Positioning Your Neighborhood for Economic Development: Advanced Training

1. Retail in Context: Observations from Columbus Positioning Your Neighborhood for Economic Development Choice Neighborhoods Grantee Conference U.S. Department of Housing and Urban Development March 17, 2016 Roberta Garber Hannah Jones Lyneir Richardson Robert Weissbourd

2. © RW Ventures, LLC 2016© RW Ventures, LLC 2016 It’s Not Our Parents’ Economy: Neighborhood and Regional Development in the 21st Century Choice Neighborhoods Grantee Conference Department of Housing and Urban Development Robert Weissbourd March 17, 2016

3. THE FOLLOWING PRESENTATION HAS BEEN APPROVED FOR MATURE AUDIENCES RP THIS PRESENTATION HAS BEEN RATED RP FOR CONTENT. AUDIENCE DISCRETION ADVISED. RADICAL + PRESUMPTUOUS CONTENT MAY BE UNCONVENTIONAL, EXPLORATORY, ILLUSTRATIVE AND PROVOCATIVE

4. © RW Ventures, LLC 2016 Poverty and Economic Growth “… poverty has no causes. Only prosperity has causes. Analogically, heat is a result of active processes; it has causes. But cold is not the result of any processes; it is only the absence of heat. Just so, the great cold of poverty and economic stagnation is merely the absence of economic development. It can be overcome only if the relevant economic processes are in motion.” -- Jane Jacobs Photo from Shelf-Basin Interactions 4

5. © RW Ventures, LLC 2016 Therefore, to increase wealth in poor communities, expand market activity to the assets of those communities Market-Based Development The economic mechanism for investing in assets is the market Wealth is created by investing in assets To address poverty, create wealth 5

6. © RW Ventures, LLC 2016 Agenda Changing Dynamics of Cities Changing Dynamics of Neighborhoods Neighborhood Business Planning

7. © RW Ventures, LLC 2016 0% 100% 200% 300% 400% 500% 600% $s lbs %Change GDP Growth, 1950-2000  Human Capital  Information technologies  Product innovation; flexible customization  Firm, consumer and knowledge networks  Increasing returns; divergence The Global Economy is Undergoing a Fundamental Transformation, Driven by Knowledge Assets 7Source: “Greenspan Weighs Evidence and Finds a Lighter Economy,” Wall Street Journal

8. © RW Ventures, LLC 2016 0 20 40 60 80 1920s 1990s Years Spent on the S&P Index As a Result, the Economy is More Dynamic 8Sources: Newsweek, Manyika, Lund and Auguste, “From the Ashes,” 8.16.2010; Brookings Institution 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 15% 20% 25% 30% 35% GRPGrowth Firm Starts and Closures (Churn) as % of All Firms Churn and GRP Growth by MSA

9. © RW Ventures, LLC 2016 …and Centered in Metropolitan Areas 9

10. © RW Ventures, LLC 2016 …and Centered in Metropolitan Areas Population 83.7% Employment 89.8%PersonalIncome 96.3% KnowledgeIndustries(GDP) 87% Metros Share of U.S. Total Source: Brookings Institution; Bureau of Economic Analysis, U.S. Patent and Trademark Office GrossProduct 90% Patents 95.5% 9

11. © RW Ventures, LLC 2016 What Makes Metropolitan Regions more Productive in the Next Economy? Economic Geography Institutional Economics New Growth Theory 10

12. © RW Ventures, LLC 2016 Metros Concentrate People and Firms to Achieve Efficiencies Economic Geography Institutional EconomicsNew Growth Theory Act Comprehensively – The Whole is Greater than the Sum of the Parts. Develop Institutional Capacity and Intentionality. Customize and Build on Distinctive Assets. 10

13. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Five Market Levers Drive Regional Economic Performance 11

14. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Enhance Regional Concentrations/ Clusters Five Market Levers Drive Regional Economic Performance 11  Current Concentrations: Assets, Legacies and Bets  Cluster Dynamics and Drivers

15. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Deploy Human Capital Aligned with Job Pools Enhance Regional Concentrations/ Clusters Five Market Levers Drive Regional Economic Performance 11  High levels of human capital and rich job pools  Job matching and worker mobility  Inclusiveness and opportunity

16. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Deploy Human Capital Aligned with Job Pools Enhance Regional Concentrations/ Clusters Develop Innovation- Enabling Infrastructure Five Market Levers Drive Regional Economic Performance 11  Commercialization of R&D  Cluster- and firm- based innovation  Entrepreneurship

17. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Deploy Human Capital Aligned with Job Pools Create Effective Public & Civic Culture & Institutions Enhance Regional Concentrations/ Clusters Develop Innovation- Enabling Infrastructure Five Market Levers Drive Regional Economic Performance 11  Government fragmentation  Tax-value proposition  Cross-sector governance

18. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Deploy Human Capital Aligned with Job Pools Increase Spatial Efficiency Create Effective Public & Civic Culture & Institutions Enhance Regional Concentrations/ Clusters Develop Innovation- Enabling Infrastructure Five Market Levers Drive Regional Economic Performance 11  Compact, well- connected urban form  Segregation and isolation  Jobs-housing mismatch  Next generation infrastructure

19. © RW Ventures, LLC 2016 Implications for Urban Economic Development 12

20. © RW Ventures, LLC 2016 The Inclusive Growth Paradox 13 Drivers of growth exacerbate inequity 0.0 10.0 20.0 30.0 40.0 Lowest Quintile Second Quintile Middle Quintile Fourth Quintile 81st - 99th Percentiles Top 1 Percent ShareofTotal HouseholdIncome Changes in Share of Total Household Income, 1979 - 2007 1979 2007

21. © RW Ventures, LLC 2016 The Inclusive Growth Paradox 13 -.20.2.4.6 WageGrowth(1990-2000) 0 .1 .2 .3 .4 Poverty Rate (1990) Inequity is bad for growthDrivers of growth exacerbate inequity 0.0 10.0 20.0 30.0 40.0 Lowest Quintile Second Quintile Middle Quintile Fourth Quintile 81st - 99th Percentiles Top 1 Percent ShareofTotal HouseholdIncome Changes in Share of Total Household Income, 1979 - 2007 1979 2007 Sources: Federal Reserve Bank of St. Louis; Congressional Budget Office; RW Ventures Analysis

22. © RW Ventures, LLC 2016 The Inclusive Growth Paradox 13 -.20.2.4.6 WageGrowth(1990-2000) 0 .1 .2 .3 .4 Poverty Rate (1990) Inequity is bad for growthDrivers of growth exacerbate inequity 0.0 10.0 20.0 30.0 40.0 Lowest Quintile Second Quintile Middle Quintile Fourth Quintile 81st - 99th Percentiles Top 1 Percent ShareofTotal HouseholdIncome Changes in Share of Total Household Income, 1979 - 2007 1979 2007 Sources: Federal Reserve Bank of St. Louis; Congressional Budget Office; RW Ventures Analysis INCLUSION is a BUSINESS IMPERATIVE

23. © RW Ventures, LLC 2016 Principles for Practicing Inclusive Growth 14 “It’s the Economy”  Focus on opportunities (specific assets, markets and growth drivers) to leverage (not supplant) markets to create value.

24. © RW Ventures, LLC 2016 Principles for Practicing Inclusive Growth 14 “It’s the Economy”  Focus on opportunities (specific assets, markets and growth drivers) to leverage (not supplant) markets to create value. “Skate to Where the Puck Is Going to Be”  It’s the next economy. Stop programming that moves the disadvantaged into old economy jobs and businesses!

25. © RW Ventures, LLC 2016 Principles for Practicing Inclusive Growth 14 “It’s the Economy”  Focus on opportunities (specific assets, markets and growth drivers) to leverage (not supplant) markets to create value. “Skate to Where the Puck Is Going to Be”  It’s the next economy. Stop programming that moves the disadvantaged into old economy jobs and businesses! New Civics  Embrace new cross-sector partnerships, networks and institutions to inform and implement work.

26. © RW Ventures, LLC 2016 Principles for Practicing Inclusive Growth 14 “It’s the Economy”  Focus on opportunities (specific assets, markets and growth drivers) to leverage (not supplant) markets to create value. “Skate to Where the Puck Is Going to Be”  It’s the next economy. Stop programming that moves the disadvantaged into old economy jobs and businesses! New Civics  Embrace new cross-sector partnerships, networks and institutions to inform and implement work. Act in Context  Activities and geographies succeed or fail in context of each other and their interactions in place. Strategies and initiatives need to be aligned, integrated and mutually reinforcing.

27. © RW Ventures, LLC 2016 Principles for Practicing Inclusive Growth 14 “It’s the Economy”  Focus on opportunities (specific assets, markets and growth drivers) to leverage (not supplant) markets to create value. “Skate to Where the Puck Is Going to Be”  It’s the next economy. Stop programming that moves the disadvantaged into old economy jobs and businesses! New Civics  Embrace new cross-sector partnerships, networks and institutions to inform and implement work. Act in Context  Activities and geographies succeed or fail in context of each other and their interactions in place. Strategies and initiatives need to be aligned, integrated and mutually reinforcing. Inclusion is Not a Separate Economic Practice  It’s an intentional, integral design principle for every growth activity.

28. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Examples: Inclusive Regional Economic Growth Practice 15

29. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Enhance Regional Concentrations/ Clusters Examples: Inclusive Regional Economic Growth Practice 15 Inclusive Clusters: Chicago FOOD

30. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Deploy Human Capital Aligned with Job Pools Enhance Regional Concentrations/ Clusters Examples: Inclusive Regional Economic Growth Practice 15 Inclusive Clusters: Chicago FOOD Targeted inclusive training for emerging industries: YearUp

31. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Deploy Human Capital Aligned with Job Pools Enhance Regional Concentrations/ Clusters Develop Innovation- Enabling Infrastructure Examples: Inclusive Regional Economic Growth Practice 15 Inclusive Clusters: Chicago FOOD Doer-Maker Space: Blue1647 Targeted inclusive training for emerging industries: YearUp

32. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Deploy Human Capital Aligned with Job Pools Create Effective Public & Civic Culture & Institutions Enhance Regional Concentrations/ Clusters Develop Innovation- Enabling Infrastructure Examples: Inclusive Regional Economic Growth Practice 15 Inclusive Clusters: Chicago FOOD Doer-Maker Space: Blue1647 Neighborhood/ Sub-Regional Business Planning: Greater Chatham Initiative Targeted inclusive training for emerging industries: YearUp

33. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Deploy Human Capital Aligned with Job Pools Increase Spatial Efficiency Create Effective Public & Civic Culture & Institutions Enhance Regional Concentrations/ Clusters Develop Innovation- Enabling Infrastructure Examples: Inclusive Regional Economic Growth Practice 15 Inclusive Clusters: Chicago FOOD Doer-Maker Space: Blue1647 Neighborhood/ Sub-Regional Business Planning: Greater Chatham Initiative Industrial land reuse: Casey-Atlanta Targeted inclusive training for emerging industries: YearUp

35. © RW Ventures, LLC 2016 Inclusive Regional Growth Comprehensive Neighborhood Planning ECONOMIC GROWTH Productivity, Outputs COMMUNITY DEVELOPMENT Healthy Communities ECONOMIC DEVELOPMENT Wealth Creation Wealth creation for residents Neighborhoods as healthy, vital places to live 17

36. © RW Ventures, LLC 2016 Two Frames Frame 2: Neighborhoods of Choice  Neighborhoods as collection of amenities – housing, retail, public goods, etc. – interacting in place  Function = attract and retain particular segments of residents  Emphasis on quality of life 18

37. © RW Ventures, LLC 2016 Two Frames Frame 2: Neighborhoods of Choice Frame 1: Neighborhoods of Opportunity  Neighborhoods as collection of amenities – housing, retail, public goods, etc. – interacting in place  Function = attract and retain particular segments of residents  Emphasis on quality of life  Neighborhoods as collection of assets – labor, land, businesses, etc. - nested in larger markets  Function = develop and deploy assets into larger systems  Emphasis on economics 18

38. © RW Ventures, LLC 2016 Frame 2: Neighborhoods of Choice ECONOMIC GROWTH COMMUNITY DEVELOPMENT ECONOMIC DEVELOPMENT 19

39. © RW Ventures, LLC 2016 Frame 2: Neighborhoods of Choice MARKETS AMENITIES ASSETS 20

40. © RW Ventures, LLC 2016 Neighborhoods are Complex 21

41. © RW Ventures, LLC 2016 Neighborhoods are Complex 22

42. © RW Ventures, LLC 2016 Neighborhoods are Dynamic 23

43. © RW Ventures, LLC 2016 Neighborhoods are Dynamic 24

44. © RW Ventures, LLC 2016 Frame 1: Neighborhoods of Opportunity MARKETS AMENITIES ASSETS 25

45. © RW Ventures, LLC 2016 Neighborhoods are Nested in Larger Systems Which Drive the Flows of People and Capital 26

46. © RW Ventures, LLC 2016 Neighborhoods Need Regions Poverty Productivity Connectedness Isolation 27

47. © RW Ventures, LLC 2016 Neighborhoods Need Regions  Employment networks  Entrepreneurial opportunities  Business, real estate investment  Expanded products and services  Productive, healthy communities  Undervalued, underutilized assets Poverty Productivity Connectedness Isolation 27 Goal: Neighborhoods that Build Capacity and Opportunity (Amartya Sen)

48. © RW Ventures, LLC 2016 Regions Need Neighborhoods -.20.2.4.6 WageGrowth(1990-2000) 0 .1 .2 .3 .4 Poverty Rate (1990) 225% 200% 175% 150% 125% 100% 75% 50% 25% 0% 1990 1995 2000 2004 RepeatSalesIndex Year Variation of appreciation across Neighborhoods King County 1990-2004 28

49. © RW Ventures, LLC 2016 Connecting the “Frames” Retail Demand Retail Supply Quality of Life Housing Demand Housing Supply Mobility – who moves in/out 29

50. © RW Ventures, LLC 2016 Connecting the “Frames” Retail Demand Retail Supply Quality of Life Housing Demand Housing Supply Wealth and Connectedness of Residents Wealth and Connectedness of Businesses Mobility – who moves in/out 29

51. © RW Ventures, LLC 2016 Connecting the “Frames” Retail Demand Retail Supply Quality of Life Housing Demand Housing Supply Wealth and Connectedness of Residents Human Capital Stock and Deployment Urban Growth FormClusters Wealth and Connectedness of Businesses Innovation and Entrepreneurship InstitutionalEnvironment(Governance) Mobility – who moves in/out 29

52. © RW Ventures, LLC 2016 Unified Theory of Change – Frame 1: Choice Frame 2:Opportunity  Neighborhoods do not have economies: they have assets  Frames are closely interrelated – Success in frame 1 affects frame 2 – attractiveness and types of changes – Frame 2 iterates with and supports success in frame 1  Neighborhoods are whole greater than sum of parts: – Differentiated amenities to serve/house varied residents/assets – range of neighborhood types and trajectories – Where economic and non-economic factors most iterate – Ultimately, we care about more than economics 30

53. © RW Ventures, LLC 2016 Next-Economy Dynamics Create New Urban Development Opportunities Industrial Economy Knowledge Economy Large factories Smaller space, less physical capital Sectoral specializations Functional specializations Sprawl Densification Continuous rise in VMT Decrease and stabilization of VMT Highest property values = single family houses Highest property values = condos, apartments Majority of households married with children Majority of households single, no children 0.0% 4.0% 8.0% 12.0% 16.0% Population Growth in Large Metros, 2000-2010 Downtown Population Metro Population 31

54. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Regional Market Levers Create Opportunities for Neighborhoods in the Next Economy 32

55. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Enhance Regional Concentrations/ Clusters Regional Market Levers Create Opportunities for Neighborhoods in the Next Economy  Employment and entrepreneurship opportunities  Commercial and industrial development 32

56. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Deploy Human Capital Aligned with Job Pools Enhance Regional Concentrations/ Clusters Regional Market Levers Create Opportunities for Neighborhoods in the Next Economy  Targeted training  Access/ mobility/ networks 32

57. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Deploy Human Capital Aligned with Job Pools Enhance Regional Concentrations/ Clusters Develop Innovation- Enabling Infrastructure Regional Market Levers Create Opportunities for Neighborhoods in the Next Economy  Targeted entrepreneurship  Connecting to ecosystem 32

58. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Deploy Human Capital Aligned with Job Pools Create Effective Public & Civic Culture & Institutions Enhance Regional Concentrations/ Clusters Develop Innovation- Enabling Infrastructure Regional Market Levers Create Opportunities for Neighborhoods in the Next Economy  Efficiency  Engagement  Networks 32

59. © RW Ventures, LLC 2016 Leverage Points for Sustainable and Inclusive Prosperity Deploy Human Capital Aligned with Job Pools Increase Spatial Efficiency Create Effective Public & Civic Culture & Institutions Enhance Regional Concentrations/ Clusters Develop Innovation- Enabling Infrastructure Regional Market Levers Create Opportunities for Neighborhoods in the Next Economy  New, mixed uses  Development opportunities  Bring jobs back  Next-  generation infrastructure 32

61. © RW Ventures, LLC 2016  Identify neighborhood assets/opportunities  Develop customized strategies  Turn strategies into concrete actions  Build institutional capacity  Execute Business Planning: A Proven Discipline for Comprehensive, Effective Action 34

62. © RW Ventures, LLC 2016  Identify neighborhood assets/opportunities  Develop customized strategies  Turn strategies into concrete actions  Build institutional capacity  Execute NEIGHBORHOOD BUSINESS PLANNING Mission and Vision Market Analysis Strategies Products and Services Operational Planning Financial Planning Performance Monitoring Business Planning: A Proven Discipline for Comprehensive, Effective Action 34

63. © RW Ventures, LLC 2016 Elements of a Business Plan MISSION/VISION • Tailored to specific assets, opportunities, type • What kind of neighborhood do you aspire to be? • What residents, businesses, outcomes? 35

64. © RW Ventures, LLC 2016 Elements of a Business Plan MISSION/VISION • Tailored to specific assets, opportunities, type • What kind of neighborhood do you aspire to be? • What residents, businesses, outcomes? MARKET ANALYSIS • Rigorous, fact-based • Comprehensive assessment of assets, market barriers, opportunities, existing initiatives • Status, Dynamics 35

65. © RW Ventures, LLC 2016 Elements of a Business Plan MISSION/VISION • Tailored to specific assets, opportunities, type • What kind of neighborhood do you aspire to be? • What residents, businesses, outcomes? MARKET ANALYSIS • Rigorous, fact-based • Comprehensive assessment of assets, market barriers, opportunities, existing initiatives • Status, Dynamics STRATEGIES • Tailored to assets, opportunities, targeted trajectories identified in market analysis • Mutually reinforcing 35

66. © RW Ventures, LLC 2016 Elements of a Business Plan MISSION/VISION • Tailored to specific assets, opportunities, type • What kind of neighborhood do you aspire to be? • What residents, businesses, outcomes? INITIATIVES, PRODUCTS • Specific activities to implement strategies • Adapt best practices • Design, engage stakeholders, market test • Evaluate feasibility, effectiveness MARKET ANALYSIS • Rigorous, fact-based • Comprehensive assessment of assets, market barriers, opportunities, existing initiatives • Status, Dynamics STRATEGIES • Tailored to assets, opportunities, targeted trajectories identified in market analysis • Mutually reinforcing 35

67. © RW Ventures, LLC 2016 Elements of a Business Plan MISSION/VISION • Tailored to specific assets, opportunities, type • What kind of neighborhood do you aspire to be? • What residents, businesses, outcomes? INITIATIVES, PRODUCTS • Specific activities to implement strategies • Adapt best practices • Design, engage stakeholders, market test • Evaluate feasibility, effectiveness OPERATIONAL AND FINANCIAL IMPLICATIONS • Staffing, facilities, necessary to deliver products • Operational and organizational implications • Financial requirements, sources, pro formas MARKET ANALYSIS • Rigorous, fact-based • Comprehensive assessment of assets, market barriers, opportunities, existing initiatives • Status, Dynamics STRATEGIES • Tailored to assets, opportunities, targeted trajectories identified in market analysis • Mutually reinforcing 35

68. © RW Ventures, LLC 2016 Elements of a Business Plan PERFORMANCE MONITORING • Measurable goals, metrics • Continually track progress • Update market analysis • Adjust strategies and initiatives based on results MISSION/VISION • Tailored to specific assets, opportunities, type • What kind of neighborhood do you aspire to be? • What residents, businesses, outcomes? INITIATIVES, PRODUCTS • Specific activities to implement strategies • Adapt best practices • Design, engage stakeholders, market test • Evaluate feasibility, effectiveness OPERATIONAL AND FINANCIAL IMPLICATIONS • Staffing, facilities, necessary to deliver products • Operational and organizational implications • Financial requirements, sources, pro formas MARKET ANALYSIS • Rigorous, fact-based • Comprehensive assessment of assets, market barriers, opportunities, existing initiatives • Status, Dynamics STRATEGIES • Tailored to assets, opportunities, targeted trajectories identified in market analysis • Mutually reinforcing 35

70. © RW Ventures, LLC 2016 Why Neighborhood Business Planning?  Neighborhoods and regions succeed or fail together  Regions need neighborhood assets to sustainably grow  Neighborhoods don’t have economies – they have assets, and prosper when they contribute to & benefit from regional growth 36

71. © RW Ventures, LLC 2016 Why Neighborhood Business Planning?  Neighborhoods and regions succeed or fail together  Regions need neighborhood assets to sustainably grow  Neighborhoods don’t have economies – they have assets, and prosper when they contribute to & benefit from regional growth  Integrated regional/sub-regional growth plans align the two  Regional plans provide “North Star” – market context, mutually reinforcing strategies  Neighborhood plans bring regional priorities to ground, tailored to the challenges and opportunities of specific places 36

73. © RW Ventures, LLC 2016 Outcomes: Catalyzing Action 37  Detailed, objective market analysis, providing a shared, understanding of opportunities and foundation for collaboration  A strategic economic growth action agenda, providing unified goals, vision and strategies; detailed business plan for coordinating, organizing and aligning activities ThePlan

74. © RW Ventures, LLC 2016 Outcomes: Catalyzing Action 37  Detailed, objective market analysis, providing a shared, understanding of opportunities and foundation for collaboration  A strategic economic growth action agenda, providing unified goals, vision and strategies; detailed business plan for coordinating, organizing and aligning activities  Identification and design of implementation activities, the most important outcome of the planning process ThePlanInitiatives

75. © RW Ventures, LLC 2016 Outcomes: Catalyzing Action 37  Detailed, objective market analysis, providing a shared, understanding of opportunities and foundation for collaboration  A strategic economic growth action agenda, providing unified goals, vision and strategies; detailed business plan for coordinating, organizing and aligning activities  Identification and design of implementation activities, the most important outcome of the planning process  Institutional infrastructure, providing platform for long- term cross-sector collaboration and invention ThePlanInitiativesCivics

76. © RW Ventures, LLC 2016 The Civics of NBP 38  Next-economy plan requires next-economy governance  Next-economy imperatives include: – Regional connectivity – Flexibility/adaptability – Inclusion – Rich formal and informal networks  Key partners include: – Civic/non-profit – convene stakeholders, represent community constituencies, deliver programs/services – Business – provide market perspective, drive economic growth – Government – align resources/programming with strategies Civics and economics are iterative and mutually informing

78. © RW Ventures, LLC 2016 Applying the Taxonomy: Neighborhood Transition 2000 1990 Truly Disadvantaged Trans. Under- developed Stable Low Income Port of Entry Urban Tapestry Coming Attractions No Place Like Home Close, Cool, Commercial Fortune 500 Transition Matrix 40

79. © RW Ventures, LLC 2016 Applying the Taxonomy: Neighborhood Transition High Racial Diversity Older, Single Family Homes Average Incomes, Low Unemployment Low Crime Type 5: Urban Tapestry 58.9% Type 4: Port of Entry 21.1% Type 8: Close, Cool, Commercial 7.8% Type 3: Stable Low Income 7.2% High Population Foreign Born Families, High Resident Mobility Below-average Incomes Unemployment < 10% Low Crime Young, Educated Professionals Rented Apartments Mid-High Income Many Consumption Amenities High Residential Mobility Primarily African American Single Family Homes, High Residential Stability High Crime High Unemployment 2000 1990 Truly Disadvantaged Trans. Under- developed Stable Low Income Port of Entry Urban Tapestry Coming Attractions No Place Like Home Close, Cool, Commercial Fortune 500 Transition Matrix 40

80. Retail in Context: Observations from Columbus Positioning Your Neighborhood for Economic Development Choice Neighborhoods Grantee Conference U.S. Department of Housing and Urban Development March 17, 2016 Roberta Garber Hannah Jones Lyneir Richardson Robert Weissbourd

81. Background – Columbus TA Request  Focus on retail/commercial initiatives – Potential grocery store – Historic commercial/arts district – Proposed neighborhood gateway  Issues – Neighborhood in regional context – Aligning strategies – Looking forward: serving existing AND future residents – Staging 114221 2

82. Physical Context 43 3

83. Development Context: Challenges  Vacant residential and commercial buildings  Depopulation  Only 3% of people who work in the neighborhood, live in the neighborhood  Poverty—large family public housing development  Crime and safety issues  Limited retail/commercial options  Few large commercial sites that are ready to develop 44 4

84. Development Context: Assets  Adjacent to downtown, Columbus State, major thoroughfares – New Long St. and Spring St. bridges and caps over I-71  Significant new development and revitalization in the west end of the neighborhood – King-Lincoln Historic Cultural District – NoBo homeownership development  Active residential market  Ohio State investment in PACT, Taylor Ave. corridor  Poindexter Village demolished in 2013; rapid new housing development 45 5

85. Blueprint for Community Investment 46 6

86. © RW Ventures, LLC 2016 Connecting the “Frames” Retail Demand Retail Supply Quality of Life Housing Demand Housing Supply Mobility – who moves in/out 47

87. © RW Ventures, LLC 2016 Connecting the “Frames” Retail Demand Retail Supply Quality of Life Housing Demand Housing Supply Wealth and Connectedness of Residents Wealth and Connectedness of Businesses Mobility – who moves in/out 47

88. © RW Ventures, LLC 2016 Connecting the “Frames” Retail Demand Retail Supply Quality of Life Housing Demand Housing Supply Wealth and Connectedness of Residents Human Capital Stock and Deployment Urban Growth FormClusters Wealth and Connectedness of Businesses Innovation and Entrepreneurship InstitutionalEnvironment(Governance) Mobility – who moves in/out 47

89. 48 7

90. Neighborhood Retail Framework  Retail tends to follow neighborhood development – Leading edge retail possible, but difficult 49 Strategic Retail Development: Retail development that capitalizes on neighborhood trends, aligned with the emerging market, to accelerate neighborhood transformation Neighborhood / Trade Area Trajectories Current Neighborhood / Trade Area Status Retail Market Opportunities 8

91. Retail Guidance for Columbus  Viability depends on mutually reinforcing and aligned strategies – Define/brand the neighborhood – Adding households, income, daytime population – Addressing safety and other concerns – Business retention 50 9

92. Retail Guidance for Columbus  Viability depends on mutually reinforcing and aligned strategies – Define/brand the neighborhood – Adding households, income, daytime population – Addressing safety and other concerns – Business retention  Trajectory and Timing – Future focused – Role in regional economy – Targeting and staging – Specialty retail opportunities 50 9

93. Retail Guidance for Columbus  Viability depends on mutually reinforcing and aligned strategies – Define/brand the neighborhood – Adding households, income, daytime population – Addressing safety and other concerns – Business retention  Trajectory and Timing – Future focused – Role in regional economy – Targeting and staging – Specialty retail opportunities 50 9

94. Takeaways for Columbus  Retail tends to follow neighborhood development – Leading edge retail possible, but difficult  Need coordinated vision for where community is going, and staged activities to get there, to create and stage retail opportunity – SF rehab market – Anchors: co-investing, procurement, employee homeownership – Strategic employer attraction  add’l shoppers – Branding – Business friendly; Public safety (e.g., “safe zones”) 51 10

95. Takeaways FROM Columbus  “helped us focus…appreciated the straightforward feedback”  “brought new people to the table”  “better understanding of sequencing of retail/commercial and housing development”  “plan is more focused…targeted geographic nodes and fewer individual projects…thinking about what kinds of businesses fit where and what their needs are”  “could have used more help to move it along” 52 11

96. After the TA: Back to Reality  Neighborhood economic development strategy is bigger than retail/commercial – Institutional organizations and buildings are the drivers of investment  No one entity is in charge of implementing the overall economic development strategy – Many individual projects  The readiness issue – Need to strike while the iron is hot  Choice CCI parameters 53 12

97. Retail in Context: Observations from Columbus Positioning Your Neighborhood for Economic Development Choice Neighborhoods Grantee Conference U.S. Department of Housing and Urban Development March 17, 2016 Bobbie Garber Hannah Jones Lyneir Richardson Robert Weissbourd

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Positioning Your Neighborhood for Economic Development: Advanced Training