GOPC has been assessing the feasibility and structure of a center city organization to guide strategic development in downtown Youngstown.

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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

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

14. …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

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

16. 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

17. 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

18. 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

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

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

21. 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

22. 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

24. 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

25. 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%

26. 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

27. % 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%

28. 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%

29. % 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%

30. 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%

32. 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

33. 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

34. 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:

35. 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

37. 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%)

38. 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.

39. 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.

40. 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

41. 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

45. 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

46. 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

47. 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

48. 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

49. 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

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