Southeast Nebraska Development District (SENDD) Comprehensive Economic Development Strategy (CEDS) June 2012 MAIN OFFICE 2631 “O” Street, Lincoln, NE 68510 Office: 402-475-2560 Fax: 402-475-2794 [email protected]HUMBOLDT OFFICE Office Location – 727 4 th Street PO Box 308, Humboldt, NE 68376 Office: 402-862-2201 [email protected]www.sendd.org
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Southeast Nebraska Development District (SENDD)
Comprehensive Economic Development Strategy (CEDS)
D. Vision and Mission ………………………………………………………………………………………………… 49
D.1. Goals and Objectives ………………………………………………………………………………… 50
E. Technical Requirements ............................................................................................................................. 57
elibrary Website Link
We are utilizing an elibrary for source data. Access the elibrary by browsing to http://bit.ly/tgD2Y5. You can review individual county data under the Southeast Nebraska Development District heading when you drop down to the Background Research link. In addition, you will find each individual county assessments under the Socioeconomic Report link. These assessments, for example, provide a detailed socioeconomic profile for each county in the 15 county SENDD region. The 2012 SENDD CEDS planning process builds upon this information and analyses.
SENDD Website Link
The SENDD website also maintains links to the 2012 Southeast Nebraska Development District CEDS document and supporting materials. Go to www.sendd.org and then to the Economic Development link to view CEDS material, including each individual County Opportunity Assessment Report.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 1 of 61
Southeast Nebraska Development District (SENDD)
Comprehensive Economic Development Strategy (CEDS)
June 2012
A. CEDS Introduction/Overview
This Comprehensive Economic Development Strategy (CEDS) is the first regional economic development plan completed by the citizen representatives of the fifteen county Southeast Nebraska Development District (SENDD) since its expansion from seven to fifteen counties in 2009. Preparation of the SENDD Comprehensive Economic Development Strategy was funded in part by the U.S. Department of Commerce, Economic Development Administration and member communities of the Southeast Nebraska Development District. Note on format/presentation: With the growing presence of web based data, the format of this 2012 SENDD CEDS document will rely heavily on an elibrary of data specific to these 15 southeast Nebraska Counties. The link to this elibrary is: http://bit.ly/tgD2Y5 The Center of Rural Entrepreneurship has prepared and assembled this elibrary in support of, and in collaboration, with the Southeast Nebraska Development District. All supporting background research and background analysis for this elibrary is available in the Center for Rural Entrepreneurship’s online library at: http://bit.ly/tgD2Y5 1) Which takes you to a web page hosted by the Center for Rural Entrepreneurship. 2) Under the Southeast Nebraska Development District heading click on: Background research. 3) From there you can click on your county of choice. 4) As an example of the data available in this CEDS process and CEDS end document click on the link: Socioeconomic Report. This report contains a detailed profile of each county. Taken as a whole, these reports and assembled data, and the Development Opportunity Assessment for each county paints a realistic picture of the current condition of the 15 county SENDD region. The research/statistics/data analysis in the electronic library provides expanded analysis on demographics, the local economy, businesses, agriculture, and trade capture. You are encouraged to view all of these resources for additional insight and clarification. SENDD and the Center for Rural Entrepreneurship team welcome your questions regarding this research. The analysis contained in the county Development Opportunity Assessment reports was prepared by Don Macke, with support from Ahmet Binerer, John Hitt, Dr. Deborah Markley, Kyle Cummings and Ann Chaffin. Information about the Center’s team can be found at: www.energizingentrepreneurs.org
SENDD began operating as an authorized Economic Development District in an expanded
regional service area in 2009 when the previous seven county River Country Economic
Development District (RCEDD) was reorganized. The most recent region-wide Comprehensive
Economic Development Strategy was developed and accepted by the Economic Development
Administration (EDA) under the former RCEDD. Since that time this multi-county development
district formally added eight additional counties under its authorized Economic Development
District service area, now representing the current total of 15 counties
SENDD region location
SENDD Member Counties:
2012 Southeast Nebraska Development District (SENDD) CEDS Page 3 of 61
a) Additional insights as to why the SENDD Map looks this way: Butler County
SENDD is a creature of local Municipal County Government, formed under the Interlocal
Cooperation Act, where each county exercises its right to voluntarily join SENDD and support the
organization with an annual dues structure. The State of Nebraska state statutes include
designated development district boundaries that enable and encourage county governments to
establish associated regional planning areas. When a Nebraska state government initiative was
launched, approximately ten years ago, to encourage all county governments to develop standing
as a designated Economic Development District (EDD) the western tier of counties now in
SENDD explored opportunities to form their own EDD or join an existing EDD.
At that time Butler County elected to not utilize the Interlocal Cooperation Act and associate with
the established economic development district areas enumerated in state statute. And thus the
other 15 counties moved forward to work to re-designate the former seven county River Country
Economic Development District into the current 15 County SENDD as an EDA designated EDD.
b. Additional insights as to why the SENDD Map looks this way: Lancaster County
From its inception in the early 1980’s the River Country Economic Development District was a
seven county region that held a rural focus. When the momentum built approximately 10 years
ago and the western tier of counties came forward to discuss forming a separate District or joining
an existing one, the rural nature of the entity had interest and action coming from Polk, York,
Fillmore Saline, Seward, Thayer, Jefferson and Gage counties. At that time, Lancaster County
explored membership opportunities but did not pursue extended or serious discussion about
Lancaster County becoming a member of SENDD. At this time, SENDD is delivering special
services on a contractual basis to local governments in Lancaster County in order to administer or
manage special projects.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 4 of 61
A.1.1 Governance Structure
Southeast Nebraska Development District Governing Board Membership as of 21 June 2012.
GOVERNMENT REPRESENTATIVES Government representatives are members of the elected county governing board from member counties. One member from each of the fifteen member counties constitute this category.
Name Government Position
Peterson, James Curry, Robert Bulgrin, Kurt Koci, Mary Hanson, Leroy Davidson, Jim Adams, Rex Hutton, Bob Smith, Mike Lade, Steve Mueller, Bob Bruning, Dave Stake, Brad Wenz, Bill Yost, Marvin
Cass County Johnson County York County Seward County Saunders County Richardson County Gage County Nemaha County Polk County Otoe County Fillmore County Thayer County Pawnee County Saline County Jefferson County
NON-GOVERNMENT REPRESENTATIVES Non-Elected Representatives compose one-third of the SENDD Board in the following profile:
Name Company / Enterprise Position
Kolterman, Mark Divis, Jerry Brandenburg, Cheryl Harling, Nick Vacant Position
Principal Financial Home Real Estate Black Hills Energy American National Bank
Senior Agent - Seward Realtor – Saunders County Regional Economic Development Mngr Business Banker – Richardson County
STAKEHOLDERS
Name Organization Position
Schrader, Stephanie Watts, Doug Seagren, Cassie Reynolds, Jeff Long, Daryl
Nebraska City Area EDC Greater Wahoo Development York County Development Corp. Rural Enterprise Assistance Proj. Peru State College
Executive Director Executive Director Executive Director Program Director Instructor
AT-LARGE REPRESENTATIVES
Name Area of Interest Background
Brown, Gus Daisley, Lowell
Financial Consulting
Retired Lender – York Consultant – Cedar Creek
2012 Southeast Nebraska Development District (SENDD) CEDS Page 5 of 61
B. SENDD Region and Its Economy
The Southeast Nebraska Development District is a 15 county region located in southeastern
Nebraska, encompassing 8,478 square miles. Its climate is continental – temperate, having wide
seasonal variations in temperature and precipitation.
Within the SENDD region are four
major river systems: Missouri River,
Platte River, Big Blue River, and
Nemaha River. The Missouri River
provides waterborne transportation
services, linking the region with the
Mississippi River and the Gulf of
Mexico. Harbor and terminal facilities
on the Missouri River are located in or
near Plattsmouth, Nebraska City,
Brownville and Rulo.
SENDD is served by a network of
federal and state highways,
complemented by state and local
highways and roads. Three interstate
highways, Interstate 80, Interstate 70
and Interstate 29, are important transportation routes for area enterprises and industry. Within
the region, a network of expressways provide important connections between population centers
and the interstate highways. These include Nebraska Highway 2 and U.S. Highway 73 & 75 & 77
81. Nebraska Highway 92 is being developed as an expressway connecting the northern City of
Wahoo, Saunders County, with the metropolitan area of Omaha.
Industry throughout the SENDD region is served by two railroad companies, Burlington Northern
& Santa Fe Railway and Union Pacific Railroad. Passenger rail service is available in the nearby
metropolitan centers of Lincoln and Omaha.
The main growth centers in SENDD are the region’s second class cities and area market centers:
Auburn city, Beatrice city, Crete city, Fairbury city, Falls City city, Geneva city, Nebraska City city,
Seward city, Wahoo city and York city.
York
Fillmore
Polk
Thayer Jefferson
Saline
Seward
Gage Pawnee
Johnson
Richardson
Nemaha
Otoe
Cass
Saunders
2012 Southeast Nebraska Development District (SENDD) CEDS Page 6 of 61
Natural Resources
Land with the region is primarily privately owned. More than 87 percent of the total land area in
the Southeast Nebraska Development District (SENDD) region is classified as “Land in Farms.”
Land cover/use of land in the region is dominated by crop production.
Land Cover/Use of Land by Type, 2007 SENDD Region
Land Area (Acres)
Land Use SENDD Percent
Distribution Nebraska Percent
Distribution
Total 5,387,003 100% 49,503,400 100%
Land in Farms 4,705,306 87% 45,480,358 92%
Cropland 3,789,743 70% 21,486,025 43%
Pasture & Rangeland 98,791 2% 409,785 1%
Woodland 632,800 12% 22,619,904 46%
Minor-Land Cover 205,384 4% 964,644 2%
Urban & Other 681,697 13% 4,023,042 8%
Note: The Built-up category includes land for residential, commercial, industrial and rural transportation purposes. Minor-Land Cover category includes farmstead, ranch headquarters, mines, quarries, pits, water areas, other rural lands and small built-up areas. Source: USDA, Census of Agriculture 2007
Mineral resources in the SENDD region, included within the Minor-Land Cover category in the
above table, include sand, gravel, limestone, roadstone, riprap, oil, coal, gypsum, carbonatite and
rare earth minerals. There are over 35 limestone quarries operating in the region, most of which
are located in Cass County. Recent exploration of deposits of niobium and rare earth minerals
in Johnson County has identified the potential for commercially viable mining operations which
may be developed in the future.
Water resources in the
region include major
rivers, wetlands and
ground water. Major
rivers in SENDD
include the Missouri,
Platte, Big Blue, Little
Blue, and Big Nemaha
and Little Nemaha Rivers. These river basins are further delineated into 15 watersheds.
Watersheds in the SENDD Region
Upper Big Blue Upper Little Blue Lower Platte-Shell
West Fork Big Blue Lower Little Blue Lower Platte
Middle Big Blue Turkey Keg-Weeping Water
Lower Big Blue Salt Little Nemaha
South Fork Big Nemaha Tarkio-Wolf Big Nemaha
Source: U.S. Geological Service
2012 Southeast Nebraska Development District (SENDD) CEDS Page 7 of 61
Wetlands are found throughout the region and provide environmental and economic value. The
western half of the district is within the topographically delineated Loess Plains Region which
includes the Rainwater Basin area in Nebraska. Four district counties are located within this
area: Fillmore, Saline, Seward and York counties.
Water use in the district, both surface and ground water, support both private and public activities.
The largest water use across the district is for agriculture irrigation purposes, accounting for more
than 98 percent of the daily water usage. Power generation is the second largest water use; the
district has two power generation plants in the area, the Nebraska Public Power District’s coal
fired plant in Otoe County and the Omaha Public Power District’s nuclear plant in Nemaha
County. Both power plants primarily draw surface water from the Missouri River for power
generation operations.
The agriculture
sector is the
largest
industrial sector
in the Southeast
Nebraska
Development
District; it is also
the largest
industrial sector
in Nebraska.
Crop production
is the primary
land use within
region.
Agriculture in
the SENDD
region
continues to
move towards
crop production and away from livestock production. The number of farms, and farm operators,
in the region continues its historic decline while average farm size increases.
Agriculture Census Highlights by County SENDD Region
Total 9,661 9,152 3,994,870 3,789,743 140,268 236,352
Source: USDA, Census of Agriculture, 1997, 2007
2012 Southeast Nebraska Development District (SENDD) CEDS Page 8 of 61
The financial position of farm operators is greatly influenced by domestic farm policy and trade
policy. Globalization of agriculture will continue to have a significant affect on farm operations.
Markets will be affected by world agriculture production, agriculture exports and international
trade policy.
Environmental Issues
The SENDD region does not have any identified federally protected area or designated Super
Fund sites. At present there are no designated Brownfield sites in the region. However, the
district will continue to work with municipalities to conduct environmental planning, assessment,
and identification of brownfield sites in order to facilitate enhanced economic development.
Groundwater quality continues to be a concern of many district communities. Individual
communities have been assisted with efforts to protect wellhead areas and identify alternative
strategies to protect and provide safe, quality ground water for municipal use. All municipal water
resources in the district are obtained from ground water sources. Communities across the region
are experiencing increasing levels of regulated trace elements and nitrates in their existing
ground water sources, which may affect their ability to continue to provide adequate service.
Many of communities in the SENDD region have aging and obsolete wastewater treatment
facilities that could have their operational status impacted by changing environmental
requirements affecting discharge permits. New, more stringent permitting requirements regarding
trace elements in permitted discharge operations will affect communities across the district.
Elmwood officials worked with its Village engineer and the Southeast Nebraska Development District (SENDD) to identify funding sources. As part of the review process, they worked with the Water Wastewater Advisory Committee (WWAC) committee to move the project forward and gain input and recommendations. With assistance from SENDD, Elmwood officials conducted a community needs assessment and income survey. The Village learned that it met the income threshold for a Community Development Block Grant (CDBG). Elmwood applied for and was awarded a $250,000 CDBG in May 2009. Additional funding for the project came from the U.S. Department of Agriculture Rural Development Rural Utilities Service program and local Village funds.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 9 of 61
Demographic Characteristics
The population of the Southeast Nebraska Development District (SENDD) declined in the decade
2000 to 2010, by -1.4 percent, reversing the growth experienced the previous decade. Total
population in the district relative to the State of Nebraska declined, as the population of the state
continued to increase in the 2000’s.
Population change varied across the district with notable gains reported in counties adjoining
Nebraska’s two metropolitan areas of Omaha and Lincoln. Six of the seven member counties
with shared borders to the Lincoln and Omaha metropolitan counties, Cass, Otoe, Johnson,
Saline, Seward and Saunders counties, experienced gains ranging from 1.5 to 16.2 percent.
Gage county reported a population loss of -3.0 percent. Thayer, Richardson and Fillmore
counties reported the largest population declines, -13.7, -12.3 and -11.2 percent respectively.
Historically, population change in Nebraska and the SENDD region has been driven by migration.
This trend has resulted in an aging population in the district and is accompanied by a decline
Population History SENDD Region
Population Count % Change Median Age
County 2000 2010 2000-10 2000 2010
Cass 24,334 25,241 3.7% 36.9 41.1
Fillmore 6,634 5,890 -11.2% 41.4 46.3
Gage 22,993 22,311 -3.0% 39.9 43.7
Jefferson 8,333 7,547 -9.4% 42.9 46.8
Johnson 4,488 5,217 16.2% 42.9 43.3
Nemaha 7,576 7,248 -4.3% 39.4 41
Otoe 15,396 15,740 2.2% 39.5 42.9
Pawnee 3,087 2,773 -10.2% 45.9 49.3
Polk 5,639 5,406 -4.1% 41.6 45.3
Richardson 9,531 8,363 -12.3% 41.4 47.1
Saline 13,843 14,200 2.6% 36.4 36.4
Saunders 19,830 20,780 4.8% 38.0 41.5
Seward 16,496 16,750 1.5% 35.7 38
Thayer 6,055 5,228 -13.7% 44.1 49.2
York 14,598 13,665 -6.4% 38.8 42.2
SENDD Region 178,833 176,359 -1.4% x x
Nebraska 1,711,263 1,826,341 6.7% 35.3 36.2
Source: Bureau of the Census, Census of Population and Housing 2000, 2010
2012 Southeast Nebraska Development District (SENDD) CEDS Page 10 of 61
in birth rates. Between 2000 and 2010, deaths exceeded births in nine of the fifteen district
counties.
Nine district counties lost population between 2000 and 2010, while the State of Nebraska
population increased by 6.7 percent over the same period. This reversed the previous decade of
growth.
The median age of the population of SENDD continues to steadily increase, as does that of the
State of Nebraska. In 2010 the median age across the district ranged from a low of 36.4 years in
Saline County to 49.3 years in Pawnee County. The median age in Nebraska was 36.2 years in
2012 Southeast Nebraska Development District (SENDD) CEDS Page 15 of 61
Components of population change include natural increase (number of births minus the number
of deaths) and net migration (the difference between population for the end year and the
beginning year less natural increase). Net migration has two components: international and
domestic. Negative population change in district counties, between 2000 and 2009, were
primarily due to negative net migration. This out migration of population, combined with an aging
in place population, can affect the region’s ability to provide existing and future employment and
income opportunities.
The most current estimates of county population change in the SENDD region is available from
the U.S. Census Bureau, Population Division’s estimates reported in “Cumulative Estimates of
the Components of Resident Population Change for Counties of Nebraska: April 1, 2000 to July
1, 2009.”
International
migration was
positive for all
counties in the
region for the
indicated period.
However, negative
net domestic
migration was
experienced by all
but two counties.
Cass county and
Johnson county
reported gains in
net migration.
Cumulative Estimates of Selected Components of Population Change: 2000 to 2009 SENDD Region
Total Population Change*
Natural Increase
Net Migration
County Total International Domestic
Cass 1,151 995 306 43 263
Fillmore -672 -215 -418 10 -428
Gage -340 -27 -171 13 -184
Jefferson -1,102 -232 -843 6 -849
Johnson 589 -41 636 77 559
Nemaha -720 -67 -626 6 -632
Otoe -182 89 -175 35 -210
Pawnee -473 -186 -283 6 -289
Polk -560 -13 -518 18 -536
Richardson -1,406 -536 -834 15 -849
Saline 29 359 -247 475 -722
Saunders 227 606 -256 102 -358
Seward -15 285 -204 44 -248
Thayer -1,045 -281 -740 6 -746
York -761 323 -1,011 133 -1,144
SENDD Region -5,280 1,059 -5,384 989 -6,373
Nebraska 85,354 102,206 -9,156 31,988 -41,144
*Note: Total population change includes a residual. This residual represents the change in population that cannot be attributed to any specific demographic component.
Source: Bureau of the Census, Population Division (CO-EST2009-04-31), March 2010
2012 Southeast Nebraska Development District (SENDD) CEDS Page 16 of 61
For the reported period, the net natural increase component of population change was
overwhelmed by the negative net migration counts. The figure below illustrates the net migration
count relative to the county 2000 population. While the population of the 15 county region
declined by 1.38 percent between 2000 and 2010, the major factor in the decline could be
attributed to the negative net migration, based upon the estimates for the 2000 to 2009 period
reported in the above table.
The combination of negative natural increase in population and negative net migration in the
region is a concern for most counties in the district. Demographic change via depopulation and
aging population is an issue region-wide, though less so in Cass, Johnson, Saline, Saunders and
Seward counties.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 17 of 61
Housing
The housing stock profile for the SENDD region is presented below. One-unit housing structures
represent 86 percent of SENDD’s housing stock, compared with 77 percent for the state, in 2010.
Housing Stock Profile, 2010 SENDD Region
County 1 Unit % 1 Unit 2-9 Units % 2-9 Units 10+ Units
% 10+ Units
Mobile Home, Trailer, Other
% Mobile Home, Trailer, Other
Cass 9,599 86.70 524 4.73 495 4.47 1,016 9.18
Fillmore 2,612 89.03 172 5.86 181 6.17 256 8.73
Gage 8,765 83.83 1,313 12.56 613 5.86 417 3.99
Jefferson 3,641 92.58 128 3.25 280 7.12 157 3.99
Johnson 1,882 85.90 227 10.36 130 5.93 226 10.31
Nemaha 2,840 81.05 480 13.70 273 7.79 275 7.85
Otoe 5,986 85.62 589 8.43 440 6.29 528 7.55
Pawnee 1,385 89.35 193 12.45 133 8.58 237 15.29
Polk 2,384 87.04 122 4.45 133 4.86 337 12.30
Richardson 3,923 88.24 249 5.60 280 6.30 372 8.37
Saline 4,692 81.69 811 14.12 485 8.44 427 7.43
Saunders 8,104 88.94 653 7.17 374 4.10 470 5.16
Seward 5,624 82.15 926 13.53 392 5.73 465 6.79
Thayer 2,534 91.91 190 6.89 61 2.21 205 7.44
York 5,074 81.65 491 7.90 702 11.30 533 8.58
SENDD Region 69,045 85.78 7,068 8.78 4,972 6.18 5,921 7.36
Housing investment in rural areas can have a particularly noticeable impact on economic development. Even a few units of new housing development can bring needed improvements to infrastructure, increase property values community-wide and spur private investment and development for communities. Photograph shows rehabilitated home within established neighborhood.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 18 of 61
The SENDD region experienced an increase of 3,057 housing units between 2000 and 2010,
representing a 4 percent gain. The largest gains were reported in counties adjacent to
metropolitan areas; Cass and Saunders counties reported the largest gains. Five counties,
Fillmore, Jefferson, Pawnee, Richardson and Thayer, reported a net loss in housing units.
For the State of Nebraska, the count of housing units increased by 9 percent. One district county,
Saunders, exceeded the gains reported by the state. The SENDD region shares many of the
housing concerns as other rural areas throughout the state and country, particularly the
availability of moderately priced housing of modern acceptable quality and choice.
Total and Occupied Housing Units: 2000 and 2010 SENDD Region
2000 2010
County
All Housing
Units Occupied
Units
% Occupied
Units
All Housing
Units Occupied
Units
% Occupied
Units
Cass 10,179 9,161 89.9 11,072 9,610 86.8
Fillmore 2,990 2,689 89.9 2,934 2,572 87.7
Gage 10,030 9,316 92.8 10,456 9,219 88.2
Jefferson 3,942 3,527 89.4 3,933 3,279 83.4
Johnson 2,116 1,887 89.1 2,191 1,980 90.4
Nemaha 3,439 3,047 88.6 3,504 3,024 86.3
Otoe 6,567 6,060 92.2 6,991 6,335 90.6
Pawnee 1,587 1,339 84.3 1,550 1,309 84.5
Polk 2,717 2,259 83.1 2,739 2,230 81.4
Richardson 4,560 3,993 87.5 4,446 3,862 86.9
Saline 5,611 5,188 92.4 5,744 5,020 87.4
Saunders 8,266 7,498 90.7 9,112 7,985 87.6
Seward 6,428 6,013 93.5 6,846 6,394 93.4
Thayer 2,828 2,541 89.8 2,757 2,247 81.5
York 6,172 5,722 92.7 6,214 5,771 92.9
SENDD Region 77,432 70,240 90.7 80,489 70,837 88.0
Source: Bureau Economic Analysis, REIS - CA91 Gross Earnings Flow
2012 Southeast Nebraska Development District (SENDD) CEDS Page 30 of 61
earnings is captured in the U.S. Bureau of the Economic Analysis figure “Adjustment for
Residence,” which is reported in the table.
Counties with a positive earnings adjustment for residence figure have an inflow of commuter
income into the county. Cass, Saunders and Seward counties report the largest figures for
earnings adjustment for residence, all three are located adjacent to metropolitan core city
counties. This suggests the significance of net receipts from workers out-commuting in those
counties.
Counties with a negative earnings adjustment for residence figure experience an outflow of labor
income earned in that county. In 2010, the outflow of earnings from Nemaha, York, Saline and
Thayer counties’ employers
to workers residing outside
the counties exceeded the
inflow of earnings by
$27,193,000, $23,769,000,
$11,949,000 and
$5,452,000, respectively.
Median household income in
the SENDD region has
consistently lagged that of
the state as a whole.
However, in 2010, Cass,
Saunders and Seward
counties reported incomes
exceeding that of the state
wide median income.
Median Household Income (dollars) SENDD Region
Area
Median Household Income Percent of the State
1990 2000 2010* 2010
Nebraska 26,016 39,250 49,342 100%
Cass 28,490 46,515 62,039 125.7
Fillmore 23,219 35,162 43,167 87.5
Gage 22,876 34,908 43,311 87.8
Jefferson 21,740 32,629 42,665 86.5
Johnson 19,925 32,460 42,083 85.3
Nemaha 22,383 32,588 42,534 86.2
Otoe 23,189 37,302 47,493 96.3
Pawnee 18,286 29,000 41,969 85.1
Polk 22,336 37,819 48,444 98.2
Richardson 19,521 29,884 35,165 71.3
Saline 24,455 35,914 45,469 92.2
Saunders 26,058 42,173 57,699 116.9
Seward 27,200 42,700 55,877 113.2
Thayer 20,298 30,740 39,159 79.4
York 25,722 37,093 47,689 96.6
* 2010 Median Income in the past 12 months and in inflation adjusted dollars. Source: U.S. Bureau of the Census; 2006-2010 American Community Survey 5-Year Estimates
2012 Southeast Nebraska Development District (SENDD) CEDS Page 31 of 61
The Census 2010 reports household income distribution and this is displayed in the table below.
The largest number of households reported incomes of $50,000 to $74,999. Cass and Saunders
counties have the largest percentage of households with income at or above $100,000, 26.3
percent and 24.6 percent respectively. Gage County has the largest number of households with
incomes less than $15,000 at 8.5 percent.
Household Income Percent Distribution by County SENDD Region
2012 Southeast Nebraska Development District (SENDD) CEDS Page 32 of 61
Political Geography
Southeast Nebraska Development District member counties span across two federal
Congressional Districts: #1 and #3. The First Congressional District includes nine counties:
Cass, Gage, Johnson, Nemaha, Otoe, Pawnee, Richardson, Saunders and Seward.
SENDD counties included in the Third Congressional District include: Fillmore, Jefferson, Polk,
Saline, Thayer and York.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 33 of 61
Residents of SENDD member counties are represented in the state legislative body, Nebraska’s
Unicameral legislature, by six state legislators whose districts encompass the fifteen county
region. The Nebraska Legislative Districts that include SENDD member counties are #1, #2, #23,
#24, #30 and #32.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 34 of 61
C. Strategic Planning Process
About This Report
This Comprehensive Economic Development Strategy (CEDS) pulls together input and data from
all across the 15 county SENDD area. This CEDS document is the outcome of a district-wide
planning process to address the economic issues and potential of the SENDD area.
Through its CEDS planning process, the SENDD Board established a framework for
comprehensive, objective reporting on the state of the SENDD area and for defining goals and
strategies to coordinate activities in support of its vision of the district. This report draws together
a wide variety of data indicators to sketch a picture of current conditions in SENDD. And, it
continues the ongoing process to identify measurable indicators of regional conditions and link
these to the work efforts of the SENDD Board.
About the SENDD CEDS Process
SENDD staff attended an EDA Regional training in St Louis, Missouri on 20 November 2010 that
set forth EDA’s expectations for the CEDS process and product. Based upon the workshop
training, SENDD staff, in conjunction with the SENDD Board leadership, structured a 2012
SENDD CEDS planning process that included:
a. Sub-Regional Meetings – SENDD CEDS Economic Development Caucuses
Preliminary research and analysis indicated that sub-regional grouping might provide the
greatest benefit to the CEDS planning activities. This resulted in working with five sub-
regional groupings of SENDD membership and local stakeholders. These five sub-
regional grouping were:
Sub-regional Group 1: Fillmore & Thayer County Stakeholders
Sub-regional Group 2: Polk & York County Stakeholders
Sub-regional Group 3 Gage, Jefferson & Saline County Stakeholders
Sub-regional Group 4: Cass, Saunders & Seward County Stakeholders
Sub-regional Group 5: Johnson, Nemaha, Otoe, Pawnee & Richardson County Stakeholders
2012 Southeast Nebraska Development District (SENDD) CEDS Page 35 of 61
A targeted invite to SENDD Board members and economic development and community
development leaders from across the SENDD region created five sub-regional working
groups each of which consisted of 10 to 24 persons tasked with reviewing data, providing
input and building upon preliminary analyses and the review and affirmation of CEDS
goals.
b. Community Scan utilizing Survey
Fielded via Survey Monkey
The CEDS Strategy Committee fielded a
survey via Survey Monkey which was
promoted to all municipal and county
leadership in the SENDD area and to all
identified partners and stakeholders. A series of media stories also encouraged the
general public and any and all interested persons to visit Survey Monkey and participate
in the survey. This activity was designed to maximize partner and stakeholder
participatory input in the CEDS process. The results of this activity are reported below.
c. Review, Consensus Building, and Goal Setting
The SENDD CEDS 2012 Strategy Committee assembled as a committee of the whole on
21 June 2012 to host a CEDS workshop to complete final review and goal setting
activities. Invited and gathered at this meeting were the full SENDD Board, participants
from the Sub-Regional Caucuses and interested partners and stakeholders from across
the region. An “open house” was held to facilitate the exchange of information on
preliminary planning activities, review analyses developed through the CEDS planning
processes and SENDD CEDS Goals & Objectives identified through these activities.
Building upon previous CEDS work and folding in the data collected and information
gleaned from the SENDD CEDS Sub-Regional Caucuses, the SENDD CEDS 2012
Strategy Committee reviewed and affirmed a set of goals and objectives that they as a
2012 Southeast Nebraska Development District (SENDD) CEDS Page 36 of 61
group took action on to recommend adoption by the SENDD Full Governing Board. Later
as part of the SENDD Full Board meeting, formal action was taken per the SENDD CEDS
2012 Strategy Committee’s recommendation, and said Goals & Objectives were formally
adopted for inclusion in this 2012 SENDD CEDS. The work product crafted from this
activity is found below in this report.
C.1. SENDD CEDS 2012 Strategy Committee
The composition of the SENDD CEDS 2012 Strategy Committee included the Full SENDD
Governing Board and leadership of the SENDD CEDS Sub-regional Caucuses. In addition, two
representatives of the economic development agents in each SENDD member county were
included among the members of SENDD CEDS 2012 Strategy Committee.
This resource team of
57 community leaders
was utilized to assure a
broad base of input into
this 2012 SENDD
CEDS planning
process. It should be
noted each person
listed below, along with
their official “position” is
also an economic
development leader or
engaged community
stakeholder; these local
economic development
actors volunteer in many ways to support their community, county and region.
SENDD CEDS Caucus Membership Leadership
Composition of the SENDD CEDS 2012 Strategy Committee included all members of the SENDD governing board and CEDS Caucus Members.
Name Representing Position
John Yochum Vacant Patt Lentfer John Williams Andrea Schafer Glennis McClure RoJane Meyer Joe Parker Doug Goracke Steve Darling Daryl Obermeyer Joe Casey TiAnn Allen Carolyn Gigstad Alan Richard Marcia Borcher Nancy Bryan Doug Rathjen Beckie Cromer Mark Novak Collyn Florendo Tom Ourada Sheri Henderson Stuart Krejci Jonathan Jank Pat Coldiron Harold Stone Arlis Hohl Jim Green Connie Brown
Cass County Cass County Fillmore County Fillmore County Gage County Gage County Jefferson County Jefferson County Johnson County Johnson County Nemaha County Nemaha County Otoe County Otoe County Pawnee County Pawnee County Polk County Polk County Richardson County Richardson County Saline County Saline County Saunders County Saunders County Seward County Seward County Thayer County Thayer County York County York County
Dir. Cass County Economic Dev. Council Ex.Dir. Fillmore County Economic Dev. Pres./CEO Geneva State Bank Norris Publi Power Dist: Public Affairs & ED Nebr. Enterprise Fund - Program Manager Volunteer /Retired Care Provider City Administrator – Fairbury Tecumseh Econ Dev & Utility Forman President, Tecumseh Federal Bank Farmer Vice Pres. - First National Bank, Johnson President - Tri-Valley Bank, Talmage Ex.Dir. - Syracuse Chamber of Commerce, Pawnee City Dev Corp/ & PCPN Pawnee County Promotional Network City Clerk – Stromsburg/Econ Dev Leader Branch President at Pinnacle Bank Ex.Dir. Falls City EDGE (Dev Corp) Humboldt Shares Bd member (Dev Corp) Branch President – Pinnacle Bank – Crete Public Works Director –Crete City Clerk – Ceresco Sr. VP First National Bank - Wahoo. Ex.Dir. - Seward County Economic D. Corp Ex.Dir. - Seward Chamber of Commerce Businessman – food: Stones Thoreau Ex. Dir.- Thayer Co Economic Dev Alliance Utility Supt – McCool Junction City Clerk – Henderson
2012 Southeast Nebraska Development District (SENDD) CEDS Page 37 of 61
When establishing its goals, objectives, and strategies, playing the key roll were the SENDD
Board along with others who have come together (see the 2012 SENDD CEDS Caucus Members
as listed above) to contribute to this 2012 CEDS process. The SENDD Board plus the special
CEDS contributors, acting as the CEDS Strategy Committee have come together via survey
submittal, via sub-regional meetings, and the 21 June 2012 District Wide gathering.
SENDD Staff and SENDD Full Board members identified a broad cross-section of the area's
population and reached out to gather in these additional community leaders to serve as CEDS
Strategy Committee members, and set up a series of publicly advertised working sessions for the
purpose of reviewing data and gathering input and identifying local consensus. Initial participants
were identified through staff contacts and recommendations of the Board of Directors. This
process has been successful in gaining input from population sectors which may or may not be
represented on the 27 member SENDD Board of Directors.
In this specific CEDS process, as one of the final steps, staff gathered the Survey Monkey
information, information from the sub-regional caucuses and used it for the foundation of the final
CEDS strategic planning and priority setting effort under the umbrella of the fifteen county
SENDD Board of Directors on June 21, 2012. This assembly of the SENDD CEDS 2012
Strategy Committee reviewed the information gathered from the field and hosted a general
review and comment session. In the end the SENDD CEDS 2012 Strategy Committee
recommended adoption of the noted Goals & Objectives.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 38 of 61
C.2. Broadly Circulated General Priorities Survey
A General Scan of priorities was accomplished via a broadly circulated general questionnaire
survey. An effort was made to distribute the link to this survey to every municipal and county
office and to every locally elected municipal and county employee and any and all partner
organizations that SENDD has on the maintained email lists. The multiple news releases that
highlighted the lead up to each sub-regional CEDS economic development caucus meeting, and
again reported on the out come of each said meeting, each pointed to the link to this Survey
Monkey instrument.
Survey respondents identified local priorities to address included Quality employment
opportunities, Attracting new industries, and Maintaining quality K-12 school systems. And the
lower average rated priorities included Recycling, Hazardous waste pickup, and Develop
renewable energy resources.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 39 of 61
C.3. District Themes
The SWOT quadrant analysis was initially developed in partnership with the Center for Rural
Entrepreneurship. The discussions at the Sub-Regional Caucus level somewhat “pooled” into the
noted SWOT groupings. These Sub-Regional Caucuses, where counties facing similar changes
and/or having similar opportunities were grouped, illuminated some of the stratification that takes
place over a district as large and diverse as SENDD. For example those jurisdictions within the
metropolitan commuting shadow of Lincoln and Omaha (Cass, Saunders and Seward counties)
share a different common perspective than those more rural counties which share a greater
challenge from depopulation and aging in place of their population.
2012 SENDD Comprehensive Economic Development Strategy (CEDS)
SUMMARY REVIEW – District Wide Themes
Strengths/Weaknesses & Opportunities/Threats (SWOT Analysis) Strengths Strong and Well Positioned Regional Economy (I-80 & I-70)
Strong Agricultural Economy Relatively Strong Community Civic Capacity Well Educated Workforce Strong Workforce Development System
Weaknesses Size & Lack of Scale Fracturing of Development Efforts Lack of Development Investment & Staffing Industrial Attraction vs. Entrepreneur Development Focus Limited Number of Growth Entrepreneurs
Rebounding & Resourcing Manufacturing Likely Continued Strength in Production Agriculture Opportunities for Regional Development Initiatives Regional Prosperity Trust Fund Capitalization on Retiree Economy
Opportunities
Demographics – Depopulation – Aging Population Weaker Commodity Prices & Agricultural Real Estate Crash Rising Real Fuel Prices Recession in Lincoln and/or Omaha – National Recession Government Funding Crisis Threats
SWOT Analysis developed in partnership with the Center for Rural Entrepreneurship.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 40 of 61
C.4. Sub-Regional Themes
The sub-regional ED caucuses focused on the “Top 5” themes for each county. The following
table was used to help focus discussions during said sub-regional caucuses to the reality of how
each county might be viewed by an outsider developing a county profile based on available
statistical data.
Additional review of these themes was conducted by the SENDD CEDS 2012 Strategy
Committee at the open house and formal review on 21 June 2012. At this meeting, the District
Board hosted an open house and work session where SENDD staff emphasized the potential
positive opportunity to focus on such strategies while there is heightened momentum for such
discussions because of this SENDD CEDS outreach effort. It is anticipated that individual work
sessions with local economic development leaders / local development corporations will build
from this “Top 5” theme format to review and extend discussions about specific strategies at the
sub-regional, county, and local level. See the SENDD website www.sendd.org for the 15
individual County Assessments. The County Assessments are found grouped under the
Economic Development Menu at http://sendd.org/about-sendd/ceds/.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 43 of 61
#2) Energize Entrepreneurs.
Data indicates that the last decade suggests there is a new crop of self-employed
entrepreneurs within many of the SENDD counties. This is likely part of a larger trend
during the past decade where America reached a very important tipping point where
more and more Americans are pursuing entrepreneurial careers versus working for larger
employers like corporations and governments. The potential to develop a more
diversified, resilient and prosperous economy can be realized by focusing development
efforts towards existing and new entrepreneurs and their ventures. There is a need to
take steps to discover who these entrepreneurs are and how best to help them become
more successful, enabling a new generation of businesses. This strategy could create
employment and career opportunities needed for attracting former and new residents to
southeast Nebraska.
#2.1) Retail & Service Businesses.
Many SENDD areas have fairly strong
retail trade and service capture statistics.
This is a positive and an asset for
development. Consideration should be
given to a “main street” type development strategy focused on renewing and
expanding locally owned and operated retail and service businesses.
#3) Regional Collaboration/Regional Alignment.
The SENDD area as a whole has considerable shared development challenges and
opportunities for collaboration across the region. Exploring deeper regional collaboration
as a way to create a more comprehensive development strategy and enable more robust
staffing and funding appears to have merit. SENDD leadership and county and local
leaders should explore opportunities and roles within this regional economy.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 44 of 61
#4) Business Transition.
Sectors of the SENDD area have an aging owner/operator demographic in both farm and
non-farm ventures. Leaders should consider a targeted strategy focused on business
transition to ensure a new generation of rooted owner/operators. This strategy could be
particularly important to the future of the region’s non-farm and locally owned business
community.
Input during this CEDS process has shined the light on the fact that the currently high
commodity prices and the current trend of increasing land prices has seemed to diminish
the worry over farm transitions. While business transition is a real and significant
struggle, the transition of farm property /farm enterprises is less of a concern.
#5) Business Retention and Expansion.
Many of the SENDD sub-regions have a number of relatively large employers that are
foundational to that locale’s and the region’s economy. A pro-active business retention
and expansion strategy focused on these employers is important.
#6) Engage Retirees.
This strategy focus shows up as critical in all 15 counties. One of the largest sources of
income and economic activity within the SENDD area is retirees. This population is likely
to grow. Leaders are encouraged to focus on creating a strong environment for retirees
and engage retirees as mentors and investors.
#6.1) Wealth Capture and Use.
As retirees make up such a significant portion of the population, it is important to
recognize the significant household wealth and substantial giveback potential.
Economic development leaders are encouraged to take steps to better
understand transfer of wealth opportunities and aggressively move on community
2012 Southeast Nebraska Development District (SENDD) CEDS Page 45 of 61
foundation and giveback strategies. This opportunity could provide meaningful
new funding for community betterment and economic development.
#7) Capitalize on Proximity to Omaha and Lincoln/Smart Growth.
The economic engines that Omaha and Lincoln represent have a clear and identifiable
impact on at least 7 of the 15 SENDD counties. As stronger patterns of commuters and
suburbanization are likely to continue, there appears to be an opportunity for these
bordering communities/counties to more fully understand the opportunity presented by
metropolitan Omaha and Lincoln. Community leaders can have great influence over the
kind of development and how it occurs. These community leaders should engage in
long-range planning, with study of other places that have
undergone this kind of change to pursue smart growth
policies.
#7.1) Prepare for New Residents.
Smart Growth is a part of this long range planning.
With population rates rising and the proximity to
Omaha and Lincoln resulting in a commuting
workforce, a development opportunity is present.
One such opportunity may exist as some commuters
may become tired of traveling longer distances for
work. A segment of this population may also
become interested in working locally for resident
businesses or become entrepreneurs who spawn businesses focused on
meeting local needs or selling to outside markets.
#7.2) Spending Leakages.
With a location adjacent metropolitan areas, spending leakages are to be
expected. However, as the population of the metropolitan fringe counties grows,
2012 Southeast Nebraska Development District (SENDD) CEDS Page 46 of 61
there will be opportunities to reduce leakages through home grown businesses.
This points to a medium term strategy focused on reducing leakages strategically
over time
#8) Find an Ag-Urban Balance/Value Added Ag/Farmers.
Agriculture is important for providing significant economic value and diversification to the
SENDD Region. In some areas bordering the Lincoln and Omaha metropolitan areas,
increased urbanization will compress land available for production agriculture and create
potential
conflicts.
Economic
development
leaders in those
areas need to be
pro-active in
striking a balance
between
agriculture while
accommodating
for urbanization.
The opportunity for adding value to agriculture commodities is an ongoing target across
the 15 county SENDD area as new technologies and new processing methods arise.
While it was previously noted that the recent strong prices for agricultural commodities
and the recent strong land prices has lowered farm transition as an economic
development target, the potential volatility of the market place and the threat of prolonged
drought keep this as a concern and regional focus.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 47 of 61
#9) Commuters.
Substantial amounts of inflow and outflow data illustrates that each individual County is
part of a much larger regional economy / labor shed. There is some feeling that
commuting as an employment strategy is being challenged by rising fuel costs once
again. Efforts should focus on creating work opportunities closer to home and help those
who must commute with strategies to manage fuel costs.
#10) Tourism & Recreation.
Each sub-region and locale
has unique tourism and
recreation niches. Support
of local leaders to continue
to grow those niche
opportunities is important.
Also, Otoe County has
significant tourism and recreational assets. The potential to continue to build out this
sector of the economy is unique within Southeast Nebraska. Aggressive development of
attraction and recreational assets coupled with allied business development is
recommended. Such development could further diversify an already diversified
economy. In today’s competitive world, diversification is the key to economic resilience
and prosperity long-term.
#11) Work Force Training, Secondary & Higher Education.
Southeast Community College; Doane College in Crete; Concordia University in Seward;
Peru State College in Peru; York College in York; and the high schools throughout the
SENDD area are each important assets within the community and across Southeast
Nebraska. Working pro-actively to enhance the linkages between education and work
force training is important.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 48 of 61
#12) Rebuilding Manufacturing.
Manufacturing in some
selective SENDD sub-
regions, took a severe hit
during the Great
Recession. There is a
need to focus on
rebuilding the manufacturing employment base tied to the resurgence in American
manufacturing and the re-shoring trend that is now taking root in North America.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 49 of 61
D. Vision and MIssion
The Southeast Nebraska Development District Board of Directors reviewed this information as presented by SENDD staff and formulated a strategic vision that will serve to focus activities to maximize effectiveness and attainment of specific objectives. Upon consideration of identified strengths, weaknesses, opportunities and threats, the standing mission statement was evaluated and affirmed as still applicable and will be carried forward into the 2012 SENDD CEDS.
Southeast Nebraska Development District
Comprehensive Economic Development Strategy Vision Statement
“Strengthening quality of life through community development
and economic development.”
Southeast Nebraska Development District
Comprehensive Economic Development Strategy
Mission Statement
Meeting the economic development needs of the Southeast Nebraska
Development District area through excellence in technical assistance, planning, financial packaging and
service. The SENDD CEDS 2012 Strategy Committee reviewed planning activities and worked through the following Goals & Objectives. The SENDD CEDS 2012 Strategy Committee recommending adoption of the following and the SENDD Board re-affirmed and adopted the following Goals & Objectives.
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2012 Southeast Nebraska Development District (SENDD) CEDS Page 50 of 61
D.1. Goals and Objectives
Goals & Objectives 2012 – 2017 SENDD CEDS
Goal: Expand and diversify the district's economic and employment base.
Objective
Refine our database of resource information critical to new and expanding business.
Enhance the capacity of staff to provide small business development services, addressing the need for technical assistance with financial packaging, marketing, and business plans.
Enhance District external communications and develop mechanisms to promote the District's role in regional economic development. Promotion should include district service summaries, external communications, professional development of staff and staff support of regional initiatives.
Expand and strengthen the regional partnerships of the District via our association with local industrial development corporations, our relationship with chambers of commerce and our political subdivision partnerships.
Action Steps
Annually, the District shall assist at least 5 small business concerns to secure financing for start-up, expansion or facilities improvements that result in job creation and job retention.
Continue to explore opportunities to identify and secure funding sources other than local membership dues to expand its financial packaging capabilities.
Goal: Foster the development of sound and decent housing in order to support economic development.
Objective
Increase access of affordable housing to District residents through private-public partnerships.
Ensure understanding the housing needs of communities and industries as an essential part of community assessment processes regardless of the planning approach employed.
Refine the technical assistance infrastructure to ensure adequate support is provided in each housing program.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 51 of 61
Develop and evaluate new models of affordable housing delivery for economic development.
Action Steps
Encourage and promote housing development supporting economic development strategies through public and private collaboration.
Support multi-jurisdiction initiatives building community readiness among stakeholders to identify and develop housing opportunities.
Assist communities in identifying life cycle housing needs through housing inventories, studies and programs to encourage housing choice and options.
Goal: Enhance the infrastructure systems of the District to achieve the mission and vision of the District through
prioritized investments.
Objective
Develop mechanisms to integrate local government managers and governing boards in planning and communications related to capital systems planning.
Expand and strengthen technical assistance programs to aid local governments in accessing financing to upgrade infrastructure systems.
Coordinate and integrate assessment, planning, and financing activities in public facilities improvements through leadership provided by the District.
Enhance staff capacity to develop and deliver financial packaging services for public infrastructure improvements serving existing and new business and industry.
Action Steps
Assist political subdivisions with accessing funding to develop planning and feasibility studies as related to public works development.
Assist member political subdivisions in the areas of preparing applications to secure assistance to undertake projects designed to address specific infrastructure needs.
Increase the number of political subdivisions involved in a needs analysis and priority setting process and seek outside funding to underwrite costs associated with undertaking the identification and prioritization of public works improvement projects.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 52 of 61
Goal: Ensure and strengthen management and operations capacities of local governments through regionwide
governments through regionwide partnership.
Objective
Improve the management and operations capacities within the District by providing the highest quality technical assistance programs involving regional staff.
Strengthen the professional development of staff to deliver public financing and budgeting services to local governments.
Meet the capital improvement planning needs of all levels of local governments by coordinated, integrated service delivery.
Develop information technology infrastructure to support electronically enhanced communications and web-based information systems.
Action Steps
Build the membership base within the SENDD region so the municipalities and groups located within might have access to services that are available.
Expand partnerships to bring information and partnership opportunities to local units of government and to development corporations and community leaders across the SENDD area.
Continue to serve as the bridge and link between one jurisdiction and another when work in the field uncovers a “best practice” or new approach that would benefit other jurisdictions and other individuals located across the 15 county SENDD area.
Goal: Expand the availability of financing mechanisms for small business.
Objective
Support and facilitate political subdivisions, chambers of commerce, industrial development corporations and others to manage local incentive programs that have the opportunity to finance small business development.
Expand the District's association with political subdivisions, industrial development corporations, and others to establish local incentive programs to encourage business development.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 53 of 61
Devise mechanisms to integrate the District and local financing entities in planning management, and marketing related to small business development programs.
Expand and strengthen staff capacity to provide direct financial packaging assistance to new and expanding businesses.
Develop and integrate innovative financial packaging that put new or under- utilized sources of financing into action for regionwide revolving loan funds and business development.
Action Steps
Lead and facilitate the process of forming a Non-Profit Development Organization (NDO) especially to position the District for state and local economic development loan programs’ Re-Use and Program Income initiatives.
Assist member political subdivisions with accessing Nebraska CDBG ED Category funds to assist small business concerns via relending programs.
Continue to assist businesses with financing through two revolving loan funds managed by the District: Rural Development Intermediary Relending Program and Nebraska Enterprise Fund Evergreen micro-loan program.
Develop continued funding from the United States Department of Agriculture, Rural Development - Rural Business Enterprise Grant program to extend funding for the SENDD loan officer position.
Continue to assist local political subdivisions and regional entities with the administration and loan packaging services for Local Revolving Loan Funds capitalized with principal and interest payments on loans made by the municipalities from prior grants awarded under the Community Development Block Grant program and/or under the locally approved Municipal Option Tax.
Partner with other entities (such as the Rural Enterprise Assistance Project (REAP)) to provide technical assistance to new and existing small business concerns.
Continue efforts to capitalize new, and recapitalize existing local and regional Revolving Loan Funds. And continue building relationships with federal, state and local service providers.
Assist member political subdivisions in accessing financing for small business ventures from sources which allow capitalization of existing or new Revolving Loan Funds. The District will also continue to partner with other regional service providers on small business projects, as well as provide technical assistance and loan packaging assistance to small business concerns.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 54 of 61
Goal: Foster the development of tourism initiatives and related support systems to improve employment opportunities in ural areas through development and
promotion.
Objective
Capitalize on special opportunities to develop economic initiatives in areas such as regional and heritage tourism.
Enhance local tourism via promotion and development of cooperative ventures.
Provide support to local efforts seeking to expand existing tourist attractions.
Action Steps
Assist local leaders and local units of government to apply for Tourism Development Category funds of the Community Development Block Grant (CDBG) Program at the Nebraska Department of Economic Development.
Identify and develop tourism initiatives through consultations based on member community needs and continue resourcing identified projects through business financing support services. Support tourism projects that will enhance business development and the creation of jobs.
Goal: Enhance capacity building efforts to ensure leadership continuity.
Objective
Provide support and technical assistance for effective leadership training and development.
Provide ongoing support and networking opportunities for civic leaders and nurture civic leadership among the youth of the SENDD area.
Devote District resources to interlocal cooperation and coordination at the sub-regional level.
Action Steps
Direct contact with small businesses, county and municipal board/councils. including opportunities to provide technical assistance and community development activities.
Serve as a general resource to local development groups to help stem or lower the frequency of cyclical reorganizations.
Maintain a high level of visibility within member political subdivisions via all sources of media and via staff visitations.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 55 of 61
Goal: Improve and protect the district’s water resources.
Objective
Facilitate the development and operation of regional water supply systems.
Support planning and implementation efforts to upgrade municipal water supply, storage and distribution systems.
Encourage community facility planning to incorporate wellhead protection areas to safeguard municipal and rural water district water supplies from surface contaminants.
Action Steps
Continue providing assistance to member political subdivisions for Implementation of projects which resolve water quantity, quality, storage treatment and distribution problems being experienced by many of the organization’s members.
Continue to monitor the water and wastewater problems of its member communities through continued contact with member municipalities and State and Federal funding agencies.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 56 of 61
Goal: Foster an integrated system of education services to support job training and skilled workforce development efforts
Objective
Collaborate with education institutions on the development of projects and programs designed to utilize resources they represent to encourage entrepreneurial development within the region.
Work with education institutions and small business concerns on the identification, development and implementation of school to work opportunities.
Consult with principals of small business concerns as to their training needs to enhance workforce skills and assist with accessing resources necessary to addressing those needs.
Work with educational institutions and students in identifying projects/programs within the region which provide needed services while enhancing business development and retention opportunities.
Work with prospective business owners and potential loan applicants to facilitate access to appropriate training opportunities and information to support successful job creation and job retention efforts.
Action Steps
Proactively encourage enterprises participating in SENDD business lending and financial packaging programs to participate in various state, local and regional service organizations that provide job training and other business assistance. Organizations include: SCORE, Nebraska Business Development Center (sponsored by the U.S. Small Business Administration), Rural Enterprise Assistance Program (REAP), and the Nebraska Enterprise Fund (NEF).
Provide assistance to local economic develop agents with the provision of information on training opportunities and, as and when needed, provide assistance to REAP, NBDC, SCORE, NEF and similar programs with expanding training programs offered to fledgling small business concerns.
2012 Southeast Nebraska Development District (SENDD) CEDS Page 57 of 61
E. Technical Requirements
E.1. Background: “The CEDS must contain a background of the economic development situation of the
region that paints a realistic picture of the current condition of the region. The background must include a discussion of the economy, population, geography, workforce, development and use, transportation access, resources, and other pertinent information.“
Base data has been assembled into an elibrary. In this 2012 SENDD CEDS document, a special
effort has been made throughout to fully explain the steps to access this information, as the
desire is to foster a connection to this web based data (here via the SENDD CEDS elibrary via
the Center for Rural Entrepreneurship web site and as noted previously, via the SENDD web
site).
Said SENDD CEDS elibrary contains volumes of charts and graphs and narrative
representations of data all which is available in the Center for Rural Entrepreneurship’s online
library at: http://bit.ly/tgD2Y5
a. Which takes you to a web page of the Center for Rural Entrepreneurship.
b. Under the Southeast Nebraska Development District heading click on the link:
Background research.
c. From there you can click on your county of choice or file of choice.
As an example of the data available in this CEDS process and CEDS document browse the link:
Socioeconomic Report. This report provides background analysis of the economic
development situation in each county. Taken as a whole, these reports, assembled data, and the
Development Opportunity Assessment for each county paints a realistic picture of the current
2012 Southeast Nebraska Development District (SENDD) CEDS Page 59 of 61
E.2. Analysis of Economic Development Problems & Opportunities: “The CEDS must include
an in-depth analysis of the economic development problems & opportunities that identifies the 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”.
Analysis that was based upon the data collected, input, and feedback from the field can be seen
via the SWOT quadrants, found above in this CEDS document. A county by county assessment
of opportunities can be seen via the County Opportunity Assessments that can be accessed via
the SENDD Web Site.
E.3. CEDS Goals & Objectives – Defining Regional Expectations: “The CEDS must contain a
section setting forth the goals & 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 & objectives”.
The Goals & Objectives presented above were developed under the guidance of the SENDD
Board of Directors and officially adopted on 21 June 2012 as the SENDD CEDS Goals &
Objectives for the period 2012 thru 2017. Of note here is that as part of this 2012 SENDD CEDS
process, active discussion was held as to whether the transition from the seven county previously
designated EDD, i.e., River County Economic Development District (the EDD which had the last
full CEDS update), to the 15 county formally EDA designated EDD, i.e., Southeast Nebraska
Development District, would impact goals of the organization. The conclusion was: “No. The
transition from a seven county EDD to a 15 county EDD retained the fundamental nature of the
district while presenting newly assessed strengths, weakness, opportunities and threats that were
found to be shared among both the previous seven county EDD and the new 15 County SENDD.”
E.4. Community & Private Sector Participation: “The CEDS must include a section discussing the
relationship between the community in general and the private sector in the development and implementation of the CEDS. Public & private sector partnerships are critical to the implementation of the CEDS. “
The multiple news releases to the weekly papers and radio stations across the region, the open
door solicitation for participants to complete the web based general survey, and the open door
solicitation for interested persons to join in with the Sub-Regional ED Caucuses all were
undertaken with the recognized value of this SENDD CEDS being a partnership of both the
2012 Southeast Nebraska Development District (SENDD) CEDS Page 60 of 61
private sector and the public sector. Strong private sector input and interaction was present
through out this 2012 SENDD CEDS process.
E.5. Strategic Projects, Programs, & Activities: “The CEDS must include a section which identifies
regional projects, programs and activities designed to implement the Goals & Objectives of the CEDS.”
This information is encapsulated in the Combined Analysis/Opportunity Assessments: Top
Considerations for SENDD Area. This section carries an overview of opportunities that point to strategic
plans, programs and activities. Ongoing collaboration of the SENDD Board, directing SENDD staff efforts
and leadership investments into specific opportunities will unfold during the implementation of this CEDS
during the five year planning period.
E.6. CEDS Plan of Action: “The plan of action, as described in the CEDS, implements the goals &
objectives of the CEDS in a manner that: a. Promotes economic development and opportunity; b. Fosters effective transportation access; c. Enhances and protects the environment’ d. Maximizes effective development and use of the workforce consistent with any applicable State and local workforce investment strategy; e. Promotes the use of technology in economic development, including access to high speed telecommunications. f. Balances resources through sound management of physical development; and g. Obtains & utilizes 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.”
SENDD maintains close contact with NDED staff and management to stay apprised of where the
State’s economic development priorities might be shifting. Participating in ongoing training
opportunities (such as the Annual CDBG Public Hearing Process and the CDBG Application
Workshops) are examples of such ongoing communication opportunities. SENDD staff also
maintains linkages to NDED & other agencies via structures such as Southeast Nebraska
Resource Network (SERN); Nebraska Regional Officials Commission (NROC); and Nebraska
Economic Development Association (NEDA).
Goals and Objectives developed through the Southeast Nebraska Development District’s
Comprehensive Economic Development Strategy is the basis for establishment of SENDD’s
annual Scope of Work. Each activity identified in the Scope of Work cites a Goal established in
the CEDS and identifies specific accomplishments to be achieved during the term of that
2012 Southeast Nebraska Development District (SENDD) CEDS Page 61 of 61
particular Scope of Work. Evaluation then becomes a function of assessing efforts to develop
and accomplishment of activities against those established within each identified activity.
Extending the template that RCEDD successfully relied upon when organized as a seven county
EDD, SENDD has and will continue to utilize the action steps identified above in this 2012
SENDD Comprehensive Economic Development Strategy.
E.7. Performance Measures/Evaluation: “The CEDS must contain a section that lists the
performance measures used to evaluate the Planning Organization’s successful development & implementation of the CEDS.”
This CEDS/Strategic Planning process has resulted in benefits beyond just the worthy effort of
Strategic Planning. The extra activity that is a result of an every 5 year CEDS process provides
an additional opportunity for community leaders to reflect on what their District and their District
shared staff can do for and with them. This extra activity gives SENDD staff a fresh look at who
the “end user/customer/client” of SENDD is.
All that is a valid “bonus”. But there is an idiom or sage saying in this business: “What gets
measured gets accomplished.” In that vein, this CEDS identified specific goals that give overall
direction to the economic development efforts of the Southeast Nebraska Development District.
These goals were developed and affirmed following multiple opportunities for input and upon
reflecting on the current conditions and capacities of the SENDD staff.
Performance Measurement:
To measure the progress, SENDD will evaluate its performance by means of an ongoing review
effort that will quantify successful implementation of this CEDS. These measurables will include,
but not be limited to:
a. Number of jobs created after implementation during this CEDS period.
b. Number & types of investments undertaking in the 15 county SENDD region.
c. Number of Jobs retained in the region.
d. Amount of private sector investment in the region after implementation of the CEDS.
e. Changes in the economic environment of the region.
2012 Southeast Nebraska Development District (SENDD) CEDS