Strengthening Economic Resilience In Appalachia
Strengthening EconomicResilience in AppalachiaA Guidebook for PractitionersPrepared on behalf of theAppalachian Regional Commission
AcknowledgementsReport Authors and ContributorsFritz Boettner, Evan Fedorko,Evan HansenDownstream Strategies911 Greenbag RoadMorgantown, WV 26508www.downstreamstrategies.comStephan J. Goetz, Yicheol HanThe Northeast Regional Center forRural DevelopmentThe Pennsylvania State University7 Armsby BuildingUniversity Park, PA 16802-5602https://aese.psu.edu/nercrdChristine Gyovai,Emily Carlson,Alexandria SentillesDialogue Design Associates2573 Pea Ridge RoadCharlottesville, VA 22901www.dialogueanddesign.comAlan Collins, Brianne ZimmermanWest Virginia UniversityDownstream Strategies ConsultantsWe thank the following Advisory Team members forparticipating in calls and providing valuable feedback:Jim Baldwin, Cumberland Plateau Planning DistrictCommissionShannon Blevins, University of Virginia’s College at WiseDee Davis, Center for Rural StrategiesEric Dixon, Appalachian Citizen Law CenterPeter Hille, Mountain Association for CommunityEconomic DevelopmentDebra Horne, Mayor of Town of Dungannon, VALeasha Johnson, Mingo County RedevelopmentAuthorityJustin Maxson, Mary Reynolds Babcock FoundationLeslie Schaller, Appalachian Center for EconomicNetworksJennifer Simon, Ohio UniversityBarbara Wycoff, One FoundationWe thank the following Focus Group participants for theirvaluable insight:Jimmie Adkins, LENOWISCO PDCPhilippa Belsches, Just Transition FundShannon Blevins, UVa-Wise Office of EconomicDevelopmentDee Davis, Center for Rural StrategiesEric Dixon, Appalachian Citizens Law CenterPeter Hille, MACEDGinny Kidwell, Tennessee Institute of Public HealthJennifer Simon, Ohio UniversityAda Smith, AppalshopKent Spellman, Rails to Trails ConservancyWe thank the following interviewees:Jonathan Belcher, Virginia Coalfield EconomicDevelopment AuthorityDee Davis, Center for Rural StrategiesTa Enos, Pennsylvania Wilds CenterAnthony Flaccavento, Rural ScaleMichelle Foster, The Greater Kanawha Valley FoundationPeter Hille, Mountain Association for CommunityEconomic DevelopmentWilliam Isom, Sustainable and Equitable AgriculturalDevelopment Task ForceLeasha Johnson, Mingo County RedevelopmentAuthorityJake Lynch, West Virginia Community Development HubDeborah Markley, Center for Rural EntrepreneurshipErik Pages, EntreWorks ConsultingLeslie Schaller, Appalachian Center for EconomicNetworksAda Smith, AppalshopKent Spellman, Rails-To-Trails ConservancyBonnie Swinford, Tennessee Chapter of the Sierra ClubTom Torres, Appalshop Board Executive CommitteeStephanie Tyree, West Virginia Community DevelopmentHubThomas Watson, Rural Support PartnersBarbara Wycoff, One FoundationAcknowledgements 1
Executive SummaryIntroductionsThe economies of many counties and subregions in the Appalachian Region havehistorically depended on a few dominant industries, such as mining and manufacturing.In recent years, Appalachian coal production—particularly production in the CentralAppalachian coal basin—has plummeted. Coal companies have gone bankrupt and jobshave been lost, with devastating impacts on families, communities, counties, and states.The Strengthening Economic Resilience in Appalachia project explored the economicresilience of communities and regions across the country to understand what makesan economy strong enough to rebound from or adjust to major economic downturns.Additionally, we explored best practices, strategies, and policies that local leaders canuse to enhance the future economic prospects of coal-impacted communities throughoutthe Appalachian Region.ProcessThe Strengthening Economic Resilience in Appalachia project, sponsored by theAppalachian Regional Commission, was conducted by Downstream Strategies,Pennsylvania State University, Dialogue Design Associates, and other partners. Thepurpose of this project was to define and quantify economic resilience and understandthe underlying factors that allow communities to buffer economic shocks. In addition,our team explored and documented strategies and policies that local leaders can use toenhance the future economic prospects of coal-impacted communities throughout theAppalachian Region. The four goals of this research project were to:1. Develop a comprehensive, quantitative framework to explore economicresilience;2. Identify strategies for strengthening local economic resilience;3. Conduct up to 10 in-depth case studies; and4. Produce a guidebook that interprets and integrates findings of the research,written specifically for local economic development practitioners.About the GuidebookThis guidebook summarizes project findings, presents case studies, and suggests bestpractices and strategies for communities to employ in order to build resilience. It isdesigned for use by economic development practitioners, local government officials,nonprofit organizations, and others working in the Appalachian Region. Finally, thisguidebook provides practicable insights into how communities are approaching economicdevelopment today.Executive Summary 2
Table of ContentsAcknowledgements . 1Executive Summary . 2Summary of Results . 4National Picture of Resilience . 6Case Studies of Economic Resilience . 81.2.3.4.5.6.7.8.9.10.Fannin, GeorgiaFlathead, MontanaSt. Clair, AlabamaMcCracken, KentuckyHolmes, OhioChenango, New YorkDickinson, IowaLee & Itawamba, MississippiHarrison, West VirginiaMcKean, PennsylvaniaBest Practices Introduction. 30Community Feedback Process. 31Best Practices for Strengthening EconomicResilience in Appalachia . 331.2.3.4.5.6.7.8.Invest in education, technology, infrastructure, andbroadband.Engage the community over the long term.Create communities where people want to live.Grow youth engagement and next-generationleadership.Identify and grow the assets in the community andregion.Build networks and foster collaboration.Move multiple sectors forward for economicdevelopment and grow value chains.Cultivate entrepreneurs and develop resources forbusiness start-ups.Summary . 50Endnotes . 52Notes: Links to all tools and examples are included as hyperlinksin the text as well as in the endnotes. Please note that when Region is capitalized throughoutthe Guidebook, it refers to the entire Appalachian Region.When it appears in lowercase, region applies to a smalleror more specific geographic area.Table of Contents 3
Economic Resilience Across AppalachianCommunitiesSummary of ResultsWe define economic resilience as the capacity of a local economy—town, county, orregion—to recover or bounce back from an “economic shock.” Economic shocks can comein many forms, such as the Great Recession of 2008 or a major employer shutting itsdoors. Understanding what makes a community resilient to an economic shock is veryimportant and can help communities in the transitioning Appalachian economy. Economicresilience measures focuses on three data points: (1) time of shock—in many cases, thebeginning of the 2008 recession—and how the effects played out, (2) the response ofaffected counties or regions, and (3) the relationship between the shock and recovery.In combination with stakeholder input, these measures help us identify regions withhigh resilience while teasing out the underlying and contributing factors that make themresilient. Further exploring those locales provided insight into the types of policies andpractices that can be implemented in local communities to promote economic resilience.Index of Economic Resilience1The three economic resilience measures described above were combined to forman index of economic resilience (see map on page 7). This index paints a picture ofwhere resilience exists and the factors allowing a community to withstand economicshocks. We performed two statistical analyses that explore the determinants ofresilience. The first analysis assessed each county across the United States using a totalof 35 variables, which are divided into demographic/mobility, economic/industry, andcommunity/health variables.Demographic and Mobility Proportion of young adults Number of people migrating inand out of the county Number of people commutingout of the county Population Portion of residents with collegedegreesEconomic and Industry Labor force participation Innovation potential Industry diversityCommunity and Health Availability of educationalfacilities Broadband Recreational opportunities Employment in arts,entertainment, and recreation Agritourism and direct farmsalesEconomic Resilience Across Appalachian Communities 4
Neighbor Effect2Summary of ResultsThe second analysis provided insight into how investments or policies in onecounty or region could have a positive or negative impacts on neighboringcounties or regions. For example, while certain policies are best dealt withas single-county issues, others may be more efficiently implemented as ajoint effort with surrounding counties (or even at the state level).Policies may be complementary (cooperative) or competitive across countylines. Cooperative strategies strengthen the resilience of surrounding counties,while competitive strategies weaken the resilience of surrounding counties. Forexample, policies that increase the diversity of industries and innovation potential,and policies that increase participation of the workforce, were found to havestrictly county-level impacts. These approaches neither help nor hurt resiliencein neighboring counties. On the other hand, competitive and ultra-competitivepolicies in a county tend to reduce the resilience of surrounding counties and thetotal region. Examples include those that attract college-educated people andthose that increase the portion of the population aged 65 and over.Learning from Examples3The study identified counties or regions across the United States and withinAppalachia that have rebounded after experiencing significant economicshocks. Ten case study areas were selected to provide insight into howcommunities are evolving their approach to economic development bothinside and outside the Appalachian Region. These case studies are mapped andsummarized on the following pages, and more details about each location areprovided in the following section.What Does It All Mean?4To create results that will help on-the-ground practitioners, our teamconducted interviews; formed an advisory group of community andeconomic development leaders; and surveyed economic developmentpractitioners, elected officials, and others on best practices and strategiesfor strengthening economic resilience in the Appalachian Region. Results weresynthesized into eight best practices with associated strategies. More detailabout these can be found on pages 33 – 49.1. Invest in education, technology, infrastructure, and broadband.2. Engage the community over the long term.3. Create communities where people want to live.4. Grow youth engagement and next-generation leadership.5. Identify and grow the assets in the community and region.6. Build networks and foster collaboration.7. Move multiple sectors forward for economic development and grow valuechains.8. Cultivate entrepreneurs and develop resources for business start-ups.Economic Resilience Across Appalachian Communities 5
National Picture of Resilience and How itRelates to Appalachia1Chenango County,New York6Chenango County, New York has drawn uponits rich manufacturing history to recover fromthe 2008 economic shock.2Dickinson County, Iowa andthe Iowa Lakes Corridor3Flathead County,MontanaFannin County,Georgia5Harrison County,West VirginiaMcKean County,PennsylvaniaRural McKean County in far northernPennsylvania has made significant investmentstowards economic transition.10Harrison County was able to shake off thestorm of the 2008 economic crisis, losinglittle, if any, ground.St. Clair County,AlabamaJust to the northeast of Birmingham, St. ClairCounty experienced a jarring halt to economicgrowth in 2008 but has banded with theirneighbors to turn the tide.9Fannin County has made natural assetsthe centerpiece of its economic planning,recognizing their importance to numerousindustries.Lee and Itawamba Counties,MississippiThese two rural counties are at the heart of atraditional furniture manufacturing industryand experienced significant job loss followingthe 2008 recession.8Like much of Appalachia, Flathead County,Montana has had to diversify its economy inthe face of a declining extraction industry(timber).4Holmes County is in the heart of Ohio’sAmish Country, presenting a unique culturallandscape for economic resilience.7Dickinson County has worked closely with itsneighbors to build a small region of economicresilience in Northern Iowa.Holmes County,OhioMcCracken County,KentuckyMcCracken County has called upon its citizensand river-town heritage to craft a plan for anew economic future.National Picture of Resilience and How it Relates to Appalachia 6
71084659123National Picture of Resilience and How it Relates to Appalachia 7
Case Studies of Economic Resiliencein AppalachiaThe study identified counties or regions across the United States and withinAppalachia that have rebounded after experiencing significant economic shocks.Our team selected ten case studies from 112 candidate counties from acrossthe country. As illustrated below, the case studies were selected to includeseveral characteristics that made them meaningful for practitioners inthe Appalachian Region.Case Studies Were ChosenBased on the FollowingCriteria: Identified as highly resilient from the economicanalyses; Suggested by multiple interviewees in thequalitative analysis; A high degree of applicability to theAppalachian Region; Exhibit collaborative planningfor economic developmentand/ or communitydevelopment; Strongly correlatedwith multiplebest practices and/orstrategies.Case Studies of Economic Resilience in Appalachia 8
Case Studies for StrengtheningEconomic Resilience in Appalachia1Chenango County, New York2Dickinson County, Iowa3Flathead County, Montana4Fannin County, Georgia5Harrison County, West Virginia6Holmes County, Ohio7Lee & Itawamba Counties, Mississippi8St. Clair County, Alabama9McKean County, Pennsylvania10McCracken County, KentuckyCase Studies for Strengthening Economic Resilience in Appalachia 9
Chenango County,New YorkCaseStudy 1 :I ntroductionChenango County is in southcentral New York, approximately40 miles northeast of Binghamton.It is intersected in the southeastby Interstate 88 but is otherwiseserved by state and local roads.Chenango County is a relativelysparsely populated county, fallinginto the bottom third of NewYork counties in terms of bothtotal population and populationdensity. The county boastsnearly 80,000 acres of publicland, including 22 state forests.Chenango County was found to bethe 289th most resilient county(91st percentile) in the UnitedStates according to our quantitative models of resilience. The county’s largest economic sectorsare agriculture, food processing, financial services, and advanced manufacturing. Chenango Countyhas experienced numerous economic disruptions over the years, but the economy has consistentlyweathered those storms, making it an ideal candidate for further study on economic resilience.E mployment TrendsChenango County experienced verylittle employment loss during the2008 economic crisis, and has grownsince then thanks to growth in themanufacturing acturing02000200420082012YearCase Study 1: Chenango County, New York 10
Resilient FeaturesChenango County’s resilience, in light of the economic downturn,appears to be built upon a well-established foundation ofsmall manufacturers. Manufacturing has a long history inthe county; the core of the sector was born in the 1880swhen numerous products were invented and subsequentlymanufactured there. Manufacturing’s overall share of localemployment has decreased since its heyday, but the stabilityof that sector, as well as a growth spurt around 2010 (as visiblein the jobs chart), were the bedrock of the county’s resiliencefollowing the 2008 economic crisis. Much of the growth in 2010is directly attributable to two entities: Chobani, which experiencedsignificant growth at that time, and Raymond Corporation, whichopted to relocate international capacity to the county.Strategies for ResilienceToday, county officials and business organizations have begun to recognize the need for carefulplanning to preserve the steady economy of the area. Chenango County’s primary economicdevelopment entity, Commerce Chenango, led a large stakeholder group of elected officials andbusiness leaders to develop a strategic plan for economic development in 2011, which was thenupdated in 2014. The plan outlines a set of six goals and accompanying strategies, all of which areaimed at improving Chenango’s business climate as well as improving quality of life for residents, abest practice identified in this study. The plan relied heavily on an analysis of existing conditions inthe county. Avoiding “one size fits all” solutions, it identified assets in place that can be supportedand moved forward, which is another best practice identified by the study. The plan also recognizesthat while the two most historically important sectors—manufacturing and agriculture—withinthe county have declined, they remain important. Adapting to changes in the global economy forthese (and other) sectors will require flexible, responsive strategies. Those strategies are mostclearly embodied in this plan’s commitment to workforce development, a vital strategy identifiedby the research team, within the county. Commerce Chenango and partners have made workforcedevelopment a priority, and in order to maximize access to these programs for residents, theyhave included support services such as daycare, transportation, and counseling as components ofworkforce development offerings.Applications in AppalachiaChenango County is within Appalachia, and like much of that region,its economic history is dominated by two large, legacy sectors(agriculture and manufacturing) with uncertain futures. Thecounty’s planners recognize both the cultural and economicvalues of these sectors, and they have engaged in a plan tosupport them while also expanding the capability of thecounty’s workforce to support diverse growth.For more information, visit: http://www.co.chenango.ny.us/Case Study 1: Chenango County, New York 11
Dickinson County,IowaCaseStudy 2 :I ntroductionThe Iowa Lakes Corridor region,anchored by Dickinson County, is afour-county region in north-centralIowa, bordering Minnesota. Theregion is well known among Iowansas a vacation spot, due in largepart to its numerous lakes, publicland, and other tourism amenities.Unlike the Iowa Lakes region asa whole, which has experienced apopulation decline since the 1990s,Dickinson has grown in populationover this time period, and theIowa Lakes Corridor DevelopmentCorporation (ILCDC) and othersare working to mimic Dickinson’spositive trends across the entireregion.DickinsonCounty’semployment rebounded slowly but steadily following the 2008 economic crisis, and thecounty was in the top 10% of U.S. counties for economic resilience according to our models.E mployment TrendsAs a tourism destination, DickinsonCounty’s employment trends exhibit avery seasonal pattern, and followingthe 2008 crisis, overall employmentdipped. The Iowa Lakes Corridor hasestablished itself as a hub of smallmanufacturing, and that sector hashelped spur growth since the
The Strengthening Economic Resilience in Appalachia project explored the economic resilience of communities and regions across the country to understand what makes an economy strong enough to rebound from or adjust to major economic downturns. Additionally, we explored best practices, strateg
Resilience and strengthening resilience in individuals January 2011 www.mas.org.uk www.orghealth.co.uk 0845 833 1597/01242 241882 Page 9 Who am I? ‐ Personal features We are driven by the need to survive. Resilience
May 2015 SITE: Appalachia & Mountaintop Removal Course Description Through reading, writing, and the production of visual artwork, this course aims to accomplish three principal objectives: (1) to facilitate a deeper understanding of Appalachia and the natural world more generally; (2) to intro-
Appalachian Regional Commission . Economic Overview of Appalachia- 2011. Regional Planning and Research Division . Sources: Bureau of Labor Statistics, Bureau of Economic Analysis, U.S. Census
Resilience Reimagined Greenhouse labs the future transformed 3 Resilience Reimagined Strengthening your resilience to achieve enduring success Now is an opportunity to reimagine resilience: COVID-19 will have shown where you have resilience and where there are vulnerabilities; now is the time to consider what changes you
FRM:SG2.SP2 Establish Resilience Budgets FRM:SG2.SP3 Resolve Funding Gaps FRM:SG3 Fund Resilience Activities FRM:SG3.SP1 Fund Resilience Activities FRM:SG4 Account for Resilience Activities ; FRM:SG4.SP1 Track and Document Costs FRM:SG4.SP2 Perform Cost and Performance Analysis FRM:SG5 Optimize Resilience Expenditures and Investments
Jan 27, 2021 · Plan for Resilience, Workplace Edition Robertson Cooper Resilience Model How to Build Resilience Skills in the Workplace 30 Ways to Build Workplace Resilience Five Key Stress Resilience Skills 6 unconventional ways to build focus, resilie
implement the economic resilience strategy established in Phase 2 and achieve the sustainable economic goals and objectives outlined in the previous phases. Project Timeline The U.S. Economic Development Administration (EDA) notes that economic resilience includes three domains of resilience: 1. The ability to anticipate a shock or stress 2.
Charness et al. / Journal of Economic Behavior & Organization 87 (2013) 43–51 more understanding and mathematical sophistication from the subjects, or else comprehension suffers and the results may be less meaningful. Simple elicitation methods tend to be substantially easier for participants to understand. For example, the Balloon Ana- logue RiskTask(Lejuezetal.,2002 .
