Transcript Document

Building Community Resilience
Mary Bell, Ph.D., CFP®, AFC
Financial Services Corporation
Idaho Association of Counties
September 25, 2013
Why Counties Matter
NACo…
• Represents all counties at the federal level
• Provides publications, research, and other
support to counties in addition to advocacy
• Operates businesses and programs to promote
better solutions for counties
• Shares mission with key affiliates and partners –
i.e., state associations, NACE
What we offer:
• Network of local governments and agencies
• Influence and understanding at the federal,
state, and local levels
• Name and brand recognition
• Key industry contacts and intelligence
gathering
• Assistance in positioning a product or service
• Sales analysis and data
NACo Financial Services Mission
• Develop and deliver needed financial products
and services of the best available quality
• Serve local governments and affiliated
organizations, employees, retirees and their
families
• Profits from our businesses support the mission
of NACo
Our Programs and Partners
• Cooperative Purchasing—US Communities
– $1.4 billion annual sales, 55,000 registered
participants; 15 years
• Retirement—Nationwide
– $12.5 billion AUM; 350,000 participants; 32 years
• Public Finance Authority—HB Capital
– Inter-jurisdictional issuer; $1 billion issued or
approved
– 11 years of development, 2 years of operations
How NACo can help:
The Resilient Counties Initiative
Why is county resilience important?
• Changing economic and demographic
conditions (locally, nationally, and globally)
• Increasing natural and man-made disasters
• Budget constraints + a growing demand for
services
A Look at Disasters
Natural
Man-Made
Flood
Housing bust
Fire
Dot com bust
Hurricane
Health care challenges
Tornado
High unemployment
Earthquake
Market/commerce issues
Natural Disasters in the U.S. since 2003
396 declarations of floods
296 declarations of wildfires
199 declarations of hurricanes/tropical storms
138 declarations of tornadoes
9 declarations of droughts
Source: FEMA
Financial Fallout – Natural Disasters
• Superstorm Sandy was responsible for almost
half of the $58 billion in 2012 insurance costs
– The total economic loss was estimated to be
around $72 billion
Source: Aon Benfield’s Impact Forecasting
Financial Fallout – Natural Disasters
• The estimated loss in 2008 due to flooding
throughout Linn County, Iowa was $15 billion
– Businesses experienced revenue decreases of
nearly 40% while taking on $120 million+ of
additional debt due to the floods
Source: Aon Benfield’s Impact Forecasting
Man Made Disasters
HOUSING: prices fell approximately 30% on average from
their mid-2006 peak to mid-2009 and remained at
approximately that level as of March 2013
UNEMPLOYMENT: from Jan 2008 to Feb 2010, there was a
decline of 8.8 million jobs (or 6.4% of the workforce)
RECESSION: Congressional Budget Office projected in Feb
2013 that GDP would not return to its potential level until
2017
Source: CBO
Case Study: Teton County
• In the 1990s and
2000s, Teton
County, ID was the
12th fastestgrowing county in
the country
• The late 2000s
housing bust left
7,000 subdivision
lots vacant
Teton County: Lessons Learned
• Economic plans should foster the long-term
health of a community’s commercial
environment, not just expansion and/or rapid
growth
Case Study: Boise County
• Population: 7,000
• Has an operating
budget of less than $10
million / year
• Was forced into
bankruptcy after being
sued by a property
developer for $5.4
million
• Filed for municipal
bankruptcy protection
in 2011
Prevention Strategies
• Enhance partnerships with federal agencies
including FEMA, HUD, SBA, HHS, and EPA
• Assess your county’s ability to be ready, and
its ability to thrive in a post-disaster world
• Provide incentives for business participation in
pre-disaster preparedness activities
• Identify statutory, regulatory, and policy gaps
that may contribute to unmet needs
Reaction Strategies
• Refine communication strategies – utilize
social media as a rapid way to connect and
inform
• Consider potential impact of natural disasters
on individuals with disabilities and/or health
problems
Recovery
• Evaluate likely impacts on supply chains and
local industries
• Implement emergency employment policies
– Example: address overtime pay for relief workers
• Provide technical aid
• Highlight existing sources of financial
assistance
The Resilient Counties Initiative
“Fostering resilience makes for a better
community and a thriving county. It builds the
capacity of a system – your county – to maintain
its core purpose and integrity in the face of
drastically changed circumstances.”
- Linda Langston, President of NACo
The Resilient Counties Initiative
• NACo will work to…
– Build leadership capacity in counties
– Help identify and manage risk factors
– Allow counties to become more flexible and
responsive
– Collaborate on service delivery
– Provide opportunities for counties to partner with
public and private sector partners at varying scales
– Encourage the use of new technologies
The Resilient Counties Initiative
The initiative will explore ways that counties can
develop and implement locally driven strategies to
foster economic competitiveness and create great
communities.
NACo will:
- Sponsor training
- Facilitate peer networking
- Promote resource development to support
county executives and other partners
How U.S. Communities can help:
• The program can supply the government’s first
responders and recovery agencies
• A purchasing plan already in place can save time,
money, energy, and resources
• Benefits include:
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More comprehensive preparation
Quicker, more effective response
Stronger education and training opportunities
More effective economic recovery
U.S. Communities
• Non-profit purchasing cooperative
• Delivers cost savings for products and services
• Reduces the administrative costs associated with
competitive bids for government agencies,
institutions, and nonprofits nationwide
• Every contract is run through a lead public agency’s
bid process
• 20-year history
• 55,000 participants
U.S. Communities Partners
• Association of School Business Officials
International (ASBO)
• National Association of Counties (NACo)
• NIGP: The Institute for Public Procurement
• National League of Cities (NLC)
• United States Conference of Mayors (USCM)
U.S. Communities Eligible Agencies
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Cities
Counties
Special Districts
K-12 (Public or Private)
Universities and Colleges (Public or Private)
Nonprofit organizations
State agencies
U.S. Communities: Where to Begin
• Link to the Emergency Operations Center
• Improved situational awareness
• Facilitate getting resources to where they’re needed
• Access to Key Government Agencies and NGOs
• Organize and plan ahead of time
• Quicker more effective action
• Common goals
• Less economic loss
• Joint exercises
• Identify and mitigate gaps
• Improve logistics
• Improve business continuity plans
U.S. Communities: Key Supplier Roles
• Unique products and
services of each industry
sector
• Most companies can
provide:
• Staging areas
• Transportation and
distribution
• Skilled workers and
volunteers
• Just in time delivery of
crucial products
U.S. Communities Emergency
Preparedness Solutions
• www.uscommunities.org/solutions/emergencypreparedness
U.S. Communities Suppliers
For More Information
NACo Forum
Resilient Counties: Leadership amid Rapid Change
December 5-7, 2013
Cedar Rapids, Iowa
Register online at www.naco.org
Contact
Mary Bell
Director of Program
Development
(202) 942-4242
[email protected]
Kathy Nothstine
Program Director; Subject
Matter Expert
(202) 661-8807
[email protected]
www.naco.org
www.uscommunities.org