HomeMy WebLinkAboutYellowstone-County-Economic-Response-and-Recovery-Plan-10-6-2020An Action Plan for Economic Recovery and Beyond 1
An Action Plan for Economic Recovery and Beyond
October 2020
An Action Plan for Economic Recovery and Beyond i
A pessimist sees difficulty in every
opportunity; an optimist sees
opportunity in every difficulty.
– Winston Churchill
Yellowstone County Residents,
On March 16th of this year the COVID-19 related closures in our community began. This
was unlike anything we have experienced before. Day by day we watched what we thought
would remain just a challenge abroad, arrive on our doorstep. Our strong economy
changed overnight as non-essential businesses were required to close, and essential
business were forced to operate in new ways. Workers were made remote overnight and
the home suddenly took on the role of office and school. Amidst the chaos created by
sudden change, the Yellowstone County Unified Health Command rallied to ensure the
proper response to the pandemic. It quickly became clear that supporting the economy was
going to be an undertaking that needed a seat at the table. Thus, the Yellowstone County
Economic Response and Recovery Team was formed.
This team comprised of over 40 public, private, and non-profit leaders came together to
be the conduit between health and business – providing much needed information about
health, safety, and how to reopen businesses. From this team effort, this Recover Plan was
authored.
This will be a living document that will change with time and circumstance as we collectively
navigate the pandemic, the economic challenges, and the systems that have been forever
changed by this health crisis.
The team asks that you join us in doing the work to execute this plan with a vision toward
not what was on March 16th when this began, but one that is stronger, more resilient,
and better positioned to attract economic activity, investment, and talent that will propel
Yellowstone County into the next decade.
Sincerely,
Steve Arveschoug
Yellowstone County Economic Response & Recovery Team Lead
An Action Plan for Economic Recovery and Beyond ii
Table of Contents
Background .............................................................................................................................................. 1
Yellowstone County Economic Response and Recovery Team ................................................... 3
Yellowstone County – Montana’s Economic Hub ............................................................................ 5
Economic Impact Data ........................................................................................................................... 6
Yellowstone County Economic Response and Recovery Plan ..................................................... 12
Stage One – Coordination and Response ................................................................................ 13
» Efforts to Date ............................................................................................................................. 14
› yceconomicrecovery.org
› Direct Support for Businesses
› Open & Safe Campaign
› Masks Mean Business Campaign
› Communications with Governor and Congressional Delegation
› Montana Coronavirus Relief Fund Programs
Stage Two – Business Recovery and Stabilization ................................................................. 17
› Sustain Economic Response and Recovery Team Structure
› Provide Ongoing Resources
› Facilitate “Learning From Each Other”
› Advocate for Businesses – Buy Local/Click Local
› Continue to Build Consumer Confidence
› Assist Cultural Institutions
› Assist Nonprofit Organizations
› Assess and Respond to Workforce Needs
Stage Three – Building Economic and Community Resiliency ............................................ 20
» Seek a Common Vision for Our Community ........................................................................ 22
» Cultivate Our Economic Garden ............................................................................................. 22
› Incentivize and Support Entrepreneurship
› Support Small Businesses
» Build for Economic Resiliency ................................................................................................. 23
› Enhance Broadband Service
› Sustain Air Transportation
› Pay Attention to Local and State Government Finances
› Sustain and Enhance Our Position as a Healthcare Hub
› Support Public Safety Efforts
› Advocate for New Economic Development Tools
» Remain Committed to Workforce Development ................................................................ 24
› Identify New Workforce Needs
› Retrain and Re-educate the Future Workforce
› Support the Adaptation of The Post-Secondary Educational Institutions
› Address Childcare
» Commit to Strategic Community Infrastructure/Asset Investment .............................. 26
› Develop a Prioritized List of “Shovel-Ready” Projects
› Consider Downtown and Community Redevelopment Projects
› Develop Incrementally
» Capture “Small Metro” Advantages/Opportunities ........................................................... 26
› Develop for Enhanced Quality of Place
› Restore, Revitalize, and Expand Arts, Cultural, and Entertainment Assets
› Focus on Talent Attraction
› Encourage Business Attraction and Expansion Efforts
› Advocate and Facilitate Workforce Housing
» Cooperate for Regional Recover y .......................................................................................... 28
» Recover Together ....................................................................................................................... 28
Implementation ......................................................................................................................................... 29
Conclusion ................................................................................................................................................... 30
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An Action Plan for Economic Recovery and Beyond 1Background
Yellowstone County has encountered and overcome many economic challenges in its
history, but the scale, scope, and speed of the economic stress imposed by the current
COVID-19 pandemic is unprecedented. Under the duress of this global crisis, the region’s
solid, growing economy transformed within weeks into a recession of evolving proportions.
Civic, business, and community leaders responded immediately, forming the Yellowstone
County Economic Response and Recovery Team to react to the immediate needs of
businesses; to support, guide, and provide advocacy for their recovery; and to develop a
plan that will enable the community to thrive in a post-COVID-19 future.
Optimists proclaim that bigger challenges hold greater opportunities, and that will be the
case with this challenge. Realizing these opportunities will take a concerted effort by all
sectors – businesses, healthcare, local government, education, arts and cultural
organizations, nonprofits, and individual citizens– to restore the economy and rebuild the
community. These efforts need the support, assistance, and cooperation of all levels of the
public and private sectors. It is essential that the people and organizations of Yellowstone
County proactively address, plan, and provide the vision for what the county will become
when successfully recovered.
On March 28, Governor Steve Bullock, acting on the advice of public health officials, issued
a stay-at-home order. This directive shut down large portions of the state’s economy to
contain the spread of COVID-19.As a public health measure, this effort was a success –
COVID-19 peaked early at a relatively low number, hospitals were not overburdened,and the
state’s death toll from this pandemic has been among the lowest in the nation.
These steps to protect public health have taken a drastic toll on the economy. The inability
to gather, shop, and travel during the stay-at-home order caused a severe direct financial
hit to many businesses, with ripple effects throughout the economy. Economic output
dropped sharply. Unemployment claims soared to record levels, reaching a peak of 11,903
in mid-April. In a survey conducted in late April, 92%of businesses reported somewhat or
extremely negative impacts to their business from COVID-19. Programs instituted under the
Federal CARES Act – the Paycheck Protection Program, the Economic Injury Disaster Loans,
and the various grants and loans offered through Montana’s Coronavirus Relief Funds –
have helped many businesses retain their workers and alleviate some of their financial
stress.
A phased reopening of the state’s economy began on April 26, allowing many businesses
affected by the stay-at-home order to resume operations with new protocols and reduced
capacity. On June 1, Montana entered Phase 2 of reopening, allowing larger group sizes,
increasing capacity limits, and removing a 14-day travel quarantine. Phase 2 brought
additional economic activity, but much uncertainty remains. Businesses are searching
for better solutions and models to help them survive as they adapt to new precautions,
limitations, and unexpected expenses.
Background
An Action Plan for Economic Recovery and Beyond 2Background
The resurgence of COVID-19 cases since June is concerning. Though an increase in cases
was anticipated with the reopening of the economy, Yellowstone County has become
the epicenter for COVID-19 infections in the state. The rise in cases in other parts of the
country has resulted in business closures. This serves as a reminder that this virus is highly
contagious, and we must take necessary precautions to avoid overwhelming the healthcare
system and reversing the steps businesses have taken toward recovery. Regressing in the
phased reopening would cause further devastating effects on the local economy.
One important additional precaution is the use of masks or face coverings to stem the
spread of the virus. The Economic Response and Recovery Team launched the Masks Mean
Business campaign to communicate that mask usage is vital to maintaining and improving
both the physical and the economic health of the community. When Governor Bullock
subsequently issued the mask mandate on July 15, our message and signs prominently
expressed the need to adopt the new measure not only for public health benefits, but
also to save the businesses, jobs, and the cultural and recreational institutions that make
Yellowstone County unique. With the help of the City of Billings, St. Vincent Hospital and
Riverstone Health, the team has distributed 60,000 masks to the businesses of
Yellowstone County.
MONTANA CORONAVIRUS ACTIVE CASES BY COUNTY
Data as of 10/5/2020
An Action Plan for Economic Recovery and Beyond 3ERRT
Yellowstone County’s Economic Response and Recovery Team was formed at the
beginning of this crisis with a mission to coordinate responses to the immediate needs
of the business community, identify and fill gaps in services and resources, guide the
development of the community’s near-term economic recovery plan, and help define
objectives for a comprehensive economic development strategy designed to build the
foundation for the future community and economic development growth. This team
consists of business owners, County and City elected leadership, health care experts,
and community and economic developers.
Yellowstone County Economic
Response and Recovery Team (ERRT)
Steve Arveschoug, Big Sky Economic Development
John Brewer, Billings Chamber of Commerce
Katy Easton, Downtown Billings Partnership
Lilly Corning, (Retail/commercial development)
Corning Companies
Kris Carpenter, (Retail) Joy of Living/Sanctuary Spa
and Salon
Mike Nelson, (Hospitality) Northern Hotel
Luke Kobold, (Healthcare) Billings Clinic
Ty Elkin, (Healthcare) St. Vincent Healthcare
Dr. David Graham, (Healthcare) St. Vincent
Healthcare
John Felton, (Public health) RiverStone Health
Tom Schlotterback, (Healthcare) St. John’s United
Taylor Brown, (Ag) Northern Ag Network
Courtney Kibblewhite, (Ag) Northern Ag Network
Don Jones, (County leadership/small business owner)
County Commissioner
Shaun Brown, Billings City Council
Mike Seppala, (Banking) Western Security Bank
Bill Coffee, (Banking) Stockman Bank
Brian Brown, (Banking) First Interstate Bank
Martin Dewitt, Small Business Administration
Steve Simonson, (Regional ED) Beartooth RC&D
Leonard Smith, Native American Development Corp.
Mary Walks Over Ice, Native American Development
Corp.
Matt Robertson, (Commercial real estate) NAI
Business Properties
Kim Jakub, (Natural resources) ExxonMobil
Bryan Wood, (Manufacturing) Wood’s Powr-Grip
George Warmer, (Commercial real estate) Coldwell
Banker, Commercial
Brad Anderson, (Restaurants) Anderson
Management Group
Matt Brosovich, (Restaurants and hospitality) Ciao
Mambo, Big Horn Resort
Alex Tyson, (Tourism) Visit Billings
Sean Lynch, (Event venues) Pub Station
Tim Goodridge, (Event venues) MetraPark
Shelli Mann, (Hospitality) Boothill Inn
Ken Lutton, (IT) Technology by Design/Yellowstone
Tech Sector Partnership
Eric Basye, (Nonprofits) – Community Leadership &
Development, Inc.
Economic Impact Analysis
Allison Corbyn – Big Sky
Economic Development
Andy Zoeller – City of Billings
Planning
Wyeth Friday – City of Billings
Nick Altonaga – City of Laurel
Legislative Liaison
Daniel Brooks – Billings
Chamber
Communications
Melanie Schwarz – Big Sky
Economic Development
Kelly McCandless – Billings
Chamber
Legal
Jeanna Lervick – Yellowstone
County Attorney’s Office
Project Management
Thom MacLean – Big Sky
Economic Development
Team Members:
The team is supported by a Technical Support Group in the following disciplines:
An Action Plan for Economic Recovery and Beyond 4ERRT
The Economic Response and Recovery Team has four project workgroups tasked with
executing the unique aspects of its mission.
Response Coordination and Communication
» Coordinates efforts to support the needs of the business community
» Identifies and responds to gaps in needed services and support
» Informs businesses and the community about available resources and information
through communication channels, including the website: yceconomicrecovery.org
Economic Impact Assessment
» Assesses and documents the economic consequences of COVID-19 to the community,
especially the hardest hit sectors
» Provides analysis and data to support funding requests and inform the economic
recovery planning process
Strategic Restart Partnership
» Works with the Public Health Officer to develop guidelines and provide information
and training to help businesses safely reopen and adapt to new procedures and
protocols
Recovery Planning
» Guides the development and implementation of a plan that identifies and prioritizes
projects and initiatives that will best support the economic recovery of the
community in the near term and over the next three years
An Action Plan for Economic Recovery and Beyond 5Yellowstone County ‐ Montana’s Economic Hub
Yellowstone County is home to 15 percent of Montana’s population. Its economy is also
the state’s largest, accounting for 19 percent of Montana’s GDP (2018) and 18 percent of all
income tax paid in the state (2018). The Billings MSA had a 2018 GDP of 10,441,251 with the
Bozeman μSA being the second largest with a GDP of 5,822,537. As the largest community
in a 500-mile region, Yellowstone County is the regional business and healthcare hub.
Prior to the COVID-19 disruption, Yellowstone County had a relatively strong economy, the
GDP had just surpassed 2015 levels, there was consistent total personal income growth
and a well-diversified economy. However, Yellowstone County was lagging regional peers
in average annual wages, and in population growth. Even more critical, 22% of our current
workforce is 65+ and in 10 years, 40% of our current workforce will reach retirement age.
The top industries in Billings based on a concentration that exceeds the United States
average include: Wholesale Trade, Arts/Entertainment & Recreation, Construction,
Retail Trade, Transportation and Warehousing, Health Care and Social Assistance,
Accommodation and Food Services, Other Services (except public administrations) and
Finance and Insurance.
The efforts of the Economic Response and Recovery Team are to respond to the immediate
needs of the businesses and to forge a clear plan for the recovery of the economy and the
community.
Yellowstone County -
Montana’s Economic Hub
Billings GDP has finally
exceeded 2015 numbers
2014 2015 2016 2017 2018
40% of the Billings
workforce will
reach/exceed
retirement age in
the next 10 years
22% of our
current
workforce
is 65+
An Action Plan for Economic Recovery and Beyond 6Economic Impact Data
To understand the impact of the COVID-19 disruption in the economy, there are four main
areas of consideration.
1. Economic Production/Business Activity – This is an overall look at economic
performance and will be measured through GDP, business surveys, state and local
relief dollars deployed in our community, economic vulnerability and total personal
income. The data currently available only includes vulnerability indices, business
data, and state and federal program use.
Montana ranks in the middle of the pack (20th) for state economic vulnerability,
which is a reflection on the concentration of highly impacted industries as well as
the support infrastructure for businesses to cope with the COVID-19 disruption.
Contributing to this vulnerability is the fact that Montana has the highest share of
employment from small businesses, and while we are in the top five for number
of workers working from home, we are in the bottom five for work from home
infrastructure.
Economic Impact Data
An Action Plan for Economic Recovery and Beyond 7Economic Impact Data
Yellowstone County’s position as a regional hub makes it more susceptible to the
detrimental consequences of the COVID-19 pandemic. Chmura Analytics rated
Yellowstone County as the 322nd most vulnerable out of 3141 counties nationwide.
Chmura’s Vulnerability Index measures the negative impact that the coronavirus
crisis can have on employment based on the area’s mix of industries. Of the top
10 most vulnerable industries in Chmura’s analysis, seven have a concentration in
Yellowstone County that is higher than the national average, as highlighted below.
ECONOMIC VULNERABILITY -
TOP 10 MOST VULNERABLE INDUSTRIES
IMPACT OF CORONAVIRUS - AVERAGE PROJECTED JOB LOSSES, UNITED STATES
›Accommodation and Food
Services
›Arts, Entertainment and
Recreation
›Other Services (except Public
Administration)
›Transportation and Warehousing
›Retail Trade
›Wholesale Trade
›Information
›Manufacturing
›Construction
›Mining, Quarrying and Oil and
Gas Extraction
http://www.chmuraecon.com/interactive/covid-19-economic-vulnerability-index/
An Action Plan for Economic Recovery and Beyond 8Economic Impact Data
2. Employment – This is a leading indicator with weekly data on the unemployment
claims filed by industry along with unemployment rate, labor participation, real time
job postings and year to date change comparisons.
There has been a relatively consistent downward trend for unemployment
insurance claim filings, which is an encouraging indicator, suggesting that folks are
getting back to work. Additionally, as of September 21st, there were 5,329 active job
postings in Yellowstone County.
Source: JobsEQ® Data reflect online job postings, active ads only as of 8/13/2020. Note: data are subject to revision. Time series data can be volatile with
trends unrelated to actual changes in demand; use with caution.
Yellowstone CountyWeek Ending 8/29/20
- a measure of all people who started a new unemployment insurance claimPeople Filing Initial Claims
4K
3K
2K
1K
0K
Jan 1, 19 May 1, 19 Sep 1, 19 Jan 1, 20 May 1, 20 Sep 1, 20
Note 1: Previous versions of this char published prior to May 21, 2020 illustrated claims, but this chart counts the number of people making a claim. Workers making claims,
but who are ultimately not eligible, are included in the totals. Pandemic Unemployment Assistance claims are included, with the first week a person files a PUA claim included in the initial week total.Note 2: Missing data in the line graph indicate nondisclosable data of less than three claims.
Yellowstone CountyWeek Ending 8/29/20
- a measure of all people who filed an unemployment insurance claimPeople Filing UI Claims
10K
5K
0K
Jan 1, 19 May 1, 19 Sep 1, 19 Jan 1, 20 May 1, 20 Sep 1, 20
People filing UI
claims peaked the
week ending April
18 at 13.7% of the
Yellowstone County
labor force
Currently, just
over 4% of the
labor force is
filing UI Claims
As of week ending 9/5/20
An Action Plan for Economic Recovery and Beyond 9Economic Impact Data
OCCUPATIONS
5,329
Total SOC Occupation Total Ads
444
Occupations
29-1141.00 Registered Nurses 371
254
Locations
41-2031.00 Retail Salespersons 297
1.7k
Employers
41-1011.00 First-Line Supervisors of Retail Sales
Workers
173
167
Certifications
53-7065.00 Stockers and Order Fillers 173
825
Hard Skills
41-3091.00 Sales Representative of Services, Except
Advertising, Insurance, Financial Services
and Travel
146
100
Soft Skills
43-4051.00 Customer Service Representatives 114
4k
Job Titles
35-1012.00 First-Line Supervisors of Food Preparation
and Serving Workers
107
5
Education Levels
11-9111.00 Medical and Health Services Managers 106
153
Programs
53-3032.00 Heavy and Tractor-Trailer Truck Drivers 106
7
Job Types
35-3023.00 Fast Food and Counter Workers 104
Source: JobsEQ® Data reflect online job postings, active ads only as of 9/20/2020. Note: Data are subject to revision. Time series data can be volatile with trends
unrelated to actual changes in demand; use with caution.
An Action Plan for Economic Recovery and Beyond 10Economic Impact Data
3. Consumer Behavior – Understanding how consumers have been impacted by the
stay-at-home order and how they now prefer to engage in the economy is a critical
component to track. This is also a big unknown in the recipe of recovery. Consumer
behavior seems to be very regionally driven – with a positive trend since the middle
of April. However, small business revenue is still down 10.3% overall in Yellowstone
County.
Montana did well this summer and is still doing well, we are the destination that
people who are willing to risk flying are choosing. Kalispell is at 83% of last year’s
screening numbers for September, Bozeman is at 68%, Billings is at 58% and
Missoula is at 55%. The national average is at 31%.
10,000
20,000
30,000
40,000
50,000
60,000
AUGUSTJULYJUNEMAYAPRILMARCH
2019
2020
BILLINGS AIRPORT ENPLANEMENTS
An Action Plan for Economic Recovery and Beyond 11Economic Impact Data
4. Community Health – the interdependence of economic health and community
health means that community health data, both COVID-19 cases and the burden on
the healthcare system, will be a critical part of the economic picture. The Billings
hospital referral region includes 650,000 people, so it is critical to keep up to date
on the healthcare burden both in our county and those surrounding us. The Unified
Health Command has developed a dashboard that benchmarks our community
health response.
UNIFIED HEALTH COMMAND DASHBOARD
SEPTEMBER 19, 2020
STATUS KEY: GREEN Operating as expected/normal capacity
YELLOW Needs beginning to outpace capacity
RED Stressed operations/critical concerns
CATEGORY DESCRIPTION STATUS
Health Department
Capacity
Sufficient staff for COVID-19
monitoring & follow-up
Case Investigation Ability to mange investigations and contact
testing for all COVID-19 positive results
Testing Capacity Staff & supplies to screen & test all individuals
recommended for COVID-19 testing
Healthcare System
Capacity
Sufficient hospital staff, beds, and equipment to treat
patients with COVID-19 & all other patients safely
Disease
Surveillance
Monitoring Emergency Department
visits for respiratory symptoms
Regional Impact Active COVID-19 cases in our regional service area
(surrounding counties, Wyoming, North and South Dakota)
COVID-19 Daily
Case Average
Daily new cases of COVID-19 per 10k people
(7-day Average, each Sunday through Saturday)18/100k
Positive COVID-19
Test Rate
Percentage of positive COVID-19 tests
(7-day Average, each Sunday through Saturday)6.3%
An Action Plan for Economic Recovery and Beyond 12YC Economic Response & Recovery Plan
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This Yellowstone County Economic Response & Recovery Plan is a guiding document
developed by the Economic Response and Recovery Team. Because the continuing public
health crisis is fluid and evolving with many unknowns, this plan must remain flexible,
ready to adapt to changing circumstances and timelines. The plan is developed in three
parts, based on the primary purpose and the estimated time frame.
Stage One – Coordination and Response (0 – 9 months)
GOALS
›Help businesses overcome immediate challenges
›Focus on safely and effectively reopening the economy
›Re-activate the workforce
›Assist businesses as they learn and adapt
›Restore consumer confidence and reengage customers
Stage Two – Business Recovery and Stabilization (6 – 18 months)
GOALS
›Sustain response and stabilization momentum
›Advocate for businesses and restore consumer confidence
›Support businesses’ needs to adapt, grow, and build resiliency
Stage Three – Building Economic & Community Resiliency (6 months – 3 years)
GOALS
›Seek a common vision for our community
›Cultivate our economic garden – sustain and grow our local businesses
›Build for economic resiliency
›Remain committed to workforce development
›Commit to strategic community infrastructure/assets investment
›Capture and enhance “small metro” advantages and opportunities
›Cooperate for regional recovery
›Recover together – address diversity and inclusion
Yellowstone County Economic
Response & Recovery Plan
An Action Plan for Economic Recovery and Beyond 13Stage One ‐ Coordination and Response
The sharp and sudden economic disruption caused by COVID-19 related closures and
restrictions that began on March 28 created a dramatic impact on businesses of all types.
Many businesses and organizations were deemed “non-essential” and forced to close or
operate under strict limitations. Their revenue plummeted, often to zero, while expenses
continued. Their employees were laid off or furloughed. The impacts rippled throughout
the community and economy. Local, state, and federal support programs were developed,
trying to fill the gaps and save businesses from permanent closure. These programs have
been a vital element of response.
Goals: Coordination and Response
›Help businesses overcome immediate challenges
›Focus on safely and effectively reopening the economy
›Re-activate the workforce
›Assist businesses as they learn and adapt
›Restore consumer confidence and reengage customers
Time Frame: 0 – 9 months
1»Stage One – Coordination and Response
Closing our doors because of the
Coronavirus was probably the hardest
challenge that I have ever had as a business
owner. Not knowing what was coming each
and every day was overwhelming! We went
from managing, running and growing our
business to damage control. More than
anything, it was suddenly having to learn to
run a business that I didn’t create.
– Kris Carpenter, Owner,
Joy of Living & Sanctuary Spa
An Action Plan for Economic Recovery and Beyond 14Stage One ‐ Coordination and Response
Economic Response and Recovery Team Efforts to Date:
Collaborate to eliminate duplication of effort and provide easy access to solutions
for businesses.
Efforts to date:
The development of the yceoconomicrecovery.org website as a central source of vetted
information and resources for businesses and communities.
Provide direct support services and act as a conduit for businesses to access needed
resources to survive the impacts of COVID-19 and reopen.
Efforts to date:
›Big Sky Economic Development – 11 stabilization loans totaling $152,000
›SBDC business consultations – 217 COVID-19 related consultations
›Billings Chamber and John Felton – 36 industry-specific trainings and information
sessions
Act on our Business/Public Health partnership to guide business reopening
Efforts to date:
Open & Safe Campaign
With guidance from the Yellowstone County Public Health Officer, the team
developed this campaign to help area businesses safely reopen their doors to
the community and reengage consumers. The Open & Safe emblem signifies the
businesses’ commitment to maintaining a safe and healthy space by adopting
appropriate practices related to cleaning, masking, distancing, limiting occupancy
and monitoring the health of their employees.
Masks Mean Business Campaign
As cases of COVID-19 increased over the summer, we implemented the Masks
Mean Business campaign to advocate mask usage as a simple way to help slow the
spread of the virus. We must continue to advocate that wearing masks when social
distancing is not possible is an important way to avoid additional economic damage
to businesses by protecting the health of the community.
Focus time and resources on the hardest hit industries
Efforts to date:
Communications with the Governor and Congressional Delegation
›Recommendations for use of Coronavirus Relief Funds
›Letters of Support
»St. John’s United
»Event Venue Relief
»“Save Our Stages” Federal Legislation
An Action Plan for Economic Recovery and Beyond 15Stage One ‐ Coordination and Response
Along with these efforts, the team continues to focus on providing the resources
businesses and organizations need to navigate the changed environment. We will advocate
for solutions that meet their needs and provide relief until they are able to return to more
normal operations. Also, there will be continued assistance in the interpretation of and
compliance with guidelines as the county moves through the various COVID-19 response
phases – helping guide businesses as clearly and concisely as possible.
Measures of Success:
›Track participation in learning sessions and information forums provided by the
Billings Chamber, BSED, SBDC, SBA and other partners
›Track website usage data – clicks, page views, downloads, etc. – to monitor
business and community engagement
›Gather regular feedback from a representative cohort of businesses,
distinguished by phases, to determine status and any needs or gaps
›Develop baseline data – including existing metrics (SBDC, PTAC, loan fundings,
SBA, CRF money deployed in Yellowstone County) and periodic surveys – to
evaluate progress
›Partner with the Public Health Officer to monitor public health data and consider
responses
The PPP program saved our
business and helped us recover
our pre-COVID balance sheet
– Billings Restaurant Owner
$51,499,238
Dollars to YC from the State
Coronavirus Relief Programs
13.4% of awarded funds statewide
$525,767,100
9,422 Businesses in MT
Received EIDL
Through August 24
$1,780,415,878
23,908 Businesses in MT Received PPP
Over 3,119 businesses in Yellowstone County have received PPP
through August 8
An Action Plan for Economic Recovery and Beyond 16Stage One ‐ Coordination and Response
The State of Montana received $1.25 billion from the CARES Act to help offset direct
impacts and costs related to COVID-19. To date, the state has deployed over 18 programs
offering grants, reimbursements or loan deferments.
»Montana Adaptation Program
»Montana Innovation Grant Program
»Montana Meat Processing Infrastructure Grant
»Montana Business Stabilization Program
»Montana Food and Agriculture Adaptability Program
»Public Health Grants
»Stay Connected Grants for Seniors
»Social Service Non-Profit Grants
»Food Bank and Food Pantry Assistance
»Telework Assistance Grants
»Montana Loan Deferment Program
»Emergency Housing Assistance Program
»Local Government Reimbursement Program
»Childcare Support Program
»Live Entertainment Grant Program
»East Glacier Park Tourism Grant Program
»Big Sky Trust Fund Workforce Recovery Program
»Montana Working Capital Program
As of September 25, over $1.045 billion of the Coronavirus Relief Funds had been allocated.
All funds must be spent by December 31, 2020.
Montana Coronavirus Relief Fund Programs
An Action Plan for Economic Recovery and Beyond 17Stage Two ‐ Business Recovery and Stabilization
Transitioning from response to recovery, there remains much work to be done. There
will be an ongoing need to communicate with and assist businesses– to identify new
and evolving challenges; to provide resources to support growth, diversification, and
resilience; to advocate for their needs; and to help them reengage their customers and
regain their market. The recent uptick in COVID cases provides a reminder that vigilance
and responsiveness will be required because the situation is ever-changing. Public
health and economic health are tightly intertwined. We must monitor and protect
both and continue to partner with local health professionals. We will monitor businesses
and organizations in the most vulnerable sectors to inform decisions and actions while
acknowledging that needs will vary by industry and sector.
Goals: Business Recovery and Stabilization
›Sustain coordination and response momentum
›Advocate for businesses and restore consumer confidence
›Support businesses’ needs to adapt, grow and build resiliency
Time Frame: 6 – 18 months
›Sustain the Economic Response and Recovery Team structure. Identify a
smaller Steering Committee to monitor and report back to the overall team.
›Provide ongoing resources for businesses during the adaptation phase. Local
businesses will need continuing support and assistance as they progress toward
recovery. Response and Recovery efforts will provide ongoing resources and
guidance to businesses as they adapt and improve. We must continuously monitor
changing needs and adjust our efforts appropriately.
›Facilitate “learning from each other” as we collectively adapt. Given the
new and evolving environment, businesses will need to adapt and learn new
procedures/practices, and business models to survive and thrive. The Economic
Response and Recovery Team, through partnerships, will facilitate a collective
learning environment where businesses can teach each other new best practices
learned through experience. We can also assist their efforts to incorporate and
use new technology to better operate in these changed circumstances, including
expanding their web presence and capability and exploring unique ways to deliver
their products or services.
Stage Two –
Business Recovery and Stabilization2»
An Action Plan for Economic Recovery and Beyond 18Stage Two ‐ Business Recovery and Stabilization
›Advocate for businesses by promoting “Buy Local/Click Local” campaigns. The
Economic Response and Recovery Team will also work with businesses to promote
Buy Local and Click Local campaigns. One concerning aspect of the early stages
of this pandemic is that it has driven many more people to large online retailers. We
need to remind people of the importance of supporting local businesses and make
it easier and more comfortable for consumers. This means helping businesses
cost-effectively expand the ways that consumers can connect and shop with them.
It also requires restoring consumers’ confidence and making them feel safe and
comfortable in local businesses.
›Continue to build consumer confidence through the Open and Safe and Masks
Mean Business campaigns.
›Assist Cultural Institutions. People do not live in a community for office towers
and big box stores, but for the leisure and cultural amenities offered by arts and
cultural institutions. These institutions are essential to the economic vitality of
the region. Yellowstone County has numerous museums, theaters, galleries,
music venues, and other cultural institutions and organizations that contribute
to the vibrancy, life, and fun of the community. Without these assets to make this
a great place to live, work, learn, play, and visit, the economy will suffer. These
organizations have been hit hard by the effects of the pandemic. Understanding
their unique needs will be critical.
›Assist Nonprofit Service Organizations. Nonprofits in Yellowstone County
provide many essential services, especially in uncertain and unstable economic
times. It is important to assist these organizations’ recovery efforts so they can
continue to serve their vital role in the community.
›Assess and Respond to Workforce Needs. Work force needs have changed
because of the COVID-19 disruption. Many lost jobs will not return. We must work
with businesses to determine how employment will evolve, where new job growth
may occur, and what education and skills will be needed by the future workforce.
Then, educational providers can align training and education to meet current and
future needs.
Throughout the recovery process, continued monitoring will take place to assess business
and community needs through outreach and surveys to inform and improve these plans
and actions. The Economic Response and Recovery Team will continue to educate the
community of its important role and responsibility to follow and promote proper protocols
to sustain a safe reopening and realize a quicker recovery.
An Action Plan for Economic Recovery and Beyond 19Stage Two ‐ Business Recovery and Stabilization
Measures of Success:
›Track the number of businesses engaged on an ongoing basis to facilitate
collection of quantitative data
›Develop benchmarks (e.g., # of businesses prior to COVID-19) to measure results
(# of businesses retained, # of new businesses/business licenses)
›Maintain a sample group of impacted businesses and monitor their progress
(employment base, sales, supply chain challenges, etc.)
›Evaluate the initial economic response and recovery plan/progress through
communication and comparison with the peer communities.
An Action Plan for Economic Recovery and Beyond 20Stage Three – Build Economic & Community Resiliency
What We’ve Learned…
Economic recovery from the COVID-19 pandemic will be a unique challenge, but we must
look beyond recovery and position the community and region for the future. Innovative
methods and solutions will help build a robust and resilient economy and create a more
attractive and vibrant community.
All crises create opportunity – chances to learn, grow and change for the better. Many of
the opportunities emerging in Yellowstone County are related to its location, size and role
as a regional hub for commerce, healthcare, and arts and culture. Yellowstone County has
tremendous potential to capitalize on emerging opportunities initiated or accelerated by
COVID-19.
Yellowstone County offers an
outstanding quality of life – the urban
amenities of Downtown Billings, the
suburban comfort of the West End
and the Heights, the small-town
charm of Laurel and Lockwood,
the country feel of the Yellowstone
Valley, and the Trailhead to outdoor
recreation and adventure. The
trend of remote working has been
enhanced and amplified by this
pandemic. Many more workers will
no longer be tethered to a specific
location by their jobs or employers.
They will seek a better quality of
life – a vibrant community that
they can afford and that offers
them opportunities. With the right
investments and effort, Yellowstone
County can be that place.
Yellowstone County has long been the commercial center of Montana and the region by
virtue of its strong and diverse economy; its talented, skilled, and determined workforce;
and its strategic location midway between Minneapolis, Denver, Seattle and Calgary.
Failures and vulnerabilities exposed by this global pandemic will lead many corporations to
re-shore manufacturing and shorten supply lines. This will provide Yellowstone County the
opportunity to expand its role as a center for distribution and manufacturing. As a prime
crossroads with a strong commercial/industrial base and great access to road, rail and air
3 »Stage Three – Build Economic
& Community Resiliency
MEDIAN HOUSE VALUE BY COMMUNITY
Community (by MSA/μSA)Current Median House Value
Great Falls $171,700
Rapid City $180,027
Casper $202,600
Cheyenne $214,000
Boise $214,482
Billings $220,191
Bismarck $236,297
Missoula $271,400
Bozeman $330,400
Fort Collins $336,200
Source: JobsEQ® Median values for certain aggregate regions
(such as MSAs) may be estimated as the weighted averages of
the median values from the composing counties.
Data as of September 2020
An Action Plan for Economic Recovery and Beyond 21Stage Three – Build Economic & Community Resiliency
transportation networks, Yellowstone County is an excellent location for manufacturing
facilities, processing facilities and distribution hubs.
To position Yellowstone County for the future, it is vital to understand the economic
impacts and business trends that have affected the region and consider new opportunities
and strategies to build a strong, resilient, and vibrant regional economy. In our research
and our conversations with other communities and national economic development
professionals, some common themes were developed based on the new knowledge we
have gained. These themes have guided our efforts, and include:
›Incentivize and support entrepreneurship
›Employ new tactics and models to support small businesses
›Invest in critical infrastructure, especially broadband
›Develop quality of place and talent attraction initiatives
›Support workforce re-skilling and re-employment efforts
›Create manageable goals and embrace incrementalism
›“Move to where the puck will be.” – Develop for what will be, not what was.
After thoughtful consideration of the various ways that the COVID-19 pandemic has altered
and affected society – globally, nationally, regionally and locally – the Economic Response
and Recovery Team, applying the lessons learned over the past six months, proposes the
following goals to effectively rebuild and enhance the economy and community and create
a strong foundation for a prosperous post-COVID-19 future.
Goals: Build Economic and Community Resiliency
›Seek a common vision for our community
›Cultivate our economic garden – sustain and grow our local businesses
›Build for economic resiliency
›Remain committed to workforce development
›Commit to strategic community infrastructure/assets investment
›Capture and enhance “small metro” advantages and opportunities
›Cooperate for regional recovery
›Recover together – address diversity and inclusion
Time Frame: 6 months – 3 years
An Action Plan for Economic Recovery and Beyond 22Stage Three – Build Economic & Community Resiliency
Seek a Common Vision for Our Community
We all share a boat that we call our community. And we all have an oar. Where we take
this vessel, and how swiftly, will be determined by how well we agree on objectives and
work collectively to achieve them. If we all row together in a common direction, we can
produce amazing results. The first step toward a better future is the development of a
common vision for the community. We must create a shared set of goals and strategies
for investing in and building our economy and community.
Cultivate Our Economic Garden
Economic gardening is the concept of growing the local economy from within, helping local
entrepreneurs launch and build new companies and supporting existing small businesses
as they grow. Local businesses are the lifeblood of a community – especially in Montana,
which has the highest share of employment from small businesses of any state in the
nation. These businesses have an organic connection to the community that cannot be
duplicated by big box national chains, and they provide the distinctive local flavor that
makes each community unique. These businesses bring new jobs, wealth and revenue to
Yellowstone County and create a vigorous, resilient economy. Cultivating them involves:
Incentivize and Support Entrepreneurship.
Entrepreneurs solve problems, and this pandemic has caused many. These problems
present opportunities for innovation for new and existing local businesses. If we
provide the proper incentives to catalyze their efforts and the necessary support to
guide and facilitate their journey, we can enhance their reach and success.
Develop New Tactics and Models to Support Small Businesses.
Small businesses are crucial to a local economy. They are currently facing a formidable
challenge. Some will not survive. Those that do will need to change and adapt to new
realities. In this still-evolving environment, businesses and those that serve them will
need to find new, more efficient and effective ways of producing products and serving
customers.
An Action Plan for Economic Recovery and Beyond 23Stage Three – Build Economic & Community Resiliency
Build for Economic Resiliency
Great stress exposes the cracks. It shows where weaknesses exist. COVID-19 has
highlighted many regional weaknesses. Deficiencies must now be addressed. As we mend
the cracks and help restore the economy, adaptability and resilience must be at the core of
the strategy.
Enhance Broadband Service.
The need for fast, reliable broadband internet has been highlighted and magnified
by this pandemic. Stay-at-home orders forced many to work from home, greatly
accelerating a trend that will likely continue. Transactions and meetings have been
transformed into virtual interactions, encouraging the adoption of verbs like “venmo,”
“zoom” and “skype” into the vernacular. Most have adjusted to the protocols of these
new mediums, but it is frustrating, inconvenient and unproductive when a Zoom
meeting freezes because kids are watching Netflix in the next room. Developing
better broadband to serve the needs of businesses is essential to thrive in a globally
connected economy. The role of e-commerce has been amplified by COVID-19.
Businesses must have the network capacity to compete. Superior broadband service is
also needed to benefit from expanding telehealth and distance learning opportunities.
Furthermore, the opportunity to attract remote workers to Yellowstone County as well
as our residents’ ability to work remotely for distant companies cannot be fully realized
without an effective broadband network. We must work with broadband providers and
with local and statewide partners to plan and implement an effective and affordable
network that can facilitate economic growth.
Sustain Air Transportation.
Airline transportation is one of the industries hardest hit by COVID-19. People are too
concerned about virus transmission to fly. Business and recreational travel has been
drastically curtailed. Flights have been cut. Planes have been parked. Recovery of the
airlines will be slow and will require federal assistance. Yellowstone County has made
tremendous progress in the past few years working with air carriers to expand service
to the airport. Eventually, air service will again be essential in a globally connected
economy. We believe air service is essential infrastructure and will focus on supporting
the recovery of the industry.
Pay Attention to Local and State Government Finances.
Local and state governments are expected to face fiscal stress and uncertainty for
the next few years. Possible loss of revenue due to the economic consequences of the
pandemic combined with increased expenses related to the response to its health and
social effects will squeeze already tight budgets. It will be important to work with local
leaders and area legislators to explore new methods of funding and new models for
providing services in an efficient and effective manner.
An Action Plan for Economic Recovery and Beyond 24Stage Three – Build Economic & Community Resiliency
Sustain and Enhance Our Position as a Regional Healthcare Hub.
The COVID-19 disruptions to the healthcare industry nationally have contributed
greatly to economic loss in that sector. In April alone, 1.4 million healthcare workers
lost their jobs nation-wide. During a pandemic, most would assume that healthcare
would be spared from losses, but non-essential procedures were canceled, and people
remained at home. Many others were too scared of COVID exposure to seek help for
health issues. Many highly qualified individuals, who just a month before were in one
of the most sought-after professions, found themselves with reduced hours or reduced
pay or both. Some even lost their jobs. This trend played out in places like Kalispell,
Montana, where 600 healthcare staff lost their jobs. In Billings, the largest employers,
Billings Clinic and SCL Health, prioritized keeping staff engaged on other projects to
maintain their workforce. However, a combination of increased costs and decreased
revenues has stretched capacity thin. Yellowstone County must support the innovation
of the regional healthcare delivery system as we seek business growth and educational
partnership opportunities in this sector.
Support Public Safety Efforts.
The safety and security of people and businesses are vital to the survival and
prosperity of any community. Current needs include adequate police protection for the
City of Billings, improved fire service coverage for the Heights and the West End, and
better EMS service in Laurel and rural communities. Yellowstone County municipalities
must find ways to adequately fund and explore new methods to efficiently provide the
public safety services needed to secure, maintain and enhance this area’s quality of life.
Advocate for New Economic Development Tools.
Montana’s economic development toolbox has not been updated in 20 years. Especially
in difficult times, it is vital to have effective methods to help leverage economic tools to
attract private investment. States throughout the West have developed new methods
and mechanisms for economic development that put Montana communities at a
distinct disadvantage in the competition for businesses and talent. It is vital to work
with area legislators and local leadership to develop new tools to resolve this disparity.
Remain Committed to Workforce Development
This pandemic caused an unprecedented spike in unemployment with claims in late-March
and April far eclipsing any previous economic event. Those statistics have recovered some,
in part due to federal programs like the Paycheck Protection Program. The immediate goal
has been to get as many workers as possible back on the job through an effective restart.
However, the future remains uncertain, especially in hard hit industries like travel and
tourism, hospitality and entertainment. Many pre-COVID jobs will not return as businesses
in all industries adjust to new circumstances. Just as businesses need support to adapt
to economic changes, the workforce will need training for new positions in the emerging
economy.
An Action Plan for Economic Recovery and Beyond 25Stage Three – Build Economic & Community Resiliency
Identify New and Emerging Workforce Needs.
We need to anticipate and respond to the changes in employment trends. What jobs
may disappear? What new jobs will emerge and what knowledge and skills will be
needed to excel at them? How can we help the workforce transition to meet these
changing circumstances? These are some of the unknowns in the recovery.
Retrain and Re-educate the Future Workforce.
It will be important to continue collaborations with high schools, adult education
programs, colleges and trade schools to develop and retrain workers for the jobs of
the future. Apprenticeship programs must expand to assist the transition of displaced
workers into new and growing fields. Times are changing and the workforce must
respond and adapt.
Support the Adaptation of Post-Secondary Educational Institutions.
City College, Montana State University Billings, and Rocky Mountain College face
major operational changes as a result of this pandemic. They will need to adapt to
new learning environments and business needs. Smaller class sizes to accommodate
physical distancing requirements and more remote learning are just two of many new
procedures and protocols they must incorporate.
Address Childcare.
Childcare issues were a major concern prior to the pandemic. COVID-19 has
exacerbated this problem, causing additional challenges for working families. The
shortage that existed in Montana has gotten worse, and the gap in care for school age
kids is wider and of greater impact than ever before.
In June 2020, the U.S. Chamber Foundation surveyed working parents to understand
the impact that childcare has on their ability to return to work. Seventy-five percent
of working parents have children staying at home with them during work hours.
A majority report flexible schedules and the ability to work remotely as the most
important employer-provided benefits. As parents decide how to educate their children
this school year, employers must determine how they’re going to accommodate their
workforce.
The majority of childcare in this country is provided by small businesses. Nearly
700,000 childcare businesses across the country are experiencing significant financial
stress as a result of COVID-19 and are at risk of closing permanently. Yellowstone
County is at risk of losing critical childcare capacity at a time when demand is higher
than ever.
Successful recovery must include childcare as part of the equation. Childcare
businesses need support to keep their doors open, and employers need guidance on
how to accommodate new unavoidable demands from their workforce. The recently
announced Childcare Support Grants offered by the state with the Coronavirus Relief
Funds can be an important first step to solving this issue.
An Action Plan for Economic Recovery and Beyond 26Stage Three – Build Economic & Community Resiliency
Commit to Strategic Community Infrastructure/Assets
Investment
Yellowstone County has a long list of exciting and important projects at various stages
of planning, development, or implementation. These projects range from enhancing
the transportation network to fortifying the municipal infrastructure to improving the
area’s quality of life. If past economic crises suggest a pattern, it is that federal funds may
be made available for infrastructure projects to help stimulate economic recovery. It is
important to be prepared if this pattern continues.
Investment in infrastructure and community assets augments a solid foundation upon
which we can build a stronger economy and a vibrant community.
Develop and Prioritize a List of Strategic “Shovel-Ready” Projects.
If federal stimulus funds are made available, it will be important to be ready to act
quickly and decisively on the projects most important and most beneficial to the
community. Some projects to consider include the Inner Belt Loop, the Westend
reservoir and park project, the Lockwood TEDD industrial area, Coulson Park, and the
Marathon Loop/Skyline Trail/Stagecoach Trail project.
Consider Downtown and Community Redevelopment Projects Consistent with
Existing Concepts and Plans.
Utilize existing plans, including master plans already developed for many of the Tax
Increment Finance districts, transportation corridors, parks and trails to build creative
public private, partnerships that can deliver needed development. Some of the plans
already in place include Coulson Park, the Expo Gateway and the Expo and 1st Avenue
North project, MetraPark master plan, Castlerock Park, One Big Sky District (Catalyst
Projects), DBA Strategic Plan, and the Billings Bypass.
Develop Incrementally.
Like physical health, civic and economic health will not happen overnight. Local
communities should approach development as a series of small steps to be undertaken
in a fiscally responsible manner. Grand master plans should be implemented one piece
at a time. This process is more adaptable, more responsible and more resilient.
Capture “Small Metro” Advantages/Opportunities
Yellowstone County is an outstanding place. Citizens choose to live here for the variety of
opportunities and amenities it offers – good jobs in a stable economy, urban attractions,
arts and culture, access to education, parks and trails and other outdoor recreation. It
affords a host of “small metro” advantages that many more are starting to recognize and
covet. Highlighting and enhancing these assets will help the economy expand and grow by
making Yellowstone County even more attractive as many people and businesses seek to
relocate for a better quality of life in the aftermath of the COVID-19 pandemic.
An Action Plan for Economic Recovery and Beyond 27Stage Three – Build Economic & Community Resiliency
Develop for Enhanced Quality of Place.
The importance of assets that provide an outstanding quality of life for residents has
been emphasized by this pandemic. People flocked to parks, trails, open spaces and
outdoor recreational opportunities as other fitness and entertainment options became
unavailable or limited. Neighborhood streets and sidewalks were flooded with new
pedestrians, accentuating the importance of walkable neighborhoods. Pet, especially
dog, ownership has soared during the past few months, indicating that these new
lifestyle trends will have staying power. We must champion and facilitate investments
and actions that will sustain and augment the livability of Yellowstone County.
Restore, Revitalize, and Expand the Arts, Culture, and Entertainment Assets.
Art, music, theater, history, culture – these form the foundation of civilization. They
inject life and spirit into communities and make cities important, special and unique.
They have a huge economic impact through the workers they employ, the revenue they
generate and the people they draw into the community. Without these organizations
and venues, restaurants, hotels, taverns and shops will suffer and close.
Focus on Talent Attraction.
Even before the onset of COVID-19, Yellowstone County faced an uphill struggle to
fill jobs created by an expanding economy and vacated by an aging workforce. The
estimated shortfall was around 50,000 over the next decade. Those numbers may
have shifted due to current circumstances, but what hasn’t changed is that 22 percent
of the county’s current workforce is 65 or older, and 40 percent will reach or exceed
retirement age in the next 10 years. We need to attract knowledgeable and skilled
workers to allow businesses to grow their operations. Talented workers can often
choose to live anywhere. In addition to investments to enhance quality of place, we
must expand efforts to recruit these workers. We must sustain and amplify the Better
Off in Billings talent attraction initiative to promote Yellowstone County as a vibrant,
affordable urban opportunity in beautiful Big Sky Country.
Encourage Business Attraction and Expansion Efforts.
Update the target-industry analysis to determine the industries that fit best in
the regional economy. This will help focus the efforts to attract and support new
businesses.
Advocate and Facilitate Additional Workforce Housing.
The efforts to retain and attract the workforce we need to allow businesses to grow
and prosper will be hindered if Yellowstone County lacks adequate workforce housing.
An Action Plan for Economic Recovery and Beyond 28Stage Three – Build Economic & Community Resiliency
Cooperate for Regional Recovery
Yellowstone County must embrace its responsibility as a regional hub and support the
economic recovery of communities throughout the trade area. We must build upon
relationships with the Crow and Northern Cheyenne Reservations and with the many
communities throughout eastern Montana and northern Wyoming. Strengthening
communications and economic ties can foster greater connections between civic and
business leaders in the regional partner communities. Some partnerships that may exist
for economic recovery and growth throughout the trade area include:
›Cultivate value-added agricultural opportunities
›Support efforts to sustain critical access hospitals and medical services in the rural
communities
›Support the regional energy industry as it addresses new and continuing challenges
›Establish a regional workforce development strategy to retain and reengage
workers and enhance employee versatility.
Recover Together
A comprehensive plan for recovery must address diversity and inclusion. Studies show that
recovery from the last major economic shock, the Great Recession of 2008-2009, applied
only to those with a college education. Our goal is to create the opportunity for economic
prosperity for all and to build a stronger foundation that will support a more resilient
economy into the future. To attain this goal, we need to incorporate the ideas of fairness,
diversity and inclusion into every aspect of our effort. We must account for and address
the additional challenges faced by disadvantaged groups and ensure they have access to
the resources and assistance needed to overcome them.
An Action Plan for Economic Recovery and Beyond 29Implementation
Since March, the Yellowstone County Economic Response and Recovery Team (ERRT)
has responded to the needs of our businesses and community by providing resources,
guidance and assistance through the COVID-19 economic disruption. This critical work
will continue. Economic conditions are still in flux and the duration of the impacts are
unknown. As such, our team must continue to monitor and meet the needs of our
businesses and community.
As we move forward, the structure of our effort will change. A steering committee will
be formed, composed of those organizations already devoted to economic development
– Big Sky Economic Development, the Billings Chamber, the Downtown Billings Alliance,
Beartooth RC&D, etc., along with private-sector leaders and community service
organizations.
The steering committee will work to execute and implement the various aspects of this
recovery plan. The steering committee will continue to partner with ERRT members, other
businesses, city and county government, and other organizations– especially when specific
expertise and experience are needed. The steering committee will report to the Economic
Response and Recovery Team regularly.
This plan was developed by our community, for our community. It is a list of the actions
and issues that the leaders, businesses, organizations, and citizens of Yellowstone
County need to heed , consider, and implement as we strive to fully recover from this
pandemic and prepare for a better future. Many of the items on this list are not new to
our community, but our new situation demands more urgency, more resolve and more
cooperation.
Implementation
An Action Plan for Economic Recovery and Beyond 30Conclusion
Wayne Gretzky is considered the greatest hockey player ever. A lot of his success can
be attributed to years of practice and competition to hone his skills. But some must be
ascribed to his attitude, his mindset. Gretzky did not dwell on the past or react to the
present. He anticipated the future. He moved to where the puck would be. We must do
the same.
Crises are potent reminders that the future is always uncertain. We must have the courage
to set bold goals, even if we’re initially unsure of how to achieve them. Though our ultimate
goals may be hidden beyond the horizon, we will be able to see and take each next step.
And we must have faith that we will succeed, one step at a time.
Conclusion
Move to where
the puck will be.
– Wayne Gretzky
YELLOWSTONE COUNTYECONOMIC RESPONSE & RECOVERY