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ABOUT
VISION AND INITIATIVES
POLICY PLAN
2030 CONCEPT PLANS
IMPLEMENTATION CAMPAIGNS
PERFORMANCE DEVELOPMENT
SCHEDULE AND PROGRESS
REPORTS AND PUBLICATIONS
NEWSROOM
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Implementation Campaigns
Introduction |
Implementation Campaigns |
Implementation Approach
CAMPAIGN TO ASSURE ECONOMIC
PROSPERITY
COMMITMENTS AND PROGRESS BY PARTNERS
Cincinnati USA Partnership
This partnership is a regional economic development initiative, facilitated
by the Greater Cincinnati Chamber of Commerce, supported by a five-year
campaign with investments from businesses and public-sector organizations
throughout the 3-state, 15-county Cincinnati metropolitan region. The
program of work funded by the Cincinnati USA Partnership includes: business
attraction, retention and expansion; regional marketing-domestic and
international; business information and workforce development; and new
business development initiatives such as CincyTechUSA and the Minority
Business Accelerator.
Cincinnati USA Partnership Industry Cluster Analysis
An industry cluster analysis has been recently been conducted by the
University of Cincinnati and the University of Kentucky for the 15-county,
three-state Greater Cincinnati Metropolitan Region. The partnership involved
in this project included Greater Cincinnati Chamber of Commerce, Cinergy,
OKI Regional Council of Governments, and Northern Kentucky Tri-ED.
CincyTechUSA
This initiative of the Greater Cincinnati Chamber of Commerce, is a
collaborative effort of major corporations, governments, universities, and
associations in Southwestern Ohio and Northern Kentucky to foster and
promote technology-based economic development. CincyTechUSA publishes the
Innovation Quarterly (IQ) which presents the region’s entrepreneurs,
technology growth resources and innovations. In 2003, CincyTechUSA and
Regional Technology Workforce Alliance developed the Regional Technology
Workforce Alliance Action Plan, a two-to-three year strategic technology
workforce plan. In the August 2004 IQ, the Leadership Letter states the
CincyTechUSA is in the mist of doing strategic planning, including a
benchmarking analysis of regions also emphasizing economic growth by
supporting technology growth: Raleigh, Austin, San Diego, Minneapolis, St.
Louis, Pittsburgh, Madison, Cleveland, Columbus, Indianapolis, and
Louisville.
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Supports Objectives 3, 5
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Supports Initiatives 6
Cincinnati USA Regional Technology Workforce Alliance
The Alliance, created in 2003 by the Greater Cincinnati Chamber Commerce,
“is a network of trade associations, technology companies, and educational
providers working together to identify, coordinate and integrate the vast
educational and training resources available in our community for
comprehensively addressing our region’s knowledge-based workforce
challenges”. The Alliance’s purpose is “to address knowledge-based workforce
development and build business-driven, demand-oriented strategic
partnerships among business, public and educational sectors throughout
Southwest Ohio, Northern Kentucky, and Southeast Indiana”.
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Supports Objectives 3, 5
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Supports Initiative 6
Regional Technology Workforce Alliance Action Plan (RTWA)
In 2003, the RTWA had a survey/assessment completed of the technology
workforce in Cincinnati USA of three industry clusters: Advanced
Manufacturing, Biosciences and Information and Communication Technology.
With the findings from the survey/assessment, the RTWA and CincyTechUSA
developed a two to three-year strategic plan. This Action Plan recommended
the development of the following: a self-service WEB site,
Technologyworkforce.com; a database of technology-producing and
technology-consuming companies; a database of educational and training
programs in the region; an Industry Advisory Council for Technology
Curriculum Enhancements and a system for increasing internships, co-ops and
other experiential learning opportunities for students.
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Supports Objectives 3, 5
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Supports Initiative 6
IQ (Innovation Quarterly) Forum-The Race For Talent
In 2003, the Regional Technology Workforce Alliance, The Circuit, Techsolve,
and CincyTechUSA hosted a Forum titled “The Race for Talent – Cincinnati USA
is in to win it!” The forum included three presentations: 1.) A panel
discussion of Young Professionals – discussing why they came to the area,
why they stay and what issues are important to them; 2.) A report by
Patricia J. Cirillo Ph.D. of Cypress Research Group concerning the region’s
labor force in advanced manufacturing, bioscience, information and
communication technology clusters; 3.) A presentation by Joel Kotkin-international
authority on global economic, political and social trends—that addressed
turning the brain drain in brain gain.
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Supports Objectives 1, 2, 3, 4, 6
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Supports Initiative 6
TechSolve
TechSolve, formerly the Institute of Advanced Manufacturing Sciences (IAMS)
was founded in 1982 as part of a regional effort to improve the
competitiveness of manufacturing and related businesses. The original
partners for this initiative were the City of Cincinnati, the Greater
Cincinnati Chamber of Commerce, the University of Cincinnati, and local
industry groups. In 1984, TechSolve became an Ohio Edison Technology Centers
through the Ohio Department of Development. TechSolve sites its major
accomplishments in the last five years include: more than 800 major
productivity improvement projects with manufacturers that have enabled $95
million in cost savings, $600 million in increased sales retention or
creation of more than 600 manufacturing jobs, $22 million in new salary
income added to the economy and more than 16,000 manufacturing employees
trained.
Ohio Valley Affiliates for Life Sciences (OVALS)
OVALS is a partnership of the University of Cincinnati, Wright State
University, University of Louisville, University of Kentucky, the Kentucky
Office of the New Economy, Lexington United, BIO/START and CincyTechUSA.
OVALS facilitates the scientific collaborations between the research
institutions of the member universities and also with the related industry
and economic development groups. Its intent is to expand life science
research options, find new funding sources and expand the commercial
potential of new technologies.
Ohio Third Frontier Project
The Third Frontier Project was created by the Ohio Legislature in 2003. It
is administered by the Third Frontier Commission and is a 10 year, $1.1
billion initiative designed to 1.) build world-class research capacity,
2.)support early stage capital formation and the development of new
products, and 3.) Finance advanced manufacturing technologies to help
existing industries become more productive. The Third Frontier Project has
invested $25.2 million for the Center for Computational Medicine at
Cincinnati Children’s Hospital Medical Center and $9 million for the
University of Cincinnati Genome Research Institute.
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Supports Objectives 3, 5
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Supports Initiative 6
World Class Ohio
A Prospectus for Achieving Success in the Third Frontier (June 2003)---A
product of the Ohio Business Roundtable, a statewide organization of CEOs,
and the Ohio Technology Partnership, a union of the state’s major regional
technology councils and the Ohio Business Roundtable, the Prospectus
identifies five areas that will provide a foundation for world-class
technology-based economic development in Ohio: 1.) Advanced materials, 2.)
Biosciences, 3.) Information technology, 4.) instruments, controls,
electronics, and advanced manufacturing technologies and 5.) power and
propulsion. The Prospectus emphasizes the commercialization of technology
and the need to ensure the innovation in technology is market-driven, not
research driven. Actionable Next Steps are recommended in the Prospectus
that “focus on creating a more competitive business climate, a more robust
entrepreneurial environment, more seed and early stage capital, and
workforce development”.
Housing Improvement Program (HIP)
Housing Improvement Program (HIP) is a low-interest, home improvement loan
program by the Hamilton County Commissioners and the Hamilton County
Treasurer. Hamilton County homeowners can get loans at 3% below market rate
for a 5 year term to repair or remodel homes or rental property. Loans can
also be used for code violation compliance and property upgrades. As of June
2004, HIP had leveraged over $10 million of private investment to improve
aging housing in the County.
First Suburbs Consortium
The Southwest Ohio First Suburbs Consortium is an association of elected and
appointed officials whose mission is to initiate and promote public policies
that maintain the vitality of the member communities, protect and redevelop
these mature communities and foster regional cooperation. The member
communities of the Consortium are City of Milford, City of Silverton,
Village of Greenhills, City of Madeira, Village of Glendale, Amberley
Village, City of Montgomery, City of Wyoming, City of Springdale, Village of
Lockland, Village of Lincoln Heights, City of Deer Park, Village of Evendale
and Springfield Township. These mature communities are all facing major
challenges that include aging housing stock and infrastructure, shrinking
tax base, abandoned commercial and industrial sites and increasing social
costs. The First Suburbs Consortium describes itself as “ the largest
government-led advocacy organization in the country working to revitalize
mature, developed communities, and raise public and political awareness of
the problems and inequities associated with urban sprawl and urban
disinvestment”.
Hamilton County Development Company (HCDC)
Formed in 1982, the Hamilton County Development Company (HCDC) is a private
not-for-profit corporation with the mission to promote economic development
in Hamilton County. The HCDC administers the U.S. Small Business
Administration (SBA) and State of Ohio loan programs. The HCDC claims that
over twenty years it has approved 700 loans with a total value of $149
million, creating over 5,200 jobs. The HCDC also developed and operates the
Hamilton County Business Center, a business incubator. The HCDC states that
over 190 companies have progressed through their business incubation program
and 55% of the138 graduates are successfully still in business. The HCDC is
also one of the largest incubators in the Ohio Edison Business Incubator
Program, which specializes in assisting high-tech firms get up and running.
HCDC manages the Hamilton County Economic Development Office which
administers the Enterprise Zone and Community Reinvestment Area programs
that provide tax incentives for companies to relocate into Hamilton County,
or for existing companies to expand their businesses. The HCDC states that
these incentives programs have leveraged over $2.2 billion in new investment
and created or retained over 37,900.
Board of County Commissioners
The Hamilton County Commissioners have invested in economic development
projects in the last few years that include major capital projects such as
Paul Brown Stadium and the Great American Ballpark, both partly financed by
the Hamilton County voters approving an additional sales tax in 1996. Other
capital projects with significant economic development impact include
riverfront parking ($71 million) and public improvements for Fort Washington
Way and the Floodway ($66 million). The County has also contributed to the
Convention Center expansion [annual debt service--$4.9 million-Lodging Tax
(began in 2002) and $250,000—General Fund (Beginning in 2005) and a one time
capital contribution $1,750,000—Auto Title Fund (12/2)].
The Commissioners also commit annual funding to agencies or programs
involved in economic development programming in Hamilton County including
the Hamilton County Development Company (HCDC)--$499,000 General Fund and
$94,000 CDBG funds; Port Authority of Greater Cincinnati--$350,000 General
Fund; Partnership for Greater Cincinnati--$250,000 General Fund; Link
Deposit Program--$16,000 General Fund; Greater Cincinnati Convention and
Visitors Bureau (GCCVB)--$4,020,000 Lodging Tax; and the Northern Cincinnati
Convention and Visitors Bureau--$250,000 General Fund, $250,000 Lodging Tax
passed through GCCVB. The Commissioners have also set aside $2 million from
the General Fund specifically for economic development initiatives.
In the summer 2004, the Commissioners requested the International Economic
Development Council (IEDC) to do an assessment of the County’s economic
development policy and programs and then provide recommendations for
improving their effectiveness. The IEDC identified economic development
strengths for the County as: regional growth; a civic-minded business
community; a wealth of cultural, arts and entertainment resources; Hamilton
County’s place as the core county of the region; the riverfront and its
development potential; a renewed emphasis on economic development in
Cincinnati; a strong county organization in HCDC; and strong educational and
research institutions. The County’s challenges were competition from
outlying counties; highly fragmented system of government; limited supply
and high cost of undeveloped land; some school systems in the county
performing poorly; population loss; stadium debt; organizational challenges;
public safety; public perception; and loss of hotel room nights.
The IEDC’s recommendations to the County are:
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Develop a strategic, comprehensive economic development plan for the
county.
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Engage in joint branding efforts
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Expand the scope and strategic role of the Hamilton County Development
Company.
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Partner with the City of Cincinnati to boost key projects.
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Strengthen powers to assemble and redevelop land.
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Establish a formal process for managing TIF districts.
The Center City Plan: Setting Priorities
A collaborative effort sponsored by the Cincinnati Business Committee,
Downtown Cincinnati Inc., the Regional Initiatives Fund and the City of
Cincinnati. This is a strategic plan for the revitalization of the Center
City of Cincinnati- starting with the downtown core. It defines four
priorities: 1. enforcing aggressive public safety policies; 2. restoring
Fountain Square as the center of downtown; 3. developing diverse, mixed-use
neighborhoods, including implementation of the Over-the-Rhine plan adopted
by the City – focusing first on Washington Park – and integrating the
Riverfront Master Plan adopted by the City and Hamilton County, including
The Banks development in the overall Center City program, and 4. Creating
the organization and financial resources to drive successful Center City
Development.
Cincinnati Center City Development Corporation (3CDC)
3CDC is the private sector real estate development organization created by
the City of Cincinnati in July 2003 to oversee Center City Plan projects and
programs. 3CDC was created with the intent to strengthen and leverage
downtown Cincinnati core assets, initially focusing on Fountain Square,
Over-the-Rhine, and The Banks. In fact, 3CDC is organizationally divided
into three working groups, one each for Fountain Square, Over-the-Rhine and
The Banks. At its creation, 3CDC had commitments of $150 million for five
years of public and private sector capital, with $100 million from the City
of Cincinnati and $50 million from with the creation of a new private sector
equity fund, targeting to raise $50 million over five years.
Downtown Cincinnati Inc.
Downtown Cincinnati Inc. has been instrumental in revitalization of downtown
Cincinnati. It was a collaborator in the development of The Center City
Plan: Setting Priorities and is actively engaged with 3CDC in its Fountain
Square Working Group to transform the heart of Cincinnati and Hamilton
County. It has continued its Safe and Clean Program by expanding its
Ambassador Program and implementing its recommendations from its Panhandling
and Homeless Task Force. Downtown Cincinnati Inc. also conducted a market
analysis for market-rate housing in the urban core and continues to track
this expanding market.
Central Riverfront Urban Design Master Plan (April 2000)
This Plan was a collaboration between the City of Cincinnati and Hamilton
County to give direction to two public policy areas: to site the two new
stadiums for the Reds and Bengals and to develop an overall urban design
framework for the development of the central riverfront, leveraging the
major investments in stadiums and parking. The Plan also integrated the
master planning for the 70-acre Central Riverfront Park and the planning for
The Banks mixed use district, completed by the Riverfront Advisors
Committee. Other major elements of the Plan include underground parking for
6,000 cars, a narrowed, redesigned Fort Washington Way and an intermodal,
below grade transportation center.
Port of Greater Cincinnati Development Authority
In late 2000, the City of Cincinnati and Hamilton County collaborated to
create the Port of Greater Cincinnati Development Authority. The newly
created Port Authority was actually the reconstitution of an existing port
authority now with the added responsibility to oversee the development of
The Banks/Central Riverfront Project, while also continuing the
redevelopment of brownfield areas. The Port Authority was authorized to
implement Central Riverfront Urban Design Master Plan. In February 2004, the
Port Authority and 3CDC in a Memorandum of Understanding together reached a
agreement on a formal, structured relationship for implementing The Banks
development. The Port Authority will remain with full responsibility for the
development, with the capacity to exercise necessary public powers like
issuing revenue bonds, receiving funds from and entering into cooperative
agreements with other government entities, and also, financing, owning and
leasing property. 3CDC will act as Development Manager of The Banks project
and will act as strategic advisor to the Port Authority in the
implementation of the plan for The Banks. 3CDC will also assemble the
professional teem needed to develop the project, manage planning and
communications and work with the Port Authority on financing strategies.
Arts & Culture Task Team Plan: Artist Vitality and Creative Economy in
Cincinnati – Beginning in Over-the-Rhine
In 2003, the City Council of Cincinnati’s Arts and Culture Committee
recommended $2.2 million for support of arts and culture for capital
improvements and investments in 2003 and 2004, primarily for arts
organizations in the Over-the-Rhine. The recommendation came from findings
of the Committee’s Task Team Plan Artist Vitality and Creative Economy in
Cincinnati – Beginning in Over-the-Rhine. The Plan stated that “the monies
will be appropriated to realize artist vitality and creative economy in
Cincinnati with particular emphasis on the Center City and beginning in
Over-the-Rhine”. The Arts Capital Funding Recipients for 2003 and 2004 were:
Art Academy of Cincinnati-$250,000 in 2004; Arts Consortium-$70,000 in 2004;
Artworks-$10,000 in 2003; Cincinnati Ballet-$125,000 in 2003, $125,000 in
2004; Cincinnati Museum Center-$125,000 in 2003, $125,000 in 2004;
Cincinnati Opera-$350,000 in 2003; Cincinnati Shakespeare Festival-$25,000
in 2003; Contemporary Arts Center-$$75,000 in 2003, $50,000 in 2004; Emery
Theater-$250,000; Ensemble Theater-$20,000 in 2003; Learning Through Art,
Inc.-$15,000 in 2003; School for Creative and Performing Arts-$5,000 in
2003; SSNOVA-$35,000 in 2003; Taft Museum-$350,000 in 2003, and Cincinnati
Preservation Association-$50,000.
Over-the-Rhine Comprehensive Plan (June 21, 2002)
This “consensus-based plan” was prepared for the Over-the-Rhine (OTR)
Community by the City of Cincinnati Planning Department in collaboration
with the OTR Community Council, OTR Coalition, ABCD Resident’s Table and
other community stakeholders. The Plan’s recommendations focus on
revitalizing this important Center City neighborhood by using its many
significant assets including: committed residents and stakeholders; a rich
and diverse arts and cultural community; distinct historical architecture;
home to historical Findlay Market and Music Hall, and a prime location
between the downtown and the uptown areas of the Central City. The Plan
recommendations also confront the many challenges of the area including:
disinvestment, loss of population and economic activity, crime and the
perception and reality of an unsafe and unhealthy environment,
concentrations of poverty, and lack of mutual respect and community cohesion
in a racially and economically diverse neighborhood. Per the Executive
Summary of the Plan, the recommendations of the plan “are designed to
rebuild the housing and economic infrastructure of the neighborhood in a way
that will create an economically and racially diverse community that can be
sustained over the long term.”
Art Academy of Cincinnati
The Art Academy began its Leadership Phase of its Capital Campaign to
relocate and expand in the Over-the-Rhine in March 2001. The Art Academy
purchased a building at 12th Street and Jackson Street and were drawn to the
area by the many artists and arts organizations that have long been urban
pioneers in redeveloping the OTR. The Art Academy is presently renovating
the building and expects to move in during 2005.
Cincinnati Tomorrow/The Creative City: A Plan of Action
Influenced by the bestselling book by Professor Richard Florida, The Rise of
the Creative Class, a group of young Cincinnati professionals started an
organization, Cincinnati Tomorrow, that is “dedicated to building a city
that attracts and retains young and creative people”. Florida’s basic theory
is that economic development in the future will be driven by a young,
creative class of professionals that are attracted to cities and regions
that offer many economic opportunities, but also a stimulating cultural and
artistic scene and a variety of other recreational/athletic amenities.
Cincinnati Tomorrow also developed The Creative City: A Plan of Action that
acknowledges that young professionals have left Cincinnati for cities that
offer “more status, amenities and creative energy” and that the area must
“maintain a tolerant, active urban core” in order to attract and keep the
creative class and “build a vibrant growing economy”. Some of the
recommendations from the Plan include: market Cincinnati as an energetic and
open city; brand unique neighborhoods; support minority driven arts and
entertainment; launch a local music initiative; and cultivate active
recreational options. A continuing program of Cincinnati Tomorrow is their
After5 Walks, where they have organized tours for young professionals of
different Cincinnati neighborhoods sampling their restaurants, unique shops
and nightspots.
Cincinnati Metropolitan Housing Authority/HOPE VI—City West
The Cincinnati Metropolitan Housing Authority is transforming a
long-standing, inner-city neighborhood characterized by public housing
projects and a debilitating urban crime culture into the HOPE VI City West
neighborhood, with new homes in historical styles, a large new urban park,
community and recreational facilities and new retail spaces. The intent is
for this to be a vibrant, mixed-use, but more importantly, mixed-income
neighborhood.
City of Cincinnati Business Development and Permit Center
One of the recommendations of the Mayor Luken’s Economic Development Task
Force in March 2003 was the development of a one-stop development center to
expedite the development/re-vitalization process. On April 26, 2004, the
City of Cincinnati Business Development and Permit Center opened at 3300
Central Parkway. The City’s entire Department of Buildings and Inspection
has been relocated there. The Center’s WEB page proclaims that
‘approximately 80 percent of our building permit customers simply need a
“walk-through” permit. Those will continue to be issued on the spot, in 90
minutes or less. For larger, more complex development projects, which
require research and analysis, Center representatives will work with
customers to schedule meetings and follow-up, in order to expedite issuance
of a permit’.
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If you want to feel rich, just
count all of the things you have that money can’t buy.
Prosperity is not without many fears and distastes; adversity not without
many comforts and hopes.
FRANCIS BACON, SR
Implementation Campaigns:
Assure Economic Prosperity
Build Collaborative
Decision-making
Embrace Diversity and Equity
Balance Development and the
Environment
Community COMPASS
Participants
Awards
Glossary of Terms
Community COMPASS Process
Other Plans (local,
countywide, state)
Alignment with OKI
Indicators
Smart Growth Principles
Hamilton County Treasures
Community COMPASS Publications
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