into to community economic development
DESCRIPTION
Intro to Community Economic Development: How to grow and retain jobs in your communityTRANSCRIPT
Protecting your community in hard times while preparing your g y y p p g ycommunity for the future
Ohio CDC AssociationOhio Conference of Community DevelopmentOhio Conference of Community Development
I Instructors Brian Higgins Mark Barbash
Sponsor Acknowledgement Special Thanks to our Sponsors: Ohio Department of Development (ODOD) Ohio Department of Development (ODOD) The Office of Housing and Community Partnerships (OHCP) through
the CDC Program of the Ohio Housing Trust FundPNC B k PNC Bank
Housekeeping Amy Rosenthal, Ohio CDC Association
Around the room introductions What is your name? What you do? Where you are from? What is your experience with economic development? Who is your favorite Sweathog?
Arnold, Juan, Vinnie, Mr. Kotter or Freddie?
Hi f C i E i History of Community Economic Development (CED)
Navigating CED: Who, what why, where, when how, how muchwhen how, how much
Doing the dealg
The new Ohio Department of Development f lServices (formerly ODOD)
There is none! There is none!
When a community When a community was founded, people opened a variety of opened a variety of businesses to serve the populationthe population.
B i d h fi i Basic needs were the first economic generatorsG l St / F S l St General Store / Farm Supply Store Market Bar Bar Doctor Church Church
Market forces tended to dictate the success of failure of these establishments.
f Cities grew on the back of large industries Ports Manufacturing Mining Rail
These larges industries populated our neighborhoods and created a consumer base f hb h d lfor our neighborhood retail stores.
Over the past 65 years, America has spread out…some call it sprawl. h h ll b The Interstate Highway System allows jobs
and people to relocate farther from the urban d f h f h bcore…and further from the jobs
And then the jobs started moving away from h bthe urban core.
Leaving us first i h with vacant
factories
Then with ilvacant retail
I ll t th t ft d d t In small towns that are often dependant on one or two major employers, relocation and closure can devastate the communitycan devastate the community.
An excellent modern example is the effect that DHL’s departure had on Wilmington. City of 12,000 people
b 7,000 jobs cut 20% of local businesses closed DHL employment came from 27 area counties DHL employment came from 27 area counties
Stage 1: 1940’s – 1980’s: Began in the southern states led by the primary utilitiesh Why?
Partnerships dominated primarily by the private sector
Stage 2: 1980’s – 2000’s: Utility cutbacks f d h bl k l lforced the public sector to take a larger role
Stage 3: 21st Century: What next?
It is reasonable to assume that our cities and towns will have to change to respond to this
lnew normal. They will never be like they used to be.
h d h h l h That doesn’t mean that the “new normal” has to be bad or even worse than things used to bbe.
Things will be different.
hWho
WhatHow much
WhereHow
WhenWhy
Why are you doing this? Why are you doing this? Job creation, job retention, well paying jobs, diversification of
economy, industrial, commercial, retail) Who is your market? y Neighborhood, downtown, main street/courthouse square)
What is your strategy? BRE, Attraction, Main Street, BRE, Attraction, Main Street,
Where are you doing this? What are the characteristics of your community?
How: What are your specific action steps?
When: What’s the timeline/timetable?What s the timeline/timetable?
How Much will this cost? How much will it cost and where will you find the money?
Why are you doing this? What are l J b i j b your goals: Job creation, job
retention, well paying jobs, , p y g j ,diversification of economy, industrial, commercialcommercial
What are your ultimate goals? How will you achieve consensus among
k h ld h lstakeholders on the goals? Political acceptance of the goal(s)
f Be sure to measure your performance in achieving the goalsh h l What is “the Elevator Story”?
Who is your market? (Neighborhood, y ( g ,downtown, main street/courthouse square)q )
N i hb h d i l id d Neighborhood commercials corridors used to be lively with diverse merchants that provided services for people living in the provided services for people living in the adjacent residential districts
After WWII and the construction of the After WWII and the construction of the Interstate Highway System, city neighborhoods:g Lost much of the middle class Depopulated Warehoused the poor
f The first step is admitting you have a problem Neighborhood commercial corridors are
b h hnever going to be what they were
ll b bl b d d k Some will be able to rebrand and remake themselves
For example…
f Once the thriving epicenters of small town America, “Main Street USA” contained all the b l f l fbasic elements of life Food General merchandise Haircuts Banking
Think of Mayberry
Some continue to thrive due to repositioning/a shifting population such as Lebanonshifting population, such as Lebanon
Too often they end up being full of vacant or underutilized buildings and vacant lots (even on a town square/Main Street location)
D li i /d li d l i Declining/decentralized population Easy access to other marketsCh i tt W l t Changing consumer patterns = Walmart
Now the world’s largest corporation, Walmart’s early successes occurred in rural
kmarkets. Their average store size is 100,000 square f d ll f d ffeet and sells a range of products from clothing to electronics, food to general
h d ll f hmerchandise as well often having automotive service centers
The store’s size and “one‐stop‐shop” approach still draw customers from up to 50
l d lmiles around in rural areas This had a documented adverse effect on
lMain Street retailers A Walmart within 30 miles of a small town
ld f d f fcould account for a reduction of 50% of Main Street retailer
W l t’ fi t t i B t ill AK Walmart’s first store in Bentonville, AK…. A small town Main Street!
D t th h b f ll ti it Downtowns were once the hub of all activity –commercial, retail, residential, transportation hub entertainmenthub, entertainment
Changes in development patterns stripped downtowns of much of their past glory. By the early 1970’s, many were still commercial job centers, but they had lost their luster.
By the 1990’s people because to realize the By the 1990’s, people because to realize the economic value of downtowns and widespread reinvestment began.reinvestment began.
Investment in downtown makes the area more desirable to workers/businesses
l f h h Development of housing gives the area a 18‐24 hour viability
l d h l Focusing regional uses in downtown helps to create a critical mass of complimentary activity
1977:
Nationwide Plaza One
1980
Hyatt / Battelle Hall
Holiday Inn Crown Plaza
1988:
North Market Revitalization
1999:d
35 Years
1993:
Convention Center
999
Convention Center Expansion
2000:
Nationwide ArenaHousing and
Offices
2005:
I‐670 CAP
2007:
Huntington Park Baseball
2010
No Casino
2012:
Hilton Convention Center7 Baseball Center
What is your strategy? Retention and What is your strategy? Retention and Expansion, Attraction, Main Street, Neighborhood RevitalizationNeighborhood Revitalization
Focus on your primary market (s) (Who) Keep it simple (KISS)
b f h Partners can be part of your strategy (In other words, you don’t have to do everything)
k l h Make sure your strategy aligns with your partners and the political decision‐makers
NBR Strategy: Neighborhood Business Revitalization
l Key question: Are you revitalizating a deteriorating area or are you protecting what
l d hyou already have? Remember: Main Street commercial
l ll h hrevitalization still has to compete in the marketplace…what’s your distinguishing ffeature?
I ff i b i d In your efforts to recruit new businesses, do not forgot about the employers that you already have and the jobs representalready have and the jobs represent.
Basic community services can be important Workforce for growthWorkforce for growth Tax breaks for expansion Low interest loans for facility/equipment y q pupgrades
Assistance with relocation within the fcommunity if necessary
As plans to construct Nationwide Arena and the surrounding Arena District took shape, ff l h d b ffofficials had concerns about traffic egress
If Vine Street could be connected to Neil ld d hAvenue, it would provide another way in/out
as well as easy access to State Route 315
f l They still own most of Larger facility Better freeway access Room to grow
They still own most of their old site near the arena and plan to develop
Room to grow Added jobs
p pit.
Job growth is the key to the long term economic viability of a community
h l h l l ff f Each employee has a multiplier effect of approximately $2.25f b h h k ll If new jobs are incongruent with the skill sets of the labor force, those jobs could go unfilled
l f l k h Many new locations come from linkages with existing businesses (see Retention)
Requires partnership with elementary and secondary schools, colleges, universities,
h l h l b h bl dtechnical schools (both public and private) Local workforce agency (ODJFS and One Stops)
Primarily funded with federal resources, h h b b kwhich are being cut back
However….may be critical to success!
Where are you doing this? What are the characteristics of your the characteristics of your community?
K h d hi f i Know the demographics of your community Education, Earnings, Diversity, Housing, Poverty
Key Employers Key Employers Your place in the regional/state/national economyeconomy
Know your community assets to build on Asset MappingAsset Mapping
What are the S‐W‐O‐T’s of your community Most important: Be flexible and learn from your community’s characteristics.
f f Identification of assets means you have the opportunity to utilize assets (if you don’t k h l hknow they exist, you can’t utilize them!). People Local associations Institutions Historic/psychologically relevant buildings
Conducting a SWOT Analysis will help you to understand your community’s starting point. Strengths Weakness Opportunities Threats
DOES THIS FIT?
H Wh ifi i How: What are your specific action steps?p
Start with an action‐oriented Strategic Plan Identify the partners, the resources, the
d hStrategies and the Action Steps Whowill do what by when? KISS (See Who)
When: What’s the timeline/timetable? When: What s the timeline/timetable? How long will it take to plan, i iti ti i l t d initiative, implement and measure your efforts?
d h k l A good hockey player plays where the puckis A great hockey is. A great hockey player plays where the puck is going to p g gbe!
Connect the action steps with the resources “Think around the corner”
d f d h k b ll Provide for periodic check‐ins by all partners to ascertain progress
h l fl bl Keep the timeline flexible
How Much will this cost and where ill t ? will you get resources?
Financing Operations Local government Fundraising Campaigns Most difficult resources to raise
Financing Capital Investment Equity Investors Banks Public Sector Programsg
O ti B i Fi i Operating Business Financing Federal: SBA 7(a) loan guarantee, SBA 504 direct loan, USDA Loan GuaranteeUSDA Loan Guarantee
State: Ohio 166 Direct Loan, Ohio Capital Access Program, Ohio Minority Loan Program
Job Creation Tax Credits; Job Retention Tax Credits Technology Business Investment
Ohi Thi d F ti R & D i t t T dit f Ohio Third Frontier: R & D investment, Tax credits for technology investment
Entrepreneurial Signature Programs: through p g g gregional tech organizations
Community Development Block Grant (CDBG)
b h b d CDBG projects must be consistent with broad national priorities Must benefit low‐ and moderate‐income people Aid in the prevention or elimination of slums or blight Other community development activities to
dd h h l h faddress an urgent threat to health or safety.
TIF are used by municipal governments to pay for upfront infrastructure costs
f h Taxes are frozen in a certain geography As that geography becomes more valuable d h f d ddue to the new infrastructure and associated development, the costs of the infrastructure
dis repaid.
f Tax credits provided primarily to banks for investing in community development projects (39% over 7 years)
Larger projects Longer Time Frame Large market with smaller allocations
l bl f Flexible financing
f Can the program be used for the need? Does the timetable of the project meet the
bl f htimetable of the program? Does the business meet the credit and/or
l f hsocial criteria for the program? What types of strings does the program hhave?
Can the business spend money?
Getting the Banks to Getting the Banks to…
The George Steinbrenner Rule The Berlitz Rule
h b h l The Herb Cohen Rule The Dennis Kucinich Rule
h l f l The Al Capone’s Safe Rule The Heidi Fleiss Rule
h l The Don Quixote Rule The Elephant Rule
f Partners need to have a reason for getting engaged
k Banks ‐‐‐‐ CRA Foundations ‐‐‐‐ Social Goals
h f hb h d Anchor Institutions ‐‐‐‐ Safe neighborhoods for their employeesd f h h d d d l Identify why they are interested and develop partnerships that meet those goals.
Use the public sector programs to reduce the risk of the private sector investment
b Very time consuming to bring in partners
f f These strategies are not feasible for every neighborhood
h hb h d h ld Other neighborhoods should Identify assets Locate key intersections (traffic counts, access) Nodal development
h d b f ll Why do business projects fall apart? Inadequate working capital to finance growth? Project costs escalate Financial strength of the company either deteriorates or is not as good as you thoughtor is not as good as you thought
Market defined too broadly Expanding into an unfamiliar product line or service Expanding into an unfamiliar product line or service Inadequate business skills Expanding too fast Expanding too fast
f Why do real estate projects fall apart? Unanticipated problems with the site Mismatch between the cost of the financing and the real estate rental market Financing dries up Tough economy Disputes among property owners
f In the past, the Ohio Department of Development oversaw all housing, economic d l b d h l hdevelopment, job training and the Clean Ohio Fund.
All economic development/job creation h b d f hactivities have been removed from the
Department of Development and put under h f b hthe governance of JobsOhio.
Ohio Department pof Development
• Economic • Housing & PartnershipsEconomic Development
• Attraction• International Business
Housing & Partnerships• Job Ready Sites (JRS)• Clean Ohio• Historic PrezTax Credits
• Incentives • Loans/Grants• Regional Partners
• Ohio Third Frontier• Energy Office• Small & Minority Business• Loans/Grants
f Newly created non‐profit is now responsible for economic development and job creation.
d f d f b Board of Directors is composed of business leaders.h h h h f k ll b The hope is that this new framework will be
nimble and more responsive to the needs of bbusiness.
Mix results in other states.
• Team NEO• Regional Growth Partnership
l b• Columbus 2020• CincinnatiUSA• Dayton Development y p
Coalition• Appalachian Business Council
Tour Preparation
Greater Linden’s LocationGreater Linden s Location
Middle class community Mix of Italians, Irish, Germans and African‐Americans
Construction of the Interstate Highway d h h f b b l dSystem and the growth of suburbs lead to
economic and racial flight.h l l d By the late 1960’s/early 1970’s Linden, is
officially in decline.
In order to revitalize Linden, it was necessary to increase the population and wealth of the p pcommunity without allowing gentrification to occur.
A plan was developed for the creation of a comprehensive nodal, new urbanist development co p e e s e oda , e u ba st de e op e tthat integrates retail, commercial, residential and community services in one area.
C l b U b G th C ti th Cit ’ Columbus Urban Growth Corporation, the City’s former non‐profit commercial development arm, assembled the land and brokered the majority of j yactivities that have taken place in the Four Corners.
They served as developer for several project sites They served as developer for several project sites.
Helped facilitate the development of other sites.p p
One of the first entities to commit to the Four Corners was the Columbus Metropolitan Housing Authority (CMHA). They constructed a three story, 42,000 square foot office building on a site that once held the burnt out remains of the former Eleventh Avenue School.
Eleventh Avenue School, 1996
CMHA, 2000
h d f h Meeting the transportation needs of the community was deemed to be an essential component if the Four Corners project was to be successful in part Four Corners project was to be successful, in part because much of the community is transit dependent.p
The Central Ohio Transit Authority (COTA) committed to the construction of their flagship Transit Center on the site of a blighted structure, the Hea Metal Motorc cle Cl bHeavy Metal Motorcycle Club.
“H M t l” “Heavy Metal” Motorcycle Club
September, 1998
Linden Transit Center
October, 1999
In addition to transportation services, the Linden Transit Center has the following ffeatures; ATM machine First and second shift child care Planned Parenthood Children’s Hospital
Once home to one of the most notorious carry‐outs in Columbus
Now is a two‐story 7,200 square foot office building
The only building that was retained as part of the project was the CrosstownBuilding. This building is 4,200 square feet and features office space a barber feet and features office space, a barber shop, tax service and The Linden Café, a popular sit‐down restaurant.
House and vacant land – 2000
Neighborhood Policing Center ‐20042004
I d t id t iti i Li d In order to provide move up opportunities in Linden, seven single family houses have been constructed on the back of the CMHA lot
Each house cost between $90,000‐$115,000 and have the following amenities:
A i l f Approximately 1,350 square feet Three bedrooms Two bathroomsTwo bathrooms Basement Detached, two car garage
The Point of Pride building is a two‐story, 21,000 square foot commercial/office 21,000 square foot commercial/office building. The first floor consists of a mixture of national, regional and local retail tenants. The second floor is all office space This The second floor is all office space. This building fills a retail void in the community and provides residents with access to
i h h i l h d l services that they previously had to leave the neighborhood to access.
Thi b ildi i diff f h h This building is different from the other components of the project.COTA CMHA d th P li St ti ll COTA, CMHA and the Police Station were all financed through grants/capital investments. These institutional uses were designed to create a These institutional uses were designed to create a critical mass of employees and structures at the intersection. Ideally, this critical mass would help the retail uses be more successful.
The Point of Pride site is actually eleven parcels and a portion of a vacated city street.and a portion of a vacated city street.
Th P i t f P id B ildi h d it The Point of Pride Building has over a dozen equity sources, but its debt is subject to conventional banking guidelines.g g
Credible tenants with long term leases must be secured, even though the neighborhood has economic challengeseconomic challenges.
The Challenge: How do you make a private sector g y pbuilding successful in a public sector environment?
f City of Columbus Franklin County
l b Columbus Compact Ohio Community Development Finance Fund
k Huntington Bank
l b Local Corporate Contributions Community Support
I l h d i f h i It was always the desire of the community and the various development entities that the public investment made in the Four Corners public investment made in the Four Corners project would encourage the private sector to make investments.make investments.
This occurred in one way through the recruitment of certain tenants.
Additionally, it happened just north of the Four Corners project area.
8 j b 800 jobs
107,000 square feet of office and retail space 7, q p
$17 million in investment
26 businesses new to the neighborhood
Seven new homes
k b hMark BarbashEconomic Development Consulting614 568 5049614‐568‐[email protected]
Brian HigginsArch City Development614‐563‐[email protected]