Implementation Plan

A. CEDS PROCESS

1. A CEDS Strategy Committee has been meeting for over two years and decided, over the course of several meetings and discussions to update the Project Implementation Plan for 2010-2015 and seek broad support from the member entities..

2. Please note that not all projects were evaluated formally and their connection (or lack thereof) to local priorities is omitted.

GOAL A: Facilitate/Build Regional Competitiveness

Strategy A1- Promote workforce development/training for a high performance economy;

Strategy A2- Promote infrastructure readiness for quality job retention-job creation;

Strategy A3- Facilitate state-local development review process to enhance fairness and predictability;

Strategy A4- Promote access to affordable early-stage capital for regional businesses – particularly for start-up businesses; and

Strategy A5- Facilitate a climate of business development support throughout the entire SEAGO Region.

GOAL B: Define the Competitive Difference in SEAGO Region:

Strategy B1- Promote job retention to solidify the regional job base;

Strategy B2- Promote strategic business expansion and recruitment to diversify the regional job base;

Strategy B3- Facilitate technology and business incubator-centers of innovation with strategic partners to encourage entrepreneurship;

Strategy B4- Develop options to enhance work force housing throughout the SEAGO region; and

Strategy B5- Preserve and enhance regional quality of life.

3. Program Strategy

Implementation Action Plan

A. CEDS Process Qualitative-Implementation Indicators

• Complete the necessary steps to establish a permanent and flexible CEDS planning process and have the essential elements of this permanence in place by the end of CEDS operating year #1.
• Establish a permanent CEDS Committee, by December 31, 2011.
• Complete first year CEDS work plan by December 31, 2011
• Establish a protocol process (e.g. similar to an RFP process but internal to the CEDS) along which all projects proceed from idea, to concept, to definition, to funding plan-application, including EDA and other funding sources.
• Establish/formalize a communication plan for the SEAGO CEDS process.
• Establish an on-going process/system for bringing together CEDS project champions and stakeholders with individuals and groups that are potential non-federal/non-EDA funding sources for identified projects. (by the end of CEDS operating year #1).
• Complete the planning for and convene a funding workshop or similar event (by the end of CEDS operating year #1).
• Establish an initial database of funding source contacts (by the end of CEDS operating year #1)
• Submit at least 2 full EDA applications by the end of operations year #1.

B. Program Strategy — Action steps, Project development

The CEDS Strategy Committee was charged with verifying that each of the projects listed in the Implementation Plan are either EDA eligible (based on EDA criteria) or fundable through other resources public or private. These projects have the highest level of readiness; or fundable through grants, match or public – private initiative.

These projects strongly support economic development both in the short term and within the scope of long range goals and strategies, as well as strategies developed by CEDS Strategy Committee, citizen or member entity input.

These projects respond to our need to build a high tech infrastructure that supports good paying jobs which will provide our region with a competitive edge or difference that distinguishes the SEAGO Region as an attractive place to work, live and do business.

Committee members also agreed that additional projects (not yet identified) might surface in the near term that will require our region’s immediate attention.

C. Monitoring & Evaluating Strategy — Program Implementation

Measuring the outcome of the SEAGO CEDS will be tracked in multiple ways. Although benchmarking to measure the implementation progress or success of this CEDS is an EDA requirement, best practice approaches in strategic economic development planning through the years indicate that good strategic economic development plan must make a concerted effort to measure the outcomes of implementing their plans.

As a result, even if benchmarking was not a CEDS requirement, the CEDS Strategy Committee, member entities and Executive Board members involved with the SEAGO CEDS effort determined it was important to develop a set of realistic benchmarks or measurements against which the success of the implementation of the CEDS plan could be gauged over time.

There are many reasons for establishing a proposed system of benchmarks for evaluating any strategic economic development plan. In the case of our CEDS planning effort, the primary objective for establishing a system of benchmarks is to enable the CEDS Strategy Committee to periodically and objectively monitor the implementation and progress of the CEDS toward a defined set of desired outcomes for the region.

Benchmarks to be used reflect a combination of:

(1) an understanding of the long-term economic performance and economic structural issues that impact the region,

(2) a broad understanding of the global competitive environment as it pertains to businesses and operations in the SEAGO regional economy, and

(3) the previously referenced strategies and projects, plus the standards set forth in the SEAGO Mission and Vision statements.

The SEAGO CEDS plan broadly reflects the Mission and Vision statements as articulated below:

Mission

“SEAGO stimulates economic and social progress in our four-county region.”

Vision Statement

“SEAGO, as a highly motivated, energetic team, commits to being a respected, credible source of leadership, information, funding, planning, technical expertise, and services.”

D. Terminology

“Operating year” to avoid confusion, the operating year of the EDD is identical to the State of Arizona operating year July 1 to June 30. This also corresponds to the contract year between SEAGO and the EDA.

“Benchmarking” is an evaluation by comparison to a standard or to external criteria. For the purposes of SEAGO CEDS performance, comparisons to past performance, business retention, job growth, and historical economic investments will be measured against current activity and progress.