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NATIONAL ASSOCIATION OF DEVELOPMENT ORGANIZATIONS REGIONAL STRATEGIES. PARTNERSHIPS. SOLUTIONS 2012 SERDI ANNUAL CONFERENCE Renewed Era of Regionalism: What Does It Mean for You?

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It is your first day on the job. Congratulations! Except no one told you about the $200,000 RLF default, morale and attendance problems with the staff, and the total absence of the policy board. BUT, your region is suffering from severe unemployment, your group has potential, and personally, you want to make a real difference. How do you start? NADO CASE STUDY 1.0

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Overview Back to the Basics: Remembering Founding Principles and Purpose Key Skills and Traits of Successful Executive Directors Renewed Era of Regionalism: What Does It Mean for Your Organization?

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Back to the Basics Policy Board and Member Governments Executive Director Funders and Clients Staff Strategy Analysis Action Vision Results

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Regional Council Self-Assessment Toolkit NADO developed updated guidebook based on Peer 500 Review program, SERDI research on Seven Significant Issues, focus groups and interviews, and other training and research Funded by Missouri Association of Councils of Governments and Development District Association of Appalachia

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Regional Council Self-Assessment Toolkit Positioning Your RC in an Evolving Landscape Seven Significant Issues Facing RCs Effective Regional Council Policy Boards Understanding Basic Roles and Functions Orientation for New Policy Officials and Board Members Checklists for Policy Board Essentials and Best Practices Sample Job Description for Policy Board Members Taking Charge of Your Regional Council Statewide and Regional Innovations and Ideas

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Regional councils are sometimes less bold in structure and authority than a regions needs might warrant, yet more advanced than area politics comfortably accept. James Ray, Texas Association of Regional Councils (1978)

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Regional councils are political entities that must function politically to be highly effective, yet they must also act in a non-partisan manner. - NADO Regional Council Self-Assessment Guidebook

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Back to the Basics Serve as forum to craft regional solutions for areawide needs and opportunities Prepare plans and strategies for broad range of regional and local issues Strengthen and assist local governments Advocate for locals at federal and state levels

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Executive Director Skills

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Innovator Public Entrepreneur Jack-of-All Trades / Air Traffic Controller Statesmen

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Executive Director Skills Innovator Creative administrator who can invent new approaches and new methods as the needs arise

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Executive Director Skills Public Entrepreneur Ability to develop and implement new concepts and ideas for the greater good of the region; Plus run your organization like a business!

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Executive Director Skills Consensus Builder Must influence progress and change without traditional powers, authorities and funding resources of federal, state and local officials

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Executive Director Skills Air Traffic Controller Ability to shift gears at any given moment to deal with diversity of the region and the regional council, including aptitude to understand the agendas, perceptions and interests of each major constituency group (public officials, private sector leaders, funding agencies, media, staff and the public)

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Executive Director Skills Statesmen A politician thinks of the next election - a statesman, of the next generation. Hubert H. Humphrey Must balance immediate needs and agendas of political leaders with long-term investments for the region

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Executive Director Skills

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Snapshot of Federal Opportunities New HUD-DOT Livable Communities Agenda; Linking Transportation, Economic Development, Housing & Land Use Energy Efficiency, Conservation and Deployment of Advanced/Alternative Energy Resources Regional Innovation Cluster Strategies, Data Analysis Mapping and Networking Regional Approaches to Program Planning and Delivery

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Short-Term Actions Develop professionally-designed Web portal Enhance appearance of plans, reports and applications Establish internal innovation teams Improve internal management systems and efficiencies Explore new ideas, services and concepts for the region Establish Quality Control standards for all RC activities

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Short-Term Actions Work statewide with peers to Strengthen statewide credibility and trust with policymakers and funders Focus on program development, project management & quality control Development statewide templates for work products and plans

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Long-Term Goals Build sound financial and grant management capacity Engage policy board and member governments into taking ownership of your regional council Build trust and credibility with federal and state officials through win-win partnerships (Cant be one sided!) Tap into energy of youth and expertise of retirees

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Practice What We Preach 1.Build Partnerships 2.Nurture Partnerships 3.Promote Partnerships Regional councils are founded on the principle of promoting multi-jurisdictional and cross sector collaboration, therefore we must practice what we preach to maintain our credibility and standing.

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Always remember No one else cares as much about your regional council as you, and no one else has as much to gain or lose as you as the executive director.

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Executive Director Dialogue How are you positioning your regional council with the emergence of new regional entities in your state and area? How are you engaging your policy board, member governments and other regional actors to work through/with your regional council to drive change and progress? How are you working statewide with your peers and internally within your organization to stay relevant?

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Era of New Regionalism: The Shifting Landscape Based on Research and Writings By Professor Allan Wallis, University of Colorado at Denver

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Why Do Regions Matter? 1.Rapid expansion and interconnectedness of global markets 2.Increased wealth, education and capitalism of emerging and developing nations 3.Modern mobile lifestyle of American businesses and residents 4.Natural flows and patterns of vital resources, such as air, land and water 5.Significant budget cutbacks and demands at all levels of government

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Why Regions Matter? White House Memo to All Agencies for FY2011 Budget: Many important challenges demand a regional approach. The Nation is increasingly a conglomeration of regional economies and ecosystems that should be approached as such. Federal investments should promote planning and collaboration across jurisdictional boundaries.

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Key Principles of New Regionalism Visioning for Region Regional Benchmarks and Indicators Leadership development of advocates and champions of regional issues Network formation of formal and informal networks for social interaction Collaboration and conflict resolution to reduce inter- jurisdictional disputes, including todays coop-etition Regional capacity to foster regional dialogue, mobilize financial and human resources, and implement plans

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Evaluating Your Organization Visioning for the Region Establish an identify for the region (i.e branding) Establish governance structures and collaboration framework to advance quality of region Strive to transform regions economic competitiveness Build from the distinguishing features and natural boundaries

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Evaluating Your Organization Regional benchmarks and indicators Identify and set regional performance benchmarks and indicators Use data to map assets of the region to serve as foundation for future regional collaboration and partnerships Measure progress toward achieving regional goals and objectives

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Evaluating Your Organization Leadership Development Develop training forums and resources aimed at nurturing and assisting regional champions Support regional leaders working to build bridges across sectors and jurisdictions Host forums for formal and informal networking including public, private and nonprofit sector leaders Recognize that regions rich in networks often thrive!

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Evaluating Your Organization Conflict resolution and collaboration Remember that local jurisdictions will cooperate on some issues and compete on others Develop dispute resolution techniques and processes to resolve inter-jurisdictional conflict Balance the difference being a consultant to local governments and being a key resource for local governments

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Evaluating Your Organization Back to the Basics Like a business, you make stay current and relevant. The key remains innovation, results, transparency, trust and integrity. Every day you should ask yourself how is our organization adding value to our local governments, communities, funders, partners, and federal and state local officials?

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Evaluating Your Organization Key Questions for Group Discussions How is your organization viewed by external leaders within your region? What is your role? How have you expanded your networks and partnerships to address areawide issues? What organizational expertise, resources and skills do you bring to the table? How does your organization balance being a regional visionary vs. service/program provider?

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National Association of Development Organizations (NADO) and the NADO Research Foundation 400 North Capitol Street, NW | Suite 390 | Washington, DC 20001 NADO.org | Ruraltransportation.org | Knowyourregion.org 202.624.7806 | Info@nado.org Regional Strategies. Solutions. Partnerships.