1. D E C E M B E R 6 , 2 0 1 9
ED 101 â Fundamentals
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Vision
DEFINING A GREATER PURPOSE
To be the most prosperous region
in the United States.
Prosperity Defined
The process by which more and more people
in a region improve their economic and social well-being.
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is to prepare for success
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The quickest and most efficient path to success
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ď§ November 1999 completion of Polaris
Parkway/Cleveland Ave extension
ď§ 941 acres identified for commercial
development
ď§ The farmland in 1999 is now home to DHL,
Nationwide Childrens, Central Ohio Primary
Care, Century Insurance, Vertiv, Syneos
Health, Bank of America, Ohio Health and T.
Marzetti
30 years in the making
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Westar
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Assess existing conditions
Stakeholder engagement/visioning
Gaps between existing conditions and vision
Prioritize focus, policies and resources based on agreed upon community priorities
Performance metrics â accountability against the plan
ECONOMIC DEVELOPMENT STRATEGIC PLAN
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B u i l d i n g b l o c k s
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ď§ Self awareness of community strengths and challenges
ď§ Establishes and provides agreed upon vision
ď§ Engages stakeholders
ď§ Defines path for execution
ď§ Prioritizes use of scarce resources
ď§ Defines success
ď§ Provides investors & constituents insight into use of resources
ď§ Provides accountability
ď§ FOR THE CLIENT: Predictability, speed and $ savings
WHY?
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E c o n o m i c D e v e l o p m e n t S t r a t e g y
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Executive Director, Pickaway Progress Partnership
R y a n S c r i b e r
It takes a community,
The Pickaway Progress
Partnership (P3)
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P i c k a w a y P r o g r e s s P a r t n e r s h i p
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ď§ Economic development agency for all of Pickaway County
ď§ Community Improvement Corporation (CIC) /501c3
ď§ Small staff â big Board
ď§ 34 board membersâŚ
ď§ Cross section of public/private sector leadership
ď§ Public/Private Partnership
ď§ 50/50 Mixed Funding
P3 OVERVIEW
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P i c k a w a y P r o g r e s s P a r t n e r s h i p
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ď§ Why not? vs. Why not.
ď§ Embrace partnership - regionalism
ď§ Alignment
ď§ Focus
ď§ Balance
P3 PRINCIPLES
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P i c k a w a y P r o g r e s s P a r t n e r s h i p
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ď§ Business Retention & Expansion (BRE)
ď§ Infrastructure & Community Development
ď§ Marketing and Attraction
P3 INITIATIVES
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P i c k a w a y P r o g r e s s P a r t n e r s h i p
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P i c k a w a y P r o g r e s s P a r t n e r s h i p
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ď§ Single Family Homes create on average 1.6-1.8 students per home
ď§ Single Family Home = $350,000 = generates approximately $6,000 in taxes to the schools annually
ď§ Single Family Home Places annual cost of at least $17,611 on the School District
ď§ Multifamily projects requires at least 6-8 units to generate 1.6-1.8 students
ď§ Multifamily projects are taxed at higher rate = average unit cost $80,000 * 6 = $480,000
ď§ Example 801 Polaris = generates $500,000 annually to schools in taxes = generates 15 kids (6
previously in the district)
SUPPORTING INFRASTRUCTURE DEVELOPMENT BY LEVERAGING MULTIFAMILY PROJECTS
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S m a r t e c o n o m i c d e v e l o p m e n t
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Deputy Director, Economic Development, City of Columbus
Q u i n t e n H a r r i s
A cityâs response to rapid growth can be
variedâŚ
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Columbus is the best U.S.
City for tech jobs
- Fortune Magazine
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A g r o w i n g c i t y
The Columbus Region's GDP
grows over $3.41 billion
Columbus Business First
Columbus is named a
top 10 city for young,
growing families
- CNBC
Millennials continue to
leave largest cities for
cities like Columbus
- Wall Street Journal
Columbus is a
Midwestern bright spot
and a 'market to watch,'
investors say
- Columbus Business
First
Columbus hiring outlook for
fall best in nation
- The Columbus Dispatch
Ohio State kicks off 'historic' $2.4B in
construction driven by master plan
- Columbus Business First
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U n d e r s t a n d e x i s t i n g c o n d i t i o n s
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A l i g n i n g p o l i c y t o a c h i e v e d e s i r e d o u t c o m e
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Factors considered when evaluating projects:
⢠Capital investment
⢠New job creation and payroll
⢠Job retention level and payroll
⢠Priority location/place-based development
⢠Enhancement of built environment
⢠Creation of a vibrant, mixed-income, mixed-use neighborhood
⢠Additional investment factors for job creation, growth and innovation
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C r i t e r i a - w h a t i s m o s t i m p o r t a n t ?
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Adopted Plan Recommendations â Columbus Site Information Resource (CSIR)
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L a n d U s e - C i t y o f C o l u m b u s
http://gis.columbus.gov/csir/
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The City of Columbus Department of Development uses its
Office of Infrastructure Investments to coordinate the delivery
of P3 projects to ensure the appropriate and efficient use of
public funds.
Public-Private Partnerships (P3) are commercial
development projects supported by public infrastructure
improvements funded wholly or partially by public funds.
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I n f r a s t r u c t u r e i n v e s t m e n t s
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P r o j e c t s i n t h e C o l u m b u s a r e a
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Market Tower
28 story Mixed-Use Tower
$192 Million Expansion
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P 3 d e v e l o p m e n t
White Castle â new HQs
HQ Expansion and Mixed-Use Development
$65 Million Expansion
Gravity Project
Urban Redevelopment Residential, Office &
Retail
$54 Million Investment
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P 3 d e v e l o p m e n t
Confluence Village
Future Home to Major League Soccer
Team: Columbus Crew
$240 Million Investment CoverMyMeds
Electronic Pharmaceutical Solutions
$240 Million Expansion
OhioHealth
$89 million investment
+/- 240,000 SF administrative operations facility
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I m p e r a t i v e s f o r s u c c e s s
Sustain our
economic
momentum
Develop, inspire
and attract
a talented,
adaptive and
diverse workforce
Enable the
innovation capacity
Increase global
identity and
connectivity
The Columbus Region must:
to compete for
investment.
by continuing to
make economic
growth and
prosperity a top
priority
of business, academic
and government
sectors to grow
dynamically.
to attract investment
and talent from
around the world.
Economic development success â grow economic base â
How do we influence growth of the economic base â business retention, expansion and attraction
33rd Annual Corporate Survey & the 15th Annual Consultants Survey
What Are the Consultantsâ Site Selection Priorities?The consultants were also asked to rate the site selection factors as âvery important,â âimportant,â âminor considerationâ or âof no importance.â It should be noted that whereas every site selection factor received a âof no importanceâ rating from some of the Corporate Survey respondents, only seven of the 28 factors were considered âof no importanceâ by any of those responding to the Consultants Survey.Interestingly, 100 percent of the respondents to our 15th annual Consultants Survey rated three factors as âvery importantâ or âimportantâ â availability of skilled labor, highway accessibility, and proximity to major markets, all with a No. 1 rank, with availability of skilled labor receiving the highest âvery importantâ score among all the site selection factors. As companies look to satisfy their need for skilled workers, itâs therefore no surprise that training programs/technical schools received a 96.1 percent combined importance rating from the consultants, ranking in a tie for No. 6.Availability of skilled labor was the only factor receiving a combined importance rating over 90 percent in the Corporate Survey, but 12 factors received a combined importance rating over 90 percent from the responding consultants. In fact, more than 98 percent of the responding consultants also consider labor costs as well as state and local incentives â ranking No. 4 and No. 5, respectively â as âvery importantâ or âimportant.â Since more than 90 percent of the consultants say they provide incentives negotiation/management services to their clients, itâs only natural that they consider this latter factor a primary consideration in the location decision. More than 80 percent consider cash grants or tax credits and exemptions as the types of incentives that are most important to their clients when making location decisions. According to CBRE, demand for industrial real estate has been exceeding supply for nine consecutive years, driving the vacancy rate to an historic low of 4.3 percent. It follows that 96.1 percent of the respondents to the Consultants Survey rate both available land and available buildings as âvery importantâ or âimportant,â also in the No. 6 spot.
How do you or does your organization plan the annual budget?
Preparing for economic development follows a similar path. Spending /investing in initiatives AFTER planning and preparation will yield far more efficient use of resources AND stakeholder by-in
Based on your role in your community, education, elected official or paid staff, etc. by way of raised hand, which of these area(s) do you have a role in community preparedness
Assess current state against desired state, defined goals and objectives. Do the economic assets position the community for success?
If there are gaps, what resources are required. What are the priorities, the near term easy wins, the longer stretch goals?
Developing and managing a public private partnership; community preparedness
Why economic development matters to local schools; School role in economic development; Tips
You are here today because you have interest in the future of your community. As you return to your community in whatever capacity that might be give thought to how you can and should play a role in accomplishing these imperatives.
1 | The Region must consistently invest in and execute a comprehensive economic development strategy in order to compete and to be ready for opportunities that emerge.
2 | A talented workforce is the most critical location factor for our existing companies and for those who seek to locate here.Â
3 | To grow dynamically and to diversify our economy, we must create, use and leverage technology.Â
4 | The Columbus Region must be connected physically, digitally and intellectually with the rest of the world.Â