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Mahoning Valley Partnership

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Mahoning Valley Partnership Mahoning Valley Partnership Coordinated Economic Development Plan Fall 2015 Executive Summary ................................................ 4 Vision & Priority Themes ........................................ 7 Objectives ................................................................ 11 Implementation ....................................................... 15 Community & Economic Development Partners .. 59 Focus Group Findings ................................................. 88 Young Professionals Survey ......................................... 105 Acknowledgements ................................................. 111 Table of Contents Table 3 Executive Summary The Mahoning Valley is in an per capita income growth despite ideal position to take advantage collaboration on many fronts that of opportunities it has never has failed to create sustainable had before. Long recognized as coordination of initiatives around a leader in advanced materials shared values for all stakeholders. and manufacturing from its roots Discussion on the lack of in steel-making and supplying preparedness and communication industries, burgeoning technologies among working groups in efforts to such as additive manufacturing move the needle forward has resulted and advanced materials allow for in this working document which a significant transformation of the aims to address the following: regional economy. Adaptation is • Implement regional-thinking in needed in order to survive in an all levels of leadership incredibly competitive and globalized • Maximize use of funds and economy. The most successful areas efficiency of programs of this century are those that position • Identify clear ownership and themselves around regional hubs that tasks for initiatives to encourage play on key competitive strengths, sustainability whether natural assets or industries. • Identify and prioritize regionally significant projects for funding By aligning resources in the key • Provide a single, unified voice both areas of community and economic inside and outside the region development, the Mahoning Valley will be able to position itself as a viable Executive Summary Executive candidate for increased prosperity. The Mahoning Valley continues to lose population and experiences stagnant 4 Our Region How We Got Here across organizations rather than assuming that a new entity or The Mahoning Valley is defined two Stakeholders have reviewed recent program manager will take ways in this document. For statistical initiatives and reports pursued the reins. Therefore, identified purposes, the Metropolitan Statistical by local, regional, and statewide objectives include action steps that Area (MSA) is utilized to delineate partners in economic development, are supported by a framework that the area from which data is gathered community improvement, and reflects the resources and capacity for context. The Youngstown/Warren workforce preparedness. The that exists within supporting MSA, which includes Trumbull, planning process surrounding the networks. A timeframe is included Mahoning, and Mercer counties, is “Mahoning Valley Partnership” and continual evaluation and broad enough to identify similar largely serves as a continuation of adjustment is encouraged. characteristics and qualities within the “Mahoning Valley Ohio Economic the Mahoning Valley that individual Competitiveness Project” that took Our Framework county or city data does not place in 2012 with the support of the provide. However for the purpose of Raymond John Wean Foundation, Through the process of identifying implementation, the epicenter of the the Fund for Our Economic objectives, the Investing in Mahoning Valley includes Mahoning Future, and Trumbull 100. The Manufacturing Communities and Trumbull counties and their Competitiveness Project addressed Partnership (IMCP) approach was relationships to surrounding counties numerous economic and community employed for implementation. including Ashtabula, Columbiana, development issues, acknowledging IMCP is a federally-supported model Portage, Mercer, and Lawrence. that there is no single venue where all for clarifying needs, conducting can come together to align resources a partner landscape analysis, and and actions to strengthen collective determining readiness to pursue impact. The “Mahoning Valley capital investments. The preliminary Partnership” moves beyond this effort task for IMCP is to ensure that an by identifying priorities and ways to environment is created of consistent address goals policies and supporting 5 tools to facilitate investment and implementation of community goals for a strengthened and innovative local economy. Mahoning Valley Partnership IMCP Flowchart This approach has closely been followed during discovery, clearly defining goals, needs, and potential improvement projects in order to create a framework that can be B A T Backbone Assessment Tune-Up Strategy sustained through management and monitoring by a regional entity. IMCP demonstrates regional cooperation through a consortium of public, Quality of private, and non-profit partners. Workforce/ Innovation & Access to Infrastructure Industry Life & Training & Entrepreneurship Capital & Site & Business Community Education Development Climate Vitality Where We Are Going The Mahoning Valley Partnership is Attracting Public and Private a working document put in place to Interest examine competitive strengths and in our Strategy needs in preparation for adopting the IMCP model in order to increase the viability of attracting investment to IMCP Designation Private and/or other and within the region. & Grants Investment Ultimate Goal: Implement our sustainable strategy to become a globally competititve community with a rising, thriving middle class. 6 Vision The Mahoning Valley Partnership strives to build a globally recognized hub of innovation that drives economic opportunity for all people. The Partnership creates a strategic economic development program that is accountable, inclusive, engaging, and coordinated among stakeholders in order to increase prosperity and vitality. Vision & Priority Themes Stamen 7 Priority Themes Workforce/Training Innovation & Entrepreneurship Access to Capital & Education Strengthen human capital for Cultivate an environment Provide a network of services business growth and quality job where individuals can learn and and capital for all. creation. advance. 8 Infrastructure & Site Industry & Business Climate Quality of Life & Development Community Vitality Support the underpinning Assist existing and new Generate a higher standard of systems and programs that businesses to encourage living that is attractive to people sustain competitiveness. investment and increase wealth. of all ages. 9 NAICS Industry 2013 Employment 2013 LQ 2009-2013 Growth 2009-2013 New Jobs Forestry, fishing, hunting, & 11 60 0.23 153.8% 21 agricultural support 21 Mining 633 0.51 94.2% -39 22 Utilities 754 0.70 95.2% -38 23 Construction 7,797 0.84 99.1% -70 31 Manufacturing 31,481 1.65 106.4% 1,897 42 Wholesale trade 8,204 0.82 100.0% 0 44 Retail trade 29,572 1.16 102.9% 835 48 Transportation & warehousing 6,589 0.91 91.6% -605 51 Information 3,132 0.57 94.0% -201 52 Finance & insurance 5,451 0.53 83.1% -1,110 53 Real estate & rental & leasing 3,825 1.15 122.8% 711 Professional, scientific & technical 54 5,915 0.42 103.3% 187 services Management of companies & 55 2,719 0.52 91.5% -251 enterprises Admin, support, waste mgt, 56 13,446 0.78 103.3% 432 remediation services 61 Educational services 3,580 0.60 94.2% -222 62 Health care and social assistance 42,213 1.34 104.4% 1,782 71 Arts, entertainment & recreation 2,163 0.61 96.9% -70 10 Bureau of Labor Statistics NAICS Industry 2013 Employment 2013 LQ 2009-2013 Growth 2009-2013 New Jobs Objectives Forestry, fishing, hunting, & 11 60 0.23 153.8% 21 agricultural support 21 Mining 633 0.51 94.2% -39 22 Utilities 754 0.70 95.2% -38 23 Construction 7,797 0.84 99.1% -70 Discussions surrounding the priority themes yielded consensus 31 Manufacturing 31,481 1.65 106.4% 1,897 on topic areas through focus groups and public input. The following objectives were developed to capture the strengths and 42 Wholesale trade 8,204 0.82 100.0% 0 shared needs expressed to reach the vision of increased prosperity and vitality. 44 Retail trade 29,572 1.16 102.9% 835 48 Transportation & warehousing 6,589 0.91 91.6% -605 51 Information 3,132 0.57 94.0% -201 52 Finance & insurance 5,451 0.53 83.1% -1,110 53 Real estate & rental & leasing 3,825 1.15 122.8% 711 Professional, scientific & technical 54 5,915 0.42 103.3% 187 services Objectives Management of companies & 55 2,719 0.52 91.5% -251 enterprises Admin, support, waste mgt, 56 13,446 0.78 103.3% 432 remediation services 61 Educational services 3,580 0.60 94.2% -222 62 Health care and social assistance 42,213 1.34 104.4% 1,782 71 Arts, entertainment & recreation 2,163 0.61 96.9% -70 11 Workforce/Training & Innovation & Education Entrepreneurship Access to Capital 1. Boost initiatives between 1. Enhance reputation as an 1. Develop more diverse and educators, students, and entrepreneurial community. innovative sources of capital. professionals on career pathways. 2. Position Youngstown State 2. Improve customer-service 2. Embrace the integration of new University as a hub for applied orientation technology in the classroom and research and commercialization that by making the workplace. supports and promotes innovation. process more accessible. 3. Increase opportunities for hands- 3. Raise opportunities
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