2009-R-26
RESOLUTION NO. 2009-R-26
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
EDGEW ATER, FLORIDA; CREATING A COMPREHENSIVE
ECONOMIC DEVELOPMENT STRATEGY (CEDS)
PURSUANT TO THE U.S. DEPARTMENT OF COMMERCE,
ECONOMIC DEVELOPMENT ADMINISTRATION; BY
ESTABLISHING A PLANNING ORGANIZATION AND
STRATEGY COMMITTEE IN AN ATTEMPT TO DIVERSIFY
AND STRENGTHEN LOCAL ECONOMIES; REPEALING
RESOLUTIONS IN CONFLICT HEREWITH; AND
ESTABLISHING AN EFFECTIVE DATE.
WHEREAS, the City of Edgewater wishes to create a Comprehensive Economic
Development Strategy (CEDS) which is designed to bring together the public and private sectors in
the creation of an economic roadmap to diversify and strengthen local economies; and
WHEREAS, CEDS purpose is to identify current economic conditions, identify human and
economic assets in and set future goals and objectives necessary to solve economic problems by
bringing future wealth and prosperity to the City of Edgewater; and
WHEREAS, City Council will be enacted as the Planning Organization for the CEDS and
will also establish the Strategy Committee.
NOW, THEREFORE, be it resolved by the City Council ofthe City of Edge water, Florida:
Section 1. The City Council hereby acknowledges the need to create a Comprehensive
Economic Development Strategy (CEDS).
Section 2. Identifies the City Council as the Planning Organization for the CEDS.
Section 3. Establishes the Strategy Committee which consists ofthe following members of
the community: Councilman Ted Cooper, Economic Development Board Member Marcia Barnett,
Planning and Zoning Board Member Robert E. McIntosh, Jr, City Manager Tracey T. Barlow,
Development Services Director Darren Lear, Douglas Frindt, John Proffitt, Jerry Anderson, Butch
McCracken, William (Bill) Wetherell, David No Dine, William Glasser and which will assist the
1
2009-R-26
City Council in developing the CEDS.
Section 4. All resolutions or parts of resolutions in conflict herewith are hereby repealed.
Section 5. This resolution shall take effect upon adoption.
After Motion by Co, Lfi(\ i IMClfl r DOper-
with Second by Cou f\(\ i.llllnry\n () ~fI()l~ I-vr. the
vote on this resolution was as follows:
AYE NAY
Mayor Michael Thomas y.
Councilwoman Debra J. Rogers X
Councilwoman Gigi Bennington X
Councilwoman Harriet E. Rhodes Y..
Councilman Ted Cooper X
PASSED AND DULY ADOPTED this 28th day of September, 2009.
ATTEST:
CITY COUNCIL OF THE
S~A
I ~chael Thomas
Mayor
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Bonnie A. ,Wenzel
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Robin L. Matusick
Paralegal
For the use and reliance only by the City of
Edgewater, Florida. Approved as to form and
legality by: Carolyn S. Ansay, Esquire
City Attorney
Doran, Wolfe, Ansay & Kundid
Approved by the City Council of the City of
Edgewater at a meeting held on this 28th day
of September, 2009 under Agenda Item No.
8.L.
2
2009-R-26
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U.S. Department of Commerce
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COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIES
CEDS
SUMMARY OF REQUIREMENTS
Note: This document provides a synopsis of the requirements for comprehensive economic development stralegies. For further information, interested parties are
directed to section 302 of the Public Works and Economic Development Act of 1965 (42 U.S.C. !i 3162) and EDA's regulations at 13 C.F.R. part 303. The
document is intended to serve as a convenient source for requirements relating to the CEDS. Nothing in this document is intended to supersede or otherwise
modify EDA's statute, regulations, policies or procedures.
Introduction: A comprehensive economic development strategy (CEOS) is designed to bring together the public and private sectors in the creation of an
economic roadmap to diversify and strengthen regional economies. The CEOS should analyze the regional economy and serve as a guide for
establishing regional goals and objectives, developing and implementing a regional plan of action, and identifying investment priorities and funding
sources. A CEOS integrates a region's human and physical capital planning in the service of economic development. Integrated economic development
planning provides the flexibility to adapt to global economic conditions and fully utilize the region's unique advantages to maximize economic opportunity
for its residents by attracting Ihe private investment that creates jobs for the region's residents. A CEOS must be the result of a continuing economic
development planning process developed with broad-based and diverse public and private sector participation, and must set forth the goals and
objectives necessary to solve the economic development problems of the region and clearly define the melrics of success. Finally, a CEOS provides a
useful benchmark by which a regional economy can evaluate opportunities with other regions in the national economy.
Who should develop a CEDS? A Planning Organization seeking to formulate and implement a regional economic development program will benefit
from developing a CEOS. Successful economic development efforts are based on CEOS that provide an economic roadmap to diversify and strengthen
regional economies. The Public Works and Economic Development Act of 1965, as amended (PWEOA), requires a CEOS in order to apply for
investment assistance under EOA's Public Works or Economic Adjustment Assistance Programs. At EOA's discretion, EOA may accept CEOS that it has
funded or CEOS prepared independently of EOA investment assistance or oversight.
The following sections set out below on .Planning Organizations. and .Strategy Committees. cover the requirements for EDA-funded CEOS, while the
remainder of this document pertains to technical requirements for CEDS. 1/ should be noted that in determining the acceptability of a CEDS prepared
independently of EDA investment assistance Dr Dversight fDr projects under 13 C.F.R. parts 305 Dr 307, EDA may in its discretion determine that the
CEDS is acceptable without it fulfilling every requirement set Dut in 13 C.F.R. 9 303.7. In dDing so, EDA shall consider the circumstances surrounding the
application fDr investment assistance, including emergencies or natural disasters, and the fulfillment Df the requirements Df Section 302 of PWEDA.
',. EDA-funded CEDS
Pursuant to 13 C.F.R. 9 303.6, if EDA awards Investment Assistance to a Planning Organization to develop, revise, or replace a CEOS, the Planning
Organization must follow the procedures set forth in paragraphs A.1 and A.2.
1. Planning Organization: A Planning Organization (as defined in 13 C.F.R. ~ 303.2), typically an Economic Development District (EOO) or Indian
Tribe, may be eligible for EDA planning investment assistance. The purpose of such assistance is to develop a CEOS for a specific EDA-approved
region. The Planning Organization is responsible for:
· Appointing a Strategy Committee (CEOS Committee);
· Developing and submitting to EDA a CEDS that complies with 13 C.F.R. 9 303.7;
· Making a new or revised CEOS available for review and comment by the public for a period of at least thirty (30) days prior to submission of the
CEDS to EDA;
· Obtaining approval of the CEOS from EOA;
· After obtaining approval of the CEDS, submitting to EOA an updated CEOS performance report annually. The performance report, in
addition to reporting progress on CEOS implementation, should also discuss community and private sector participation in the CEDS effort. Any
performance report that results in a change in the technical components of the EOA-approved CEOS must be available for review and comment
by the public for a period of at least thirty (30) days prior to submission of the performance report to EDA:
· Submitting a copy of the CEOS to any Regional Commission if any part of the EDA-approved EOO region is covered by thaI Commission;
· Submitting a new CEOS to EOA at least every five (5) years, unless EOA or the Planning Organization determines that a new CEOS is required
earlier due to changed circumstances.
2. Strategy Committee: The Strategy Committee is the entity identified by the Planning Organization as responsible for developing. revising, or
replacing the CEOS. The Strategy Committee must represent the main economic interests of the region. and must include Private
Sector Representatives (defined in 13 C.F.R. 9 300.3, with respect to any for-profit enterprise. as any senior management Dfficial or executive
holding a key decision making position. or that person's designee) as a majority of its membership. In addition, the Planning Organization should
ensure that the Strategy Committee also includes:
· Public officials;
· Community leaders;
· Representatives of workforce development boards;
· Representatives of institutions of higher education;
· Minority and labor groups; and
· Private individuals.
Strategy CDmmittees representing Indian Tribes or States may vary.
B. Technical Requirements
Pursuant to 13 C.ER. 9 303.7, a Planning Organization must include the following information in a CEDS submitted to EDA.--
1. Background: The CEDS must contain a background 01 the economic development situation 01 the region that paints a realistic picture of the
current condition of the region. This background must include a discussion of the economy, population, geography, workforce development and use,
transportation access, resources, environment, and other pertinent information.
2. Analysis of Economic Development Problems and Opportunities: The CEDS musl include an in-depth analysis of the economic development
problems and opportunities that identifies strengths and weaknesses in the regional makeup of human and economic assets, and problems and
opportunities posed by external and internal forces affecting the regional economy. This analysis must:
. Incorporate relevant material from other government-sponsored or supported plans and demonstrate consistency with applicable State and
local workforce investment strategies.
. Identify past, present, and projected future economic development investments in the region.
. Identify and analyze economic clusters within the region.
3. CEDS Goals and Objectives -- Defining Regional Expectations: The CEDS must contain a section setting forth goals and objectives necessary
to solve the economic problems, or capitalize on the resources, of the region. Any strategic project, program, or activity identified in the CEDS should
work to fulfill these goals and objectives.
. Goals are broad, primary regional expectations.
. Objectives are more specific than goals, clearly measurable, and stated in realistic terms considering what can be accomplished over the five
(5) year time frame 01 the CEDS.
4. Community and Private Sector Participation: The CEDS must include a section discussing the relationship belween the community in general
and the private sector in the development and implementation of the CEDS. Public and private sector partnerships are critical to the implementation
of the CEDS.
5. Strategic Projects, Programs and Activities: The CEDS must contain a section which identifies regional projects, programs and activities
designed to implement the Goals and Objectives of the CEDS. This section should identify and describe:
Suggested Projects-
_ All suggested projects, programs and activities and the projected number of jobs to be created as a result.
_ Lead organizations responsibilities for execution of the projects.
Vital Projects- A prioritization of vilal projects, programs, and activities that address the region's greatest needs or that will best enhance the
region's competitiveness, including sources of funding for past and potential future investments. These can be overarching "themes. for
regional economic development success and is expected to include components. Funding sources should not be limited to EDA programs.
6. CEDS Plan of Action: The plan of action, as described in the CEDS, implements the goals and objectives of the CEDS in a manner that-
. Promotes economic development and opportunity;
. Fosters effective transportation access;
. Enhances and protects the environment;
. Maximizes effective development and use of the workforce consistent with any applicable State or local workforce investment strategy;
. Promotes the use of technology in economic development, including access to high-speed telecommunications;
. Balances resources through sound management of physical development; and
. Obtains and utilizes adequate funds and other resources.
The CEDS must also contain a section that discusses the methodology for cooperating and integrating the CEDS with a State's economic
development priorities.
7. Performance Measures: The CEDS must contain a section that lists the performance measures used to evatuate the Planning Organization's
successful development and implementation of the CEDS, including but not limited to the:
. Number of jobs created after implementation of the CEDS;
. Number and types of investments undertaken in the region;
. Number of jobs retained in the region;
. Amount of private sector investment in the region after implementation of the CEDS; and .
. Changes in the economic environment of the region.
These are not meant to be the only performance measures for the CEDS. Most Planning Organizations developing a CEDS will benefit from
developing additional quantitative and qualitative measures that will allow them to evaluate progress toward achieving the goals identified as important
in their regions.
For more information: www.eda.gov