THE NEW (POST PANDEMIC) NORMAL

As a result, seCTer too has moved to modify key activities and alter the focus of the region’s strategic goals and activities in the post pandemic period, the “New Normal.”

The pandemic amplified regional challenges that have been themes in prior CEDS: housing equity and supply; vulnerability of hospitality industry and service workers in general; and the need for wrap-around services to support the regional workforce. The threat of exposure to Covid-19 was greater to service and healthcare workers as they were not able to work remotely, a benefit afforded to those working in professional and technical jobs. The exposure risks and other pandemic-related challenges many workers could not overcome helped fuel the so-called “Great Resignation,” which combined with an aging workforce has resulted in the tightest regional and national labor markets seen in years.

Despite labor shortages, inflation and lingering supply-chain issues, many people are still starting new businesses. And some of the pandemic-related challenges were met by innovation and technology. The adoption of synchronous online meeting technologies, such as Zoom, allowed municipalities to continue to conduct business, provide services and engage with the public and constituents. The internet also helped businesses gain access to much-needed information regarding pandemic relief funds and other critical information. Many homeowners in rural and suburban areas took advantage of the pandemic-fueled demand of city dwellers seeking more rural/less urban settings to sell their homes at considerable profit, while contractors and tradesmen benefited from a surge in home renovations for home offices.

People rediscovered the outdoors, public parks experienced historic attendance, and the sale of boats and recreational vehicles skyrocketed. Businesses had unparalleled access to capital through robust pandemic relief funding made available during and after the pandemic, which should help new business starts and existing businesses to grow, expand and become more resilient for years to come.

There is much work to do, however. Attention must be directed to regional and local levels when talking equity, inclusiveness, capacity and resilience. Decision-making organizations, agencies, elected officials and policy-makers members must reflect the diversity of age, ethnicity, income and gender found in the towns and region they serve. Only through industry

diversification, alignment behind a common vision, coordinated collaboration to systematically remove barriers to equitable access and participation in the economy, and improved response readiness to future disruptions will the region become more resilient. A way to reinforce success while supporting areas in need must be found.

While the pandemic shuttered schools and businesses and disrupted lives, leaders in the SECT EDD met with increased frequency and urgency and collaborated in new ways. Traditional meetings and modes of communication were no longer as effective or convenient as before. Through a period of trial and error, EDD’s leaders gradually discerned that new and expanded partnerships were needed to steady the region. Small, highly reactive and proactive groups became important for sharing best practices among economic development professionals and their partners. New focus areas became critical. Moving the region’s economic development (and, at the time, economic preservation) forces in the same direction was imperative. Alignment of organizations was central to restoring efficient and effective economic activity.

The adoption of synchronous online meeting technologies, such as Zoom, allowed municipalities to continue to conduct business, provide services and engage with the public and constituents. The internet also helped businesses gain access to much-needed information regarding pandemic relief funds and other critical information. Many homeowners in rural and suburban areas took advantage of the pandemic-fueled demand of city dwellers seeking more rural/less urban settings to sell their homes at considerable profit, while contractors and tradesmen benefited from a surge in home renovations for home offices.

People rediscovered the outdoors, public parks experienced historic attendance, and the sale of boats and recreational vehicles skyrocketed. Businesses had unparalleled access to capital through robust pandemic relief funding made available during and after the pandemic, which should help new business starts and existing businesses to grow, expand and become more resilient for years to come.

There is much work to do, however. Attention must be directed to regional and local levels when talking equity, inclusiveness, capacity and resilience. Decision-making organizations, agencies, elected officials and policy-makers members must reflect the diversity of age, ethnicity, income and gender found in the towns and region they serve. Only through industry diversification, alignment behind a common vision, coordinated collaboration to systematically remove barriers to equitable access and participation in the economy, and improved response readiness to future disruptions will the region become more resilient. A way to reinforce success while supporting areas in need must be found.

While the pandemic shuttered schools and businesses and disrupted lives, leaders in the SECT EDD met with increased frequency and urgency and collaborated in new ways. Traditional meetings and modes of communication were no longer as effective or convenient as before. Through a period of trial and error, EDD’s leaders gradually discerned that new and expanded partnerships were needed to steady the region. Small, highly reactive and proactive groups became important for sharing best practices among economic development professionals and their partners. New focus areas became critical. Moving the region’s economic development (and, at the time, economic preservation) forces in the same direction was imperative. Alignment of organizations was central to restoring efficient and effective economic activity.