Opportunities for Legacy Cities

Alison D. Goebel, Associate Director of Greater Ohio Policy Center

About Greater Ohio Policy Center

An outcome-oriented statewide non-profit organization that champions revitalization and sustainable redevelopment in Ohio:

Revitalize Ohio’s urban cores and metropolitan regions

Achieve sustainable land reuse and economic growth

About Greater Ohio Policy Center

Urban regenerationSustainably revitalize urban cores and neighborhoodsRegional growthPromote regional economic development and collaborative governance structuresTransportationDevelop improved and enhanced transportation opportunities that reduce carbon emissions

About GOPC’s Associate Director

Lived in Mansfield, Ohio for total of 22 months from 2005-2009

PhD in cultural anthropology from University of Illinois, Urbana-Champaign (2011)

Published scholarly and general audience pieces on smaller cities;

Tweet about the Midwest, especially smaller city issues, as @alisongoebelOH and sometimes as @greaterohio

Defining “Legacy Cities”

Changes Impacting Legacy Cities

• Suburbanization• Regional

migration• Loss of central

functions• Deindustrializati

on• Job loss

• Unemployment• Impoverishment • Weak market

demand• Physical decline• Vacancy and

abandonment• Fiscal incapacity• Deteriorating

public services

Several Challenges

The Central Challenges

Rebuilding the city

and market demand

Creating new

economic engines

Building opportunity for the

city’s populatio

n

Why Do Cities Matter

Ohio’s metros are the economic drivers of our state and the key engines to our economy are our urban cores.

Clockwise: Piqua; Mansfield; Cincinnati

How are Ohio’s Medium-Sized Cities Faring?

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Percent Change in Population from 2000 to 2010

% Change in Population from 2000 to 2010

Source: GOPC with data from Census 2000 and 2010

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20.00%

Change in % of population between ages 25 to 34

20002012

Ages 25 - 34

Source: GOPC with data from Census 2000 and ACS 5-year estimates 2008 -2012

How are Ohio’s Medium-Sized Cities Faring?

How are Ohio’s Medium-Sized Cities Faring?

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10.00%

20.00%

30.00%

40.00%

Percent of Population in Poverty, 2012

Percent Population in Poverty

Source: GOPC with data from ACS 5-year estimates, 2008 - 2012

How are Ohio’s Medium-Sized Cities Faring?

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5.00%

10.00%

15.00%

20.00%

25.00%

Housing Vacancy Rate, 2010

Housing Vacancy Rate

Source: GOPC with data from Census 2010

How are Ohio’s Medium-Sized Cities Faring?

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2.00%

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Percent of Individuals age 16+ in the labor force who are unemployed, 2012

Unemployment

Source: GOPC with data from ACS 5 – year estimates 2008 - 2012

What can we learn from cities that are rebounding faster?

Over the Rhine, Cincinnati ,Ohio

Keystone Recommendation: Strategic Incrementalism

“Successful regeneration is not merely about signature buildings or megaprojects.”

Rec #1

Strategic Incrementalism

Rec #1

Piqua, OhioFrom http://www.growpiquanow.org

“Strategic incrementalism begins with leaders sharing a vision of the city’s future and then making incremental,

tactical decisions that will transform the status quo, while avoiding grandiose and unrealistic plans.”

Re-establish the central economic role of the City

Education Health Technology Sports

Tourism Manufacturing

Food Arts & Culture

Rec #2

Strength and Opportunity in Springfield

Firesale Warehouse and Code Blue OfficePhotos from Springfield News Sun

Food Distribution

Insurance

Support Services

Manufacturing

Technology and Aerospace

Easy access to other major markets

Rec #2

Support Downtown Living and Leisure

Baltim

ore

Clev

elan

d

St.L

ouis

Cinc

inna

ti0

5000

10000

15000

20000

25000

Downtown Population Growth

2000 2010

Rec #3

Downtown Living in Marion, OhioPhoto from http://www.loisfisher.com/lofts.htm

Case Study: Housing and Recreation in Greater Downtown Dayton

Springfield Dayton0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

<$50,000$50,000 - $99,999$100,000 - $149,999$150,000 - $199,999$200,000 - $299,999$300,000 - $499,999$500,000 +

Fifth Street Brew Pub, Dayton OhioPhoto from http://brewpubgifts.com/wp-content/uploads/2012/10/fsb_garden.jpg

Rec #3

Build Vibrant Main Streets

Rec #4

Streetscape improvements in Downtown SpringfieldPhoto from http://www.center-city.org/sponsor-a-hanging-flower-basket/

Improves property value

Promotes vibrant community

Attracts business and residents

Catalyst for cultural and recreational activity

Case Study: Wooster Main Street Program$145 million+ of public/private downtown reinvestment

Reduction in downtown storefront vacancies from 42 percent in 1987 to 6 percent in 2012.

165 interior/exterior building renovations

145 net new businesses and 62 expansions of existing businesses

Events attracting more than 200,000 people to downtown each year

Photo and statistics from http://mainstreetwooster.org/

Rec #4

Use PHYSICAL assets to build competitive advantages

Rec #5a

Physical Assets

• Traditional downtowns

• Stable neighborhoods

• Water bodies• Multimodal

transportation networks Downtown Mansfield, Mansfield Ohio

from http://www.hivelocitymedia.com/cities/Mansfield/

Strength and Opportunity in Springfield

Rec #5a

Springfield’s Holiday in the CityPhoto from www.center-city.org

Bike Trail in DaytonPhoto from www.miamivalleytrails.org

Frank Lloyd Wright Westcott HousePhoto from Wikipedia

Use Cultural assets to build competitive advantages

Rec #5b

Physical Assets

• Historic buildings, areas, and neighborhoods

• Physical legacies, such as Olmsted parks or art museums

Case Study:Arts in Stark, Canton

Revitalized more than 100,000 square feet of vacant space for new uses

Contributed to job creation

Added 26 art galleries and studios & 50 pieces of public art to the area

Hosted nearly 80 monthly First Friday celebrations

Rec #5b

Photo from https://www.artsinstark.com/smarts/teaching-artists

Use

INSTITUTIONAL assets to build competitive advantages Institutional and Economic Assets

• Colleges and universities

• Hospitals and medical centers

• Manufacturing companies

• Downtown employment base

• Arts, cultural, and entertainment facilities and activities

Springfield Regional MedicalFrom http://www.community-mercy.org/springfield_regional_medical_center.asp

Rec #5c

Strength and Opportunity in Springfield

Wittenburg UniversityPhoto from: http://www5.wittenberg.edu/news/2013/03_01.html and www.daytondailynews.com

Rec #5c

Use LEADERSHIP assets to build competitive advantages

Rec # 5d

Leadership and Human Capital

Assets• Local government• Foundations• Local corporations

and business communities

• Nonprofit organizations

• Civic and advocacy infrastructure

• Cohesive ethnic communities

• Local skill sets• Regional Growth

Trumbull County Courthouse, Warren OH

Build stronger local governance capacity and partnerships

Rec #6

Local Governme

nt

Private and Nonprofit Sectors

Anchor Institutio

ns

Neighborhood GroupsEmerging

High Tech Sectors

Other Jurisdiction

s

Other Levels of

Government

Intergovernmental collaboration & cooperation is critical

Local Governme

nt

Metropolitan Planning Organizatio

ns

Education Service Centers

County Engineer

s

County Executive or

County Commissione

rs

Major cities

Rec #6

Increase the ties between legacy cities and their regions

Rec #7

1. Toledo2. Sandusky3. Cleveland

ElyriaLorain

4. Akron5. Warren

Youngstown6. Lima7. Mansfield8. Canton9. Steubenville

10. Dayton Piqua11. Springfield12. Columbus Lancaster Newark13. East Liverpool14. Cincinnati Hamilton Middletown15. Ironton16. Marietta

Collaboration, Cooperation, and selective Consolidation leads to:Economies of

scale

Improved local

government accountability

Equalization of service

quantity and quality

Coordinated economic

competitiveness

Ability to retain local community

character and flavor

Rec #7

Closing thoughts: Strategic Incrementalism for Medium-Sized Cities

• Legacy cities are making progress, but daunting challenges remain, particularly for Ohio’s small to medium sized cities

• Small and medium sized cities have unique assets that appeal to new generations

• Be creative in identifying assets in your community and leverage them

• Set clear long-term goals and identify small, achievable steps to get you there

• Look beyond jurisdictional boundaries maximize resources and identify new markets

Questions?

Alison Goebel

Associate Director

Greater Ohio Policy Center

agoebel@greaterohio.org@alisongoebelOH

www.greaterohio.org614-224-0187

Special thanks to Christina Cudney for her assistance with this presentation

Extra Slides:

Unemployment

% with higher ed.

degreeCrime

% foreign born

population

Population loss since

peak

Population change

since 2000Poverty

Household dependency

ratio

Median Sales Price

Change in median

house sales price

Mortgage ratio Vacancy

% of graduate students

Research funding Jobs

Measuring Legacy Cities’ Trajectory