2010 NEO Econ Study(1)

COMPREHENSIVE ECONOMIC

DEVELOPMENT STRATEGY

2010

John Getchey, P.E., Executive Director Rachel McCartney, Program Manager, Community Development

www.eastgatecog.org

This report was financed by the Economic Development Administration and the Eastgate Regional

Council of Governments

Abstract The CEDS (Comprehensive Economic Development Strategy) is a planning document that is required for local governments and non-profit corporations to apply for EDA (U.S. Department of Commerce, Economic Development Administration) grants for public works and related economic development investments. This plan is responsible for determining the mission, goals, objectives, and strategies of the Economic Development District. The plan and subsequent potential projects have been formulated by and reviewed by the Regional Economic Development Committee and by Eastgate’s Technical Advisory Committee and General Policy Board. The CEDS consists of five sections: organization, background, vision, issues and action plan. The organization section illustrates the decision making process and areas of responsibility of the Eastgate Regional Council of Governments, particularly as related to the economic development program. The background section is a summary of the regional economy, demographic characteristics, environmental factors, workforce related issues, and sector employment trends. The majority of this data is compiled from census data. Until the 2010 census is taken, we are limited in the scope of factual demographic information from which to pull new trends from. For this revision, we have been able to show the local effects of the world-wide economic recession that began in 2008. The unfortunate economic circumstances of the recession have led to a staggering rise in unemployment and home foreclosures. These trends have been captured in the ―background‖ section of this document. The vision was crafted from discussion with the Regional Economic Development Committee and looks to build on our region’s strengths to achieve goals of the future. The ―issues‖ detailed in the CEDS seek to identify the constraints impacting our ability to achieve the vision. The action plan includes goals, objectives and strategies necessary in achieving the vision, as well as potential projects in line for submitting an EDA application. Also included is a list of unranked projects that have a potential for funding as some point in the future, or projects that are important to the development of the District but will not necessarily be submitted for EDA funding. The region looks forward to a bright future for 2010 and beyond.

TABLE of CONTENTS Abstract Organization

General Policy Board Technical Advisory Committee Citizens Advisory Board Economic Development Committee Economic Development District Agency Responsibilities

Background

Population Growth and Decline

Demographics Age Profile Household and Family Size Income Poverty Educational Attainment

Employment Economic Sectors Growth and Decline in Employment Growth and Decline in Establishments Technology Trends

Vision Vision Statement

Issues Challenges to overcome, both real and perceived

Goals and Objectives Strategies

Workforce Development Advanced Manufacturing Strategy Central City Redevelopment Automotive Regional Airport

Action Plan Priority List Criteria Ranked Priority List Non Ranked Priority List

ORGANIZING AND STAFFING FOR ECONOMIC DEVELOPMENT

ORGANIZATION

The Eastgate Regional Council of Governments serves as the metropolitan planning organization for Mahoning and Trumbull Counties. Eastgate also has contracted with Ashtabula County, Ohio for participation in certain programs administered by Eastgate, including, but not limited to, the EDA program. Overall, the agency is responsible for developing and updating plans for air quality compliance, economic development, highways, transit, and water quality management. Eastgate processes applications for local governments for state and federal funds for a wide variety of infrastructure development, environmental, and transportation projects. Eastgate serves as the local clearinghouse and provides the intergovernmental review for all locally initiated state and federal grant applications. General Policy Board As a council of governments, organized under Section 167.01 of the Ohio Revised Code, the General Policy Board (GPB) is made up of local elected and appointed officials from Ashtabula, Mahoning and Trumbull Counties, plus representatives from the Ohio Department of Transportation, Western Reserve Transit Authority, Ohio Environmental Protection Agency, and the Eastgate Citizen’s Advisory Board. All official actions, including the adoption of plans, of the Eastgate Regional Council of Governments are enacted by the General Policy Board. A list of General Policy Board members is attached (see Appendix 1) THE TECHNICAL ADVISORY COMMITTEE The Technical Advisory Committee (TAC) consists of local planning, transit, and engineering officials from each member entity. It currently consists of voting members representing the broad spectrum of transportation, development and environmental activities undertaken by Eastgate. The Technical Advisory Committee was established to advise the General Policy Board on technical matters. A list of members is attached on Appendix 2. THE CITIZENS ADVISORY BOARD A Citizen’s Advisory Board (CAB) was established to ensure the input of a broad representation of community interest for Eastgate project development and policy formulation. The Citizen’s Advisory Board provides citizen input on Eastgate policies and practices. A list of members is attached on Appendix 3.

Economic Development Committee ~Coordinator: Rachel McCartney, Community Development Program Manager The Regional Economic Development Committee (REDC) was formed specifically for the CEDS planning process. This broad based committee comes from across the three county region and represents government, private sector, nonprofit corporations, and higher education. This committee has been actively involved in all aspects of the planning process, including visioning, issues, goals and objectives, strategies, and the identification of priority projects.

Name Position

Jessica Borza Chief Operating Officer, Mahoning-Columbiana Training Association One-Stop System

Rose Ann DeLeon Executive Director, Western Reserve Port Authority

David Turner First Energy, Area Manager

Arnold Clebone Governor’s Regional Representative

T. Sharon Woodberry Director, Youngstown Economic Development Department

Donald French Executive Director, Mahoning Valley Economic Development Corporation

Mark Zigmont Economic Development Coordinator,

Trumbull County Planning Commission

Bob Cene, Jr. AstroShapes, Inc.

Mike Garvey President, M7 Technologies

Albert Dispenza, Jr. Ashtabula County Department of Planning, Director

Julie M. Smith Chief Development Officer, YBI

Michael Keys Director, Warren Community Development Agency

Joseph Mayernick Hermitage Capital Partners, LLC

Thomas Presby Director of Business Assistance, Youngstown-Warren Regional Chamber

Wanda Thomas Dean, Kent State University, Trumbull Campus

Michael Hripko YSU, Director, STEM Research and Technology-based Economic Development

Economic Development District In August 1992, the Eastgate area, Ashtabula, Mahoning and Trumbull Counties, was designated an Economic Development District by the EDA. A regional economic development plan has been updated as needed since that time. This designation permits local government entities to qualify for EDA grants. To remain qualified as an Economic Development District, Eastgate must adopt a regional comprehensive economic development strategy (CEDS). The plan is designed to foster regional cooperation through the identification of mutually shared needs, the establishment of goals and objectives, and the assignment of action steps to improve the economic base and general quality of life in the District. This is accomplished through long range planning to ensure that public investment project will, to the maximum extent possible, stimulate the creation and/or retention of jobs in the District. Agency Responsibilities The Eastgate Regional Council of Governments is under the general direction of the executive director, John Getchey, P.E. who reports to the Eastgate General Policy Board. The major operating divisions within the agency are transportation planning, transit planning, environmental planning and economic development planning. The Director of Economic Development is Rachel McCartney. McCartney’s responsibilities are to work with economic development professionals in the community to plan and implement new economic initiatives and to update the CEDS. This is a continuing process of developing and refining goals, objectives and strategies, and establishing an annual priority project list.

ECONOMIC DEVELOPMENT DISTRICT BACKGROUND

ECONOMIC DEVELOPMENT DISTRICT OVERVIEW POPULATION Population dynamics can produce positive or negative influences on the economic base of a local community. An increasing population becomes an expanding market for local business. It also means and expanding tax base, preferably at a rate faster than the increasing demands for public services. A declining population shrinks the local economy. Fewer goods and services are sold, job reduction takes place, and tax revenues decline for schools, safety forces, and other public services and capital investments. Unfortunately, characteristics of a blighted community quickly appear, and physical problems are accompanied with social problems. The latter condition triggers a new set of public costs that are not as big a burden when the economy is strong. Thus, population growth or decline is extremely influential on the local economy. Since the time of the first Federal census following the creation of the three counties that make up the Eastgate Economic Development District, there was a continuous increase of population in each succeeding decade – until the last few decades of the Twentieth Century. Between 1970 and 1980, the population of Mahoning County began to decline, and between 1980 and 1990, the Trumbull County population started to decline. This has been the pattern up through the 2000 census. Ashtabula County overall increased in population in the thirty years, but is projected to lose population from 2000-2008 by 2%. The table below illustrates the decline in population in the Eastgate Economic Development District’s three counties, plus the two central cities of Warren and Youngstown. The majority of the District’s population loss took place in the central cities. Note, however, population growth continued to increase statewide during the same period. POPULATION CHANGES: 1970 – 2000

1970 2000 Percent Change

Ohio 10,652,017 11,353,140 +7%

Ashtabula County 98,235 102,728 +5%

Mahoning County 303,424 257,555 -15%

Youngstown 139,759 82,026 -41%

Trumbull County 232,579 225,116 -3%

Warren 63,494 46,832 -26% Source: Ohio Department of Development, Office of Strategic Research Ohio County Profiles

The population decline during the latter decades of the 20th Century did not occur evenly across the Counties. Though some municipalities and rural areas experienced population decline, others actually continued to grow. The township populations grew, while inner city populations declined. This suburbanization of the region creates its own challenges in terms of maintaining and expanding public infrastructure to accommodate the population shift.

ESTIMATED POPULATION CHANGES 2000 – 2008

2000 CENSUS 2008 ESTIMATES Percent Change

Ohio 11,353,140 11,485,910 + 1.2%

Ashtabula County 102,728 100,648 -2%

Mahoning County 257,555 237,978 -7.6%

Trumbull County 225,116 211,317 -6.1%

Source: Ohio Department of Development, Office of Policy Research and Strategic Planning

Throughout the first decade of the 21st century the population trend has continued in the same direction, with the state slightly increasing in population and the local EDD decreasing in population. Now, along with the cities of the three county region, even the suburbs felt the pinch of a declining population in the early 2000’s. CITY AND TOWNSHIP ESTIMATED POPULATION CHANGES 2000-2008

2000 CENSUS 2008 ESTIMATES PERCENT CHANGE

City of Youngstown 82,026 72,925 -11%

City of Warren 46,832 43,789 -6%

City of Ashtabula 20,962 19,689 -6%

Boardman Twp. 42,518 39,204 -8%

Austintown Twp. 38,001 35,119 -8%

Liberty Twp. 23,522 21,853 -7%

Howland Twp. 23,522 21,853 -7%

Ashtabula Twp. 23,239 21,819 -6%

Geneva Twp. 11,954 11,466 -4%

Source: US Census Bureau

The declining suburban population does not bode well for the region as a whole, with some of the townships having equal or higher percentage of population loss than the cities. This trend does strengthen the argument for reinvestment in the urbanized areas where infrastructure already exists. The depopulation the suburbs are feeling will leave them with a high cost of infrastructure maintenance with a shrinking population and tax base, an experience the cities of the region are all too familiar with.

INCOME

Looking back to the 2000 census numbers, the median family income in the Eastgate Economic District was lower than the Nation and the State, and significantly lower in the cities of Youngstown, nearly forty percent (38.63%) and Warren, nearly thirty percent (27.74%) lower than the State median family income. The per capita income figures reflect a similar pattern. When modal family income ranges are examined, the local statistics ($50,000 –$74,999) are apace with the Nation and the State numbers, with the exception of Youngstown and Warren, where the modal family incomes fall to $15,000 –$24,999 (17.7%) and $35,00 – $49,999 (19.8%) respectively. These statistics indicate that median family consumer income is around ten percent lower than that for the Nation and the State, with the exception of the central cities which is lower yet. INCOME Median Family

Income Per Capita Income

U.S. $50,046 $21,587

Ohio 50,037 21,003

Ashtabula County 42,449 16,814

Mahoning County 44,185 18,818

Youngstown 30,701 13,293

Trumbull County 46,203 19,188

Warren 36,158 16,808

Source: 2000 US Census, American Community Survey, Table DP-3

Looking forward to the 2006 American Community Survey, comparing the same numbers, we see that income has risen significantly in the country and state, but less dramatically in the counties and has actually decreased in the City of Youngstown.

Median Family Income

Per Capita Income

Percent change 2000-2008 Median Family Income

Percent Change 2000-2008 Per-Capita Income

U.S. $58,526 $25,267 17% 17% Ohio $56,148 $23,543 12% 12% Ashtabula County $43,848 $19,061 3% 13% Mahoning County $48,767 $21,492 10% 14% Youngstown $30,311 $13,333 -1% 0 Trumbull County $49,999 $21,654 8% 13% Youngstown-Warren-Boardman metro area $49,393 $21,236 Data not available Data not available Source: 2000 US Census, American Community Survey, B19301. City of Warren comparable numbers not available for 2006.

POVERTY

The following table compares the local area, in terms of poverty, with the Nation and the Sate. Mahoning and Ashtabula Counties resemble National trends, while Trumbull County aligns more with the State percentage. Most of the poverty is concentrated in the central cities. Twenty percent of the families in Youngstown and sixteen percent of the families in Warren live in poverty. With the exception of Youngstown, senior citizens (age sixty-five and older) living in poverty are close to the National and State percentages. POVERTY Families

below poverty percentage children

below poverty percentage senior citizens

below poverty percentage

U.S. 6,620,943 9.2% 11,386,031 16.1% 3,287,774 9.9%

Ohio 235,026 7.8% 396,540 14.0% 115,742 8.1%

Ashtabula County

2,561 9.2% 3,112 16% 1,212 8.6%

Mahoning County

6,652 9.6% 11,362 19.1% 3,787 8.7%

Youngstown 4,076 20.4% 7,536 37.3% 1,811 13.3%

Trumbull County

4,909 7.9% 8,287 15.4% 2,543 7.6%

Warren 1,966 16.2% 3,577 29.8% 731 9.9%

US Census, American Community Survey 2005

To see the real effect of the disinvestment in the inner cities, the table on the next page documents the change in poverty level for the City of Youngstown for the years 2005, 2006, and 2007. A significant and steady increase in poverty level, including and highest among families with young children, is clearly continuing in the city. The sharp downturn in the national economy beginning in 2007 and continuing through 2010 is not captured in these numbers. Reduction of poverty in a community should always be a priority in any economic development plan. Poverty will produce unnecessary public costs in terms of public assistance payments, unfunded medical expenses, law enforcement and incarceration costs, increased insurance rates, and property devaluation. The most tragic costs, however, are the impacts on individuals caught in the web of poverty: the daily personal struggle, the family instability, and the feeling of hopelessness. The presence of poverty in a community can indicate the need for a number of initiatives beyond welfare, such as early childhood intervention in the school system, code enforcement, and job training. Poverty is always a tragic loss for humanitarian reasons, but because it makes good economic sense, the elimination of poverty should always be a community - wide concern as well.

PERCENTAGE OF FAMILIES AND PEOPLE WHOSE INCOME IN THE PAST 12 MONTHS

IS BELOW THE POVERTY LEVEL 2005





All families 20.60% +/-6.2 All families 27.00% +/-4.3 All families 29.00% +/-5.7

With related children under 18 years 36.00% +/-11.0



With related children under 5 years only 46.90% +/-24.1



Married couple families 4.80% +/-2.6









Families with female householder, no husband present 35.00% +/-10.8









DATA FROM US CENSUS AMERICAN COMMUNITY SURVEY FROM

YEARS 2005, 2006, 2007

All people 24.30% +/-5.9 All people 30.50% +/-3.9 All people 32.60% +/-4.9

Under 18 years 39.10% +/-13.6

Under 18 years 48.90% +/-8.5

Under 18 years 54.10% +/-9.9

Related children under 18 years N N

Related children under 18 years 48.80% +/-8.5


Related children under 5 years N N



Related children 5 to 17 years N N

Related children 5 to 17 years 47.70% +/-10.1

Related children 5 to 17 years 49.80% +/-11.3

18 years and over 19.50% +/-3.8

18 years and over 24.50% +/-3.2

18 years and over 26.80% +/-4.5

18 to 64 years 22.00% +/-4.8

18 to 64 years 28.10% +/-4.2

18 to 64 years 28.10% +/-5.3

65 years and over 11.40% +/-4.6

65 years and over 12.50% +/-5.5

65 years and over 22.10% +/-6.4

EDUCATIONAL ATTAINMENT If a local region is to remain (or become) competitive in a highly technological, global economy, it must have an educated work force. The table below illustrates the fact that the counties of the region, and especially the central cities, substantially lag behind the Nation and the State in the percentage of baccalaureate and graduate degree attainment. Though the percentage of local residents, over age twenty-five, holding a high school diploma exceeds the National and State levels. This condition relegates the Eastgate Economic Development District to a weak position when trying to attract investment from high value added companies that rely on an educated work force for all levels of staffing. EDUCATIONAL ATTAINMENT

percent less than high school diploma

percent with high school diploma

percent with bachelor degree

percent with graduate degree

U.S. 19.6 28.6 15.5 8.9

Ohio 17.1 36.1 13.7 7.4

Ashtabula County 20.1 45.8 7.4 3.6

Mahoning County 17.5 40.1 11.8 5.7

Trumbull County 17.5 44.3 10.0 4.4

Youngstown 26.7 41.6 6.9 2.8

Warren 22.7 43.7 7.6 3.2

EMPLOYMENT Unemployment Trends

The District has consistently seen unemployment rates 16-30% above state and national averages respectively. The manufacturing base that once fueled the local economy no longer exists. It has largely been replaced by service sector employment. The trend of population reduction, job loss and low educational attainment poses a serious challenge to workforce development in the area.

Civilian Labor Force Estimates For: Avg-2006

Area Name

Civilian

Labor

Force

Employ-

ment

Unemploy-

ment

Unemploy-

ment

Rate

Ashtabula County 50,200 46,900 3,300 6.6

Columbiana County 53,500 50,000 3,500 6.5

Mahoning County 119,600 111,800 7,700 6.5

Trumbull County 105,300 98,600 6,700 6.3

OHIO (Seasonally Adj) 5,934,000 5,609,100 324,900 5.5

US (Seasonally Adjusted) 151,428,000 144,427,000 7,001,000 4.6

Civilian Labor Force Estimates For: Youngstown MSA, Ohio Pt

For Avg-2006-2009 Year Civilian Labor

Force Employment Unemployment Unemployment

Rate

Avg-2006 225,700 211,600 14,100 6.3 Avg-2007 222,800 209,000 13,800 6.2 Avg-2008 222,300 206,000 16,300 7.3 Avg-2009 221,200 191,100 30,000 13.6 Area defined as Mahoning and Trumbull Counties, Ohio. Ohio Dept. of Job and Family Services-OH Labor Market Information

With a significant downturn in the national economy in 2008, the unemployment numbers for Ohio, and our Economic Development District in particular, have skyrocketed.

0

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Unemployment Claims 1/08 - 1/09

INITIAL CLAIMS ASHTABULA

INITIAL CLAIMS TRUMBULL

INITIAL CLAIMS MAHONING

Source: Ohio Dept. Job and Family Services

Home Foreclosures Another telling indicator of the economic downturn is the number of foreclosures many regions are experiencing. The ripple effect of foreclosures on neighborhoods, cities and regions is devastating. The national foreclosure numbers for 2008, according to RealtyTrac, a real estate resource website that collects and processes home sales and foreclosure data, were up 81% from 2007 and 225% higher than foreclosures in 2006. RealtyTrac ranked Ohio #7 nationally in number of foreclosures in 2008. In Ohio, according to Policy Matters Ohio, a nonprofit/nonpartisan research institute, the numbers steadily increased from as far back as 1995 to 2008.

GRAPH DATA ACCORDING TO POLICY MATTERS OHIO




Because so much of a family’s wealth is tied to the value of their home, falling home values has caused most Americans to pull back on spending. This reduction in spending begins the cycle of corporate losses, layoffs, and less spending. The problems in the credit market, tied to subprime mortgages and bad loans have increased the problems many businesses face, all culminating in a severe recession with unemployment in the double-digits before the economy begins to recover.

Economic Sectors The industrial sectors that experienced decline in employment in the 1970-2000 time period were agriculture/forestry, mining, manufacturing, wholesale trade (Mahoning County only), and retail trade (Mahoning County only). The industries that increased employment during the same period were construction; transportation, utilities, and information; wholesale trade (Trumbull County only), retail trade (Trumbull County only); finance, insurance and real estate; and services. Though Trumbull County showed a thirty year gain in wholesale and retail trade, there was a net employment loss during the last decade in those two industries, particularly in retail which was halved between 1970 and 2000. Manufacturing and service stand out as examples of extreme reduction and expansion. The manufacturing industry declined by 66.6 percent in Mahoning County and 31.9 percent in Trumbull County. The service industry grew by 232.3 percent in Mahoning County and by 337.4 percent during the same thirty year period. Construction employment increased by 18.1 percent and 3.5 percent, respectively in Mahoning and Trumbull County. This thirty year reversal saw manufacturing drop from 84,594 to 43,755, a reduction of 48.3 percent. At the same time, service industry employment increased from 22,598 to 80,169, a gain of 254.8 percent. The economy of Ohio, in general, experienced a similar pattern of loss and gain in selected industry sectors. There was a statewide loss in agriculture/forestry employment and mining. Construction employment increased at a much greater amount (70.1%) than in Mahoning and Trumbull Counties. Manufacturing lost 30.9 percent of its employment base statewide, about the same as Trumbull County and half that of Mahoning County. Employment in the transportation, utilities, and information sector increased 16.4% across the State between 1970 and 2000, less than the same for Mahoning and Trumbull Counties. Wholesale employment fell by 4.2% in Mahoning County and increased 10.8% in Trumbull County, while at the same time increased over thirty percent (30.3%) statewide. During the thirty year review period, employment in the retail sector increased 7.2% in Trumbull County, However, in the case of the latter, despite the overall growth

during that time, retail employment dropped from 20.198 to 12.631; thus a strong downward trend is currently in effect in Trumbull County. Employment in the FIRE sector increased in the District: 30.3 percent in Mahoning County and 108.3% in Trumbull County. Employment in the service industry was the major gainer in the state and the District, with 337.4% statewide, 232.3% Mahoning County and 299.6% in Trumbull County. AGRICULTURE: While declining regionally as well as nationally, the continued importance of the agricultural economy is often overlooked in our region. Agriculture is a key to Ohio’s economic success. We are fortunate in our region to have over 2,500 farms and over 350,000 acres of land in the region in farms. Recent attention to the diverse but interrelated issues of food safety, growing the local economy and childhood obesity have played an important role in the renewed interest in locally grown foods. In recognition of the environmental, social and economic importance of agriculture, Ohio’s Governor Strickland created the Ohio Food Policy Council to implement the goals of retaining and growing the agriculture industry. The Mahoning Valley is becoming more involved in growing the local food system, and has formed the Mahoning Valley Agribusiness Focus Group to promote our local agriculture products. The statewide initiative, Farm to School program, has been embraced by the Focus Group and is finding small but significant success locally. Ashtabula County is enjoying success in its wine industry, not only in sales but also in tourism. The opportunity to grow this industry, selling both products and place, is not overlooked by local officials and will remain a priority for the region. The Clean Ohio Fund is a widely popular State funding opportunity which identifies Farmland Preservation as one of its four areas of focus. The state has several other programs aimed at helping maintain Ohio’s land-based industry from development pressures and increased costs. Land preservation remains one of the region’s objectives in maintaining a high quality of life. THE COMMUTER SHED District Boundaries are sometimes arbitrarily defined and do not represent the real flow of economic activities in a given geographic area. Further, boundaries for the State and Federal Economic Development District do not overlap with the US Department of Labor's district, which encompasses different counties. This creates challenges for local governments and government agencies who are trying to partner as much as possible to strengthen the region. The commuter shed provides a snapshot of where residents work, and where the natural boundaries of an economic development district are drawn. In the case of the Youngstown-Warren MSA, Columbiana County should be included in the District. According to the US Census nearly 15% of Columbiana County residents commute to Mahoning County for work. The table below illustrates the pattern:

Ashtabula

Commute To Commute From

Trumbull 1.1% Trumbull 2.4%

Mahoning 0.3% Mahoning 0%

Columbiana

Mahoning 14.9% Mahoning 9.8%

Trumbull 3.5% Trumbull .9%

Mahoning

Trumbull 17.6% Trumbull 11.7%

Columbiana 3.4% Columbiana 7.2%

Trumbull

Mahoning 12.3% Mahoning 19.2%

Ashtabula 0.9% Ashtabula 0.5%

Columbiana 0.4% Columbiana 0.4%

TRANSPORTATION ACCESS Public Transportation in Mahoning County is provided by the Western Reserve Transit Authority (WRTA). WRTA provides fixed route service, curb-to-curb service and special service transit for disabled and seniors. Niles-Trumbull Transit provides door to door service in Trumbull County. Ashtabula County provides both fixed route and door-to-door service. WORKFORCE DEVELOPMENT

The Mahoning and Columbiana Training Association (MCTA) is the administrative and fiscal agent for Federal Workforce Investment Act (WIA)funds, as well as the One-Stop System Operator, for Mahoning and Columbiana Counties.

MCTA and Trumbull County Job and Family Services provides job training services, including job counseling and assessment, occupational classroom training and on-the-job training to residents of Mahoning, Trumbull and Columbiana Counties, WIA Area 17 and 18.

Area 17’s workforce investment board (WIB) was named Ohio’s ―Outstanding WIB‖ for three years (2007, 2008, 2009) due to their level of innovation. Areas 17 and 18 work closely together to ―brand‖ our region, which has led to innovation across the state border with the OH-PENN initiative.

WIA 19 encompasses Ashtabula, Geauga and Portage Counties. GAPP,Inc. which is Geauga, Ashtabula, and Portage Partnership, Inc. administers the workforce investment program for those three counties.

Trends in Workforce Development and Economic Development: Business Resource Network:

Areas 17 & 18 developed this regional model for linking economic development with workforce development to deliver comprehensive demand-driven business services. The partners developed sector-specific initiatives in health care and advanced manufacturing to bring strategic focus to those critical sectors. Partners in the initiative carried out a research and interview-based comprehensive study of regional employer needs with the intent to provide incentives, support and workforce development

products to the region’s businesses. The BRN packages all relevant business services – economic development incentives, technical assistant, consulting, workforce training, and others – from as many of the region’s partners that can add value based on a clear, honest assessment of what the business actually needs in the short and long term. The partners meet on a monthly basis to review the business interviews. Interviews are ongoing and the collaboration and commitment between the partners to support local businesses and help resolve issues many businesses face is strong. This initiative is enjoying enormous success and is important as a link between the business community and workforce training, government officials, and economic development professionals.

OH-PENN Interstate Region In recognizing that economic development and workforce regions do not follow political boundaries, the Workforce Investment Area’s 17 &18 in Ohio, and Laurence and Mercer Counties, PA West Central Area WIA, joined forces to create the nation’s first Interstate Region. Branded ―OH-PENN‖, the vision of this interstate region is: A sustained forum for planning and action that aligns the efforts of local elected officials along with their leaders in economic development, workforce development, and education under a common brand for growth and innovation for the five counties in Ohio and Pennsylvania to encourage citizens and employers in the region who are engaged with civic leadership in seizing the emerging opportunities for themselves and collectively for the region.

The OH-PENN region has a strategic plan in which four primary objectives have been identified:

1. Create and sustain a business-driven leadership structure for promoting the competitiveness of the 5-county OH-Penn Region.

2. Build a region-wide, sector-based employer engagement and support strategy.

3. Develop and promote a "Green Tech" curriculum to attract students and current workers to skills development for the new economy.

4. Implement a coordinated civic networking structure via introduction of new tools for "Strategic Doing."

Support from economic development and workforce development professionals and local, private industries has been significant. In recognition of how forward-thinking this initiative is, OH-PENN has attracted the attention of private funding opportunities, practically ensuring it continues down a path of success.

Growth and Decline of Establishments The big surprise in the thirty year review of establishments, despite the significant decline in employment in the manufacturing sector, was that there actually was an increase in the number of manufacturing establishments. Furthermore, Mahoning and Trumbull Counties out paced the state in the increase in the number of manufacturing establishments between 1970 and 2000 (Ohio 16.44%:

Mahoning County, 28.35%, and Trumbull County, 24.89%). Much of the growth in establishments can be attributed to the increase in the number of plastics, fabricated metal products, and miscellaneous manufacturing industries, which is illustrated below: GROWTH in MANUFACTURING ESTABLISHMENTS

Mahoning County Trumbull County

1970 2000 % Increase 1970 2000 % Increase

Plastics 7 30 328.57 10 19 90.00

Fab. Metal Products 46 102 121.74 53 78 47.17

Misc. Mfg. 11 33 200 NA NA NA

Source: U.S. Census Bureau, County Business Patterns, Mahoning and Trumbull Counties, 1970, 2000.

In the 1970-2000 time period the statewide growth in construction (90.72%) and service establishments (155.93%) exceeded the same for both Mahoning (47.45% and 106.92%) and Trumbull (80.92% and 143.47%) Counties. The state exceeded in transportation-utilities-information (105.06%), wholesale (20.11%) , and FIRE (91.09%) over Mahoning County (66.67%, -6.4%, and 48.82%), but not Trumbull County (148.18%, 31.48%, and 104.74%); and the rate of decline in retail establishments was less statewide (-14.65%) than Mahoning (-20.23) and Trumbull (-19.63%) Counties. In the ten year period, 1990-2000, the increase in manufacturing establishments showed a positive gain in Mahoning County (9.07%) and Trumbull County (22.67%), while the state experienced a net loss of -1.74%. The state surpassed both counties with increases in service establishments (49/55%), verses Mahoning County with 33.1% and Trumbull County with 47.13%. Both counties exceeded the state in transportation-utilities-information (35.36%) with 36.87% for Mahoning County and 65.46% for Trumbull County. The state’s decline in wholesale establishments by -11.3% while Mahoning County declined -18.1% and Trumbull County by -6.99%. The declines in retail establishments (-35.33% and -34.54%), respectively, for Mahoning and Trumbull Counties were greater than the state’s decline of -33.16%. The state exceeded both counties in FIRE, with 49.55%, as opposed to 330.01% and 47.13%, respectively, for Mahoning and Trumbull counties. Reflecting on the past decade, the sectors that exceeded the statewide growth in establishments in one or more counties were construction, manufacturing, transportation-utilities-information, and FIRE. In addition, the service sector also showed a strong growth presence. These sectors are indicators of competitiveness for the District.

Technology Trends The region is committed to technology development and integration, notably in information technology, advanced materials and manufacturing and advanced energy verticals. Youngstown State University (YSU) and Kent State University (KSU) offer graduate programs in business, medical professions, education, science and technology. YSU is the first Ohio university to create a College of STEM – science, technology, engineering and mathematics. Each of the three counties in the District can boast an average of twelve (12) patents awarded to industries or individuals every year. There are other technology based initiatives underway with the goal of promoting cutting edge, advanced technology in the District. An important example is the Youngstown HUB of Innovation and Opportunity in Advanced Materials through the Ohio Department of Development. Intended to catalyze advanced materials and manufacturing initiatives in the region, Youngstown was designated a Hub in September 2010. The Hub will put emphasis on technology surrounding hard materials that are linked with the Youngstown area such as steel, titanium, magnesium, industrial ceramics and aluminum.

The Youngstown Business Incubator (YBI), a State of Ohio Edison Technology Incubator, is a key collaborator in many of the regional technology-based initiatives. YBI‟s mission is to cultivate and accelerate the formation, growth, commercialization and innovation of technology-based businesses by providing comprehensive, high quality entrepreneurial services and resources in a robust environment. Primarily, YBI focuses on information technology but secondarily, also concentrates on advanced materials, manufacturing and advanced/clean energy applications which are emerging verticals in the District. YBI has received EDA funding for its incubation properties, most recently for the construction of 30,000 sq. ft. technology center that can accommodate accelerated portfolio companies – those companies that have successfully incubated. YBI‟s portfolio companies have secured at least 20 intellectual property patents and have developed approximately 25 software applications. Its current roster of Portfolio Companies includes Turning Technologies, a global leader in audience response software. YBI, along with two of its Portfolio Companies, is collaborating with YSU on the development of the Center of Excellence In 3D Imaging and Industrial Meterology. Funded by the Department of Defense, NIST and the Ohio SuperComputer are also collaborators in this Center. The Advanced Manufacturing Initiative (AMI) is a collaboration of YSU and YBI which committed to the integration and utilization of technology in manufacturing environments. AMI seeks to build a partnership between industry and academia, identifying opportunities for collaboration and utilization of shared resources and skill sets. AMI offers networking, education and advocacy and is developing a program for pre-award and post-award assistance to companies seeking government funding. It is currently being organized as a 501 ( C ) 3 and has a compensated executive director. Advanced manufacturing and materials has become an area of concentrated focus for the academic and manufacturing leaders of the District. According to Economic Modeling Specialists, Inc., some 5,600 jobs within the Mahoning Valley were directly involved in advanced materials research, development and manufacturing during the fourth quarter of 2009, with that number projected to grow 6% annually through 2016. Government investments and academic programs will work to grow this area of specialization while aligning with the “Tech Belt” between Cleveland and Pittsburgh. The Tech Belt is an initiative that seeks to leverage the technology based resources and assets from Cleveland to Pittsburgh, determine core competencies, opportunities for collaboration and provide an environment that encourages organic technology innovation as well as attract external developments. YSU has been designated by the Ohio Board of Regents as “urban research university”, and vital to that role is the ability to bring together multiple initiatives in materials and sustainable energy leading to new technologies and ultimately new economic development opportunities. Approved for Centers of Excellence in Materials Science and Engineering and Applied Chemical Biology. The Center in Materials Science and Engineering is devoted to the preparation, advanced characterization, and development of a variety of materials for advancement of basic research, enhanced educational experiences, and practical applications of benefit to society. The new Center for Efficiency in Sustainable Energy Systems is an interdisciplinary industry-university center that integrates engineering design with energy systems analysis to improve the energy utilization of today's manufacturing industry and tomorrow's alternative energy industry Ashtabula County is the cradle of the reinforced fiberglass composite industry in the U.S. and produces more polymers and plastics per capita than anywhere in the country. Although most

businesses are U.S. based, Ashtabula County has a large international presence of Norwegian, Japanese, German, British, Canadian, and most recently Taiwanese manufacturing plants. This industry has seen significant growth in the region in the past decade.

VISION

Vision Statement The development of the current regional economic development plan was guided by a diverse group of citizens, the Regional Economic Development Committee, from Ashtabula, Mahoning and Trumbull counties that represent both the private and public sectors. The vision statement following was produced by the Committee. The Eastgate Economic Development District shall achieve a diversified and world class competitive economic base that will provide good paying jobs to ensure a high personal standard of living and a strong local tax base that will support healthy, vigorous, and stimulating communities in which to live and do business.

Issues Every region has issues it must overcome to achieve its vision. In these issues, opportunities are found. The Economic Development Committee has identified the following challenges that need addressed in our continual efforts to achieve our vision. A. Regional Image – The entire NE Ohio region has a national image as a ―rust belt‖ region. This portrays a ―has been‖ picture in the minds of outsiders. B. Aging Infrastructure – While federal and state funds are sought on a nearly constant basis, more needs done to maintain a safe, reliable and competitive infrastructure. C. Population Loss – High unemployment and historically low levels of high-paying jobs lead the youth of the district to other regions of the state or to other states entirely. D. Lack of Business and Industry Diversification – While the District is actively making advancements in new sectors, a history of reliance on heavy manufacturing slowly taken over by service sector industries, remains E. Brownfields –Heavy industry has left behind a legacy that has contaminated our soils and waterways, requiring enormous investments for clean up and remediation F. Education - The region suffers from low levels of a highly educated workforce G. Heath – The region consistently ranks low when measuring the health of the population H. Lack of a Corporate Presence – Work needs done to bring corporate headquarters back to the area

Goals and Objectives

Goal 1: ECONOMIC DIVERSIFICATION Objectives: A. Revitalize the central business districts, remediate brownfields, and promote

investment and job-creation in distressed inner cities. B. Through the Ohio Hub designation and Tech belt initiative, grow the

manufacturing and research of advanced materials for technology development, talent attraction and increased economic opportunity

C. Expand broadband availability with connection speeds that enable world-class competition

D. Utilize our central location and infrastructure assets. Build off of our water ports, rail access, central highways and airports.

E. Support entrepreneurial activity through the YBI and other regional economic development systems

F. Leverage other State and Federal financing G. Ensure venture capital is readily accessible H. Encourage private lenders to participate in loans I. Offer tax credits, tax abatements, capitalize on Ohio’s commercial activities

tax and other incentives to promote new investment J. Prioritize infrastructure projects needed to serve existing and new companies K. Improve and expand community facilities L. Improve intergovernmental cooperation and coordination within the district M. Market the region’s success stories N. Inventory and publicize available industrial sites and buildings O. Expand on the agricultural industry by identifying and developing sustainable

value- added products for export.

Goal 2: HIGH EDUCATIONAL ATTAINMENT AND A SKILLED WORKFORCE Objectives: A. Support One-Stop job training programs and university resources that supply workforce training B. Promote programs that enhance and redefine the skills of a varied workforce C. Ensure participation of the public school districts across the region to inform students of local job opportunities in emerging industries, and the preparation, skills, and requirements needed to compete for jobs. D. Ensure that the workforce needs of the agricultural sector and farm workers are being met. E. Promote educational partnerships and new approaches to learning that benefit K-12 students

Goal 3: OUTSTANDING QUALITY OF LIFE Prioritize projects to increase the attractiveness of the region to outside businesses, to promote healthier lifestyles for the population, to lessen dependence on non-renewable resources, and to improve environmental quality Objectives: A. Create and expand opportunities for culture, recreation, and tourism throughout the district B. Implement Industrial Green standards that redevelop inner cities into attractive areas for green industrial and recreational use. C. Continue to explore the effectiveness of alternative energy applications in the Region. As some forms of energy production advance, the climate and weather patterns in NE Ohio become more conducive to cost effective alternative energy production. D. Promote walkable, bicycle and transit friendly, livable, sustainable, socially engaging and welcoming places. This reduces traffic, air pollution, and obesity and promotes a greater sense of community and vitality. E. Identify high quality natural areas for preservation and protection and protect valuable farmland from sprawl F. Promote the Great lake-to-River bikeway and the MetroParks systems G. Accessible and safe active and passive recreation areas are important to quality of life for all residents—urban, rural and suburban

ACTIVITIES: Concentrate MPO district staff resources on activities that promote regional collaboration and intergovernmental cooperation and document those activities in the Comprehensive Economic Development Strategy. A. Participate in workforce development initiatives which are tied to the economic

vitality of the District, including the Business Resource Network and the OH-PENN interstate region initiative

B. Participate in Grow Mahoning Valley, which identifies and prioritizes economic development initiatives in Mahoning and Trumbull Counties.

C. Participate in the Ashtabula Growth Partnership, which identifies and recruits industrial developers in Ashtabula County

D. Participate in the Mahoning River Consortium to assist in the environmental restoration of the Mahoning River

E. Participate in the Mahoning River Corridor Initiative in order to revitalize brownfields for redevelopment

F. Promote the statewide economic development strategy outlined in the Turn Around Ohio Plan.

G. Participate in the Mahoning Valley Agribusiness Focus Group to help promote locally grown and produced foods and agricultural goods

H. Participate in Youngstown CityScape to revitalize downtown Youngstown and gateways through beautification, education and preservation

I. Assist in other planning initiatives of regional significance that improve the quality of life in the District.

J. Participate in regional transportation planning to ensure transportation needs are being addressed and priorities selected support economic development and community plans.

STRATEGIES:

A strategy is a set of actions directed towards realizing a particular objective or set of objectives. The actions are in the form of investments, both private and public, and may be achieved during a single event or over a period of time. These strategies will focus on overcoming constraints, deficiencies and/or shortcomings in the regional, local or clustered economies. Strategies identified by the Eastgate Economic Development Committee for the CEDS include the following: ￢ workforce development ￢ advanced manufacturing ￢ central city redevelopment ￢ automotive ￢ western reserve port authority

Recognition of strategies represents a commitment on the part of government to assist in their development through the provision of basic infrastructure and tax relief. Strategies also represent an opportunity for lending institutions to provide investment capital; for institutions of higher education to educate a professional work force and provide research support; for entrepreneurs to pursue business opportunities and expand the local economy; they represent potential job opportunities for the local labor force; and finally, they represent the possibility for the creation of private and public wealth (tax base). When strategies are formally stated, such as below, they represent a vision for commitment, provide focus for the pursuit of activities, and are a formal reminder that they are a method for rebuilding, expanding, and diversifying the economic base.

WORKFORCE DEVELOPMENT Striving to be the best The Eastgate Economic Development District is committed to ensuring the availability of a workforce that is highly skilled and ready to participate in the changing economy. The Gold Standard Continuous Improvement Program was developed by the State of Ohio to monitor and benchmark the quality of the One-Stop Workforce System throughout Ohio and encourage each area to strive for a greater level of service and coordination. The Gold Standard principles are based on the U.S. Dept. of Labor National Strategic Direction, the Ohio Talent Tiger Team Report and Malcolm Baldrige Criteria. The program focuses on high-quality customer service, establishes a benchmarking process and promotes partner integration. It also increases business participation and encourages greater coordination with economic development. The Gold Standard Continuous Improvement Program is an incremental approach to striving for the highest standard of service. The State of Ohio has issued Balanced Scorecards and will continue to do soon a regular basis. All areas in Ohio are striving to achieve the Gold Level of Excellence.

ADVANCED MANUFACTURING Identified as a cluster industry for the Mahoning Valley, Advanced Manufacturing has gained attention and funding at the State level. Recently identified as a Hub of Innovation and Opportunity for Advanced Materials, Youngstown is building upon the region‟s historical and emerging strengths in hard materials such as steel, titanium, magnesium, industrial ceramics and aluminum. This cluster complements the Akron region‟s Polymer Cluster and potentially the Biomedical Cluster in Cleveland. As the Brookings Institute pointed out in “The New „Cluster Moment‟: How Regional Innovation Clusters Can Foster the Next Economy”, “Hot spots of productivity and collaboration as well as competition, clusters are the locations most likely to deliver a

new economy that is export-oriented, lower carbon, innovation-driven and so opportunity and prosperity rich.” Strategies: Industry Network/Collaboration: Improve and identify collaborative opportunities between industry, academia and technology-based development organizations. Leverage the research capabilities of universities to commercialize technologies in partnerships with industries. Actively work to promote the understanding and capabilities among advanced manufacturing and materials firms, higher education and regional development resources through industry networking and collaborative partnerships, specifically through the Advanced Manufacturing Initiative. Symbiotic with these verticals is advanced/renewable/clean/sustainable energy industries which are emerging business opportunities in the District. Talent Development: attract, develop and retain a qualified, highly-skilled workforce to support the growth of advanced manufacturing firms in the region. The P-16 Council is a newly formed, multi-sector community collaboration that is student-centered and future-oriented. Its goal is to foster postsecondary success by creating a seamless system of education that is student-centered, high performing and continually responsive to community need. Encourage and support YSU‟s proposed Materials Science and Engineering Ph.D. program, and the talent that will result from this academic investment. The newly formed Eastern Gateway Community College is an integral component of talent development as it provides affordable, accessible and flexible credit and non-credit training for employers and individuals. Promotion, Awareness and Advocacy: Promote the advanced manufacturing assets of the region and overcome perceived barriers to industrial success and public awareness. The Ohio Hub of Innovation and Opportunity will be key in branding the region as a center for advanced materials and materials. The Advanced Manufacturing Initiative plays a leadership role in this regard. The Innovation Series, a collaborative of YBI and YSU, provides a networking and educational forum.

CENTRAL CITY DEVELOPMENT Most of the unemployment and correspondent permanent job loss have been concentrated in the central cities, particularly Ashtabula, Warren and Youngstown. In addition to unemployment, other characteristics of the central city are deteriorating housing, boarded up buildings, and abandoned commercial outlets. The crime rate is higher in these areas, as well as the number of welfare recipients and the number of high school dropouts. The tax base in these areas is eroding as the demand for services and the cost of infrastructure maintenance continue to increase. The cities all wish to preserve the fabric of their central business districts by

promoting new business, historic preservation and enhancements to the streetscape. The Eastgate Economic Development staff remains committed to working with city officials to realize the Youngstown 2010 Plan for revitalization, Youngstown’s new Global Green Collaboration to initiate a climate and sustainability neighborhood action plan to create green jobs and sustainable development, as well as the City of Warren’s comprehensive plan ―Recreating Warren‖. These plans outline preliminary steps to redeveloping the deteriorated neighborhoods and abandoned industrial sites. Specifically, 2010 calls for Industrial Green zoning districts which balance industry with preservation and recreation in order to create a whole new dynamic in this city once known for its heavy manufacturing. The Global Green initiative is in development and will encourage investment in the city’s neighborhoods and industrial areas. Warren’s plan calls for strengthening the quality of the existing industrial, commercial, and residential building stock of the central core while diversifying the type and income mix of housing and business to ensure a balanced environment. Staff also works with Ashtabula economic development officials to identify potential economic development projects to help strengthen their economic base.

AUTOMOTIVE Automotive is another industry with roots that extend over 100 years in the Mahoning Valley. Packard Electric, now the Delphi Corporation, is the leader in electronic components and wiring for the auto industry. The General Motors stamping and assembly plant, like Delphi, is one of the District’s largest employers, with the total industry employment at 17,255 (2000). The General Motors facility has been in production since 1964. In 2002 a $500 million investment was announced for the 5 million square-foot facility that encompasses 1,100 acres. In 2008 the announcement that GM would build the Chevy Cruz in Lordstown in 2010 was further proof of GM’s commitment to this facility. The auto industry is highly competitive. The American auto industry continuously faces strong competition from foreign producers. In order to reduce production costs to remain competitive, the U.S. auto producers have turned to robotics, numerical control, and JIT inventories. The U.S. producers are increasingly looking to other companies (outsourcing) to produce components that were originally made by the parent company. It is this last phenomenon that particularly challenges local communities. Due to rapid shifts in the parent company’s supply chain, a local community can be experiencing stable employment and with little notice the community can be experiencing lay offs and be facing hard times. A local strategy to support this industry should be one that supports a close working relationship between the universities and the auto producers in cutting edge technology. This assistance should not be restricted to only the major producers, but just as important is university and incubator support to the out sourced suppliers.

THE WESTERN RESERVE PORT AUTHORITY

The Youngstown-Warren Regional Airport is one of the District’s most valuable

resources, and a resource that has yet to reach its greatest potential. The airport is situated on 1,400 acres, and just halfway between Warren and Youngstown, the two major cities of the Mahoning Valley. The facility has a 9025 foot runway, the longest in Ohio, and is capable of handling the largest commercial planes. The entire facility is designated a Foreign Trade Zone. Off-airport development has included such firms as Delphi and the Timken Company, and there are multiple sites readily available for future development.

The airport is home to the Youngstown Air Force Reserve Base, the 910th Airlift Wing. Additionally, there is scheduled commercial air service with over 16,000 passenger enplanements in 2009, and over 60,000 total aircraft operations in 2008.

The airport facility is owned and operated by the Western Reserve Port Authority. The Port Authority is a body corporate and politic, created under Ohio Revised Code to stimulate and support activities that enhance, foster, aid, provide, or promote transportation, economic development, housing, recreation, education, governmental operations, culture and/or research within the Mahoning Valley.

The strategy for the airport should include targeted marketing efforts to increase its commercial carrier activity, as well as attract aviation related industry. Furthermore, the regional airport has a strong potential for becoming a major cargo hub, particularly as space at Cleveland and Pittsburgh airports become in more short supply and more costly. Increasing general aviation use has a strong potential and can be offered at very competitive rates. Similarly, the airport has ample space for major carriers to establish maintenance centers. The airport properties are also a potential to attract industrial or supplier firms that would take advantage of the foreign trade zone, or firms that manufacture Just-In-Time (JIT) supply items.

A regional collaboration by Mahoning and Trumbull counties, the cities of Warren, Youngstown and Niles, as well as the Building Trades funded the Port Authority’s Executive Director position, expanding the Port’s scope of activities to better participate in economic development initiatives in the Valley.

The Western Reserve Port Authority adopted the Mahoning River Restoration project in partnership with the US Army Corps of Engineers. This is the second largest environmental restoration initiative taken by the Army Corps, after the Florida Everglades project. A recent benefit analysis of a clean Mahoning River prepared by the Army Corps and its partners estimates the areas could realize from direct recreation alone some $2.5 million a year from a clean, restored Mahoning River.

Future Port Authority activities might expand to redress the economic disadvantage of the District’s inner cities due to abandoned industrial sites, or brownfields. There are numerous identified brownfields in the district. Environmental clean-up costs and public perception currently prevent these areas from being returned to productive use. However, most of these sites are located along the river corridors and hold great potential for their infrastructure, intermodal transportation access and recreational amenities.

ACTION PLAN

Action Plan Establishing Priorities This section identifies the tangible projects that various sponsors in the Economic District expect to see to fruition over the next five years. The projects represent a response to one or more of the objectives and strategies identified in the vision section.

Comprehensive Economic Development Strategy Ranked Priority List

Projects Funded or Applied for Funding through EDA:

1. First Energy C-Plant: Ashtabula Township, improve the water treatment system in the former

coal generation plant. Construct water lines to plant from eight (8) adjacent companies and establish additional industrial areas to provide for new development.

Sponsor: Ashtabula Port Authority Total Project Cost: $3.1 million Match: OWDA Estimated Jobs retained: 850

Estimated Jobs created: 200

2. Jumpstart: Cleveland-based program to identifying and assisting early stage companies in 22 northeast Ohio counties to grow through technical assistance, deal flow facilitation and venture capital.

Sponsor: Jumpstart Total Project Cost: $1.5 million Estimated Jobs retained: n/a


3. Kinsman Township: purchase and upgrade of a waste water treatment plant, currently owned by Kraft company, now closed.

Sponsor: Trumbull County Sanitary Engineer Total Project Cost: $400,000 Estimated Jobs retained: 40 Estimated Jobs Created: 40

4. Orwell Water Line Upgrade: three businesses will be served with a new water line extending into Industrial Road in Orwell: Kraftmade Original Cabinetry, Grand Valley Door, and Therapedic Mattress. The project will enable Kraftmade to expand and create 100 new jobs.

Sponsor: Ashtabula Growth Partnership EDA Request: $400,000 Match: $1.1 million match Estimated Jobs Retained: 100 Jobs Created: 100

5. Ashtabula City Industrial Park: infrastructure improvements for a 100 acre area west of State Route 11 to open up the area for redevelopment. The area is currently owned by the Ashtabula

Port Authority. 200 new jobs are anticipated to be created. Sponsor: Ashtabula Growth Partnership EDA Request: $365,000 Local Match: $825,000 Estimated Jobs Retained: na Estimated Jobs Created: 200

6. Conneaut Infrastructure Improvements: extend infrastructure into a 100 acre area west of State Route 20 in Conneaut. Currently a private prison, Conneaut Electric and Conneaut Leatherworks, and a spec building exist on the site. Additional infrastructure will open up more publicly held property for development.

Sponsor: Ashtabula Growth Partnership EDA Request: $365,000 EDA request Local Match: Unknown Estimated Jobs Retained: na Estimated Jobs Created: 800

Priority Ranked Projects: 1. Applied Industrial Chemicals, Ashtabula, OH – A manufacturer of chemicals for the treatment

of potable water; wastewater from public treatment facilities; and cooling/process water from power plants, wishes to purchase approximately 450 acres of land in Ashtabula Township, formerly used by Elkem, to set up a new operation. In order for this to happen remediation of the site will need to take place and a 35-37 acre pond would be created and then used to supply emergency water to the surrounding companies. Applied would also use waste products from surrounding companies to create functional products, thus cutting the amount of waste being put into the local landfill.

Sponsor: Growth Partnership for Ashtabula County Total Project Cost: approximately $15-$20 million Match: Private Investment Estimated Jobs retained: 735 Estimated Jobs created:

2. V & M Steel Expansion – Infrastructure investment for the expansion of facility

sponsor: City of Youngstown Total Project Cost: $700 Million Match: State, Local, Private Estimated Jobs Created: 450

3. MVEDC Revolving Loan fund recapitalization – Request for RLF to increase funds available to loan to companies for fixed assets as well as working capital.

Sponsor: Mahoning Valley Economic Development Corporation Total Project Cost: $1,000,000 Match private Estimated Jobs Created: 200

4. The Tech Belt Energy Innovation Center (TBEIC)-- a mixed-use facility that will work with Universities, government laboratories and industry to bring new energy technologies to market. The purpose of these funds would be to help: (1) Build an Energy Technology Infrastructure: install a technical infrastructure that early stage companies and their scientific and corporate partners can utilize to develop and better understand the scientific underpinnings and application potential of new energy discoveries; and (2) Build Support and Coaching Capacity: Outreach and education staff that provide a network of internal and external programming, coaching and support services that will help early stage companies succeed in the clean technology industry-- building early stage technologies toward an investible, commercial state. This will also include efforts to engage the community on entrepreneurship education, business and technical counseling and capacity building. Sponsor – Trumbull County, The Tech Belt Energy Innovation Center, Inc. (an Ohio Non-profit Corporation). Total Project Cost - $1,000,000 Match Amount and Source(s) - $200,000 from community fund raising efforts Estimated No. of Jobs Created/Retained – 70-- through the cultivation and retention of technical staff; the education and organization of early stage entrepreneurs through direct programming and support activities; and the development of fundable early stage energy technology firms that will create new direct jobs in the region.

5. Salt Springs Industrial Park Expansion: The City of Youngstown-- to assist with the construction of roadways to accommodate transport and traffic from the main roadway, Salt Springs Road, into the 61 acre site to expand land available in the Salt Springs Road Industrial Park. Sponsor: The City of Youngstown Total project cost $1,776,000 Match: State of Ohio Estimated Jobs created 300 6. Research Technology Park: Champion Township, adjacent to the Kent State Trumbull County campus and easily accessible by highway, a new research technology park will establish 2-5 facilities to collaborate with university research and create a new industry sector in the region.

Sponsor: Trumbull County Planning Commission Total Project Cost: $5 million Match: Ohio Edison Estimated Jobs retained: 0

Estimated Jobs created: 50 7. Geneva/Harpersfield JEDD #2 – Bishop Road Extension: City of Geneva & Harpersfield Township, infrastructure development to provide for expansion of Nordic Air and afford access to another 300 acres of developable property wit in the Geneva/Harpersfield JEDD.

Sponsor: City of Geneva/Harpersfield Township Total Project Cost: $3.125 million Estimated Jobs retained: n/a


8. Liberty Township: Belmont – Little Squaw Creek Sewer Interceptor Phase 2– A twelve/fifteen/twenty-one inch, 36,000 linear foot sewer line that will connect Little Squaw Creek in Vienna Township with the existing sewer trunk line. Anticipated EDA request is $1.6 million.

Sponsor: Trumbull County Sanitary Engineer. Total Project Cost: $7,100,000 Estimated jobs retained: 50

Estimated Jobs Created: 200-300 9. Airport Water Line: Jefferson Township, extending a 12” water line approximately 5 miles to serve the area around the airport, enabling the establishment of an industrial area to serve the airport.

Sponsor: Growth Partnership of Ashtabula County Total Project Cost: $2.55 million Match: State of Ohio, ODOD, CDBG water and sewer program Estimated Jobs retained: 0


10. Warren Industrial Incubator: City of Warren, retrofitting two buildings formerly owned by Delphi Inc. The preliminary EDA request would be for economic adjustment funds to study the feasibility and optimal reuse of the facilities.

Sponsor: Trumbull County Total Project Cost: $4.5 million Match: private Estimated Jobs Created: 500

11. YSU: STEM/Business Incubator Sponsor: YSU Total Project Cost: Match: State, Private Estimated Jobs Created: 12. Milton Township: Pricetown Road Sewer Interceptor – A 5,702 linear foot, eight and twelve inch sewer line and 5,702 linear foot, twelve inch water line to be provided by the Mahoning County Sanitary Engineer in Milton Township.

Sponsor: Mahoning County Sanitary Engineer Total Project Cost: $826,414

Estimated jobs retained: 25

13. Youngstown Warren Regional Airport – General Aviation Commercial Development. Creation of an access road and utilities for airport south side commercial development

Sponsor: Western Reserve Port Authority Total Project Cost: $3 Million Match: Estimated Jobs Created:

14. South Baily Road extension – Widen South Baily Road from two lanes to four to Blott Road adding water and sewer lines for site creation.

Sponsor: Mahoning County Total Project Cost: $3.25 Million Match: County/Private/State/CDBG Estimated Jobs Created: 950

2008 - 2009 CEDS NON-RANKED PRIORITY LIST Youngstown commerce park infrastructure (Jackson Twp, Mahoning) Lordstown industrial area sewer and water lines (Trumbull) Warren commerce park phase II roadway (Trumbull) Center for Advanced Material and manufacturing (YSU, Mahoning) Railroad bridge at West River Crossing (Youngstown, MVEDC) Warren Steel Holdings (Trumbull County) Renewable Energy Project (Sebring) Golden Triangle (Trumbull County) Ohio Works Industrial Park Infrastructure Development (Youngstown) RiverBend Industrial Park Shovel-Ready Site Development (Youngstown) YSU Campus Master Plan (Youngstown) Central Business District Revitalization (Youngstown) Mahoning Avenue Corridor Site Development (Youngstown) Crab Creek Industrial Green Revitalization (Youngstown) Mahoning River Corridor of Opportunity Infrastructure and Site Development (Youngstown) Belmont Avenue Corridor Redevelopment (Youngstown) Andrews Avenue Infrastructure Development (Youngstown) CASTLO infrastructure for materials yard and construction and demolition of buildings (CASTLO) Sanitary sewer upgrades for Campbell portion of MRCO (CASTLO) Modifications to I-680/Shirley Road interchange (CASTLO)

Appendix 1

Governmental Policy Board Members

GENERAL POLICY BOARD (2010)

MEMBER ALTERNATE Mayor Eric Augustein Village of Beloit P.O. Box 276 Beloit, OH 44609 Fax: (330) 938-1540 Jerry Brockway, Superintendent Ashtabula County Joint Vocational School 1565 State Route 167 Jefferson, OH 44047 Phone: (440) 576-6015 Peggy Carlo Ashtabula County Commissioner 25 W. Jefferson Street Jefferson, OH 44047 Phone: (440) 576-3756 Mayor Michael Chaffee Ron Barnhart Village of Lordstown 1455 Salt Springs Road 1455 Salt Springs Road Warren, OH 44481 Warren, OH 44481-9735 Phone: 824-2510 Phone: 824-2507 Daniel R. Claypool Ashtabula County Commissioner 25 W. Jefferson Street Jefferson, OH 44047 Phone: (440) 576-3757 Eric M. Czetli District Deputy Director ODOT District 4 2088 South Arlington Road Akron, OH 44306-4243 Phone: 800-603-1054 David DeChristofaro Trumbull County Engineer 650 North River Road N.W. Warren, OH 44483 Phone: 675-2640 Mayor Larry Ellis Village of Craig Beach Lake Milton, OH 44429-0099 Phone: 654-2107

MEMBER ALTERNATE James Ferraro, Director Western Reserve Transit Authority 604 Mahoning AvenueYoungstown, OH 44502 Phone: 744-8431 Frank Fuda Trumbull County Commissioner 160 High Street N.W. Warren, OH 44481 Phone: 675-2451 Fred Hanley No email Hubbard Township Trustee PO Box 341 Hubbard, OH 44425 Phone: 744-1683 Warren Harrell 2154 Bott Avenue Youngstown, OH 44505 Paul E. Heltzel Trumbull County Commissioner 160 High Street N.W. Warren, OH 44481 Phone: 675-2451 Mark Hess James DePasquale City of Niles Improvements Inspector 34 West State Street 34 West State Street Niles, OH 44446 Niles, OH 44446 Phone: 652-2921 ext. 181 Mayor Glenn Holmes Village of McDonald 451 Ohio Avenue McDonald, OH 44437 Phone: 530-5472 Mayor Ralph Infante City of Niles 34 West State Street Niles, OH 44446 Phone: 652-3415 Mayor James Iudiciani Village of Lowellville 140 East Liberty Street Lowellville, OH 44436 Phone: 536-6415 Mayor Harry Kale Village of New Middletown 10711 Main Street New Middletown, OH 44442 Phone: 542-2846

MEMBER ALTERNATE Mayor William E. Kay Joe Warino City of Canfield 104 Lisbon Street 104 Lisbon Street Canfield, OH 44406 Canfield, OH 44406 Phone: 533-1101 Phone: 533-5212 Mayor Richard Keenan Bob Toth City of Hubbard Acting City Engineer 220 West Liberty Street 220 West Liberty Street Hubbard, OH 44425 Hubbard, OH 44425 Phone: 534-3090 Mayor George Krinos City of Campbell 351 Tenney Avenue Campbell, OH 44405 Phone: 755-1451 Mayor Patrick Layshock Marcia Cunningham City of Newton Falls Jack C. Haney 19 N. Canal Street Newton Falls, OH 44444 Office: 872-0806 David Ludt Mahoning County Commissioner 21 West Boardman Street, Suite 200 Youngstown, OH 44503 Phone: 740-2130 Richard Marsico Marilyn Kenner Mahoning County Engineer County Engineering Office 940 Bears Den Road 940 Bears Den Road Youngstown, OH 44511 Youngstown, OH 44511 Phone: 799-1581 hone: 799-1581 Joseph Mayernick Growth Partnership of Ashtabula County 17 North Market Street Jefferson, OH 44047 Phone: (440) 576-3750 John McNally, IV Mahoning County Commissioner 21 West Boardman Street, Suite 200 Youngstown, OH 44503 Phone: 740-2130 Mayor James Melfi Jerry Lambert City of Girard Safety Service Director 100 West Main Street Girard, OH 44420 Phone: 545-3879 William Miller, Director Trumbull County Planning Commission 347 N. Park Avenue, Rm. 201 Warren, OH 44481 Phone: 675-2480

MEMBER ALTERNATE Mayor Curt Moll [email protected] City of Cortland 400 North High Street Cortland, OH 44410 Phone: 637-3916 Joe Moroski Ashtabula County Commissioner 25 W. Jefferson Street Jefferson, OH 44047 Phone: (440) 576-3758 ? Mayor Michael J. O’Brien City of Warren 391 Mahoning N.W. Warren, OH 44483 Phone: 841-2601 Mayor Allen Patchin Village of West Farmington P O Box 215 West Farmington, OH 44491-0215 Village Hall: 889-2699 Daniel Polivka Trumbull County Commissioner 160 High Street NW Warren, OH 44481 Mayor Tim Sicafuse Village of Poland 308 South Main Street Poland, OH 44514 Phone: 757-2112 Bill Skowronski OEPA NE District Chief 2110 East Aurora Road Twinsburg, OH 44087 Phone: ________ Mayor John Smith [email protected] Doug Burchard [email protected] Village of Sebring Village Manager 135 East Ohio Avenue 135 East Ohio Avenue Sebring, OH 44672 Sebring, OH 44672 Phone: 938-9340 Mayor Norm Sommers Village of Washingtonville 110 School Street/PO Box 115 Washingtonville, OH 44490 Phone: 427-1526 (Mayor's Office)

mailto:[email protected]



MEMBER ALTERNATE Mayor Terry Stocker [email protected] City of Struthers 6 Elm Street Struthers, OH 44471 Phone: 755-2181 Bill Totten [email protected] Director of Engineering, Building & Planning 540 Laird Avenue S.E Warren, OH 44484 Phone: 841-2562 Anthony Traficanti Mahoning County Commissioner 21 West Boardman Street, Suite 200 Youngstown, OH 44503 Phone: 740-2130 Mayor Jay Williams Charles Shasho [email protected] City of Youngstown Deputy Director of Public Works 26 South Phelps Street 26 South Phelps Street Youngstown, OH 44503 Youngstown, OH 44503 Phone: 742-8701 Phone: 742-8816 Heflin Willingham 6430 Washington Avenue SE Hubbard, OH 44425 Phone: ________ Open: Mahoning County (2 seats) Warren City Council or Planning Mahoning County Township Trustee Representative Youngstown Mayor Appt. Youngstown City Council 26 South Phelps Street Youngstown, OH 44503 Phone: 742-8709



Appendix 2

THE TECHNICAL ADVISORY COMMITTEE – 2010

A Technical Advisory Committee (TAC), consisting of local planning and engineering officials, was established to advise the GPB on technical matters.

Chairman: Mark Buccilli Mahoning County Engineer‟s Office - Richard Marsico 1st Vice-Chairman: John Picuri Trumbull County Engineer‟s Office - David DeChrstofaro 2nd Vice-Chairman: Rob Donham Mahoning County Engineer‟s Office Tom Bresko Acting Interim Director Mill Creek Metropolitan Park District Eric M. Czetli ODOT - District 4 Bill D‟Avignon Youngstown City Planning Rex Fee Executive Director, Trumbull County Sanitary Engineers Mark Hess City of Niles Misty Koletich Mahoning-Trumbull Air Pollution Control Agency Robert Lyden Mahoning County Sanitary Engineer Mayor Jim Melfi Girard William Miller Trumbull County Planning Commission Jack Noble ODOT - District 4

Tom Nugen Western Reserve Transit Authority Michael O'Shaughnessy Mahoning County Planning Commission Richard Roller Mahoning-Youngstown Community Action Program Charles Shasho City of Youngstown Bill Skowronski OEPA (Pat Billett - Alternate) Bill Totten City of Warren Joseph Warino City of Canfield Terry Thomas Community Bus Services, Inc. (non-voting)

Appendix 3

THE CITIZENS ADVISORY BOARD - 2010 A Citizen’s Advisory Board (CAB) provides citizen input on Eastgate policies and practices.

Jim Bolchalk Lillian Breedlove Nancy Brundage ~ Vice Chairman & Mahoning County GPB Representative George Brundage Fred Cannell Jim Converse Thomas Cooksey Yoko Marie Dawson Ray DeCarlo ~ Alt MC GPB Representative Adeline Fields Robert Freeland Daryl Gordon Joe Grenga Fred G. Hanley, Jr. Warren Harrell Victoria Hendrix Robert Horvath Gerald Hurayt ~ Chairman Paula Kohler Dick Lane Celeste Liberato Frank E. McClain Don Moler Jerome Parm James J. Pirko ~ Alt TC GPB Representative Michael Saxon Jack Slanina Thomas Smalls Jim Thompson Janet Weisberg Heflin Willingham ~ Trumbull County GPB Representative Stephen Zugay

2010 NEO Econ Study(1)

Documents

Transcript of 2010 NEO Econ Study(1)