『Econ Dev Show Podcast - Economic Development』のカバーアート

Econ Dev Show Podcast - Economic Development

Econ Dev Show Podcast - Economic Development

著者： Dane Carlson
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概要
 Dane Carlson explores the strategies, ideas, and insights that are driving economic development forward into the future. You'll hear new insights from passionate ED's about their successes and struggles, and you'll learn from attraction and retention experts about how to apply actionable strategies inside your EDO. We'll help take your organization, your community, and your career to the next level.© 2026 Dane Carlson マネジメント マネジメント・リーダーシップ マーケティング マーケティング・セールス 政治・政府 政治学 経済学
エピソード
  • 242: You Can't Recruit Workers Who Can't Find Childcare with Nicole Riehl

    242: You Can't Recruit Workers Who Can't Find Childcare with Nicole Riehl
    2026/11/09
    In this episode of the Econ Dev Show, Dane Carlson talks with Nicole Riehl, president and CEO of Executives Partnering to Invest in Children (EPIC), about the childcare crisis hiding in plain sight in America's workforce. Nicole explains why communities can't simply recruit new jobs without considering whether workers can actually show up, why childcare is simultaneously unaffordable for families and financially challenging for providers, and how employers can become part of the solution. From a Colorado ski town with 76 babies born annually and just eight licensed infant and toddler childcare spaces to employers building facilities and partnering with local operators, Nicole shares real examples of creative solutions. She also walks through how economic developers can assess local childcare supply, demand, and affordability, bring the right partners together, and turn a seemingly impossible problem into a practical workforce development strategy. 10 Actionable Takeaways for Economic Developers Treat childcare as essential workforce infrastructure. When recruiting a company bringing 200 jobs to your community, don't just ask whether the workers exist. Ask whether those workers can reliably show up and stay employed. Childcare availability directly affects workforce participation, recruitment, retention, and productivity.Conduct a local childcare supply assessment. Start by identifying the number of licensed childcare facilities and available spaces in your community. Break that inventory down by age group, particularly infants and toddlers, and by operating hours. State childcare licensing agencies and Child Care Aware of America can provide useful starting data.Look beyond traditional business hours. Childcare shortages are often especially acute for employees working second shifts, third shifts, evenings, and weekends. When recruiting manufacturing, healthcare, or other shift-based employers, investigate whether childcare operating hours align with the jobs you're trying to attract.Measure affordability against actual local wages. Childcare availability means little if employees cannot afford it. Compare local childcare costs against wages in existing and prospective industries. Nicole cites a federal affordability benchmark of approximately 7% of household income, while some families spend substantially more. Identify available public funding programs that might close the gap.Include childcare demand in your economic development projections. When planning a new industrial park, technology campus, or major employer expansion, estimate how the additional workforce and anticipated population growth will affect childcare demand. Address potential shortages before they become recruitment and retention problems.Explore shared childcare facilities for multiple employers. A single employer may not have enough demand or financial capacity to support a childcare center alone. Multiple businesses in an industrial park or employment district may be able to jointly invest in a facility that serves their combined workforce.Don't assume employers need to operate childcare centers themselves. Steamboat Ski Resort owns and operates its facility, but Nicole explains that this arrangement is relatively uncommon. A hospital in western Colorado helped develop a 100-child facility and partnered with an existing local childcare operator. Look for opportunities to match employers with experienced providers who want to expand.Use economic development tools to lower childcare development costs. Local governments and economic development organizations can support childcare projects through land contributions, assistance with zoning and land-use approvals, and financial partnerships. These tools can help make projects feasible without requiring the public sector to operate the facilities.Consider solutions beyond building new facilities. A new childcare center isn't always the answer. Employers might offer childcare stipends or tuition assistance, help an existing provider add a classroom, or partner with a provider to extend operating hours. The right solution depends on the workforce's actual needs and the local childcare market.Help employers move from recognizing the problem to implementing a solution. Use the free Employer Childcare Navigator, developed by EPIC and the U.S. Chamber of Commerce Foundation, to help businesses assess their options, explore case studies, and identify potential providers. EPIC's childcare design lab model also demonstrates how technical assistance, financial planning, and implementation support can help employers move from an idea to an operating solution. Learn more at epicimpact.org.Special Guest: Nicole Riehl.
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    29 分
  • 241: The Industry Hiding in Your Tourism Brochure with Sandy Davis and Ryan Cannon

    241: The Industry Hiding in Your Tourism Brochure with Sandy Davis and Ryan Cannon
    2026/11/02

    In this episode Dane Carlson talks with Sandy Davis of the Myrtle Beach Regional Economic Development Corporation and Ryan Cannon of Golf Tourism Solutions about a business recruitment opportunity hiding behind decades of tourism success.

    Myrtle Beach knew how to attract golfers; the next question was how to attract the companies that make, supply, and support the game. Sandy and Ryan explain how they combined recruitment expertise with golf industry relationships to pursue manufacturers, technology companies, and suppliers. They connect that effort to local workforce programs, an existing market of golfers and courses, and residents’ need for better-paying, year-round jobs.

    For economic developers, the conversation offers a practical challenge: look beyond what your community’s biggest asset does today and ask what else it could support.

    Like this show? Please leave us a review here — even one sentence helps!

    10 Actionable Takeaways For Economic Developers
    1. Map the businesses behind your biggest attraction. List who makes the products, supplies the equipment, maintains the facilities, and develops the technology behind the experience visitors come to buy. Myrtle Beach’s opportunity extends from playing golf to producing and supporting the game.
    2. Narrow your target until you can build a prospect list. Sandy points out that “advanced manufacturing” needs more definition. Identify particular products and operations that fit your assets, such as golf carts, batteries, or turf equipment, then identify the companies making them.
    3. Ask prospects how they already know your community. Sandy repeatedly met business leaders who had visited Myrtle Beach to play golf but didn’t know it wanted industrial investment. Their answers revealed both a relationship to build on and a business message that wasn’t getting through.
    4. Recruit alongside someone who knows the industry. Golf Tourism Solutions brings golf relationships and market knowledge; the economic development corporation brings recruitment and site selection expertise. Identify that complementary partner in your community and put both sets of expertise in front of prospects.
    5. Give the trade show a job to do. Choose target companies and arrange conversations before arriving. MBREDC used a lead-generation company to set meetings, and early outreach developed into continued discussions and repeated visits by a prospective company.
    6. Make customer access part of your location pitch. Show prospects who already uses their products in your region. For a golf company, Myrtle Beach offers local courses, residents, and visiting golfers, creating a potential market alongside a place to operate.
    7. Build the workforce pitch around actual jobs. Match an employer’s needs to specific training capabilities. The guests connect golf management and agronomy programs with CNC, welding, and technology education, showing how several programs could support different parts of the same business.
    8. Follow a product into its other markets. Golf carts led the partners to batteries and chargers, then to campgrounds that could use those products too. Look for adjacent customers that give a prospect additional reasons to consider your region.
    9. Explore whether production could become a visitor experience. Ryan suggests golf manufacturing tours similar to brewery visits. Ask whether a prospective manufacturer could connect production with tours, demonstrations, or product experiences that appeal to visitors already coming to town.
    10. Make the benefit to residents explicit. Sandy’s goal is year-round employment, better pay, and benefits in a community facing higher living costs. Use those needs to guide target-industry decisions and evaluate what a prospective project would actually add.

    Special Guests: Ryan Cannon and Sandy Davis.
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    40 分
  • 240: Small Town, Big Tech with Victoria Archuleta

    240: Small Town, Big Tech with Victoria Archuleta
    2026/10/26
    In this episode of the Econ Dev Show Dane Carlson talks with Victoria Archuleta, Senior Economic Development Director for the Village of Los Lunas, New Mexico, about what happens when a small community starts attracting some very big companies. Located just south of Albuquerque, Los Lunas has grown from a quiet bedroom community into an industrial powerhouse, with major investments from Meta, Amazon, and companies working in advanced technology and energy. Victoria shares how the village is managing that growth, why its first economic development strategic plan was a game changer, and how infrastructure limitations, particularly electricity and transportation, can make or break major projects. They also discuss the importance of building on a community's existing strengths, engaging residents in economic development decisions, supporting local businesses, and balancing industrial expansion with small-town character. It's a conversation about punching above your weight, planning for the growth you want, and discovering that sometimes the biggest obstacle to economic development isn't attracting companies. It's having the infrastructure ready when they arrive. Like this show? Please leave us a review here — even one sentence helps! Ten Actionable Takeaways for Economic Developers 1. Build your strategy around what makes your community different. Los Lunas benefits from New Mexico's longstanding strengths in scientific research, military installations, and advanced technology. Identify the assets, institutions, industries, and geographic advantages that distinguish your community, then target businesses that need those particular strengths rather than chasing every emerging industry. 2. Make infrastructure readiness part of your recruitment strategy. Los Lunas has reached the finalist stage on major projects only to lose opportunities because electricity couldn't be delivered quickly enough. Work directly with electric, gas, water, and wastewater providers to understand current capacity, expansion costs, and realistic delivery timelines before a prospect comes calling. 3. Create a strategic plan that actually influences decisions. Los Lunas recently adopted its first economic development strategic plan, a 119-page document developed with Better City. It identifies specific targets, including aerospace, defense technologies, health and biosciences, and logistics. Use strategic planning to prioritize industries, infrastructure investments, and economic development activities over the next five to ten years. 4. Don't underestimate how much your community wants to participate. Los Lunas received nearly 600 responses to its strategic planning survey and held three town halls, including a community visioning workshop. Invite residents, business owners, and people living in surrounding unincorporated areas into the process. Their priorities may differ from yours, but those concerns can reveal important barriers to growth. 5. Treat transportation as an economic development issue. Traffic emerged as one of the biggest concerns during Los Lunas's strategic planning process. The village is pursuing a major interchange and bridge project to improve connectivity. Coordinate with public works and transportation officials so that road capacity, commuting patterns, and freight access are considered alongside industrial recruitment. 6. Look for the next generation of businesses your existing employers can attract. Meta's presence has created opportunities for Los Lunas to pursue related suppliers and supply-chain businesses. Pacific Fusion's component manufacturing operation presents another opportunity to build on the regional technology ecosystem. Map the suppliers, service providers, and complementary industries associated with your existing employers, then use those relationships to develop new recruitment targets. 7. Connect major employers with small, locally owned businesses. Victoria describes how Meta orders dozens of donuts from a local bakery, illustrating how major employers can support smaller businesses throughout a community. Help local companies identify procurement opportunities with large employers, encourage local purchasing relationships, and make sure economic development benefits extend beyond the industrial park. 8. Educate residents about what economic development does—and doesn't—control. Residents frequently ask Victoria to bring retailers such as Chick-fil-A and Whataburger to Los Lunas. She uses those conversations to explain the distinction between industrial economic development and retail growth driven by population and market demand. Clearly communicate your organization's responsibilities, priorities, and limitations so that residents understand what you're working to accomplish. 9. Strengthen regional partnerships and workforce pipelines. Los Lunas works with the Albuquerque Regional Economic Alliance and benefits from proximity to institutions including the University of New ...
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    28 分
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