Update on Youngstown Center City Organization Assessment

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Information about Update on Youngstown Center City Organization Assessment
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Published on September 28, 2015

Author: greaterohio

Source: slideshare.net

1. L AV E A B R A C H M A N E X E C U T I V E D I R E C T O R , G R E A T E R O H I O P O L I C Y C E N T E R S E P T E M B E R 1 5 , 2 0 1 5

2. ABOUT GREATER OHIO POLICY CENTER Non-partisan non-profit based in Columbus, Ohio that champions revitalization and sustainable redevelopment in Ohio through policy and practice: • Revitalize Ohio’s urban cores and metropolitan regions • Achieve sustainable land reuse and economic growth

3. PRESENTATION OVERVIEW • Background and Update on YCCO Research Process • Creating a Competitive Advantage for Legacy Cities: overview of revitalization strategies, including downtown focus • Why a YCCO-type Entity • Backdrop on Ohio Cities and How Youngstown Stacks up • Downtown Redevelopment Organizations in other cities: practices and impact • Closing recommendations

4. YCCO PROCESS • 2010/11 -- Initial Interviews with local community leaders; analyzed existing institutional capacity; found need for YCCO • 2014/15 – Updated interviews; assessed changes in institutional and organizational capacity; same finding

5. FINDINGS -- CONTEXTUAL • Less organizational insularity • Connection with anchor institutions (e.g. YSU, Hospitals) critical to leverage economic momentum • Develop master/strategic plan for downtown • City capacity in flux • CIC/Chamber regionally focused • Key beneficiaries include existing institutions

6. RECENT FINDINGS – YCCO PURPOSE • Serve as resource to build organizational capacity • Act as an essential catalyst for strategic planning and redevelopment • Facilitate alignment of the large institutions • Emerge as partnership among key existing institutions, e.g. CIC, CityScape • Leverage existing resources and momentum

7. CREATING COMPETITIVE ADVANTAGE Transforming Ohio’s cities/metros for the next economy? • Rebuild the physical city & generate market demand • Create new economic engines • Build opportunity for the city’s population • Link cities to their regions

8. LEGACY CITY ADVANTAGES & ASSETS TO LEVERAGE Great “bones” – historic buildings, cultural assets, eds and meds, existing infrastructure Lifestyle and affordability Inherent walkability – “streetcar suburbs” Sense of Community Excess land

9. REBUILD THE PHYSICAL CITY, GENERATE MARKET DEMAND Interrelated Strategies •Rebuild downtowns •Target resources in opportunity neighborhoods •Repurpose vacant land for new uses •Leverage anchor institutions

10. TARGETING RESOURCES IN VIABLE NEIGHBORHOODS Maximizes the impact of available scarce resources. Over-the-Rhine Cincinnati, Ohio Slavic Village Cleveland, Ohio Green and Gold Asset and Place-Based Investment Strategy Dayton, Ohio

11. TARGETED NEIGHBORHOOD PROGRESS Change in Income Distribution in Columbus’ Weinland Park from 2000-2012, compared to Benchmark Neighborhoods 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% WP, 2000 WP, 2012 Benchmark Neighborhoods $100,000 $75,000-$99,999 $50,000-$74,999 $35,000-$49,999 $25,000-$34,999 $15,000-$24,999 <$15,000 15.80% 18.90% 16.50% 7.60% 7.80% 10.60% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% Vacancy Rate 1990 Vacancy Rate 2000 Vacancy Rate Estimated for 2012 Weinland Park City of Columbus Percent of housing vacancy in Weinland Park

12. LEVERAGING ASSETS: ANCHOR INSTITUTIONS DRIVE DISPROPORTIONATE LEGACY CITY/NEIGHBORHOOD REGENERATION Wayne State University Detroit University Circle Inc. Cleveland

13. …AND MAKE UP A DISPROPORTIONATE SHARE OF LEGACY CITY JOBS 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% Ohio Cleveland Cincinnati Pennsylvania Philadelphia Pittsburgh

14. LEVERAGING ASSETS TO BUILD COMPETITIVE ADVANTAGE - University Circle Cleveland, Ohio Cincinnati, Ohio Dayton, Ohio Uptown Consortium Dayton Tech Town

15. University Circle in Cleveland, Ohio: • Anchor district in Cleveland, Ohio with over 26 anchor institutions • $1.1 billion investment in the neighborhood leading to a 30:1 return • 5,000 new full-time jobs since 2005 (15.5% increase). An additional 8.6% increase expected by 2015. • $14 billion in overall annual economic output, according to University Circle Inc. • 11% population growth in University Circle while there was a 17% decline in overall city population Anchor District = vibrant city center, strong anchor institutions, multi-anchored district, community service corporations LEVERAGING ASSETS TO BUILD COMPETITIVE ADVANTAGE

16. Uptown Consortium in Cincinnati, Ohio • 6 anchor institutions • Established in 2004 and in 10 years has: • leveraged +$400 million in private development • Induced +$1 billion in development • Generated 3,300 jobs • Created and retained ~400,000 sq. feet of office and retail space • Developed 500+ residential units • 10% of Consortium members’ workforces live in Uptown LEVERAGING ASSETS TO BUILD COMPETITIVE ADVANTAGE

17. Historic Building in the West End, Cincinnati, Ohio Photo from http://www.hamiltoncountylandbank.org/portfolio-items/1201-linn/ Hamilton County Land Reutilization Corporation currently accepting redevelopment proposals for the space. RE-PURPOSE VACANT LAND FOR NEW USES - Alternative/green uses - Brownfields to productive reuses - Land banks hold properties and clear delinquent taxes, liens

18. REBUILD DOWNTOWNS Washington Avenue Downtown St Louis MO Many downtowns have success stories…

19. REBUILDING DOWNTOWNS Many cities are seeing downtown population growth 0 5000 10000 15000 20000 25000 Baltimore Cleveland St.Louis Cincinnati 2000 2010

20. FOCUSING ON REBUILDING THE DOWNTOWN Progress is being made in downtowns Ohio example: Downtown Cleveland Alliance Downtown Cleveland Alliance, a BID, is implementing Clean & Safe Program, economic development assistance, marketing & special events, advocacy and strategic projects. … leading to downtown redevelopment, attracting people & businesses

21. POPULATION CHANGE IN ST. LOUIS 2000-2010 Downtown St. Louis University Barnes Jewish Hospital NORTH SOUTH CENTRAL FOCUS ON REBUILDING THE DOWNTOWN Many cities are seeing growth around major universities and medical centers

22. 2013 POPULATION OF OHIO’S SMALL/MEDIUM SIZED LEGACY CITIES 73,027 62,350 38,570 64,017 47,360 48,664 20,357 60,423 66,511 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000

23. CHANGE IN POPULATION FROM 2000 TO 2013 -9.63% 2.74% -3.77% -6.75% -4.02% -5.70% -2.64% -7.55% -18.91% -1.59% -20.00% -15.00% -10.00% -5.00% 0.00% 5.00%

24. CHANGE IN % OF POPULATION BETWEEN AGES 25 TO 34 0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 12.00% 14.00% 16.00% 2000 2013

25. % OF INDIVIDUALS IN POVERTY (2013) 31.4% 22.9% 33.9% 30.4% 24.4% 23.0% 30.6% 30.4% 36.4% 15.8% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0%

26. PERCENT UNEMPLOYED (2013) 9.60% 8.40% 11.30% 9.50% 6.90% 9.50% 5.40% 8.70% 9.90% 6.40% 0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 12.00%

27. % OF POPULATION (25Y/O+) WITH A BACHELORS DEGREE OR GREATER LEVELS OF EDUCATIONAL ATTAINMENT 13.80% 14.80% 10.80% 11.80% 12.40% 15.50% 17.40% 14.90% 11.00% 25.20% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00%

28. HOUSING VACANCY RATES (2013) 15.80% 13.20% 15.90% 13.00% 15.40% 15.20% 16.50% 13.90% 20.20% 11.10% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00%

29. EDUCATED YOUNG ADULTS PREFER CITIES Share of city population that is 25-34 years old with a bachelor’s degree or higher in 2000 and 2013. 1% 3% 5% 7% 9% 11% 13% 2000 2013

30. NATIONALLY, LEGACY CITY POP GROWTH IS LARGELY DRIVEN BY THE MILLENNIAL GENERATION 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% Baltimore Philadelphia Pittsburgh St. Louis City share of state population City share of 25-34 year old college graduates City share of 2000- 2011 INCREASE in 25- 34 year old college graduates

31. OHIO CITIES MUST DO MORE TO ATTRACT & RETAIN YOUNG PROFESSIONALS Number of 25-34 year olds with a bachelor’s degree or higher in 2000 and 2013. 1,192 1,512 3,970 7,228 10,153 12,535 996 1,451 4,104 7,090 7,719 13,774 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 Youngstown 0% Canton 0.1% Dayton 0.4% Akron 0.1% Toledo -0.8% Cleveland 0.9% 2000 YP population 2013 YP population Change in share of population:

32. OPPORTUNITY TO LEVERAGE & ATTRACT THIS POPULATION • Some legacy cities are attracting increasing numbers of Millennials • Ohio’s cities need to do more to attract this population in order to compete • Some places are being proactive

33. HOUSEHOLDS IN DOWNTOWN 582 467 452 200 250 300 350 400 450 500 550 600 1990 Total Households 2000 Total Households 2010 Total Households Households in Downtown Neighborhood The decline in households between 2000 and 2010 is much less (-3.21%) than the decline between 1990 and 2000 (-19.76%)

34. HOUSEHOLDS IN POVERTY IN DOWNTOWN 71.82% 57.82% 66.03% 40.00% 50.00% 60.00% 70.00% 80.00% 1990 Percent of HH in Poverty 2000 Percent of HH in Poverty 2010 Percent of HH in Poverty Households living in poverty declined between 1990 and 2000. By 2010, the rate had climbed back up but stabilized.

35. RESIDENTIAL VACANCY HAS PLUMMETED 23.19% 7.72% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% Vacancy Rate 2000 Vacancy Rate 2013 Residential vacancy in Downtown Youngstown has plummeted between 2000 and 2013— indicating market demand for downtown living. This neighborhood experienced the greatest drop in vacancy in all of Youngstown.

36. HH MEDIAN INCOME IN DOWNTOWN GREW $7,099 $7,995 $6,600 $6,800 $7,000 $7,200 $7,400 $7,600 $7,800 $8,000 $8,200 Median Household Income 2000 Median Household Income 2013 Median household income in Downtown Youngstown grew between 2000 and 2013. It was middle of the pack compared to other neighborhoods in Youngstown—it did not lose median income but did not grow as much as other neighborhoods

37. TAX DELINQUENT PARCELS BETWEEN 2006-2013 Downtown was the only residential neighborhood in Youngstown to have fewer tax delinquent properties in 2013 than it had in 2006. This indicates growing market strength in the neighborhood

38. EXAMPLE: DOWNTOWN DAYTON PARTNERSHIP GOALS • Retain and Grow Greater Downtown’s workforce to 50,000 by 2020 • Create an urban neighborhood with 18-hour-a-day street activity by developing 2,500 new housing units in 10 years • Position Greater Downtown as a center that builds upon the unique qualities of the urban place • Redevelop and adaptively reuse the underutilized and vacant buildings in downtown’s core • Increase the connectivity between downtown’s neighborhoods, employment centers, assets, and amenities

39. DOWNTOWN DAYTON PARTNERSHIP  765 new residential units completed or in the pipeline  More than $400 million in public and private investment in downtown Dayton  40,000 feet of first floor retail space activated  $200 million in additional projects in the pipeline for downtown  $52 million invested in creating livable streets through biking and walking cooridors  37 downtown buildings received façade improvements  Downtown Dayton has the lowest apartment vacancy rate in the region at 3.6%. 445 new apartment units are under development downtown. http://www.downtown-dayton.com/plan/pdfs/GDDP2014Update.pdf

40. PEER CITIES WITH CENTER CITY ORGANIZATIONS Of the 12 other small/medium-sized legacy cities with populations between 60,000 and 75,000, nine have a center city organization: Scranton, PA Bethlehem, PA Kalamazoo, MI Canton, OH Wilmington, DE Schenectady, NY Lorain, OH Terre Haute, IN Springfield, OH

41. RECOMMENDATIONS – NEXT STEPS • Hold facilitated meeting with key Youngstown players • Identify shared goals and benefits, align organizations • Discuss possible YCCO mission statement and identify initial YCCO priorities • Determine possible financing scenarios and funding sources

42. POSSIBLE YCCO BOUNDARIES Proposed Boundaries of YCCO: North: Wick Park (Broadway St) /St. Elizabeth’s (Parmalee Ave) East: Elm St./ Andrews Ave/South Ave South: Mahoning River (between 5th Ave and South Ave) West: 5th Ave/Covington Ave

43. Lavea Brachman, Executive Director, Greater Ohio Policy Center lbrachman@greaterohio.org

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