was no single model or solution that could be used as a template to assist all communities, EMDC needed to develop individualized plans, strategies, and partnerships that could address the specific needs of each town. This led to the creation of Response Teams that are comprised of planners, community officials, investors, development analysts, and other experts to formulate unique strategies that are tailored to each individual area.
The EORT model integrates a variety of development practices, such as climate change resiliency, economic gardening, grants development strategic planning, site selection with GIS mapping, private investment assistance, and development modeling. By bringing experts, investors, and service providers to the table, the Response Teams are able to provide innovative and diverse options to help their communities build resilience and improve quality of life in the region. For example, one strategy created a partnership of service providers to support ex-offenders, including those in recovery, to help them successfully re-enter society from incarceration. Services have included guidance with resume writing, interviewing, job market research, and financial literacy coupled with addiction counseling and support systems.
At the end of the planning and strategizing process, the Response Teams write a targeted road map and EMDC then helps communities secure funding, formalize partnerships, troubleshoot obstacles, and report on progress to stakeholders at all levels. The EORT model is designed to deliver continuing support to community partners to ensure that they have all the resources they need to successfully implement the new plan and bring about results.
This new model has completely reframed how EMDC engages in regional economic development. It has impacted how the organization writes its CEDS plan: as the EORT model evolved, the CEDS began to reflect the individualized, integrated, and long-term nature of their new organizational framework. And it’s having impressive results: small towns such as Lincoln and Bucksport have experienced revitalization and economic diversification, including investments from the ME State Advisory Board and Microsoft. Because of the partnerships formed and successes achieved through this effort, EMDC now recognizes EORT approach as the model for economic development in the region and has positioned local communities to better respond to the challenges it faces now and in the future.
For more information about the Eastern Maine Development Corporation, click here.
This case study was written by Austin Barrington, NADO Research Foundation Graduate Fellow
Enter EMDC and its new model for economic development, the Economic Opportunity Response Team (EORT), which has transformed how the organization does business and carries out its CEDS. EMDC had studied the issues that the region was facing and came to the conclusion that the best way to improve community resilience was to promote economic diversification. Because there was no single model or solution that could be used as a template to assist all communities, EMDC needed to develop individualized plans, strategies, and partnerships that could address the specific needs of each town. This led to the creation of Response Teams that are comprised of planners, community officials, investors, development analysts, and other experts to formulate unique strategies that are tailored to each individual area.
The EORT model integrates a variety of development practices, such as climate change resiliency, economic gardening, grants development strategic planning, site selection with GIS mapping, private investment assistance, and development modeling. By bringing experts, investors, and service providers to the table, the Response Teams are able to provide innovative and diverse options to help their communities build resilience and improve quality of life in the region. For example, one strategy created a partnership of service providers to support ex-offenders, including those in recovery, to help them successfully re-enter society from incarceration. Services have included guidance with resume writing, interviewing, job market research, and financial literacy coupled with addiction counseling and support systems.
At the end of the planning and strategizing process, the Response Teams write a targeted road map and EMDC then helps communities secure funding, formalize partnerships, troubleshoot obstacles, and report on progress to stakeholders at all levels. The EORT model is designed to deliver continuing support to community partners to ensure that they have all the resources they need to successfully implement the new plan and bring about results.
This new model has completely reframed how EMDC engages in regional economic development. It has impacted how the organization writes its CEDS plan: as the EORT model evolved, the CEDS began to reflect the individualized, integrated, and long-term nature of their new organizational framework. And it’s having impressive results: small towns such as Lincoln and Bucksport have experienced revitalization and economic diversification, including investments from the ME State Advisory Board and Microsoft. Because of the partnerships formed and successes achieved through this effort, EMDC now recognizes EORT approach as the model for economic development in the region and has positioned local communities to better respond to the challenges it faces now and in the future.
For more information about the Eastern Maine Development Corporation, click here.
This case study was written by Austin Barrington, NADO Research Foundation Graduate Fellow
Fort Campbell Strong Defense Alliance (Pennyrile ADD, KY)
The skilled men and women who have served the nation in various military branches are an important and valuable part of the national workforce. However, it can sometimes be difficult to integrate these uniquely trained veterans into the private sector. In response to this challenge, the Pennyrile Area Development District (PADD) of southwest Kentucky launched the Fort Campbell Strong initiative. This effort has made a powerful impact on the economic growth of the region and has influenced the way that PADD plans its CEDS for the region.
It started in 2015 when, as part of the Base Realignment and Closure (BRAC) process, the U.S. Department of Defense asked PADD to deliver a strategy for economic diversification to support displaced soldiers coming out of Fort Campbell. Some of these soldiers planned to leave the area to return to homes or families elsewhere, but many of them wanted to remain in the southern Kentucky/northern Tennessee region. Some of those looking to stay had families to support; all of them needed jobs. PADD identified a six-county region around Fort Campbell, hired a consultant to study the problem, and held meetings to investigate different sectors of the local economy as they related to these soldiers.
This initial research yielded two primary recommendations: an institution to coordinate economic development related to the Fort Campbell community, and a tailored workforce development program for veterans. Subsequently, PADD helped found the Fort Campbell Strong Defense Alliance to fill the role of a coordinating institution that could also implement the workforce development program. The Defense Alliance is comprised of a board of elected officials, Chamber of Commerce representatives, economic development professionals, and workforce development experts. The Workforce Development program strives to bridge the gap between the veterans’ skillsets and the needs of employers in the region.
The Fort Campbell Strong initiative has experienced growing success since it officially began in 2018. The program has received funding from various federal agencies, including the Office of Economic Adjustment and the Department of Labor. Additional partnerships have been built with local higher education institutions, Chambers of Commerce, and private investors. The workforce program has purchased equipment to help veterans train to use mechatronic tools that local factories rely on for production. A particularly exciting development has been the increased interest in the region from military suppliers because of the veteran workforce. For example, VK Integrated Systems, a California-based company that manufactures hand-held weapons systems, decided to move its headquarters and R&D operations to Clarksville, TN. The company’s decision to move was based in part on the relationship with Fort Campbell and the Defense Alliance.
Thanks to an increase in public visibility, the Defense Alliance is now working towards self-sufficiency as an independent organization. PADD has also continued to advocate for veterans in the workforce and has recalibrated its workforce department by hiring new staff to spend time at the Fort to better connect soldiers to local community. Recognizing that Fort Campbell is an important economic driver for the region, PADD has also revised its CEDS to reflect this opportunity. It now has a section in the plan specifically for Fort Campbell, listing projects for supporting the base and the veteran population in the surrounding area. As a future project, PADD is looking at the needs for resiliency and efficiency (e.g. redundant utilities) for the Fort itself.
The Fort Campbell Strong Defense Alliance is a great example of the benefit that results from supporting populations that may be overlooked during economic development planning efforts. By taking the time and effort to invest in soldiers coming out of Fort Campbell, the PADD team has brought new opportunity and vitality to an important part of America’s heartland.
This case study was written by Austin Barrington, NADO Research Foundation Graduate Fellow
It started in 2015 when, as part of the Base Realignment and Closure (BRAC) process, the U.S. Department of Defense asked PADD to deliver a strategy for economic diversification to support displaced soldiers coming out of Fort Campbell. Some of these soldiers planned to leave the area to return to homes or families elsewhere, but many of them wanted to remain in the southern Kentucky/northern Tennessee region. Some of those looking to stay had families to support; all of them needed jobs. PADD identified a six-county region around Fort Campbell, hired a consultant to study the problem, and held meetings to investigate different sectors of the local economy as they related to these soldiers.
This initial research yielded two primary recommendations: an institution to coordinate economic development related to the Fort Campbell community, and a tailored workforce development program for veterans. Subsequently, PADD helped found the Fort Campbell Strong Defense Alliance to fill the role of a coordinating institution that could also implement the workforce development program. The Defense Alliance is comprised of a board of elected officials, Chamber of Commerce representatives, economic development professionals, and workforce development experts. The Workforce Development program strives to bridge the gap between the veterans’ skillsets and the needs of employers in the region.
The Fort Campbell Strong initiative has experienced growing success since it officially began in 2018. The program has received funding from various federal agencies, including the Office of Economic Adjustment and the Department of Labor. Additional partnerships have been built with local higher education institutions, Chambers of Commerce, and private investors. The workforce program has purchased equipment to help veterans train to use mechatronic tools that local factories rely on for production. A particularly exciting development has been the increased interest in the region from military suppliers because of the veteran workforce. For example, VK Integrated Systems, a California-based company that manufactures hand-held weapons systems, decided to move its headquarters and R&D operations to Clarksville, TN. The company’s decision to move was based in part on the relationship with Fort Campbell and the Defense Alliance.
Thanks to an increase in public visibility, the Defense Alliance is now working towards self-sufficiency as an independent organization. PADD has also continued to advocate for veterans in the workforce and has recalibrated its workforce department by hiring new staff to spend time at the Fort to better connect soldiers to local community. Recognizing that Fort Campbell is an important economic driver for the region, PADD has also revised its CEDS to reflect this opportunity. It now has a section in the plan specifically for Fort Campbell, listing projects for supporting the base and the veteran population in the surrounding area. As a future project, PADD is looking at the needs for resiliency and efficiency (e.g. redundant utilities) for the Fort itself.
The Fort Campbell Strong Defense Alliance is a great example of the benefit that results from supporting populations that may be overlooked during economic development planning efforts. By taking the time and effort to invest in soldiers coming out of Fort Campbell, the PADD team has brought new opportunity and vitality to an important part of America’s heartland.
- For more information about the Fort Campbell Strong Defense Alliance, click here.
- For more information about the Pennyrile Area Development District, click here.
This case study was written by Austin Barrington, NADO Research Foundation Graduate Fellow
Explore RGV (Lower Rio Grande Valley DEVELOPMENT Council, TX )
Full of vibrant culture, important history, and some of the world’s greatest beaches, the Rio Grande Valley (RGV) in the southernmost tip of Texas is a beautiful and lively part of the nation. However, the region has not always enjoyed a positive reputation to outsiders or even to native Texans; visitors to southern Texas often overlook the RGV and instead spend their time in metropolises like Houston or Austin. In 2017, the Lower Rio Grande Valley Development Council (LRGVDC), based in Weslaco, began working on a project to identify and market all the assets and attractions that the region has to offer. The Explore RGV program has grown over time to become an impressive and comprehensive marketing vehicle for the entire Valley, not only attracting much-needed interest from visitors, but also impacting how the LRGVDC promotes a cohesive regional identity and approaches its CEDS.
The idea for this effort emerged from the Regional Large Cities Coalition, one of the advisory committees of the LRGVDC. The Coalition wanted to implement a regional marketing campaign, but there was no central platform that could properly exhibit everything that the forty-three cities and four counties of the Rio Grande Valley had to offer. The first task in marketing an entire region was to get an idea of what exactly should be marketed. The team needed to record and consolidate all the information from every business, township, public space, and community organization in the RGV. It took almost nine months of very data-intensive work to collect, organize, and analyze all the necessary information. The team spoke with many different stakeholders from all over the region: beach-side shop owners, Chamber of Commerce representatives, local public officials, residents, and others. With a better understanding of the region-wide assets and attractions, the focus turned to designing a promotional strategy.
After analyzing the data, the planning team decided on five categories to promote in the marketing campaign: Attractions & Entertainment, Museums & Culture, Outdoors & Recreation, Shopping, and Transportation & Resources. The team held public forums to present its findings, along with the beginnings of the marketing plan. There was a lot of excitement throughout the RGV as well as many questions. In particular, business owners and local officials wanted to know how they could participate in the new promotional strategy. One way was through the Partner Cities plan, in which cities of the RGV were given the opportunity to invest in the Explore RGV project in return for special promotional features. The public also contributed to a “Featured Destinations” list where residents wrote down and submitted their top five favorite places to visit in the RGV.
Explore RGV was officially launched in November 2018, funded primarily by a grant from the U.S. Economic Development Administration (EDA). One of the most important factors in securing the EDA grant was the cooperation of the many stakeholders – businesses, townships, cities, and various associations and organizations all came together to make the Explore RGV program happen. The flagship of the program is the ExploreRGV website, where visitors can navigate through thousands of RGV highlights including shops, museums, parks, beaches, theaters, trails, markets, libraries, historic sites, and more. The locales are grouped into the five categories identified during the planning process. The Partner Cities and Featured Destinations lists are also included on the website and LRGVDC is also currently working on a calendar of community events for the entire region.
Though the project and the website are still in the early stages, the Explore RGV program has already experienced a great deal of local recognition. Analytics showed that the greatest number of visitors to the website came from other cities in Texas and the city of Brownsville even reached out to the LRGVDC to ask if they could display an advertisement for the program on their city billboard. Additionally, many local businesses and other public places throughout the region have been putting up promotional materials for Explore RGV. The program has had an impact on how the LRGVDC views tourism and regional marketing, especially as these relate to the CEDS. The team believes that the Explore RGV program has improved the quality of life and marketing for the region, but it also enhances other aspects of the CEDS, such as workforce development and community resilience.
LRGVDC understands tourism as not just an end in itself; this regional marketing effort has demonstrated how it can be a great representation of everything that the region has to offer. Throughout the process – from the initial public input discussions through to the creation of the ExploreRGV website – this initiative has strengthened regional identity and fostered greater collaboration while at the same time highlighting how fun it is to live in and visit the RGV.
This case study was written by Austin Barrington, NADO Research Foundation Graduate Fellow
The idea for this effort emerged from the Regional Large Cities Coalition, one of the advisory committees of the LRGVDC. The Coalition wanted to implement a regional marketing campaign, but there was no central platform that could properly exhibit everything that the forty-three cities and four counties of the Rio Grande Valley had to offer. The first task in marketing an entire region was to get an idea of what exactly should be marketed. The team needed to record and consolidate all the information from every business, township, public space, and community organization in the RGV. It took almost nine months of very data-intensive work to collect, organize, and analyze all the necessary information. The team spoke with many different stakeholders from all over the region: beach-side shop owners, Chamber of Commerce representatives, local public officials, residents, and others. With a better understanding of the region-wide assets and attractions, the focus turned to designing a promotional strategy.
After analyzing the data, the planning team decided on five categories to promote in the marketing campaign: Attractions & Entertainment, Museums & Culture, Outdoors & Recreation, Shopping, and Transportation & Resources. The team held public forums to present its findings, along with the beginnings of the marketing plan. There was a lot of excitement throughout the RGV as well as many questions. In particular, business owners and local officials wanted to know how they could participate in the new promotional strategy. One way was through the Partner Cities plan, in which cities of the RGV were given the opportunity to invest in the Explore RGV project in return for special promotional features. The public also contributed to a “Featured Destinations” list where residents wrote down and submitted their top five favorite places to visit in the RGV.
Explore RGV was officially launched in November 2018, funded primarily by a grant from the U.S. Economic Development Administration (EDA). One of the most important factors in securing the EDA grant was the cooperation of the many stakeholders – businesses, townships, cities, and various associations and organizations all came together to make the Explore RGV program happen. The flagship of the program is the ExploreRGV website, where visitors can navigate through thousands of RGV highlights including shops, museums, parks, beaches, theaters, trails, markets, libraries, historic sites, and more. The locales are grouped into the five categories identified during the planning process. The Partner Cities and Featured Destinations lists are also included on the website and LRGVDC is also currently working on a calendar of community events for the entire region.
Though the project and the website are still in the early stages, the Explore RGV program has already experienced a great deal of local recognition. Analytics showed that the greatest number of visitors to the website came from other cities in Texas and the city of Brownsville even reached out to the LRGVDC to ask if they could display an advertisement for the program on their city billboard. Additionally, many local businesses and other public places throughout the region have been putting up promotional materials for Explore RGV. The program has had an impact on how the LRGVDC views tourism and regional marketing, especially as these relate to the CEDS. The team believes that the Explore RGV program has improved the quality of life and marketing for the region, but it also enhances other aspects of the CEDS, such as workforce development and community resilience.
LRGVDC understands tourism as not just an end in itself; this regional marketing effort has demonstrated how it can be a great representation of everything that the region has to offer. Throughout the process – from the initial public input discussions through to the creation of the ExploreRGV website – this initiative has strengthened regional identity and fostered greater collaboration while at the same time highlighting how fun it is to live in and visit the RGV.
- For more information about Explore RGV, click here.
- For more information about the Lower Rio Grande Valley Development Council, click here.
This case study was written by Austin Barrington, NADO Research Foundation Graduate Fellow
Tyson Foods-Logan County Career Center (Western Arkansas PDD)
Every community faces the challenge of equipping young people with employable skills to prepare them for joining the workforce. Western Arkansas Planning and Development District (WAPDD) has addressed this challenge by facilitating the construction of a career center to bridge the gap between local skillsets and employers’ hiring needs. Without the right workforce development opportunities, residents in Logan County, AR were unable to find jobs nearby, leading to an outmigration of workers and the loss of local talent. In response, WAPDD staff assembled resources and convened stakeholders from around the region to establish the Tyson Foods-Logan County Career Center, which has become a powerful workforce asset for the area. The success of the Career Center has also helped achieve many of the workforce development goals set out in the region’s CEDS and has brought recognition and additional opportunities to the district.
Before the Career Center opened, the Paris High School offered some job skills classes, but there were limitations in terms of physical space, curriculum, and resources. Students wanted to find jobs in local factories or other nearby businesses so that they could stay in their communities and support their families, but local employers needed workers with skillsets that the students were unable to acquire at the time. Something was needed to address this gap, and such a project would require strategic coordination, partners, and funding. WAPDD stepped in to provide the leadership to coordinate this effort. A partnership with the Arkansas Tech University’s Ozark campus brought much-needed curriculum, technical assistance, equipment, and a sizeable grant to get the Career Center started. An additional partnership with Tyson Foods Inc., which has a plant in the area, resulted in another generous grant and a recognizable name for the Career Center. The project also received funding from the U.S. Economic Development Administration and various Arkansas state-level sources, including the office of the governor.
The Career Center was constructed on the Paris High School campus and officially opened in January of 2018. Since the Center is now under the management of the school district, the school district’s superintendent meets each year with local businesses to hear from them about what kind of classes and skills should be offered to students. The facility also has the capacity to be used for specialized training that local companies may require to upskill existing workers. As a result, the Center offers courses in job skills such as welding and nursing, two industries that are growing quickly in the Western Arkansas region. Through the partnership with ATU Ozark, the coursework is credit-bearing towards credential, certificate, and even degree attainments. The Career Center is open to students from multiple school districts in the region and even offers adult education courses. Many of the students are working towards attaining an Associate degree by the time they graduate from high school, and in its first year the Career Center celebrated a 90% pass rate of its students sitting for the Certified Nursing Assistant exams.
The Career Center achieves many of the goals and objectives set out in the region’s CEDS, including to “[a]ssist in developing a workforce that can fill local and regional jobs” and to “aid local governments to act as catalysts for increased business/employer-education interaction.” WAPDD notes that it was not one stakeholder or one funding source that made this project a reality, but rather a collaboration of many different relevant parties and resources. Following the successful Tyson Foods-Logan County Career Center, WAPDD was approached by the Fort Smith Regional Chamber of Commerce, Fort Smith School District, and area businesses to establish another career center for their students. The district has been awarded another EDA grant and plans to bid the project in late spring 2020; the goal is to have the new center open by Fall 2021. By providing skillsets to workers that match local employers’ needs, these educational facilities and the curricula they provide are creating opportunities for residents in West Arkansas to continue to live, learn, and labor in their beloved hometowns.
This case study was written by Austin Barrington, NADO Research Foundation Graduate Fellow
Before the Career Center opened, the Paris High School offered some job skills classes, but there were limitations in terms of physical space, curriculum, and resources. Students wanted to find jobs in local factories or other nearby businesses so that they could stay in their communities and support their families, but local employers needed workers with skillsets that the students were unable to acquire at the time. Something was needed to address this gap, and such a project would require strategic coordination, partners, and funding. WAPDD stepped in to provide the leadership to coordinate this effort. A partnership with the Arkansas Tech University’s Ozark campus brought much-needed curriculum, technical assistance, equipment, and a sizeable grant to get the Career Center started. An additional partnership with Tyson Foods Inc., which has a plant in the area, resulted in another generous grant and a recognizable name for the Career Center. The project also received funding from the U.S. Economic Development Administration and various Arkansas state-level sources, including the office of the governor.
The Career Center was constructed on the Paris High School campus and officially opened in January of 2018. Since the Center is now under the management of the school district, the school district’s superintendent meets each year with local businesses to hear from them about what kind of classes and skills should be offered to students. The facility also has the capacity to be used for specialized training that local companies may require to upskill existing workers. As a result, the Center offers courses in job skills such as welding and nursing, two industries that are growing quickly in the Western Arkansas region. Through the partnership with ATU Ozark, the coursework is credit-bearing towards credential, certificate, and even degree attainments. The Career Center is open to students from multiple school districts in the region and even offers adult education courses. Many of the students are working towards attaining an Associate degree by the time they graduate from high school, and in its first year the Career Center celebrated a 90% pass rate of its students sitting for the Certified Nursing Assistant exams.
The Career Center achieves many of the goals and objectives set out in the region’s CEDS, including to “[a]ssist in developing a workforce that can fill local and regional jobs” and to “aid local governments to act as catalysts for increased business/employer-education interaction.” WAPDD notes that it was not one stakeholder or one funding source that made this project a reality, but rather a collaboration of many different relevant parties and resources. Following the successful Tyson Foods-Logan County Career Center, WAPDD was approached by the Fort Smith Regional Chamber of Commerce, Fort Smith School District, and area businesses to establish another career center for their students. The district has been awarded another EDA grant and plans to bid the project in late spring 2020; the goal is to have the new center open by Fall 2021. By providing skillsets to workers that match local employers’ needs, these educational facilities and the curricula they provide are creating opportunities for residents in West Arkansas to continue to live, learn, and labor in their beloved hometowns.
This case study was written by Austin Barrington, NADO Research Foundation Graduate Fellow
Recovery coordinator (Region 9 EDD of SW CO)
The town of Silverton is a picturesque community in the mountains of southwest Colorado. Sandwiched between two national forests and surrounded on all sides by epic peaks, Silverton has long enjoyed a vibrant tourist and outdoor adventure economy. However, the area has also been the scene of several devastating disasters which have threatened the wellbeing and livelihoods of the entire community. In an effort to support economic recovery following these disasters and also to build resiliency to future setbacks, Region 9 Economic Development District of SW Colorado (“Region 9 EDD” or “Region 9”) established the position of Recovery Coordinator for San Juan County, home to Silverton. The Recovery Coordinator position has played an important role in the economic and community development of the area and has also contributed to Region 9’s CEDS for the entire southwest Colorado region.
In 2015, an accident at the Gold King Mine near Silverton released millions of gallons of wastewater into the Animas River. The local governments of Silverton and San Juan County determined that having a Superfund designation was the only way to address the cleanup from this spill, along with other legacy mine sites within the county. However, there were concerns that the Superfund designation would create a negative image of the county and have an adverse impact on the local tourism industry which has been the corner of the Silverton and San Juan County economy since the last active mine closed in 1991. Region 9 EDD applied for and received funding from the U.S. Economic Development Administration (EDA) to hire a Recovery Coordinator to develop a resiliency plan for existing businesses and to identify opportunities for economic diversification in Silverton. The Recovery Coordinator quickly became a vital source of information and planning for the community: surveying local businesses, organizing stakeholder meetings, distributing federal updates, and interfacing with local and regional governments, non-profits, and community members.
The EDA funding for the position was extended in the summer of 2018, when the 416 wildfire spread across neighboring La Plata County, burning over 57,000 acres and impacting the region’s all-important tourism season with the closure of US 550 and the interruption of service from the Durango and Silverton Railroad. The Recovery Coordinator again sprang into action by conducting business damage surveys, developing a Community Food Drive, collaborating with the Silverton Chamber of Commerce to develop a targeted marketing campaign for late-season tourism, and applying for grants to establish a variety of resiliency-focused community development initiatives. The following year also brought a series of disasters, including a historic snow avalanche, severe flooding, rockslides, and another fire. The Recovery Coordinator was again able to assist with the response to those disasters, along with the COVID-19 pandemic that reached Colorado in March 2020. All of these responses were recorded in the Resiliency Plan for Silverton and San Juan County that neatly outlines the historic and current need for resilience and economic diversification in the community. The Plan also summarizes Lessons Learned from the three-year term of the Recovery Coordinator, including a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis for the county. The Plan concludes with goals, objectives, and an 8-step implementation of an economic resiliency strategy for San Juan County, a multi-stakeholder project spearheaded by the Recovery Coordinator.
Through the three years of development work, one of the more important partnerships the Recovery Coordinator established was with the San Juan Development Association (SJDA), a county-level economic development organization that helped to quickly provide resources and information on the ground for each disaster as the situations unfolded. The Resiliency Plan specifically identifies the SJDA as “the key organization for forwarding economic resilience” in the county. It was founded in 1991, but went dormant in 2008 because of the Recession. After the Gold King Mine spill in 2015, SJDA was revitalized with help from many community stakeholders, including Region 9 EDD, to “assist with post Superfund status recovery efforts, recreation development, business resources, community economic development, micro loans, and investment information.” The Recovery Coordinator was the designated SJDA staff. Many other stakeholders were, and will continue to be, important for the economic resiliency of Silverton and the surrounding county: the Office of Emergency Management, local and state governments, EPA and EDA, the Silverton Chamber of Commerce, numerous non-profits organizations, business owners, schools, residents, and others.
Region 9’s CEDS provided many of the priorities for the Recovery Coordinator to focus on over the three years, including increased broadband, school enrollment, business recruitment, and diversifying the local economy. Reinstating the SJDA was one of the goals listed in Region 9’s CEDS, which was also a priority of the San Juan County Development Action Plan. Though the EDA funding for the Recovery Coordinator position ended in April 2020, Region 9 is continuing to support the Silverton and San Juan County community, emphasizing to local leadership the vital foundations of economic development such as focusing on the health and growth of current “homegrown” businesses. The Recovery Coordinator position has proven to be an invaluable tool for the development of economic resilience and disaster recovery and has been instrumental in positioning the community to better respond to future shocks and disruptions.
In 2015, an accident at the Gold King Mine near Silverton released millions of gallons of wastewater into the Animas River. The local governments of Silverton and San Juan County determined that having a Superfund designation was the only way to address the cleanup from this spill, along with other legacy mine sites within the county. However, there were concerns that the Superfund designation would create a negative image of the county and have an adverse impact on the local tourism industry which has been the corner of the Silverton and San Juan County economy since the last active mine closed in 1991. Region 9 EDD applied for and received funding from the U.S. Economic Development Administration (EDA) to hire a Recovery Coordinator to develop a resiliency plan for existing businesses and to identify opportunities for economic diversification in Silverton. The Recovery Coordinator quickly became a vital source of information and planning for the community: surveying local businesses, organizing stakeholder meetings, distributing federal updates, and interfacing with local and regional governments, non-profits, and community members.
The EDA funding for the position was extended in the summer of 2018, when the 416 wildfire spread across neighboring La Plata County, burning over 57,000 acres and impacting the region’s all-important tourism season with the closure of US 550 and the interruption of service from the Durango and Silverton Railroad. The Recovery Coordinator again sprang into action by conducting business damage surveys, developing a Community Food Drive, collaborating with the Silverton Chamber of Commerce to develop a targeted marketing campaign for late-season tourism, and applying for grants to establish a variety of resiliency-focused community development initiatives. The following year also brought a series of disasters, including a historic snow avalanche, severe flooding, rockslides, and another fire. The Recovery Coordinator was again able to assist with the response to those disasters, along with the COVID-19 pandemic that reached Colorado in March 2020. All of these responses were recorded in the Resiliency Plan for Silverton and San Juan County that neatly outlines the historic and current need for resilience and economic diversification in the community. The Plan also summarizes Lessons Learned from the three-year term of the Recovery Coordinator, including a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis for the county. The Plan concludes with goals, objectives, and an 8-step implementation of an economic resiliency strategy for San Juan County, a multi-stakeholder project spearheaded by the Recovery Coordinator.
Through the three years of development work, one of the more important partnerships the Recovery Coordinator established was with the San Juan Development Association (SJDA), a county-level economic development organization that helped to quickly provide resources and information on the ground for each disaster as the situations unfolded. The Resiliency Plan specifically identifies the SJDA as “the key organization for forwarding economic resilience” in the county. It was founded in 1991, but went dormant in 2008 because of the Recession. After the Gold King Mine spill in 2015, SJDA was revitalized with help from many community stakeholders, including Region 9 EDD, to “assist with post Superfund status recovery efforts, recreation development, business resources, community economic development, micro loans, and investment information.” The Recovery Coordinator was the designated SJDA staff. Many other stakeholders were, and will continue to be, important for the economic resiliency of Silverton and the surrounding county: the Office of Emergency Management, local and state governments, EPA and EDA, the Silverton Chamber of Commerce, numerous non-profits organizations, business owners, schools, residents, and others.
Region 9’s CEDS provided many of the priorities for the Recovery Coordinator to focus on over the three years, including increased broadband, school enrollment, business recruitment, and diversifying the local economy. Reinstating the SJDA was one of the goals listed in Region 9’s CEDS, which was also a priority of the San Juan County Development Action Plan. Though the EDA funding for the Recovery Coordinator position ended in April 2020, Region 9 is continuing to support the Silverton and San Juan County community, emphasizing to local leadership the vital foundations of economic development such as focusing on the health and growth of current “homegrown” businesses. The Recovery Coordinator position has proven to be an invaluable tool for the development of economic resilience and disaster recovery and has been instrumental in positioning the community to better respond to future shocks and disruptions.
- For more information about the Resiliency Plan for Silverton and San Juan County, click here.
- For Region 9 EDD's San Juan County Recovery Coordinator Request for Qualifications (2016), click here.
- For more information about the Region 9 EDD of SW Colorado, click here.
Growing alaska's Mariculture Industry (southeast conference)
Mariculture is a specialized branch of aquaculture involving the cultivation of marine organisms in the ocean for food and other products. Think farming, but in the ocean; mariculture operations cultivate and harvest regular batches of shellfish like oysters, mussels, abalone, or geoducks (pronounced “gooeyducks”), as well as seaweeds, like kelp. Mariculture offers such promising economic and environmental benefits to coastal communities in Alaska that various organizations in the state have been working together with government offices towards the goal of growing this sector into a $100 million industry in 20 years. These efforts have also become one of the centerpieces of Southeast Alaska’s Comprehensive Economic Development Strategy (CEDS), bringing together a mix of partners to transform the regional economy and create new opportunities for residents, businesses, and communities.
Click here to read the full case study and learn much more about this growing industry and how Southeast Conference and other partners are supporting mariculture and lifting up new and emerging businesses.
Click here to read the full case study and learn much more about this growing industry and how Southeast Conference and other partners are supporting mariculture and lifting up new and emerging businesses.
Welding Corrections Facility Program (Three Rivers Regional Commission, GA)
As the nation strives towards recovery from the devastating impacts of COVID-19, workforce development strategies have been an important approach for many areas that face widespread job and business losses. For several years, the Three Rivers Welding Corrections Facility Program has been a successful (and replicable) workforce initiative led by the Three Rivers Regional Commission of west-central Georgia that delivers a welding training and certification program in county corrections facilities. By bolstering the region’s workforce and also helping to reduce recidivism rates, the program meets many of the goals identified in the region’s CEDS, including attracting and retaining a skilled workforce and increasing job availability by matching skills needed by employers to local workers.
Around five years ago, staff from Three Rivers recognized that much of their workforce funding was directed towards credit programs from local technical colleges that offered training for employable skills. Three Rivers reached out to West Georgia Technical College and other technical colleges in the region with the purpose of supporting a new workforce opportunity that would target hard-to-serve populations in the area. The result of these conversations and additional planning meetings was the creation of the Three Rivers Corrections Facility Welding Program that would deliver training and certification to incarcerated adults in West Central Georgia prisons. This initiative was inspired in part by a smaller, short-term welding program that had been fairly successful in the region.
Three Rivers supplies funding for the program through a Workforce Innovation and Opportunity Act grant, along with case management under the WorkSource Three Rivers system to track progress towards certification and employment. West Georgia Tech built a welding lab at the Carroll County Prison with funding from Three Rivers. It also supplies the welding teachers, equipment, and certification procedure. Participants are recommended by counselors in the prison, who evaluate each inmate and refer individuals based on their behavior, interest in training, and release date. Early on, Three Rivers brought in groups of local employers who were interested in hiring skilled, certified welders - regardless of their backgrounds - leading to employment opportunities for the graduates of the program. Three Rivers case managers check in with participants for two years after their release to ensure that they still have their certification, have found employment, and are not re-incarcerated. If any released participant is unable to find employment, Three Rivers and West Georgia Tech spring into action to find an employer and troubleshoot any problems, such as access to transportation.
Since 2016, the program has served over 100 inmates; so far, 77% of participants have received certification and 96% of released participants have obtained employment. Three Rivers and the Technical College System of Georgia have been able to scale up the program with the creation of mobile welding labs that can be driven to many different correctional facilities in the region and across the state of Georgia, rather than relying on one stationary location. The mobile lab lowers costs of the program and expands the reach throughout the west-central Georgia region. Additionally, Southern Crescent Technical College has joined the partnership, also offering welding training and certification to inmates in the region with funding and case management from Three Rivers. The program was featured in the Governor’s State of the State Address in 2018 and other workforce organizations in Georgia have recently begun working to emulate this program in their own regions. The program is expensive relative to other workforce programs, simply due to the costs of materials and the instructors’ time. However, the Three Rivers’ case management system ensures that every dollar is bringing in an excellent return-on-investment in the form of a more skilled and employable workforce for the region.
Three Rivers staff are currently looking for more local partners that can help to grow the program even further. On the list of potential partners are various agencies from the State of Georgia, local Chambers of Commerce, Councils of Government, elected officials, and local recidivism organizations. Other ideas for the future include Three Rivers creating its own mobile welding lab to be used in other workforce programs, or to grow the Corrections Facility Welding program into one that covers industrial maintenance training as well.
One reason this program has been so successful is its ability to blend goals and strategies from the region’s CEDS with other social and economic outcomes: it supports attracting and retaining a skilled workforce, and it also lowers recidivism rates; the program matches local employers’ needs with workers’ skills, and it also provides opportunities to a severely challenged and historically under-served population. Overall, the Three Rivers Corrections Facility Welding Program demonstrates how a regional development organization can collaborate with key partners to establish a workforce program that has a range of social and economic benefits and makes the region more competitive and resilient.
Around five years ago, staff from Three Rivers recognized that much of their workforce funding was directed towards credit programs from local technical colleges that offered training for employable skills. Three Rivers reached out to West Georgia Technical College and other technical colleges in the region with the purpose of supporting a new workforce opportunity that would target hard-to-serve populations in the area. The result of these conversations and additional planning meetings was the creation of the Three Rivers Corrections Facility Welding Program that would deliver training and certification to incarcerated adults in West Central Georgia prisons. This initiative was inspired in part by a smaller, short-term welding program that had been fairly successful in the region.
Three Rivers supplies funding for the program through a Workforce Innovation and Opportunity Act grant, along with case management under the WorkSource Three Rivers system to track progress towards certification and employment. West Georgia Tech built a welding lab at the Carroll County Prison with funding from Three Rivers. It also supplies the welding teachers, equipment, and certification procedure. Participants are recommended by counselors in the prison, who evaluate each inmate and refer individuals based on their behavior, interest in training, and release date. Early on, Three Rivers brought in groups of local employers who were interested in hiring skilled, certified welders - regardless of their backgrounds - leading to employment opportunities for the graduates of the program. Three Rivers case managers check in with participants for two years after their release to ensure that they still have their certification, have found employment, and are not re-incarcerated. If any released participant is unable to find employment, Three Rivers and West Georgia Tech spring into action to find an employer and troubleshoot any problems, such as access to transportation.
Since 2016, the program has served over 100 inmates; so far, 77% of participants have received certification and 96% of released participants have obtained employment. Three Rivers and the Technical College System of Georgia have been able to scale up the program with the creation of mobile welding labs that can be driven to many different correctional facilities in the region and across the state of Georgia, rather than relying on one stationary location. The mobile lab lowers costs of the program and expands the reach throughout the west-central Georgia region. Additionally, Southern Crescent Technical College has joined the partnership, also offering welding training and certification to inmates in the region with funding and case management from Three Rivers. The program was featured in the Governor’s State of the State Address in 2018 and other workforce organizations in Georgia have recently begun working to emulate this program in their own regions. The program is expensive relative to other workforce programs, simply due to the costs of materials and the instructors’ time. However, the Three Rivers’ case management system ensures that every dollar is bringing in an excellent return-on-investment in the form of a more skilled and employable workforce for the region.
Three Rivers staff are currently looking for more local partners that can help to grow the program even further. On the list of potential partners are various agencies from the State of Georgia, local Chambers of Commerce, Councils of Government, elected officials, and local recidivism organizations. Other ideas for the future include Three Rivers creating its own mobile welding lab to be used in other workforce programs, or to grow the Corrections Facility Welding program into one that covers industrial maintenance training as well.
One reason this program has been so successful is its ability to blend goals and strategies from the region’s CEDS with other social and economic outcomes: it supports attracting and retaining a skilled workforce, and it also lowers recidivism rates; the program matches local employers’ needs with workers’ skills, and it also provides opportunities to a severely challenged and historically under-served population. Overall, the Three Rivers Corrections Facility Welding Program demonstrates how a regional development organization can collaborate with key partners to establish a workforce program that has a range of social and economic benefits and makes the region more competitive and resilient.
- For local press coverage of the program, click here.
- For more information about the Three Rivers Regional Commission, click here.
Economic Recovery VIA Road Improvements (South Plains Assoc. of GovTs, TX)
The closure of a major employer in a small town can be devastating, leading to a loss of jobs, an eroded tax base, and a decline in local pride. Recovery from such a shock requires careful planning, efficient use of resources, strong collaboration among stakeholders, and local leadership. It also requires a holistic approach, one that looks at both the big picture and the small details required to make recovery possible. Lamb County in west Texas is a powerful example of this kind of recovery, thanks in part to a road infrastructure project coordinated by the South Plains Association of Governments (SPAG). After the closure of a denim processing plant, SPAG brought together the partners and funding necessary to improve one small road to allow for increased truck traffic, which met the needs of a major dairy co-op that wanted to repurpose the old plant as a productive milk processing facility. The ripple effects of this infrastructure project brought new opportunities and growth to the surrounding region, so much so that SPAG re-wrote portions of its CEDS to reflect the changes brought on by these successful projects.
SPAG serves a fifteen-county region and like the rest of West Texas is heavily rooted in agriculture, with Lamb County mostly producing cotton and milk. The American Cotton Growers (ACG) Denim Plant was the single largest employer in Lamb County until it closed in 2015, leaving almost 400 workers unemployed. As unemployment doubled, many other businesses in the surrounding area suffered. The community was concerned and reached out to SPAG, along with a marketing coalition called High Ground of Texas, to discuss ideas on how to recover from the shock. Fortunately, High Ground was able to connect with a dairy co-op from Michigan, Select Milk Producers, that was interested in expanding into the West Texas dairy-producing region. Select Milk declared the old denim factory to be a convenient base upon which to build a new dairy processing facility, but there was a problem: the little county road that led to the old plant would not be able to support the 100+ semi-trucks that Select Milk needed for their operations. The co-op agreed to build their new facility and provide much-needed local employment, but only if the road was improved.
Due in part to the economic shock of losing the denim plant, Lamb County did not have the funds necessary to rebuild Denim Road. SPAG, however, was able to secure funding from the U.S. Economic Development Administration (EDA), the Texas Department of Agriculture (TDA), as well as the Texas Department of Transportation (TxDOT) to completely rebuild the road. Besides applying for and administering the grants, SPAG coordinated all the relevant stakeholders and also connected the co-op with state food processing regulators to help them begin operations as soon as possible. With the road reconstruction underway, Select Milk began the process of renovating the plant into a functional dairy processing facility. The road was completed in 2018 and the Continental Dairy Facilities Southwest opened shortly after, immediately employing 150 local workers (including many who had worked previously in the denim plant). The grant projects for the road were closed out in 2019 and early 2020, and the local community came together with Select Milk producers to officially rename Denim Road as Verhoeven Road, in honor of one of the local dairy families.
After less than three years of successful operations, the co-op is progressing to Phase 3 of its plan for new facilities to produce its own brand of butter – a goal that was planned for year ten of the new plant. Despite the challenges of COVID-19, Select Milk has been hiring more workers and is now approaching 300 employees. Many of these jobs are higher paying and higher skilled than those offered by the denim plant. And the nearby city of Littlefield (pop. 6,000), along with surrounding Lamb County, has been receiving some extended benefits from the new economic activity. EDA allowed SPAG to use leftover construction funds to rebuild other roads in the county, attracting new or re-opened businesses. A new truck stop opened to serve the drivers of the approximately 150 semi-trucks passing through the new facility each day and local restaurants have opened or re-opened. Additionally, Littlefield has made some improvements to its downtown and was also awarded a grant for a new park.
Though in the past SPAG had focused primarily on regional planning and administering CDBG funding, the success of this project has led to the organization taking on more EDA grants, including a new $1.5 million project to develop an industrial rail park in Levelland, Texas. Reflecting this improved partnership with EDA, SPAG has made significant changes to its CEDS, specifically regarding its plans for regional collaboration and workforce development. SPAG staff has always worked closely with the county and city officials in their region, but realized that they needed better connections with other local stakeholders such as business owners and economic development corporations to be truly effective in supporting their region. To expand its reach, SPAG applied for an AmeriCorps VISTA member to help refine its CEDS and reflect the commitment to building stronger and more productive partnerships in the region.
Like so many success stories in regional development, the key to this project’s straightforward, yet powerful, achievements were the relationships that SPAG was able to create and maintain with local and national partners and funders. By bringing the right people to the table, SPAG was able to solve problems and allow their partners to do their jobs well. Thanks to these creative and collaborative efforts, the South Plains region in Texas is becoming more resilient and forging a positive future for local residents and businesses.
SPAG serves a fifteen-county region and like the rest of West Texas is heavily rooted in agriculture, with Lamb County mostly producing cotton and milk. The American Cotton Growers (ACG) Denim Plant was the single largest employer in Lamb County until it closed in 2015, leaving almost 400 workers unemployed. As unemployment doubled, many other businesses in the surrounding area suffered. The community was concerned and reached out to SPAG, along with a marketing coalition called High Ground of Texas, to discuss ideas on how to recover from the shock. Fortunately, High Ground was able to connect with a dairy co-op from Michigan, Select Milk Producers, that was interested in expanding into the West Texas dairy-producing region. Select Milk declared the old denim factory to be a convenient base upon which to build a new dairy processing facility, but there was a problem: the little county road that led to the old plant would not be able to support the 100+ semi-trucks that Select Milk needed for their operations. The co-op agreed to build their new facility and provide much-needed local employment, but only if the road was improved.
Due in part to the economic shock of losing the denim plant, Lamb County did not have the funds necessary to rebuild Denim Road. SPAG, however, was able to secure funding from the U.S. Economic Development Administration (EDA), the Texas Department of Agriculture (TDA), as well as the Texas Department of Transportation (TxDOT) to completely rebuild the road. Besides applying for and administering the grants, SPAG coordinated all the relevant stakeholders and also connected the co-op with state food processing regulators to help them begin operations as soon as possible. With the road reconstruction underway, Select Milk began the process of renovating the plant into a functional dairy processing facility. The road was completed in 2018 and the Continental Dairy Facilities Southwest opened shortly after, immediately employing 150 local workers (including many who had worked previously in the denim plant). The grant projects for the road were closed out in 2019 and early 2020, and the local community came together with Select Milk producers to officially rename Denim Road as Verhoeven Road, in honor of one of the local dairy families.
After less than three years of successful operations, the co-op is progressing to Phase 3 of its plan for new facilities to produce its own brand of butter – a goal that was planned for year ten of the new plant. Despite the challenges of COVID-19, Select Milk has been hiring more workers and is now approaching 300 employees. Many of these jobs are higher paying and higher skilled than those offered by the denim plant. And the nearby city of Littlefield (pop. 6,000), along with surrounding Lamb County, has been receiving some extended benefits from the new economic activity. EDA allowed SPAG to use leftover construction funds to rebuild other roads in the county, attracting new or re-opened businesses. A new truck stop opened to serve the drivers of the approximately 150 semi-trucks passing through the new facility each day and local restaurants have opened or re-opened. Additionally, Littlefield has made some improvements to its downtown and was also awarded a grant for a new park.
Though in the past SPAG had focused primarily on regional planning and administering CDBG funding, the success of this project has led to the organization taking on more EDA grants, including a new $1.5 million project to develop an industrial rail park in Levelland, Texas. Reflecting this improved partnership with EDA, SPAG has made significant changes to its CEDS, specifically regarding its plans for regional collaboration and workforce development. SPAG staff has always worked closely with the county and city officials in their region, but realized that they needed better connections with other local stakeholders such as business owners and economic development corporations to be truly effective in supporting their region. To expand its reach, SPAG applied for an AmeriCorps VISTA member to help refine its CEDS and reflect the commitment to building stronger and more productive partnerships in the region.
Like so many success stories in regional development, the key to this project’s straightforward, yet powerful, achievements were the relationships that SPAG was able to create and maintain with local and national partners and funders. By bringing the right people to the table, SPAG was able to solve problems and allow their partners to do their jobs well. Thanks to these creative and collaborative efforts, the South Plains region in Texas is becoming more resilient and forging a positive future for local residents and businesses.
- For local press coverage of this project click here.
- For more information about the South Plains Association of Governments, click here.
East Central Florida Food Assets Inventory (East Central Florida RPC)
It’s a common, yet unfortunate paradox: farmers disposing of crops and livestock because there is no market for them; but in the next town over, supermarkets are running empty and people are lining up for food. The problem lies in our food chain systems, which can manage the production, processing, and distribution of hundreds of millions of tons of food each year, yet wastes between 30 and 40 percent of all that food, according to the USDA. In response to problems like these, along with many other food-related issues, planners are taking a closer look at ways to enhance state and regional food systems and how to improve their socio-economic impacts. The East Central Florida Regional Planning Council (ECFRPC) recently created a Food Assets Inventory to help local planners and economic development practitioners visualize and analyze data related to the region’s food production system. The Inventory is seen as a key tool in an ongoing food systems strategy and has already highlighted some interesting opportunities that relate to the ECFRPC’s CEDS priorities for the region.
The ECFRPC has been developing regional food systems projects for the past five years. These efforts are seen as an opportunity to generate jobs in the eight-county region surrounding Orlando, as well as to create access to entrepreneurship in low-income communities. There are many residents in low-income communities with real, valuable skills related to growing, cooking, transporting, or selling food. But they often do not have the technical skills to start or grow a business that would allow them to maximize their food skills and also bring much-needed income and employment to their communities. This is especially true in Florida, where tourism is a massive part of the economy, but much of the money spent by tourists does not go to local community-based businesses and instead flows out to large national corporations.
In order to address these food system problems, it was necessary first to understand the location and distribution of food producers across the region. In 2015 and 2017, the ECFRPC was awarded grants from the Florida Department of Economic Opportunity (DEO) to map the food system of two different East Central Florida counties. While helpful, these efforts were not nearly comprehensive enough to get a full understanding of the region’s needs. However, in 2018 the Wallace Center at Winrock International selected the ECFRPC’s Economic Development Manager as one of its Regional Food Economies Fellows. The Fellowship provided funding for two objectives: first, to identify innovative approaches for using regional food systems as a driver of community and economic development; and second, to build bridges between traditional food system practitioners and stakeholders not currently engaged with the sector. ECFRPC staff decided to use the funding to create an inventory of food assets in their region, which could be used to inform the organization’s strategies for both food systems and economic development.
It took the team a year and half to identify and categorize all the various farms, ranches, bakeries, butchers, kitchens, grocers, packers, transporters, and other local businesses that make up East Central Florida’s food production system. The Inventory is not just a long list of any businesses that deal with food of some kind, but rather a methodically curated catalog of 640 businesses that truly make up the food production system of the region. Businesses were divided into three main categories: Farms, Processors, and Distributors. Over 200 Farms were identified and then subcategorized into operations that specialize in animal products, citrus, and other produce. Processors included operations that manufactured food for wholesale, but not for retail, like supermarkets; one notable exception is the inclusion of retail bakeries in this category, which actually comprise a majority of the Processors category. The Distributors that were included in this food system were those that have a warehouse distribution facility within the eight-county region. The Inventory is highly detailed and differentiates between Distributors that supply fresh, frozen, and packaged groceries. ECFRPC staff created an online Dashboard for their entire CEDS program, including information about the people, places, and economy of the region. The Food Assets Inventory is now housed in this CEDS Dashboard, providing important insight about East Central Florida’s food economy.
The COVID-19 pandemic has made this type of map very popular, as planners and food system practitioners attempt to develop economic recovery strategies and address food insecurity in their communities. However for the ECFRPC, the map is only the first step – it is a snapshot of the region meant to identify trends. The team has already identified some important developments for their region. For example, the prevalence of bakeries as food processors in the regional system could present opportunities for job creation and other economic development mechanisms. Similarly, most of the processors in the region are concentrated around Orlando in Orange County, while the other counties are populated by farms and distributors. Another interesting trend involves the conversion of citrus farms into blueberry farms, specifically the “U-pick” variety of small-scale farming operations. And urban agriculture (not community gardens, but farms that produce food for wholesale) and hydroponics operations are on the rise, but both sectors remain under-developed. All of these trends, and the Inventory that contains the data behind them, will be useful for planning and implementing economic development strategies for the region. To this effect, the ECFRPC was recently awarded a new grant from the Florida DEO to develop a Food Resiliency Plan. The new plan will use information from the Inventory to develop a series of indicators that summarize the most important characteristics of the region’s food system. The study’s findings will be used to develop a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis and Resiliency Action Plan.
For the ECFRPC, the Food Assets Inventory is a crucial tool for informing the CEDS, a data-driven document. ECFRPC staff are already making links between the trends identified by the Inventory and the priorities outlined in their CEDS around job creation, equity, and planning. There is still a lot of work to do and a lot of data to analyze, but the Food Assets Inventory is a big step in the right direction towards more jobs, equitable access, and resilient food systems in the East Central Florida region.
This case study was written by Austin Barrington, NADO Research Foundation Graduate Fellow
The ECFRPC has been developing regional food systems projects for the past five years. These efforts are seen as an opportunity to generate jobs in the eight-county region surrounding Orlando, as well as to create access to entrepreneurship in low-income communities. There are many residents in low-income communities with real, valuable skills related to growing, cooking, transporting, or selling food. But they often do not have the technical skills to start or grow a business that would allow them to maximize their food skills and also bring much-needed income and employment to their communities. This is especially true in Florida, where tourism is a massive part of the economy, but much of the money spent by tourists does not go to local community-based businesses and instead flows out to large national corporations.
In order to address these food system problems, it was necessary first to understand the location and distribution of food producers across the region. In 2015 and 2017, the ECFRPC was awarded grants from the Florida Department of Economic Opportunity (DEO) to map the food system of two different East Central Florida counties. While helpful, these efforts were not nearly comprehensive enough to get a full understanding of the region’s needs. However, in 2018 the Wallace Center at Winrock International selected the ECFRPC’s Economic Development Manager as one of its Regional Food Economies Fellows. The Fellowship provided funding for two objectives: first, to identify innovative approaches for using regional food systems as a driver of community and economic development; and second, to build bridges between traditional food system practitioners and stakeholders not currently engaged with the sector. ECFRPC staff decided to use the funding to create an inventory of food assets in their region, which could be used to inform the organization’s strategies for both food systems and economic development.
It took the team a year and half to identify and categorize all the various farms, ranches, bakeries, butchers, kitchens, grocers, packers, transporters, and other local businesses that make up East Central Florida’s food production system. The Inventory is not just a long list of any businesses that deal with food of some kind, but rather a methodically curated catalog of 640 businesses that truly make up the food production system of the region. Businesses were divided into three main categories: Farms, Processors, and Distributors. Over 200 Farms were identified and then subcategorized into operations that specialize in animal products, citrus, and other produce. Processors included operations that manufactured food for wholesale, but not for retail, like supermarkets; one notable exception is the inclusion of retail bakeries in this category, which actually comprise a majority of the Processors category. The Distributors that were included in this food system were those that have a warehouse distribution facility within the eight-county region. The Inventory is highly detailed and differentiates between Distributors that supply fresh, frozen, and packaged groceries. ECFRPC staff created an online Dashboard for their entire CEDS program, including information about the people, places, and economy of the region. The Food Assets Inventory is now housed in this CEDS Dashboard, providing important insight about East Central Florida’s food economy.
The COVID-19 pandemic has made this type of map very popular, as planners and food system practitioners attempt to develop economic recovery strategies and address food insecurity in their communities. However for the ECFRPC, the map is only the first step – it is a snapshot of the region meant to identify trends. The team has already identified some important developments for their region. For example, the prevalence of bakeries as food processors in the regional system could present opportunities for job creation and other economic development mechanisms. Similarly, most of the processors in the region are concentrated around Orlando in Orange County, while the other counties are populated by farms and distributors. Another interesting trend involves the conversion of citrus farms into blueberry farms, specifically the “U-pick” variety of small-scale farming operations. And urban agriculture (not community gardens, but farms that produce food for wholesale) and hydroponics operations are on the rise, but both sectors remain under-developed. All of these trends, and the Inventory that contains the data behind them, will be useful for planning and implementing economic development strategies for the region. To this effect, the ECFRPC was recently awarded a new grant from the Florida DEO to develop a Food Resiliency Plan. The new plan will use information from the Inventory to develop a series of indicators that summarize the most important characteristics of the region’s food system. The study’s findings will be used to develop a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis and Resiliency Action Plan.
For the ECFRPC, the Food Assets Inventory is a crucial tool for informing the CEDS, a data-driven document. ECFRPC staff are already making links between the trends identified by the Inventory and the priorities outlined in their CEDS around job creation, equity, and planning. There is still a lot of work to do and a lot of data to analyze, but the Food Assets Inventory is a big step in the right direction towards more jobs, equitable access, and resilient food systems in the East Central Florida region.
This case study was written by Austin Barrington, NADO Research Foundation Graduate Fellow
Christiansburg placemaking plan (New River Valley RC, VA)
With a population of 22,500, the Town of Christiansburg is the seat of Montgomery County in southwest Virginia. Though it has long been a residential and employment center for the county, the town is now seeking to become more of a cultural destination. Currently, downtown Christiansburg is comprised mostly of government buildings, service and financial businesses, and some retail stores. In order to cultivate a thriving downtown, Christiansburg sought a strategy to encourage new restaurants, boutique shops, and other attractions that would transform the town into a lively, bustling regional hub. The community went through a robust process to create a placemaking plan that highlights the strengths and challenges of Christiansburg and outlines a path forward for the community’s transformation. The final document, known as the Christiansburg Placemaking Plan, also complements the CEDS developed by the New River Valley Regional Commission (NRVRC) which identifies “revitalizing downtowns” as one of the top priorities for the region.
Placemaking is a process in which people collectively reimagine public spaces as the heart of their community, exactly what Christiansburg wanted to accomplish through its visioning process. Developing the Placemaking Plan for Christiansburg took two years, beginning in the winter of 2018, and was funded in part with a grant from the Appalachian Regional Commission (ARC). The research, planning, and writing was conducted primarily by Town staff, with support from NRVRC and the local nonprofit Downtown Christiansburg, Inc. (DCI). The first phase of the planning process was to collect data and conduct initial engagement with stakeholders. Three key areas in Christiansburg were identified for closer analysis: Downtown, the historic Cambria district, and an important commercial corridor called Midtown. The planning team collected data from all three areas, including historical and cultural backgrounds, building usage studies, key demographic and business profiles, and connectivity/transit maps. All of this data was vital for the planning team to understand the trajectory of Christiansburg - where it had come from and where it was headed.
The second phase was to gain insight into what the residents, businesses, and other stakeholders envisioned for their community. Six stakeholder meetings were held in the summer of 2019, two each for the business and property owners of the three target areas. The planning team also issued a broad community survey online to solicit opinions and feedback from the citizens, ultimately receiving 971 responses with 697 open-ended comments about what people wanted for Christiansburg. A crucial partner for this stage was DCI that helped organize a number of the public engagement events. One particularly effective event was an outdoor movie night in which the planning team set up a lemonade stand, giving away refreshments in exchange for the people’s “two cents” about the community. Many people were eager to speak about what they viewed as Christiansburg’s problems or shortcomings, but the planning team was intent on asking residents and business owners about what was going well with the town, in order to be sure that they could use the plan to build on local assets and strengths.
The final step was for the planning team to analyze the collected data and develop goals, strategies, and projects to transform the community. An important step was an October 2019 meeting in which stakeholders evaluated the draft strategies that the planning team had developed. All of the ideas from the research and community engagement were condensed down to 37 strategies targeting the three areas of Downtown, Cambria, and Midtown. Some of the strategies were very specific, such as creating a permanent Farmers Market structure in the Downtown area; other strategies were broader in scope, such as providing incentives for new businesses in Cambria. The planning team also highlighted nine priority projects that were chosen as excellent first steps to beginning Christiansburg’s transformation. For example, one priority project was to invest in entryway signage and landscaping along a thoroughfare in Midtown; the plan outlines immediate steps to take to begin the project, such as reviewing sign ordinance regulations, and it also lists key partners and evaluation metrics to monitor progress of the project.
The final plan, completed in the winter of 2020, is very promising for the future of Christiansburg. Because of NRVRC’s support in guiding its development, other communities in southwest Virginia, such as the City of Radford, are now interested in writing their own placemaking plans. This gives NRVRC the chance to learn from the Christiansburg project and produce other strategies for revitalizing downtowns all across the New River Valley. As expressed in the CEDS, healthy and vibrant downtowns are a key strategy to enhance regional quality of life and overall competitiveness. The Christiansburg Placemaking Plan serves as a key foundation for supporting these efforts and inspiring other communities in Southwest Virginia to explore opportunities to chart a new course for the future.
Placemaking is a process in which people collectively reimagine public spaces as the heart of their community, exactly what Christiansburg wanted to accomplish through its visioning process. Developing the Placemaking Plan for Christiansburg took two years, beginning in the winter of 2018, and was funded in part with a grant from the Appalachian Regional Commission (ARC). The research, planning, and writing was conducted primarily by Town staff, with support from NRVRC and the local nonprofit Downtown Christiansburg, Inc. (DCI). The first phase of the planning process was to collect data and conduct initial engagement with stakeholders. Three key areas in Christiansburg were identified for closer analysis: Downtown, the historic Cambria district, and an important commercial corridor called Midtown. The planning team collected data from all three areas, including historical and cultural backgrounds, building usage studies, key demographic and business profiles, and connectivity/transit maps. All of this data was vital for the planning team to understand the trajectory of Christiansburg - where it had come from and where it was headed.
The second phase was to gain insight into what the residents, businesses, and other stakeholders envisioned for their community. Six stakeholder meetings were held in the summer of 2019, two each for the business and property owners of the three target areas. The planning team also issued a broad community survey online to solicit opinions and feedback from the citizens, ultimately receiving 971 responses with 697 open-ended comments about what people wanted for Christiansburg. A crucial partner for this stage was DCI that helped organize a number of the public engagement events. One particularly effective event was an outdoor movie night in which the planning team set up a lemonade stand, giving away refreshments in exchange for the people’s “two cents” about the community. Many people were eager to speak about what they viewed as Christiansburg’s problems or shortcomings, but the planning team was intent on asking residents and business owners about what was going well with the town, in order to be sure that they could use the plan to build on local assets and strengths.
The final step was for the planning team to analyze the collected data and develop goals, strategies, and projects to transform the community. An important step was an October 2019 meeting in which stakeholders evaluated the draft strategies that the planning team had developed. All of the ideas from the research and community engagement were condensed down to 37 strategies targeting the three areas of Downtown, Cambria, and Midtown. Some of the strategies were very specific, such as creating a permanent Farmers Market structure in the Downtown area; other strategies were broader in scope, such as providing incentives for new businesses in Cambria. The planning team also highlighted nine priority projects that were chosen as excellent first steps to beginning Christiansburg’s transformation. For example, one priority project was to invest in entryway signage and landscaping along a thoroughfare in Midtown; the plan outlines immediate steps to take to begin the project, such as reviewing sign ordinance regulations, and it also lists key partners and evaluation metrics to monitor progress of the project.
The final plan, completed in the winter of 2020, is very promising for the future of Christiansburg. Because of NRVRC’s support in guiding its development, other communities in southwest Virginia, such as the City of Radford, are now interested in writing their own placemaking plans. This gives NRVRC the chance to learn from the Christiansburg project and produce other strategies for revitalizing downtowns all across the New River Valley. As expressed in the CEDS, healthy and vibrant downtowns are a key strategy to enhance regional quality of life and overall competitiveness. The Christiansburg Placemaking Plan serves as a key foundation for supporting these efforts and inspiring other communities in Southwest Virginia to explore opportunities to chart a new course for the future.
- To access the Christiansburg Placemaking Plan, click here.
- For more information about the New River Valley Regional Commission, click here.
Regional Resilience Partnership (Coastal Bend COG, TX)
After Hurricane Harvey in August 2017, staff at the Coastal Bend Council of Governments (CBCOG) and the Harte Research Institute (HRI) for Gulf of Mexico Studies at Texas A&M University – Corpus Christi identified the need for active collaboration designed to build the capacity of communities and to strengthen resilience and mitigate disaster risk. It was clear that more plans weren’t needed for the COG’s 11-county region in South Texas- rather, capacity and technical assistance would be essential in assisting local communities. The hours and expertise needed to apply for funding, create regional databases, and develop strategies would benefit from a regional partnership.
In 2019 CBCOG partnered with HRI to create the Regional Resilience Partnership (RRP). This effort delivers technical assistance, builds local knowledge, and provides additional capacity to local officials and stakeholders. RRP directly leverages the region’s Comprehensive Economic Development Strategy (CEDS) (including the stated goals and strategies to improve the region’s resilience to natural disasters, drought, disease, and environmental hazards) and is also developing a shared GIS system to better understand and analyze critical regional data. CBCOG is in the process of updating its CEDS, with the intention that it be a dynamic document that will help to inform regional resiliency plans currently being updated. The RRP will use data from the CEDS to assist stakeholders in accomplishing the goals set forth and to guide projects the Partnership pursues.
After successfully pursuing grants and receiving funding from the U.S Economic Development Administration (EDA), CBCOG now has a full-time director and two staff members to support the RRP and provide valuable services to regional partners. The Partnership sends a weekly newsletter to stakeholders, which includes training and funding announcements. It also pursues funding for communities to build capacity and reach resilience goals, in addition to offering technical support and guidance. For example, RRP secured $10,000 in funding to provide state of the art training to community leaders on how to build a resilient citizenry. A series of three workshops were organized in 2021 to deliver leadership training to local officials, County judges, and emergency management professionals. The training focused on actions that can be taken to advance established resilience priorities and promote available funding opportunities. Experts from the Harte Institute, American Flood Coalition, and the Water Institute of the Gulf, among others, attended to help participants identify their local action strategies.
In addition, the RRP secured a three-year grant from the EDA to create a Geographic Information System (GIS) called Geospatial Resilient Economic Development (GeoRED), which will allow communities to anticipate and evaluate risks in their region. The platform currently serves four counties and the RRP is actively working to expand its reach. The GIS system will also help communities access parcel and economic development data, and better plan and prepare for disaster recovery, comprehensive planning, and future infrastructural development.
The Regional Resilience Partnership, supported by CBCOG and the Harte Research Institute, is a powerful example of a collaborative effort that has emerged from the goals and strategies identified in the region’s CEDS. The leadership training and GIS system developed through this initiative have already begun to provide local officials and stakeholders with direct support and resources that they can bring back to their communities. By leveraging the CEDS, building capacity, and providing technical assistance to communities to help them better respond to economic and environmental challenges, the Partnership is better positioning this part of South Texas for a more resilient and prosperous future.
This case study was written by Ciara Ristig, NADO Research Foundation Senior Program Manager
In 2019 CBCOG partnered with HRI to create the Regional Resilience Partnership (RRP). This effort delivers technical assistance, builds local knowledge, and provides additional capacity to local officials and stakeholders. RRP directly leverages the region’s Comprehensive Economic Development Strategy (CEDS) (including the stated goals and strategies to improve the region’s resilience to natural disasters, drought, disease, and environmental hazards) and is also developing a shared GIS system to better understand and analyze critical regional data. CBCOG is in the process of updating its CEDS, with the intention that it be a dynamic document that will help to inform regional resiliency plans currently being updated. The RRP will use data from the CEDS to assist stakeholders in accomplishing the goals set forth and to guide projects the Partnership pursues.
After successfully pursuing grants and receiving funding from the U.S Economic Development Administration (EDA), CBCOG now has a full-time director and two staff members to support the RRP and provide valuable services to regional partners. The Partnership sends a weekly newsletter to stakeholders, which includes training and funding announcements. It also pursues funding for communities to build capacity and reach resilience goals, in addition to offering technical support and guidance. For example, RRP secured $10,000 in funding to provide state of the art training to community leaders on how to build a resilient citizenry. A series of three workshops were organized in 2021 to deliver leadership training to local officials, County judges, and emergency management professionals. The training focused on actions that can be taken to advance established resilience priorities and promote available funding opportunities. Experts from the Harte Institute, American Flood Coalition, and the Water Institute of the Gulf, among others, attended to help participants identify their local action strategies.
In addition, the RRP secured a three-year grant from the EDA to create a Geographic Information System (GIS) called Geospatial Resilient Economic Development (GeoRED), which will allow communities to anticipate and evaluate risks in their region. The platform currently serves four counties and the RRP is actively working to expand its reach. The GIS system will also help communities access parcel and economic development data, and better plan and prepare for disaster recovery, comprehensive planning, and future infrastructural development.
The Regional Resilience Partnership, supported by CBCOG and the Harte Research Institute, is a powerful example of a collaborative effort that has emerged from the goals and strategies identified in the region’s CEDS. The leadership training and GIS system developed through this initiative have already begun to provide local officials and stakeholders with direct support and resources that they can bring back to their communities. By leveraging the CEDS, building capacity, and providing technical assistance to communities to help them better respond to economic and environmental challenges, the Partnership is better positioning this part of South Texas for a more resilient and prosperous future.
This case study was written by Ciara Ristig, NADO Research Foundation Senior Program Manager
Western Kentucky Regional Training Center (Green River ADD, KY)
For many years, the Green River Area Development District (GRADD) has been actively working to diversify the western Kentucky economy, reduce reliance on coal, and provide retraining opportunities for displaced miners. Since 2019, four mines and two coal-fired power plants in the GRADD region have closed and approximately 700 jobs have been lost. The SWOT prepared for GRADD’s Comprehensive Economic Development Strategy (CEDS) identified the lack of technically skilled workers as an existing weakness of the local economy. At the same time, it also identified an opportunity for developing workforce development programs to address this shortage. Even before the Dotiki Mine in Webster County closed in 2019 after 50 years as a major regional employer, Webster County Fiscal Court was already in talks with local partners to establish a program to retrain displaced miners. In 2020 the Dotiki mine’s owners reached out with an offer to sell the property where a training program could be located. GRADD partnered with Webster County and mobilized to secure funding and establish partnerships to create a training center on the site of the mine’s administration building compound to support and retrain displaced workers.
The Western Kentucky Regional Training Center (WKRTC) will open in Fall 2021 and provide training for individuals to become utility lineman, diesel mechanics, or obtain a Commercial Driver’s License. The programs have all proven enormously popular and currently have waiting lists. The WKRTC is the result of a partnership between GRADD, Webster County, Union County, Madisonville Community College, and Henderson Community College, and was partially inspired by ongoing retraining work in eastern Kentucky. The Green River Area Development District served as the project lead in soliciting and securing federal funds from the Delta Regional Authority and securing a Community Block Grant. It also acted as the liaison among all parties in the coordination of project oversight and administration.
The project capitalized on GRADD’s existing CEDS to work towards accomplishing the region’s goal of strengthening the workforce and increasing labor resilience. The WKRTC will improve educational attainment and increase career readiness for those individuals now pursuing technical certifications and work-ready programs. This project also aligns with the CEDS goal of establishing and promoting programs that teach critical technical skills for well-paying in-demand careers to raise the overall quality of life for residents and ensure workers can withstand the effects of economic change and layoffs. Additionally, GRADD has developed workforce development programs in the field of water/wastewater systems and technical manufacturing training for underrepresented populations.
The surrounding community has been receptive to the project and, along with the project partners, is excited about the creation of the Western Kentucky Regional Training Center knowing that it will have a profound impact on generations to come. Another community has already reached out to learn more, and there is hope that the project will inspire similar projects throughout the region. There is also interest in eventually building an on-site dormitory to serve students that are not within commuting distance and adding to the type and number of programs offered. Once the WKRTC is in operation, GRADD will hand over management to its partners and continue developing other impactful programs throughout the area.
This case study was written by Ciara Ristig, NADO Research Foundation Senior Program Manager
The Western Kentucky Regional Training Center (WKRTC) will open in Fall 2021 and provide training for individuals to become utility lineman, diesel mechanics, or obtain a Commercial Driver’s License. The programs have all proven enormously popular and currently have waiting lists. The WKRTC is the result of a partnership between GRADD, Webster County, Union County, Madisonville Community College, and Henderson Community College, and was partially inspired by ongoing retraining work in eastern Kentucky. The Green River Area Development District served as the project lead in soliciting and securing federal funds from the Delta Regional Authority and securing a Community Block Grant. It also acted as the liaison among all parties in the coordination of project oversight and administration.
The project capitalized on GRADD’s existing CEDS to work towards accomplishing the region’s goal of strengthening the workforce and increasing labor resilience. The WKRTC will improve educational attainment and increase career readiness for those individuals now pursuing technical certifications and work-ready programs. This project also aligns with the CEDS goal of establishing and promoting programs that teach critical technical skills for well-paying in-demand careers to raise the overall quality of life for residents and ensure workers can withstand the effects of economic change and layoffs. Additionally, GRADD has developed workforce development programs in the field of water/wastewater systems and technical manufacturing training for underrepresented populations.
The surrounding community has been receptive to the project and, along with the project partners, is excited about the creation of the Western Kentucky Regional Training Center knowing that it will have a profound impact on generations to come. Another community has already reached out to learn more, and there is hope that the project will inspire similar projects throughout the region. There is also interest in eventually building an on-site dormitory to serve students that are not within commuting distance and adding to the type and number of programs offered. Once the WKRTC is in operation, GRADD will hand over management to its partners and continue developing other impactful programs throughout the area.
- For local press coverage of this project, click here.
- For more information about the Green River Area Development District, click here.
This case study was written by Ciara Ristig, NADO Research Foundation Senior Program Manager
Bear river cottages (East central intergovernmental assoc., IA)
In 2015, a Housing Needs Assessment conducted by the East Central Intergovernmental Association (ECIA) identified that Jackson County, Iowa needed to construct 350 homes by 2025 to meet projected population growth. With for-profit housing developers in the region routinely building homes costing greater than $200,000, ECIA saw an economic and community development opportunity for more affordable workforce housing in the region. After extensive planning, securing funding, and coordinating with stakeholders, ECIA’s non-profit arm the East Central Development Corporation (ECDC) and its partners broke ground in fall 2019 on the construction of 10 single family workforce homes in Maquoketa called Bear River Cottages, the first ever “pocket neighborhood” in Eastern Iowa . The approximately 1,064 square foot homes were sold at a price of $150,000 and were restricted to buyers making 80% or less of the Area Median Income. The pocket neighborhood consists of a cluster-style development with homes centered around a landscaped common area and was chosen because of its emphasis on community and common amenities. ECIA is planning a grand opening event in spring 2022 to further promote and celebrate the project once construction and landscaping are complete. All ten homes were sold during a particularly difficult economic time in the ECIA region, caused by impacts from COVID-19 and a derecho storm that devastated several counties, including Jackson County, in the summer of 2020.
The Bear River Cottages neighborhood addresses many of the challenges identified in ECIA’s Comprehensive Economic Development Strategy (CEDS), including a lack of affordable housing in the region. The project will also help to "attract and retain a diverse population and workforce to meet the needs of regional employers including childcare, quality jobs, housing, diversity, and inclusivity,” one of the CEDS goals. The price and size of the units, in addition to the pocket neighborhood style of development, all meet the goal of diversifying the region’s workforce housing options.
The project leveraged a combination of federal, state, and local support that allowed ECIA to provide these diverse affordable housing options. ECIA convened many partners to bring the project to fruition, including the City of Maquoketa, Jackson County Board of Supervisors, Federal Home Loan Bank, EIRHC Housing Trust Fund, McDonough Foundation, Iowa Area Development Group, Jackson County Community Foundation, Iowa Realtors Association, Maquoketa Municipal Electric Utility, Maquoketa State Bank, Iowa Finance Authority, the Iowa Economic Development Authority, Nemmers Real Estate Agency, Jackson County Economic Alliance, and others. This group effort provided financial assistance to buyers, reduced development costs, gave favorable loan and construction terms, implemented tax increment financing, provided utility connections, granted appliances to all buyers, and provided $25,000 in down payment assistance.
ECIA is currently developing a toolkit to assist in replicating this project elsewhere and other communities have already reached out to learn more. Ultimately, ECIA views the project as a marketing tool for area economic developers to illustrate the impact new affordable housing can have in their community. This project is a valuable example of a community coming together to meet a need identified in the CEDS and construct workforce housing close to employment and services, all while providing a template for similar projects in rural areas throughout Iowa.
This case study was written by Ciara Ristig, NADO Research Foundation Senior Program Manager
The Bear River Cottages neighborhood addresses many of the challenges identified in ECIA’s Comprehensive Economic Development Strategy (CEDS), including a lack of affordable housing in the region. The project will also help to "attract and retain a diverse population and workforce to meet the needs of regional employers including childcare, quality jobs, housing, diversity, and inclusivity,” one of the CEDS goals. The price and size of the units, in addition to the pocket neighborhood style of development, all meet the goal of diversifying the region’s workforce housing options.
The project leveraged a combination of federal, state, and local support that allowed ECIA to provide these diverse affordable housing options. ECIA convened many partners to bring the project to fruition, including the City of Maquoketa, Jackson County Board of Supervisors, Federal Home Loan Bank, EIRHC Housing Trust Fund, McDonough Foundation, Iowa Area Development Group, Jackson County Community Foundation, Iowa Realtors Association, Maquoketa Municipal Electric Utility, Maquoketa State Bank, Iowa Finance Authority, the Iowa Economic Development Authority, Nemmers Real Estate Agency, Jackson County Economic Alliance, and others. This group effort provided financial assistance to buyers, reduced development costs, gave favorable loan and construction terms, implemented tax increment financing, provided utility connections, granted appliances to all buyers, and provided $25,000 in down payment assistance.
ECIA is currently developing a toolkit to assist in replicating this project elsewhere and other communities have already reached out to learn more. Ultimately, ECIA views the project as a marketing tool for area economic developers to illustrate the impact new affordable housing can have in their community. This project is a valuable example of a community coming together to meet a need identified in the CEDS and construct workforce housing close to employment and services, all while providing a template for similar projects in rural areas throughout Iowa.
- For a virtual tour of the homes, click here.
- For more information about the East Central Intergovernmental Association (ECIA) , click here.
This case study was written by Ciara Ristig, NADO Research Foundation Senior Program Manager