January is an exciting month in many state capitals around the country. There are twenty new Governors being sworn in and starting to announce their teams. There are others who were re-elected and recognize that a second term provides a unique moment to be bold with their agendas. Soon, many will need to submit their first budget request and begin the shift from campaign rhetoric to actual programmatic and policy-driven agenda setting.
We have seen the good, the bad, and everything in between in how these leaders – well, LEAD. Some will seek to lead in a hands-on way, meeting with key constituents and helping to manage the daily agenda of the government. Others will choose to rely on the talented people they hire to carry out the vision.
Most are in agreement that the economy of their state – jobs for residents, happy employers, outsiders interested in moving in – are all important to their political futures. They recognize that a healthy economy makes the other tough issues they must deal with easier.
So how do they ensure economic success?
Think Beyond Transactions
It’s hard to argue against wanting the press release and the photo op with the big scissors or golden shovels. The announcement of an expansion, a new housing development for millennials, or a major infrastructure project, all attract interest and ‘show’ that things are getting done. I’ve seen too many economic development leaders focus on these wins and ignore what’s bubbling beneath the surface in their communities.
The announcement of these transactions must be accompanied by an understanding of the short and long term consequences. Often these broadcasted wins fall short of the excitement promised. Economic forces change the narrative and project scope as the growth ramps up; or worse, the face-value excitement is for a deal that will strain the community fabric. For example:
Community Win: Job creation!
Community Loss: All of the jobs pay below the community’s living wage.
Too many communities are losing with this rhetoric, and trust in leadership is lost as excitement deflates.
Announcing improvement in areas like place, investment, diversity, sustainability, and talent are the wins that leaders should aim for to create a lasting impact and to maintain trust and excitement about local development.
The Fourth Economy Community Index is a great resource for economic development officials to start looking into key indicators, like those listed above for each county in their state. The Community Index is a free resource that profiles almost every county by using 19 indicators that we think illustrate what is needed for success.
Quality of Place Drives Economic Development
For years now, I’ve been preaching that the best tool for economic development is a vibrant community that supports diverse lifestyles. There are a lot of people who get paid to tell you how bad your tax system is, why you should throw truckloads of incentives at companies and that your red tape is ‘crushing business’. Our research has shown that in a vibrant community those issues become footnotes and not the lead story. People want to be in communities that have culture, recreation, good education, and a welcoming environment. If you have those things people will stay or move to be there and the jobs will follow.
A few years back we researched the most transformed places in the country and found the quality of place to be the common thread. The message and results of that research are stronger than ever.
Power Comes From Collaboration
The history of governors and economic development leaders is filled with those who have tried the Command and Control approach, and those that pursue Collaboration.
The command and control leaders think that the path to success can be dictated. They fail to recognize that economic development is a team effort that can sometimes involve hundreds of organizations and leaders.
The Collaborative crowd recognize this and use their positions to rally, to leverage, to inspire those in their network to pursue a shared vision. The collaborative leaders will have a longer-lasting positive impact. They are the ones that collect awards and are well-regarded by their peers and communities they serve.
These are my three pieces of economic development advice to our newly-elected officials:
- Don’t get caught up in flashy announcements
- Pursue quality of place for all citizens
- Work collaboratively with organizations and local leaders.
Governors that uphold these standards will set themselves, and their state, apart from the rest. I hope that all leaders, not just governors, can use this advice to help chart a better course and support vibrant communities in their state.
Who are you designing your talent attraction and retention program for? You might say, “For everyone!” And you might mean that – in today’s tight labor market, being able to keep and attract a great workforce means widening the definition of “talent”.
We know that the economic development profession is overwhelmingly caucasian, and, especially in areas of leadership, skews male.
When talent attraction and retention programs are designed by older, white males, then the community enters into a loop of marketing the program right back to the same audience. This is known as “cognitive bias” and it shows up in every field. A startling example of this comes from the U.S. auto-industry’s all-male teams of engineers. They designed the earliest air bags for test subjects that resembled themselves, the result of which killed many women and children whose smaller bodies were not accounted for.
To be fair, the stakes for talent attraction and retention campaigns are not quite as high, but we know that companies are increasingly making operating and relocation decisions based on the availability of a strong workforce. The more educated and talented these workers are, the more competitive a community’s case will be. Rather than focusing your strategy on “everybody” perhaps it is time to target one of the largest sectors of the talent market – Millennial women.
Sisters are doing it for themselves
Why millennial women? Millennial women are highly educated, high earners, and entrepreneurial.
Consider the following statistics:
- About 36% of women ages 25-34 have a bachelor’s degree or higher, compared with about 28% of men who are the same age.
- Though there is still a gender wage gap, women’s wages are rising; between 1975 and 2016, the share of young women earning less than $30,000/yr plummeted from 79.6 percent to 58.1 percent.
- Women are starting about 1,821 new U.S. businesses per day, a significant uptick from an average of 952 between 2012 and 2017.
- There are more than 9 million women owned businesses in the US today.
There are many reasons why women are playing a larger role in the economy, not including the relaxed expectations for women to immediately enter traditional marriages.
One reason for their increasing role is, ironically, due to traditional gender roles. Because of sexism in blue collar jobs, women have more of a need for education than men to earn comparable salaries. Of the jobs that do not require a college degree, the highest paying ones typically go to men. Plumbers, electricians and truck drivers have higher wages than female-dominated jobs that don’t require a degree such as secretarial work, child care or restaurant-industry jobs. This has resulted in women seeking out higher education more often than men and has created a pool of young, female knowledge workers.
The impact of women on your community
Attracting more women impacts your community favorably, both economically and socially.
Furthermore, women control a lot of money and spending. Globally, women are responsible for 85% of consumer spending: the average woman is making purchases for herself, her husband or partner, her children and her elderly parents. That translates into a powerful economic force in your community.
One industry in particular that has benefitted from more women in the workplace is the wellness economy. From 2015-2017, the wellness economy grew from $3.7 trillion to $4.2 trillion, or by 6.4% annually, a growth rate nearly twice as fast as global economic growth. This includes sectors such as Wellness Tourism ($639 billion) Personal Care Beauty & Anti-Aging ($1,083 billion) and the Spa Economy ($119 billion). More women in your community means more jobs for those in the health and beauty industry.
Additionally, a report from the Bureau of Labor statistics shows that women volunteer at a higher rate than men, across all age groups, educational levels, and other major demographic characteristics. Think of all the aging non-profit boards in your community – attracting young women is a way to ensure the continuity organizations and supplement their leadership!
Millennial women, between the ages of 25 and 35, are reaching a point in their careers where they need to make a decision about where to locate more permanently. Due to lower rates of marriage and childbirth, this population is mobile. But they need a good reason to call your community home. Designing your marketing strategy so it speaks to women’s needs and wants will ultimately determine if they choose to relocate and exercise their social and economic abilities in your community.
How to reach these women where it will impact them?
When marketing to millennial women, like any group, it is important to target their key motivations and speak to their values in a way that resonates. Showing, rather than telling, that your community’s values align with theirs can influence decision making.
To attract women, you should speak to the following:
While millenials in general are not buying homes at the same rate as previous generations (hello student loan debt!), single women are buying homes and condos at nearly twice the rate of single males.
Personally, this statistic aligns with my lived experience. I moved from Washington D.C. to Pittsburgh partially because I could afford to purchase my own home. And when comparing the status of many of my closest friends in each place, a majority of my Pittsburgh friends own homes, whereas only a couple of my D.C. friends did.
Does your community have plentiful and affordable housing available for purchase? Make sure it is highlighted in your marketing efforts.
And let’s not forget the pay gap. On average, women make 80% of what men make. (Www.aauw.org). That’s due to a lot of factors but it’s a fact that women are very aware of. Showcasing businesses that are committed to equal pay, or making the case that your money goes further in smaller communities speaks to women’s concerns about lower wages.
Illustrating your community’s commitment to family connections is also a relevant message for millennial women. The responsibility to care for aging parents often falls to women because of gender norms around emotional labor. As parents grow older, millennial women will be increasingly called upon to address their care. Conversely, if a woman has children, being close to her parents often provides a built-in support system and potential child care benefits.
Attracting young families back to your community has the added benefit of keeping their parents in place. In some communities we have seen the “Double Brain Drain” wherein retired grandparents move to be closer to their grandchildren. Bringing young families to town ensures the older populations don’t move away.
Social media marketing allows for very targeted ad campaigns. Facebook is a relatively inexpensive way to target specific populations, including new parents. And, even without paying for advertising, a viral campaign about how your town is family friendly might catch some eyes.
Young women have flocked to larger cities for a number of reasons – more things to do, better restaurants to try, more impressive scenery for their mental health (and instagram photos). But more often than not, what they are seeking is opportunity.
The more you can show women rising to success in your community, the more women will be interested in seeking opportunity there. If you look around and don’t see women owning businesses or in corporate leadership, ask yourself why not. Is there a need to start an incubator for women and minority owned companies? Do your corporate partners have a diversity program or mentor ship option? Once these programs get off the ground, highlight them in your marketing materials.
Be Authentic! Don’t try to play this marketing angle without actually having the programs to back it up. Promoting a false commitment to equality can backlash.
Their Health (Social, Emotional and Physical)
It’s not enough to have a yoga studio. Every city and town has a yoga studio. What you really need is free yoga. Preferably combined with alcohol.
Young women need to make friends and build a community to choose to make a place a home. But (as I covered in a past blog post) young people are not interested in boring business after hours networking events. Yoga is a high value activity – classes cost between $10-20, but if you can, encourage a local organization (think: library, nonprofits) to do free/donation based events. Adding a happy hour afterwards gives the chance to form relationships. Holding the class in an interesting space, like a museum, provides something to talk about. For extra credit, you can incorporate adorable baby animals.
Make sure to highlight health-oriented and social activities in your marketing plans to pique women’s interest and draw them to your community.
Men will follow
The title of this post is flatteringly adapted from our friend and collaborator David Feehan’s excellent book “Design Downtown for Women – Men Will Follow” which delves into how downtowns can be made into a better experience for women, which in turn, creates a better experience for all.
Men will follow. In the most literal sense, they will follow their partners/girlfriends/wives in their decision to move to your community. But on a greater scale, communities that attract women will grow stronger through more resilient community organizations, more diverse companies, and more tightly knit social networks, and thereby attract people of all ages and gender. The outcome of targeting your talent attraction and retention strategy on young women is a better value proposition for all those who might call your community home.
With much of our work revolving around Regional Economic Development, we decided to host a webinar about Regional Economic Development Collaborations – sharing insights and lessons learned with our panelists:
If you missed the webinar, it’s not too late! See the recording here.
Questions about this topic? Reach out!
Building stronger economies is a core component of what we do as economic development strategists and ideas generated to advance and position an economy for growth differ region to region. To some, a “stronger economy” may mean scaling businesses and/or affordable housing. To others, it may mean investing more in transportation or all of the above. Variance aside, an increasingly common variable we’re finding in our work is a focus on inclusive economic growth.
According to Brookings Institute’s “Opportunity for Growth” report, cities are a critical scale at which to address barriers to and foster greater economic opportunity for workers, firms and local economies. So, if you’re wondering how you can tackle inclusive growth for your city or region, think about your most critical local assets and economic drivers. Think: neighborhood business districts (NBDs), those corridors or hubs of small, boutique shops often anchored by a grocery store and centered around day-to-day convenience shopping needs of residents. NBDs present a unique advantage for cities thinking about how to build wealth for residents, concentrate local jobs, and even increase safety and livability.
Here’s some food for thought:
• Entrepreneurship has been a proven model for financial empowerment and economic mobility, but is most difficult to achieve for residents in poor communities. Investing in NBDs enable areas to reimagine vacant or underutilized spaces for entrepreneurship activity to support local entrepreneurs’ ability to learn, test new ideas, and scale operations.
THINK: Entrepreneurship for All and their efforts to advance inclusive entrepreneurship in local communities in Massachusetts.
• Proximity to jobs and amenities add to a neighborhood’s affordability, particularly as transportation costs make up a large share of expenditures for low-income families. Investing in local NBDs not only increases employment opportunities for local residents but also ensures better access to them.
THINK: the Center for Neighborhood Technology Housing and Transportation Index proving that where neighborhoods are location-efficient, they’re affordable.
• Homeownership is an essential path toward opportunity and wealth building. These assets suffer in poor communities where low home/property values, due in part to the quality of the neighborhood, exists. Investments in NBDs over time – i.e. building renovations and streetscape improvements – reduces blight and vacancy, increases community value and benefits local residents looking to buy, own or sell in the area.
THINK: Brookings recent “The Devaluation of Assets on Black Communities” report.
• Investing in businesses within NBD’s increases tax and municipal revenues, making available additional resources for an area’s infrastructure and public service needs.
THINK: Smart Growth America and how walkable urban development and other smart growth strategies are helping to boost tax revenue.
Building capacity to revitalize a neighborhood business district is no easy task. Yet, with due diligence, a city and region serious about inclusion can develop strategies centered on building NBDs that are economically viable, resilient and sustainable. In return, economic outcomes are not only strengthened but also guaranteed to reach people and places that need it the most.
I recently participated in the State Science and Technology Institute annual conference. These conferences are always a great chance to connect with peers around the country but also to reflect on what is ahead for us all. It was exciting to see a diverse group and a significant number of first-time attendees. This is a great demonstration of new energy in the organization and the network of people looking to make a difference.
As I traveled home I started to reflect on three takeaways that I want to explore more as I reflect on the past year and look to 2019.
First, we are not doing enough! There was a healthy amount of commentary and discussion on the reality that while some of the simple economic indicators are positive, the vast majority of the underlying data – especially the indicators used to look at the future – education attainment, indebtedness, net financial worth, poverty rates, climate change, etc. are all really bad. We can not get distracted by the soundbites of economic strength, we must focus on the economic stresses that exist at some level in every one of our communities.
Second, we need to collaborate even more! The stresses that our communities face are too much for any one organization to address, but many try. Whether it is the human nature to compete or a sense that financial support for mission-driven organizations is a zero-sum game, I continue to see a lack of collaboration.
Leslie Smith from Epicenter in Memphis and I hosted a breakout session on Network Leadership where we asked participants to role play. While some enjoyed the opportunity to get out of their own persona, many struggled to put themselves totally in the perspective of their role. It is not easy to relate to others, especially when their views about the past and future of a community differ. Our default is to often go back to our comfort zone of peers and own organization. By collaborating more, we gain the perspectives of others, resulting in stronger leadership and better solutions.
Third, we should get together more! In the early days of Fourth Economy, we created this image to represent the drivers and assets of the fourth economy. In many ways, we have been pioneers in ‘preaching’ the virtues of broad-scale collaboration. What I’ve come to appreciate even more is that the People asset can be the greatest, but it can also be the most difficult barrier. If people are not able to build trust, empathy for one another, and a shared understanding of the past and vision for the future, we will not be able to do better. We will see some ride the economic peaks while many more become further from the opportunity. We will question what we could have done to prevent the next economic downturn or to help those in our community.
I’d rather not wait and will look for opportunities to push myself to get together with people in the communities that I work, live, and play to increase my own understanding of their vision and needs. I hope you consider doing the same.
The Community Index began six years ago as an effort by our team to document the key indicators of current and future vibrant communities. Fourth Economy takes a holistic approach to economic and community development. Our model considers a range of criteria to measure economic strength. The Community Index is made up of 20 indicators across five themes: Investment, Talent, Sustainability, Place, and Diversity. While we know there is no single recipe for economic success, we also know that these five areas are critical ingredients in vibrant communities everywhere.
From 10 to 1,837
Each year, we publish a list of the top 10 scoring counties. In 2018, we developed an interactive tool to allow others to see how our Index model ranks counties across the country. This year’s Community Index features data on 1,837 of the 3,007 counties in the United States, covering all counties with a population of 20,000 or more. Each benchmarks against all counties in the state, geographic region, and similar population size.
A great conversation starter
We debuted the Community Index tool at the International Economic Development Council conference in Atlanta. Our first users were inquisitive and had some great questions. Some of the most interesting questions we fielded include:
- What outcomes were unexpected?
We were glad to see that the model does not identify a specific recipe for economic success. Communities that score highly across our categories do not come in one mold, but many—from rural cultural hubs to small, developing cities to booming metro regions.
- What should I do with this tool? How is it useful?
We hope that people will use the dashboard to explore the economic strengths and weaknesses of specific communities, use the Index map to see who is doing well across the country overall and in specific metrics, and use the top ten to read about some particularly strong examples of regional economies.
- Why do all the counties with cities score so well?
Generally, more densely populated places have economic and cultural assets that more rural or suburban places do not, and the model picks up on this. So on one hand, it’s important to compare among similarly-sized places. That’s why we’ve organized the counties by size categories. So, when comparing large cities, it’s important to realize that a score of, say, 85 (as with Allegheny County, PA) is not as high relative to its geographic peers as a score of 85 for small communities. BUT, there are also many small communities that do well in our model. Look, for instance, at our top ten list for mid-sized counties. Or, look at the even smaller communities of Juneau, AK, or Wasatch, UT, for some high-scoring examples.
- Why didn’t we look at counties with fewer than 20,000 people?
Many of the indicators that inform the index model are population-based statistics that have been collected from sources like the US Census Bureau. For small populations, these data are less reliable (i.e., come with greater margins of error) and can be more significantly influenced by single contributors (e.g., a company opening or closing), so for that reason, we’ve chosen not to include small, rural counties in this version of the model.
- Why did you analyze at a county level?
We analyzed at a county level because of the data set availability. It’s easy for us to combine indicators and to do a multi-county analysis for a region. For specific projects, we could apply the index model to other types of geographies, or conduct or more nuanced analysis (for geographies that are either larger or smaller than counties), but that is not part of this tool.
We see the Community Index as a starting point for communities, providing them with a baseline to help understand where they are doing well and see where there is room for improvement. Many of our most interesting projects stem from conversations with communities about where they are and where they want to be. Do you have a question you’d like us to answer? Reach out!
Clairton, Pennsylvania is home to less than 7,000 residents. It is probably best known for being the home of the Clairton Coke Works and was once known as the Coke Capital of the World. It is also known for being the home of the Clairton Bears, the local high school football, which had a 66 game winning streak that spanned 2009 to 2013.
Clairton is one of the Monongahela river towns where the decline of the steel industry hit hard. Tucked onto two hilltops that overlook the river, train tracks, and the coke works, Clairton has seen more than its fair share of losses. More than a decade ago, the last grocery store in town closed.
Now, there is positive momentum. Local residents, working through two committees: The Healthy Food, Social, and Human Services Committee and the Neighborhood Partnership Program Committee guided the development phase and ensured engagement by the residents of Clairton. The effort to get to opening day resulted from the efforts of two nonprofits, Economic Development South and Just Harvest. Funding for the store was provided by the Pennsylvania Department of Community & Economic Development’s Neighborhood Assistance Program (funded by BNY Mellon and Highmark), and Bridgeway Capital.
Fourth Economy and Palo Alto Partners were engaged by Just Harvest to assess the financial viability of the fresh foods market planned by Economic Development South. We conducted a needs assessment to identify the areas of highest need in Clairton, combined with an opportunity assessment to identify the areas that would be most accessible to residents. We also conducted an evaluation of local expenditures and competing stores and to assess potential store locations in Clairton. Surveys of residents provided critical insights into what factors would make the store successful. The study estimated the potential sales that could be captured for different offerings. Finally, the study integrated all of these analyses into a business plan and operational model.
The results of our analysis demonstrated that such a store would have a narrow path to sustainable break-even operations. Every scenario required some level of subsidy to overcome early operating losses. As a consulting team, we were downcast that we were not creative enough to find a sustainable, break-even solution. We were dreading when it came time to present the results to our project partners at Economic Development South and Just Harvest.
When we got to final numbers on the cash flow and the break-even projections, we expected to hear something like, “Well, thanks for trying.” We got a very different response instead. Greg Jones of Economic Development South was ecstatic — the numbers were much better than he expected. “We can make this work. This is less than it costs to educate people about food deserts and the lack of fresh produce. If we can actually provide fresh foods at this cost, this is a no-brainer!”
With the opening of Produce Marketplace, at 519 St. Clair Avenue, residents of Clairton will have access to affordable fresh foods all year round. It has been great to see this project come to life. It will be two or three years before we know that the store is sustainable, but the level of community engagement and interest to date provides a good leading indicator of the store’s viability.
We see the Fourth Economy Community Index as a starting point for communities, providing a baseline to help understand where they are doing well and see where there is room for improvement.
We envision using the information:
- When developing an RFP to create specific strategies to improve your community
- To lead community discussions about areas of relative strength and weakness
- To inform presentations to stakeholders about the state of your community
- To compare your community to top ten communities of the same size
The Index model incorporates twenty different indicators in the areas of Investment, Talent, Sustainability, Place, and Diversity. While we know there is no single recipe for economic success, we also know that these five areas are critical ingredients in vibrant communities everywhere.
What do we mean by each of these?
- Investment: active businesses, access to capital, and investment in physical infrastructure
- Talent: a growing workforce with education and job skills, equipped to excel in high-wage opportunities
- Sustainability: transportation, land use, and environmental conditions that promote healthier lifestyles and a healthier planet
- Place: affordable housing and transportation options that provide access to recreational and cultural amenities
- Diversity: personal and professional interaction across lines of race/ethnicity, age, and wealth
Top 10 Mid-Sized Counties in the US (50K – 150K)
- Minnehaha County, SD (Sioux Falls)
Minnehaha County, South Dakota, has strengths in Place, Investment, and Talent, and has experienced a whopping 8% growth in population over the past five years. Along with the increase in the population of Minnehaha and the Sioux Falls area, the county also has a robust business community and has seen increasing development to meet demand, as illustrated by the blossoming communities around Sioux Falls.
When was the last time you visited a public library? How about a Starbucks? As of 2017, it is noted that there are more public libraries than Starbucks in the U.S. I’ve experienced a recent uptick in my library visit frequency. Instead of simply using their printer when mine is on the fritz,I’ve used their resources to successfully kick-start an abandoned community garden, discover local neighborhood assets, and score a free yoga class.
In late July, there was an opinion piece shared by Forbes (that was quickly deleted due to insane backlash), that insisted Amazon could and should replace libraries. Leave it to the librarians to whip up some serious backlash. So it’s obvious that there’s a need for libraries, but why? In both rural and urban areas, libraries are moving away from simply being placeholders for books, and closer to becoming a space that meets unmet society needs through technology innovation, education, and municipal services.
Let’s rewind 20 years…
Maxine Bleiweis’ 1997 publishing of Helping Business- The Library’s Role in Community Economic Development, served as a How-To manual for the library’s role in small business development. Back in ‘97, libraries offered free training courses, aided in workforce development, and began advocating for a strange new gizmo: the internet. In the past twenty years we’ve seen the rise of this online resource, with most library materials reflecting this shift. Many now provide public access technology infrastructure resources and capacity, digital literacy support, and domain-specific services and programs (civic engagement, education, health and wellness, etc). However, states with a high percentage of rural areas still struggle with supporting small and local businesses when their residents lack a reliable and affordable internet connection. It’s 2018, and in every single state there exists a portion of the population that doesn’t have access to broadband.
Libraries to the rescue!
In Missouri, Secretary of State, Jay Ashcroft, is pushing to fund the “Remote Electronic Access for Libraries Program”, which supports the costs of internet access, technical support, and other training services at the state’s public libraries. Ashcroft views the program as a cost-effective way to spread broadband throughout the state”, an issue that many states’ deal with. The roots of the Public Library run deep in supporting public needs beyond provision of paper materials . For example, Andrew Carnegie’s first designated library in Braddock, PA (pictured below), was imagined to be a full service center for working class Americans. It was equipped with billiard tables and a bathhouse to provide mill workers with a place to shower before using the facilities.
Photo circa 1893: Library of Congress Prints and Photographs Division (REPRODUCTION NUMBER: LC-DIG-ppmsca-15382)
In a world where people are paying to get ahead through specialized education such as training programs and certificates, libraries are slowly breaking down the inequality barrier.
In June 2014 the Free Library of Philadelphia launched a Culinary Literacy Center, aimed at revolutionizing the way residents think about food and nutrition while advancing literacy and teaching math through measurements. Over in Connecticut, the Westport Library’s makerspace is equipped with 3D printers which allow users to learn modeling software programs, and robots to teach coding and computer-programming skills. Outside the U.S. exists what is commonly referred to as the gold standard in library innovation, Dokken, in Aarhus, Denmark received the award for best public library in 2016. Patrons can park in the automated, robotic underground parking lot, make use of the lecture halls, and get some fun time in at one of its three on-site playgrounds. Furniture is movable, allowing users to create whatever space they require, a reflection on how libraries function best when listening and responding to community needs. After renovations, visitor counts skyrocketed from 1,800 to 3,800 visits per day.
At a time where inequality is at its highest in the United States, we need more than ever, to embrace potential innovation for societal goods that libraries hold in both urban and rural areas. Whether it be through entrepreneurial and small business support, broadband availability, or being an inclusive space for community engagement, Libraries bring social wealth to communities and subsequently, their economies.
The upcoming revitalization of Braddock Carnegie Library of which Fourth Economy is helping, will allow us to complete a community and economic impact analysis for the library. I’m personally excited about drawing lines from community needs to what the library can offer.
In mid-August, Fourth Economy and the Borough of Ford City played host to developers and investors for an Opportunity Tour.
Fourth Economy has been working with Ford City on their Comprehensive Plan, and this tour was designed to gauge interest and gain ideas for how development might take place on two sites in the community – the former site of Ford City High School and the riverfront that runs between the town and the Allegheny River.
The riverfront is currently home to several different uses – the 36 mile Armstrong Trail starts about a mile away from Ford City and runs the length of the town along the river. Also along the river are several manufacturing firms, some of which have located in the former home of Pittsburgh Plate Glass. At the north end of the riverfront site sits a few uninhabited buildings formerly housing the the Elgier toilet plant.
The Tour began at Klingensmith’s Drug Store, with local leaders greeting their out of town guests, and a quick overview of the comprehensive planning process and the proposed capital improvements plan. After a quick walk around the downtown, tour participants split into a caravan and drove to the southern end of the riverfront, then continued back up, making stops along the way, with property owners along the route to fill in information about each site.
On a clear August day, with a light wind blowing and the sun sparkling off the Allegheny river, tour participants brainstormed about the potential of marinas, riverfront restaurants and residences, and how to repurpose the existing industrial infrastructure.
The next stop was the former high school site, which offers a unique opportunity for development in the center of town.
Down the street from the former high school site, the group gathered at Spigot Brewery for a refreshing happy hour with food provided by Harper’s Grill, a recently opened restaurant that offers burgers made from grass-fed beef.
The tour capped off with a presentation at 10th Street Station, which was attended by residents, town leadership, and tour participants. First, the group heard from Leslie Oberholtzer of Codametrics, about the upcoming process that will result in a new zoning code for the Borough. Then, Jim Kumon of the Incremental Development Alliance explained how starting development on a small scale through rehabilitation of older buildings and spurring small businesses could change the town’s economy.
While the tour ended, Leslie and Jim returned to Ford City the next day to lead workshops in riverfront planning and activating spaces. During the first exercise, the group split into two and cut out different land uses to paste them on a map of the riverfront, an exercise that was useful for envisioning what the space might look in the future.
In the afternoon, Jim Kumon provided several examples of places that had activated uninhabited parts of their towns through markets or recreation, and how that lead to more investment and development. Participants then split into three groups, and brainstormed ideas for how to take the “next smallest step” for the riverfront, the high school site, and the downtown. The riverfront and downtown group went on field trips to survey their spaces, and returned with good ideas and information to share.