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HomeMy WebLinkAbout2020 CEDS Annual WorkPlan UpdatePage 1 of 19 2020 Annual Comprehensive Economic Development Strategy (CEDS) And Progress Report Grantee: Beartooth RC&D Area, Inc. Project Number: ED18DEN3020030 Period covered by the report: Jan. 1, 2020 – Dec. 31, 2020 Adjustments: No significant adjustments were made to the strategy, program delivery or service area during this reporting period. Myrna Lastusky has been hired as administrative support staff under the EDA CARES ACT funding. Beartooth staff updated the website (www.beartooth.org) during 2020 and feel those changes will serve the region more effectively in the future. Beartooth staff are working to post regular updates to the Facebook page and we continue efforts to be more proactive in marketing the organization and program areas. The Board of Directors approved additional funding from the State of Montana to the Food and Ag, EDA CARES ACT funding, and Certified Regional Development Corporation programs. As reported last year, we continue to seek opportunities to further increase and diversify revenue sources in order to ensure a sustainable future and have the ability to expand staffing levels as new programs that will benefit the service area are identified. We feel that our overall strategy is sound and aligned with the needs of the region, but some significant adjustments to the strategy have been implemented at this time. The recent additional funding from the EDA CARES Act will help to bolster the resiliency piece of the CEDS that became apparent during the COVID-19 pandemic. Some counties are recovering faster than others across the region. Resources to assist with the economic recovery efforts are fully underway. Beartooth RC&D will continue to explore additional trends such as the increase of online sales vs. brick and mortar stores. Other emerging trends, such as online shopping and telemedicine, have increased the need for leaders across the State to deliver better internet access and speed for all residents. Opportunities for continued improvement to the CEDS strategies are emerging as a direct result of the pandemic. The following paragraphs contain a summary of the CEDS Goals and Objectives, problems and opportunities, along with comments regarding areas for improvement, where appropriate. Infrastructure – This continues to be an area of high need throughout our region, the state and the nation, and the costs to replace or upgrade are staggering. As Montana’s infrastructure continues to age, our smaller communities struggle to fund basic infrastructure needs. As a result of many conversations at the state and local levels, the Montana Infrastructure Coalition http://mtinfrastructure.org/ was established to provide an inclusive, non-partisan forum to research and develop funding solutions for Montana’s most pressing infrastructure needs. Beartooth monitors the activity and receives regular updates through our Montana Economic Developers Association membership and continues our efforts since joining the Infrastructure Coalition in 2019. Page 2 of 19 • Water/Waste Water – All of our communities in the region are facing water and/or waste water needs. Absarokee Water & Sewer Districts are seeking grants to complete improvements to their waste water system. Through the efforts of Beartooth RC&D, a Big Sky Trust Fund planning grant was submitted December 2020 to assist the City of Laurel to extend services to the new west-end interchange. Beartooth staff members are also assisting the Town of Joliet on improvements to their municipal water system. • Housing – Meetings were held in each county regarding matters related to workforce housing. We continue to make a concerted effort to address the housing needs of households in the 80 - 120% of median household income throughout the region to ensure that our communities are in a better position to attract and retain those workers in that income demographic. During 2019- 2020, the Red Lodge Area Community Foundation’s Workforce Housing Committee made a housing unit available for low-to-moderate income workers. Work began on the land placed in the ownership of Trust Montana, and the home was made available for purchase in 2020. Ongoing discussions with Big Horn County elected officials on the need for workforce housing are underway with our help and the Montana Department of Commerce. • Detention Center - Beartooth staff is assisting the discussion for a three-county regional detention center being proposed for Carbon, Stillwater and Sweet Grass Counties. The Carbon County commissioners stopped the process during the beginning of the pandemic, and have recently restarted the process to obtain funding through a bonding initiative to the voters in Carbon County scheduled for voter approval in March 2021. • Solid Waste – In early October 2019, Beartooth RC&D wrote a Delivering Local Assistance grant to reestablish solid waste service in Lodge Grass after a three -year absence. The Town was notified in early 2020 that the grant application wasn’t successful and no further activity has occurred. • Transportation – The City of Billings is continuing work on its transportation plan, including a bypass in the Heights west of the airport. A BUILD grant was secured to allow partial funding for the bypass. A new interchange was completed on the west side of Laurel. Additional funding was secured and work was mostly completed on an 11-mile stretch of Highway 212 between Laurel and Rockvale. All four lanes were finished in 2020. Roads were severely damaged in Stillwater County due to spring flooding in 2019 and a disaster declaration was made. An application for funding assistance from EDA was submitted in spring 2020 and funded for $2.3 million dollars to assist with road rebuilding efforts. The Red Lodge Area Community Foundation was successful with a grant application to the Montana Department of Transportation to establish a bus/van service across Carbon County. Service will begin in early 2021. • Communication Infrastructure – Our region continues to improve connectivity to businesses and residents. However, this is an expensive undertaking by the telecommunication companies to install fiber internet lines, and financial resources are limited. All broadband and telecommunication companies in our region were once again contacted about the USDA Reconnect grant program. Pioneer Telephone in Yellowstone County was successful with a grant application to assist homes in a three-county region in Stillwater, Yellowstone, and Carbon at a cost of $4950/home or business. In contrast, the new Starlink low earth orbit internet system is being launched in the region. Beartooth has successfully installed two systems, including our office in Joliet as a demonstration site. The cost is $500/home or business and setup occurred in less than 10 minutes, making this another viable option for delivering internet Page 3 of 19 and VOIP services in rural areas. Beartooth RC&D continues to work with the communities and counties in our region to identify specific communication infrastructure needs and offer affordable alternatives. Wireless Internet Service Providers (WISP) are also offering cost- effective solutions that don’t require hard wiring and “middle or last mile” connection costs to deliver high-speed connectivity. Economy – This CEDS goal remains at the core of our activities, and we continue to improve the delivery and effectiveness of the technical assistance delivered by staff members. The additional CARES Act funding of $400,000 that Beartooth RC&D received will be used to build resiliency in the region. A housing study, targeted industry assistance program, and regional economic recovery were the three areas identified as highest need. A Churma study showed that two of the counties in the region, Yellowstone and Carbon, were in the top 10% of most economically impacted counties nationwide. As usual, the greatest challenge associated with this goal is related to limited staff time for outreach and additional technical assistance. Overall, we experienced an increase in requests from the business sector and from all other sectors seeking TA and funding. Beartooth RC&D also submitted an EDA SPRINT grant application to support remote worker training, build additional capacity at the area data centers, and look towards expansion across the region. Summary of highlights: • NRCS/RCPP project is a multi-year collaborative research project involving irrigated barley and sugar beet producers to define production practices that will conserve water and soil and create more efficient agricultural operations. Miller/Coors is using the results from the water conservation study in their marketing efforts to be good stewards of resources and conserve water usage. Beartooth is working with the Conservation Districts in Carbon, Big Horn and Yellowstone Counties on this water project. Additional projects include discussion of replacing most of the irrigation headgates in Stillwater County. A canal project with the Bench Water Association was also discussed as homeowners living below the canal in Billings Heights were impacted by the leaking canal. • The Food and Ag Center has seen steady activity with value-added Ag projects topping the list. Smaller meat processing facilities continue to be an area of interest. A tour of regional meat processing facilities was conducted pre-pandemic. Processing plants in Stillwater, Sweet Grass, and Cody, Wyoming were toured. This tour of facilities was critical as the pandemic unfolded and gave us additional insight to help local meat processors expand and also to assist producers when the supply chain for traditional meat processing backed up at the national meat packer level. Beartooth was successful in assisting three processing plants in our region, as well as supporting the Cody, Wyoming packing plant with State and EDA funding. Cattle from our region are also being processed in the Cody, Wyoming plant. A trend is developing – and we anticipate continuing – to have more local meat processing done in the region. We are also supporting a recently launched meat cutter program at Miles Community College that will help with the shortage of trained meat cutters in the State. o Beartooth staff saw a significant increase in the number of producers pursuing Growth Through Ag grant funding. The program underwent changes in 2017 to a single application cycle, along with a geographic shift in the location of Food and Ag Centers. In the past, this change in the grant funding cycle resulted in fewer applications to the program. However, this year due to the pandemic, 9 of the 40 applications submitted to Page 4 of 19 the GTA program originated from the region and technical assistance was provided to area value-added ag businesses. o Additional funding for the Beartooth Food and Ag Center was awarded in 2020. • Bridger Senior Center was awarded $57,500 for repair of the 100-year-old building foundation as a result of a grant submitted by Beartooth on behalf of Carbon County. Work will begin in 2021 as funding just became available in December 2020 due to the reduction of coal severance tax collections that are used to fund the program. • Coulson Park Master Plan in Billings involved a state planning grant, matched by city funds, to determine a logical redevelopment plan for a thirty-acre park located on the northern shore of the Yellowstone River. Beartooth RC&D supported regional efforts of Big Sky EDA staff in Yellowstone County that worked diligently on this project. Funding for half of the $500,000 stage one buildout has been secured. Other projects supported by Beartooth RC&D this year were the successful BUILD grant that will assist traffic flow in the Billings Heights area to the west end of town. Various parks and trail systems were also supported across the region. • Yellowstone Valley Food Hub’s low-cost launch, market study, and feasibility is a project initiated by the Yellowstone Valley Citizens Council aimed at developing a regional food hub benefiting area producers, institutions, and residents. The group has been working toward this goal for several years and has built a broad base of support. Changes were made to enhance delivery and pickup options due to the pandemic. Expansion of the program occurred in Red Lodge, located in Carbon County in the region. • Bighorn Valley Health Center (BVHC) completed expansion of their rapidly growing facility by building a new facility to meet the needs of the area. Beartooth supported a successful CDBG application in 2019. The Health Center is located in Hardin, a medically underserved area. Beartooth RC&D also supported an addition to the ambulance barn used to transport area residents to the local medical center. • Old Roosevelt School project in Red Lodge continues to seek funding for a fire suppression system and an elevator needed to utilize the third floor of the business incubator space located at the school. Currently, all available rental space in the business incubator is occupied. The lack of events due to the pandemic has negatively impacted both event planning and the revenue from these events that assists with ongoing operational costs of the building. Communication – “We’re all in it together!” has been adopted by the Montana Economic Developers Association as our theme. • As a whole, communication throughout the region continues to improve and Beartooth continues to promote collaboration, communication, and partnerships at every opportunity. • Beartooth serves as the facilitator for a multi-county Custer-Gallatin Working Group that strives to improve collaboration and communication with entities impacted by the two state forests and to assist in the update of the Forest Plan. Sweet Grass County is currently protesting the revised forest plan. • The Coal Country Coalition between the four development agencies and the core group continues to work towards solutions for our coal-impacted communities in the region and beyond. Staff attended the Coal Country tour and meeting in Colstrip this summer. Coal mining not only supports good paying jobs in the region, but many of the suppliers for the mines are located within the region. Page 5 of 19 • Beartooth has increased our visibility and opportunity to communicate to the governing bodies, businesses, and organizations in our service region. • We continue to provide presentations to targeted groups in the region in order to promote our programs and services. • Beartooth continues to participate in six city or countywide Chambers of Commerce to increase visibility and tell our story more effectively. • Beartooth staff activity contributed and participated in the Carbon and Yellowstone County economic recovery groups formed during the pandemic to provide information and updates to both groups. In addition, regular emails and meetings, both in-person and virtual, were held with county commissioners and city leaders across the Beartooth RC&D region. Services – The Beartooth region includes many opportunities to improve the standard of living by upgrading community services and their facilities. We are fortunate to be working closely with many local organizations that provide these services. We will continue to collaborate with these local public and private sector agencies to leverage available resources to improve standards of living throughout the region. • Parks, playgrounds, and open space development continue to be important to our communities and we were able to assist the PTA in Red Lodge with a “Kaboom!” playground grant. Billings NW Homeowners Association also approached Beartooth RC&D staff and were offered Technical Assistance for the neighborhood playground regarding funding sources. • Local food systems are another area of 2020 activity and included the Billings South Side Grocery Store feasibility study. A summer youth food project continues as a result of the connectivity of people and resources in Pryor and supporting the marketplace for food vendors in Crow Agency. Limited services were offered as areas of the Crow Reservation were on lockdown and non-residents weren’t allowed into the reservation. • The Red Lodge Area Community Foundation (RLACF) continues to work toward workforce housing solutions, with Beartooth serving on the steering committee for this activity. RLACF is also working on an upgraded transportation plan for Carbon County. RLACF is assisting on a transportation committee to establish a bus route across Carbon County. Two vans are being delivered to allow residents in Carbon County transportation to medical facilities in Billings , which serves as the region’s medical hub. Natural Resources • As noted above, we continue to work with issues affecting the coal industry. Losses in State tax collections are estimated to be $30 million. Additional loss of revenue is being incurred at the local level as the recent bankruptcy announcement by Spring Creek Mine in southern Big Horn County has resulted in the non-payment of $10 million to the County. Additional impacts are being felt by school districts in the County. Workers that support multi-generational family units are now unemployed. • After 11 years in development, a wind farm is under construction by PacifiCorp in southern Carbon County. This 230-megawatt operation will be completed in mid-2021. 12 full-time jobs paying above the Carbon County median household income will be in place once the wind farm becomes fully operational. 4 additional wind farms are under review or exploration in Stillwater County. The pandemic has pushed back the timeline for other wind farms in the region. Access to materials and labor continues to be an issue for the wind farms. Beartooth has been in Page 6 of 19 discussion with area colleges and training centers to reestablish a wind turbine operator program in the region. The closest training program for Vestas is located near Denver, Colorado. Vestas is the supplier for the wind turbines in southern Carbon County. • All five counties have representation by the Conservation Districts on the Board of Directors , and we offer assistance to their work plans as needed, including the NRCS/RCPP project in Carbon, Big Horn, and Yellowstone Counties. Human Capital Within this goal, we most often partner with local economic development agencies as needed to improve the overall condition and opportunities for existing and potential employees, including access to training and education. Board/CEDS Committee List: EDD BOARD MEMBERSHIP ROSTER Updated 12/20/2020 1. GOVERNMENT REPRESENTATIVES (51-65%) Elected officials and/or employees of a general purpose unit of state, local or Indian tribal government who have been appointed to represent the government. Name Government Position Page Dringman Melanie Roe Chris Mehus Frank Ewalt Dan Lowe Don Jones Ty Hamilton Tiffany White Clay Stephanie Ray Barb Wagner Clinton Giesick Scott Miller Bill Foisy Clayton Greer Sidney Fitzpatrick City of Big Timber Sweet Grass County Sweet Grass Cons. Dist. City of Billings Big Horn Cons. Dist. Yellowstone County Stillwater County Crow (Apsaalooke) Nation Stillwater County Yellowstone Conservation District Carbon Conservation District Carbon County City of Red Lodge City of Hardin Bighorn County City Planner/Appointed by Big Timber City Council County Commissioner District Appointee City Council member Board Member-elected county position County Commissioner County Commissioner Director of Economic Development Economic Dev. Coor.-employee of Stillwater County Board Member-elected County position Board Member-elected County position County Commissioner City Council member City Council member County Commissioner 2. NON-GOVERNMENT REPRESENTATIVES (35-49%) A. Private Sector Representatives: Any senior management official or executive, holding a key decision-making position, with respect to any for-profit enterprise. (At least one required) Name Company / Enterprise Position Liz Ching Randy Weimer Holly Higgins Marissa Hauge MT Dept. of Labor Sibanye-Stillwater Mine First Interstate Bank of Hardin Stillwater IGA POWER grant administrator Public Affairs Manager/Appointed by CEO Branch Manager Manager of pharmaceutical sales B. Stakeholder Organization Representatives: Executive directors of chambers of commerce, or representatives of institutions of post-secondary education, workforce development groups or labor groups. (At least one required) Page 7 of 19 Name Organization Position (open position) Ryan Van Ballegooyen Jeffery McDowell MSU-Billings College of Tech. Billings Job Service Hardin Chamber of Commerce /Two Rivers Authority Project Manager – College of Technology Region 4 Director Past President / Executive Director 3. AT LARGE REPRSENTATIVES: Interested individuals qualified to provide input on behalf of their respective communities. Name Company / Enterprise Position Patty Sundberg Marvin Carter Lorene Hintz Emily Ringer City of Columbus City of Laurel Big Sky EDA Town of Joliet Appointed Representative for City of Columbus Appointed Representative for City of Laurel Small Business Development Center Appointed by the Town of Joliet CALCULATIONS Number Percent 1. Government Representatives (51-65%) 15 52% 2. Non- Government Representatives (35-49%) 9 33% A. Private Sector Representatives (at least 1) 6 B. Stakeholder Organization Representatives (at least 1) 3 3. At Large Representatives 4 15% Total Board Membership 27 100% EDD STRATEGY COMMITTEE ROSTER Updated 12/20/19 NOTE: This committee structure has been utilized by the organization since 1997 as a subset of the Board of Directors to discuss important issues and provide a representative perspective of the regional economy. 1. PRIVATE SECTOR REPRESENTATIVES (At least 51%) Any senior management official or executive holding a key decision-making position, with respect to any for-profit enterprise. Name Company Position Randy Weimer Monte Koch Charli Smith Holly Higgins Royce Njos Charlene Johnson Sibanye/Stillwater Mine Opportunity Bank Sweet Grass Chamber First Interstate Bank Bank of Red Lodge Plenty Doors CDC Community Engagement Director Branch President Executive Director Branch Manager Assistant Vice President Executive Director Page 8 of 19 2. REPRESENTATIVES OF OTHER ECONOMIC INTERESTS (No more than 49%) Persons who provide additional representation of the main economic interests of the region. These may include, but are not limited to: public officials, community leaders, and representatives of workforce development boards, institutions of higher education, minority and labor groups, and private individuals. Name Area of Interest Position Dianne Lehm Stephanie Ray Liz Ching Jeffrey McDowell Lorene Hintz BSEDA-Yellowstone County ED Stillwater County ED Power Grant/Job Training Economic Development Business Development Community Outreach Director Economic Development Director MT Dept. of Labor Executive Director Director Small Business Dev. Center CALCULATIONS Number Percent Private Sector Representatives (at least 51%) 6 55% Representatives of Other Economic Interests (no more than 49%) 5 45% Total Committee Membership 11 100% Staff: Beartooth RC&D / Economic Development District is a 51-year-old organization professionally staffed through funding provided by our local communities, counties, Conservation Districts, Montana Department of Agriculture, Montana Department of Commerce, and the US Dept. of Commerce EDA. By virtue of our time in business we provide excellent stability, continuity and capacity to the communities we serve. Our current staff includes three full-time positions. Joel Bertolino serves as Executive Director and was hired in October 2007. He is the full-time Food and Ag Center Director. Prior to his time at Beartooth, he spent 7 years with USDA Farm Services Agency administering a variety of price support and emergency disaster programs, as well as 6 years with Carbon County Historical Society as a Historic Preservation Officer. Joel holds a B.A. in Political Science/Public Administration from Montana State University – Bozeman and has spent his life assisting with the family cattle ranch north of Red Lodge, MT that he now operates. Jillann Knutson serves the organization as the full-time Finance Director providing organizational finance support, financial assistance to small businesses, and staff support to our Revolving Loan Fund Committee. She began working for Beartooth RC&D in June 2006 as the administrative assistant and was promoted to her current position in September 2009. Jillann has several years of administrative experience. She is a graduate from Rocky Mountain College with a B.S. in Business Administration. Steve Simonson serves as the full-time Economic Development Director and began employment with Beartooth in February 2019. Steve has 13 years of experience in community and economic development through positions held in Colorado and previous work in Montana. Steve brings experience in providing small business support, including owning three businesses and also has nonprofit management, serving as executive director for two economic and community development organizations. Steve is the lead staff person for both the EDA program Page 9 of 19 and Montana’s Certified Regional Development program. Steve holds a B.S. from Montana State University- Bozeman and is an Economic Development Finance Professional. Myrna Lastusky was hired in August 2020 as the part-time Administrative Assistant. As an English teacher for 25 years and an Executive Assistant for 2, she brings experience in grant writing, communications, and editing skills. Myrna assists the staff in organization, communication, and writing tasks. She holds a B.S. from Concordia University-Nebraska in Education and an M.S. from Concordia University-Wisconsin in Curriculum and Instruction. Report: In the section below, we outline our specific scope of work items for 2020 derived from our CEDS Goals and Objectives, as well as the level to which each objective was achieved. The Scope of Work and Implementation FY 2020 listed below provide a summary of our project activity and are intended to be used as a reference to this report. Scope of Work and Implementation Methodology FY 2020 from CEDS 2019-2023 Goal: Maintain Eligibility with EDA. Supply the EDA with timely information on plant and large business closures and the number of employees affected. a. Submit semi-annual and year-end financial reports as required. ACCOMPLISHMENTS ACHIEVED: We submitted a timely semi-annual SF-425 document and anticipate submitting a timely year-end SF-425 document. QUANTIFY DELIVERABLES: We anticipate a timely submission of the GPRA report on or before January 30, 2021. DIFFICULTIES ENCOUNTERED: None b. Monitor and report positive or negative economic trends impacting growth and development, grant writing, and public meeting facilitation, as appropriate. ACCOMPLISHMENTS ACHIEVED: COVID-19 pandemic issues have severely impacted the arts, entertainment and hospitality industry sectors in the region. Several areas, including the Crow Reservation, were on lockdown throughout most of the year to reduce the spread of COVID to tribal members. Virtual meetings replaced many of the in- person events previously scheduled. Beartooth ED staff facilitated business development works in Big Timber and Red Lodge. Beartooth staff facilitated workforce housing meetings across the region. Beartooth is also facilitating regional discussions related to a three-county detention center. Staff monitored and reported out on economic trends. QUANTIFY DELIVERABLES: Final annual CEDS and progress report was submitted on January 10, 2019. Annual updates have been submitted for 2020 and 2021. DIFFICULTIES ENCOUNTERED: The vast amount of reporting time required by grant funders reduces our effective time in the field to conduct our work. Our limited staff of 3 FTEs and one part-time assistant also creates issues for project completion. Goal Area: Policy – Leadership – Capacity Building Goal 1: Support the creation and timely revision of public policy planning. Page 10 of 19 Strategy: Understand and be able to communicate to value and overall goals of public policy documents including, but not limited to the following: • Growth Policy Plans • Downtown Master Plans • Capital Improvement Plans • Overall Economic Development Plan • Zoning Ordinances • Annexation Policies • Housing Assessments Strategy: Promote assistance with citizen education and public meeting facilitation for the purpose of creation and/or revision of public policy documents, as appropriate. Strategy: Promote the integration of economic development activities with all appropriate local and regional plans, including sustainability, transportation, land use, housing, trails, etc. Strategy: Provide assistance to local governments in order to secure funding for the creation and/or revision of public policy documents, including grant writing as appropriate. ACCOMPLISHMENTS ACHIEVED: Beartooth ED staff participated in meetings with the Laurel Urban Renewal Area (LURA) and Town of Joliet CIP. Staff is currently assisting Carbon County with detention center planning. Growth policy updates for Cities of Red Lodge and Laurel were completed with assistance from Beartooth RC&D staff. QUALIFY DELIVERABLES: ED staff attended two meetings to assist in the urban renewal planning in Laurel. BSTF applications were submitted for planning purposes for the City of Laurel and for reuse of a former school building in Absarokee. Beartooth staff assisted an engineering firm in Joliet with a Capital Improvement Plan. Staff attended ten meetings and helped facilitate detention center planning committee meetings. DIFFICULTIES ENCOUNTERED: Some of these activities are outside staff areas of expertise and will require additional training and expertise related to Tax Increment Financing Districts, Urban Renewal Districts, and jail standards. Getting cost-effective natural gas service to the proposed detention center was also an issue for growth and rural economic development of 30 new jobs above the Carbon County average income level. Goal 2: Encourage the development and delivery of leadership initiatives, including volunteer-based programs. Strategy: Support local and regional initiatives that nurture future community leaders in business, government, education, and nonprofit organizations. Strategy: Encourage and support community participation in MEDA’s community review program. ACCOMPLISHMENTS ACHIEVED: Beartooth staff joined the Chambers of Commerce in all counties served. Beartooth staff promotes Leadership Montana and other local capacity-building programs such as Leadership Billings. QUALIFY DELIVERABLES: Beartooth joined six Chambers of Commerce in the region. Ten applicants were selected into the Leadership Montana program in 2020 from the region. DIFFICULTIES ENCOUNTERED: None Page 11 of 19 Goal 3: Develop and promote programs that lead to capacity-building activities throughout the service region. Strategy: Strengthen and enhance our ability to provide programs and services on a regional basis which augment local community efforts through coordination, facilitation and education in the following areas: • Revolving Loan Fund • Montana Certified Regional Development Corporation • Montana Food and Ag Center / Montana Cooperative Development Program • Montana Main Street Program • Business Expansion and Retention (BEAR) Program • Business Planning/Technical Assistance (with SBA and SBDC) ACCOMPLISHMENTS ACHIEVED: These programs and funding sources provide our organization with operating expenses and funding resources for clients. We utilize these programs on an ongoing basis and we rely on these areas to accomplish our work plan and carry out our CEDS activities. The Billings BEAR program (rebranded as Rock 31) experienced new activity during 2020 and the Rural BEAR Program continues to serve clients in the region. Beartooth staff continue to be actively engaged throughout the region, and we have been able to leverage each of these programs for the benefit of our clients, communities, and counties. We have enjoyed another successful year in all program areas as evidenced by the number of projects listed in our individual scope of work items below as well as the attached spreadsheet. We are actively serving on committees and assisting with projects of our partner organizations including: Big Sky EDA, Stillwater County Economic Development Committee, Crow Tribal Economic Development, Red Lodge Area Community Foundation, Beartooth Rural BEAR Team, Montana Economic Developers Working Groups (Resource Assessment, Renewable Energy, and Broadband) and the Coal Country Coalition. QUANTIFY DELIVERABLES: As in previous reports, this scope of work item is listed to reflect the various state and federal programs, as well as committees and boards, that we successfully participate on during the course of any given year. Thus, the results in this section are brief and refer to our continued eligibility, while the actual projects are referenced below in individual scope of work items. DIFFICULTIES ENCOUNTERED: COVID-19 pandemic issues caused many of the programs to be delivered remotely online instead of in person. Strategy: Continue to promote regional communication and awareness of economic development-related issues through bi-monthly Board of Directors meetings, press releases, regular updates of our website and Facebook page, Board/community reports, success stories, etc. ACCOMPLISHMENTS ACHIEVED: Beartooth RC&D regularly updates its website (www.beartooth.org). We continue to utilize a variety of ways to deliver information throughout the district. Board of Directors meetings are held bi-monthly and each staff member provides project updates and each board member provides an update from their Page 12 of 19 respective organization and community. Regular postings are made to the Beartooth Facebook page. QUANTIFY DELIVERABLES: Beartooth staff made annual presentations in December to 5 service counties and 3 larger cities. These presentations included written and verbal updates for projects in their respective jurisdictions as well as organizational funding requests. DIFFICULTIES ENCOUNTERED: None Strategy: Provide facilitation assistance to community projects through services offered such as project coordination, community organizing, and working as a liaison between stakeholder groups. Strategy: Assist economic development partners, as appropriate, with the completion of their projects through collaboration and leveraging resources. ACCOMPLISHMENTS ACHIEVED: Increased assistance to Stillwater and Sweet Grass Counties in 2020. Additional CARES Act EDA funding was directed at impacted industries in the region most affected by the pandemic. Those industries are related to tourism, food service, and entertainment. QUALIFY DEVELERABLES: Both economic developers in Stillwater and Sweet Grass Counties resigned in 2019. Beartooth staff picked up additional training responsibilities for the new economic developers and this is ongoing. A tour of the region occurred in October 2020 with Deb Brown of SaveYour.Town, who is assisting with the CARES Act funding. A monthly newsletter and webinars focusing upon economic recovery and diversification are currently underway. DIFFICULTIES ENCOUNTERED: Beartooth staff picked up additional responsibilities without adding staff. Stillwater ED continues to be trained. Big Horn County has requested assistance with establishment of a new countywide economic development office and affordable housing staff. Goal Area: Infrastructure Development Goal 1: Support public and private sector entities in the completion of infrastructure projects, including broadband. Strategy: Provide assistance with citizen education, communication and public meeting facilitation for the purpose of the completion of infrastructure projects. Strategy: Provide assistance to public and private sector entities in order to help them secure funding for the completion of infrastructure projects. ACCOMPLISHMENTS ACHIEVED: Presented to all five counties in our service area, plus Billings, Laurel, and Hardin City Councils. Big Sky Trust Fund (BSTF) applications were submitted in December 2020 for the City of Laurel west interchange business and industrial park, and a feasibility study for the potential reuse of a school in Absarokee, which is located in Stillwater County. A Starlink demonstration broadband internet system was installed at the Beartooth RC&D office, resulting in cost-effective solutions to delivering high-speed service in rural areas of the region. QUALIFY DELIVERABLES: During MOU presentations in December, all counties and communities were informed of projects and funding available to help them with infrastructure development. Additional meetings were held throughout the year as needed. Page 13 of 19 DIFFICULTIES ENCOUNTERED: None Goal 2: Support public and private sector entities in the development of commercial infrastructure. Strategy: Assist in the assessment of commercial infrastructure needs, including industrial parks, downtown revitalization, commercial district revitalization, and shovel-ready sites. Strategy: Assist with the development, including feasibility, and potential implementation funding for identified commercial infrastructure needs. Strategy: When requested, assist in the identification, evaluation, and potential cleanup of Brownfields sites for the purpose of appropriate reuse. ACCOMPLISHMENTS ACHIEVED: A Big Sky Trust Fund application was submitted on behalf of the City of Laurel to study the feasibility of a business or industrial park off of the new I-90 west exit. A joint public-private partnership may be the preferred outcome if the study is funded. Other projects initiated in 2020: Lockwood industrial park water expansion and the completion of the Columbus Brownfields cleanup of the old hospital site. A TBA was completed for the Red Lodge pea cannery, Bee Hive School near Fishtail, and Sports Hut in Columbus. A TBA was used to assess the transitional needs of an ownership change of an existing low-income senior living facility in Joliet. QUALIFY DELIVERABLES: Joliet submitted an application for the Montana Main Street program, which is ongoing. Opportunity Zone meetings were held to explain the program to interested business and city/county officials. DIFFICULTIES ENCOUNTERED: Billings city officials agreed to the proposed water expansion to Lockwood pending approval of the majority of property owners in the TEDD. Goal 3: Support public and private sector entities in the assessment and development of workforce housing. Strategy: Continue to work with the Red Lodge Housing Committee to develop appropriate workforce housing solutions. Strategy: Provide technical assistance and facilitate planning efforts for other areas of the region who are exploring workforce housing options to assess needs, identify gaps, and develop a plan of action that encourages private investment in the development of new housing or redevelopment of existing housing stock to fill gaps in workforce housing. Strategy: Continue to build relationships with housing resource partners and stay informed as to workforce housing activities taking place in Montana and other rural areas, including potential sources of funding for planning and project implementation. Strategy: Remain aware of the Montana Cooperative Development Center’s activities involving housing cooperatives as a potential option. Strategy: Monitor information from NaCo regarding affordable housing options being leveraged in other parts of the country, including “Housing as Part of a County’s ED Strategy” report. ACCOMPLISHMENTS ACHIEVED: Attended MT Dept. of Commerce Housing meeting. Steve kept informed of MCDC and NaCo efforts in housing. QUALIFY DELIVERABLES: Beartooth ED staff attended housing meetings on affordable housing/workforce housing and MCDC efforts using cooperative models for assisting with housing needs. Letters of support were written for affordable housing Page 14 of 19 projects in Laurel and Billings that received approval in 2020 from various Montana Department of Commerce programs, including HOME and CDBG. DIFFICULTIES ENCOUNTERED: None. Many of the meetings were held out of doors or remotely. Goal Area: Workforce Development Goal 1: Learn, understand, and address the needs of area employers and employees, including attraction and retention. Strategy: Learn and stay informed as to the activities, priorities, and tools available from BillingsWorks, DOL, and assist employers throughout the region, especially Yellowstone County. Strategy: Determine the capacity for rural areas to support the creation of local workforce council, committee or program with local leadership, utilizing BillingsWorks as a model. Strategy: Continue to work with Sweet Grass County Chamber of Commerce’s volunteer- based economic development committee to develop their capacity and knowledge, especially in the area of workforce development. Strategy: Understand and incorporate underlying factors influencing workforce development, such as housing options and shortage of reliable, affordable childcare into planning and implementation activities. ACCOMPLISHMENTS ACHIEVED: Attended BillingsWorks, Sweet Grass County Economic Development, and workforce housing meetings. QUALIFY DELIVERABLES: In April, Beartooth ED staff attended BillingsWorks meeting known as “Better Off in Billings.” Beartooth ED staff held a meeting with MSU- Billings College of Technology on establishment of a wind turbine operator program. PacifiCorp, who owns the wind farm in southern Carbon County, was approached about assisting with reestablishing the wind turbine technician program at MSU Billings. Beartooth ED staff discussed affordable housing and childcare at various meetings in the region. This included cooperative development models that have been successfully implemented elsewhere. Beartooth ED staff facilitated workforce housing meetings in Big Timber, Crow Reservation, and Hardin by bringing in USDA Rural Development and Montana Department of Commerce housing experts to meet with community members and county elected officials. DIFFICULTIES ENCOUNTERED: MSU Billings wants the wind farm owners to pay for the training program to be established on their campus. Goal 2: Collaborate with regional stakeholders to increase the alignment of education, industry, and workforce development. Strategy: Participate in working groups, meetings, and training opportunities to increase this alignment throughout the region, as appropriate. Strategy: Assist in identifying resources, including funding resources and existing programs that would allow for implementation of partnering agency’s work in this area. ACCOMPLISHMENTS ACHIEVED: Beartooth ED staff continued discussions with Billings Job Service staff and resource providers. Page 15 of 19 QUALIFY DELIVERABLES: Beartooth ED staff held meetings with Sibanye/Stillwater Mine staff, POWER Grant Administrator Liz Ching, and Coal Country Coalition members on cooperative efforts ongoing across the region. Beartooth ED staff also attended DOL state training on workforce development. DIFFICULTIES ENCOUNTERED: None Goal 3: Support training and retraining programs to further develop and retain the existing and future regional workforce. Strategy: Assist Crow Tribe Housing Authority in the development of workforce training programs that would provide skilled trades’ workers to build, update and rehabilitate housing within their jurisdiction. Strategy: Understand and educate local stakeholders as to the benefits of internship programs and work-based learning options to increase workforce development options. Strategy: Continue to participate in the Business Expansion and Retention Initiatives, including the current BEAR program. Strategy: Continue to collaborate with the Department of Labor’s POWER grant to assist in the retraining and retention of coal-impacted workers, especially in Big Horn County and the Crow Reservation. ACCOMPLISHMENTS ACHIEVED: Participated in the Northern Cheyenne efforts to leverage resources to assist with job creation. Beartooth RC&D supported the establishment of a meat cutting program at Miles Community College. QUALIFY DELIVERABLES: In June, Beartooth staff participated in the Main Street meeting and offered ongoing assistance. Beartooth supported Plenty Doors CDC’s application to the Big Sky Trust Fund for developing a training program at Little Big Horn College on the Crow Reservation. Beartooth also participated in the NorthWestern Energy meeting at the listening session held by the PSC. DIFFICULTIES ENCOUNTERED: The Crow Tribe layoffs continued for nearly 1000 workers, including housing authority personnel, in an attempt to balance the tribal budget. In addition, coal layoffs continue as Colstrip Units 1 & 2 were shut down. The operators of the Spring Creek Mine declared bankruptcy, and a new operator is working through permitting and bonding issues with the state. $10M of taxes weren’t given to Big Horn County or the school district, causing property taxes to be raised. Trained electricians, carpenters, and pipefitters have declined to offer assistance / mentorship to fellow tribal members to build capacity and assist with expansion and rehabilitation of tribal housing. DOL requires a one-to-one match for apprentices, which is difficult to come by with respect to trained and willing skilled laborers. Goal Area: Quality of Life Goal 1: Assist public and private sector entities in the planning and completion of strategic placemaking projects. Strategy: Assist communities and organizations in understanding the importance of placemaking, including generational priority factors, and facilitate planning meetings, as appropriate. Strategy: Assist communities and organizations with the identification of resources to complete placemaking projects. Page 16 of 19 Goal 2: Assist public and private sector entities to achieve mutually beneficial natural resource development. Strategy: Continue to support the development of renewable energy projects and monitor activity and progress in the region. Strategy: Continue to learn and understand concerns by units of government regarding development of renewable energy projects, especially view-shed concerns. Strategy: Continue to provide technical assistance and support to fuels mitigation initiatives, as appropriate. Strategy: Continue to collaborate on projects involving natural resource development and provide facilitation and liaison services, as appropriate. ACCOMPLISHMENTS ACHIEVED: Beartooth ED staff worked with wind farm projects across the region. Beartooth staff discussed viewshed objections with all county commissioners in Sweet Grass County. Bridger Senior Center Coal Grant award was funded in December 2020 and preliminary work on the project is underway. QUALIFY DELIVERABLES: Four wind farms are either operating or in some phase of development in the region. A tour of the Pryor Mountain Wind Farm in southern Carbon County and project update occurred. A wind working group that was established for the Montana Economic Developers Association (MEDA) with direction and input from Beartooth ED staff held two meetings in 2020. DIFFICULTIES ENCOUNTERED: None. Goal Area: Business Development Goal 1: Provide technical assistance and mentorship to new and existing businesses. Strategy: Continue partnerships with local SBDC, MT Dept. of Commerce, MMEC, local economic development specialists, the BEAR program, Job Service personnel, and local institutions of higher education. Strategy: Continue to support and enhance existing industry clusters through technical assistance, research, and leveraging available resources. Strategy: Continue to support and enhance existing primary industries, including tourism through technical assistance, research, and leveraging available resources. Strategy: Continue to serve agricultural-related businesses, and value-added processing opportunities for locally grown crops, as one of the Montana Food and Ag Centers. Strategy: Continue to support cooperative business development in the region, including housing cooperative development. ACCOMPLISHMENTS ACHIEVED: Attended meetings with SBDC, Montana Dept. of Commerce, MMEC, Big Sky EDA, College of Technology, and MSU-Billings. QUALIFY DELIVERABLES: Beartooth ED staff assisted 35 new and existing businesses. All non-agricultural related businesses were referred to the SBDC. Some of the agricultural-related businesses were also referred based upon their need for technical assistance. Four businesses were referred to MMEC for manufacturing and engineering assistance. Four BEAR (now rebranded as ROCK 31) visits were completed, including three rural visits. Four cooperative development projects were explored in 2020. Other businesses were also referred to the Veteran Business Outreach Center (VBOC). Page 17 of 19 Affordable housing meetings have taken place in all counties in the service region, which have included information on housing cooperatives, workforce and essential workers. Two meetings with the Sibanye/Stillwater Mine took place, including a meeting to expand local sources of procurement of supplies and materials. This $3B business is currently purchasing $200M of products from our region. Another industry cluster evolving is the wind farm sector. Four new wind farms are under some phase of development in the region, mostly in Stillwater County. One is up and running, and two more are in the ground-breaking stage. Others are being reviewed by the Montana Public Service Commission or county permitting review process. MSU-Billings College of Technology was approached about reestablishing a wind turbine operator program for new jobs emerging in the region. Tourism resources have been shared on the Crow Reservation via Plenty Doors CDC, who identified tourism as an economic driver that they want to enhance. Other priorities include renewable energy, business development, and Ag-related industry development. Six value-added agricultural businesses are being developed and expanded. DIFFICULTIES ENCOUNTERED: The amount of work in the renewable energy sector wasn’t anticipated by Beartooth. Early closures of coal-fired power plants at Colstrip and the rapid reduction of coal mining and related jobs are also negatively impacting the region. Employees are being offered other energy-related jobs at this time. Local governments that were heavily dependent upon coal revenues are being impacted. Goal 2: Provide access to capital and funding mechanisms, including a regional RLF, to qualified existing and new businesses. Strategy: Continue to provide assistance that would lead to funding from the Beartooth RLF. Strategy: Continue to promote and market the RLF while making technical assistance visits and providing planning assistance to business clients. Strategy: Continue to expand the RLF by marketing its services to and cooperating with commercial bankers and chambers of commerce throughout the region. Strategy: Support partner initiatives, including the Rock 31 program, which would provide access to capital and funding mechanisms, including venture capital and angel network funding. ACCOMPLISHMENTS ACHIEVED: Attended partner meetings, Chamber of Commerce meetings, and met with potential loan clients and Rock 31 presenters at $1 Million Cups presentations. QUALIFY DELIVERABLES: Beartooth ED staff attended 5 Chamber of Commerce meetings in 2020. Met with all 35 new and existing business clients to explain RLF and “gap” financing. Beartooth ED staff supported partner organizations in all five counties in the region. DIFFICULTIES ENCOUNTERED None Goal 3: Support local and regional business recruitment and outreach activities. Strategy: Collaborate and assist local economic development partners to recruit and develop businesses that want to locate in our region, as requested. Strategy: Assist partners in the development and distribution of recruitment materials, as appropriate. Page 18 of 19 ACCOMPLISHMENTS ACHIEVED: Opportunity Zones (OZ) meetings attended, facilitated, and marketing materials developed. Beartooth ED staff partnered with local economic developers on business recruitment. QUALIFY DELIVERABLES: Beartooth staff met with 15 new business prospects and startups. All non-agricultural businesses were referred to the SBDC in Billings. DIFFICULTIES ENCOUNTERED: None Goal Area: Innovation & Entrepreneurship Goal 1: Support local and regional activities that elevate entrepreneurship and innovation. Strategy: Participate in and leverage resources available to Big Sky Economic Development’s Rock 31 program operated by the SBDC that provides concept to commercialization services for new and existing businesses in the region. Strategy: Support and promote activities that lead to economic diversification. Strategy: Support and participate in local and regional activities that enhance the Innovate Montana initiative during Innovate Week. Goal 2: Support local and regional activities, including incentives that increase growth rate and revenue of area businesses. Strategy: Continue to provide technical assistance that would lead to funding for clients engaging in planning activities such as feasibility studies, building expansion, and industrial growth. Strategy: Support local incentives designed to increase the growth rate and revenue of local and regional businesses, as appropriate. Strategy: Support industry focused on education and training developed by Beartooth or partner entities, including institutes of higher education and Rock 31. Goal 3: Support job creation, private investment attraction, and advances in technology that strengthen existing trade sectors. Strategy: Support the Billings Library in the possible formation of a patent and trademark center to assist innovators and entrepreneurs in researching potential opportunities. ACCOMPLISHMENTS ACHIEVED: Beartooth ED staff participated in Rock 31 programs such as 1 Million Cups. Meetings with regional businesses to help diversify the economy were held. Beartooth ED staff attended Innovate Montana presentations. Beartooth ED staff held meetings with potential clients on feasibility studies, industrial growth, and training. Assisted entrepreneurs with resources at U of M and MSU. QUALIFY DELIVERABLES: Beartooth staff attended and participated in 18 Rock 31 programs that led to providing technical assistance for energy efficiency improvements and feasibility studies for business expansion. Local and State Innovate Montana presentations were attended by Beartooth ED staff. One business with innovative technology was assisted, 406 Bovine. DIFFICULTIES ENCOUNTERED: COVID-19 pandemic forced the stop to the 1 Million Cups events when outside events were no longer viable due to weather-related issues and limitations on public gatherings. Page 19 of 19 Goal Area: Economic Growth & Resiliency Goal 1: Support and generate activities that will lead to an increase in the capacity and diversity of the regional economy to produce goods and services. Strategy: Assist communities with the assessment, facilitation and planning efforts that would lead to the development of an economic diversification plan, especially in those areas with heavy reliance on a single industry. See below. Strategy: Assist communities in the implementation of an economic diversification plan, including the identification and securing of resources. Goal 2: Engage the region in Steady-State incentives to bolster long-term economic durability. Strategy: Encourage and participate in comprehensive planning efforts that include extensive community participation to define and embrace a collective vision for resilience. Strategy: Assist communities and partners with business planning initiatives that address resiliency and post-disruption recovery. Strategy: Assist communities with planning efforts to employ safe development practices in business districts, including awareness and mitigation strategies for floodplain- designated areas. Goal 3: Engage the region’s networks in Responsive initiatives to collaborate on existing and potential future challenges. Strategy: Support and assist communities and counties in their adoption or update of hazard mitigation plans, utilizing tools such as those found at http://readyandsafe.mt.gov/Emergency Strategy: Assist in establishing a process for regular communication and updating of business and community needs as they relate to disaster recovery, as appropriate. Strategy: Communicate with elected officials as to their disaster response plans and potential gaps that should be addressed as part of their overall recovery plan. ACCOMPLISHMENTS ACHIEVED: Beartooth ED staff discussed disaster declarations with each county in the region. A successful CARES ACT application for additional EDA funding has allowed for additional response to COVID-related issues and building resiliency into the region. QUALIFY DELIVERABLES: An EDA disaster recovery grant for Stillwater County was successful for $2.3 million. Beartooth RC&D has accepted bids for a targeted industry study, a regional economic recovery specialist, and a housing study, which are all currently underway. . . WUI was handed off to other service providers including US Forest Service, BLM, and Carbon County Fire, as Beartooth staff retired and funding was no longer available to support the program. DIFFICULTIES ENCOUNTERED: None