Recognizing excellence: Connecting resources for positive community change

How do we achieve excellence? We stop what we are doing, stand back, and assess efforts. At this point we are better able to recognize special accomplishments.

Raymond Schindler

Raymond A. Schindler

The Raymond A. Schindler Excellence in Community Development Extension Award is named in honor of Raymond A. Schindler, one of the first Extension CD professionals in Ohio. Hired in 1962 as an Area Extension Agent, Ray began his career in southern Ohio, based in Highland County. He took a collaborative approach to his work, focusing on tourism development, comprehensive planning, planning commissions, and business retention and expansion programs until his retirement in 1988.

Today, we recognize Extension CD professionals with The Raymond A. Schindler Excellence in Community Development Extension Award. The annual award seeks to recognize:

  • long term strengths in teaching and research
  • a long-standing record of teamwork and collaboration in program planning, implementation and evaluation
  • a successful track record in grant awards, cost recovery, or other external funding
Susan Colbert

Susan Colbert

Just last week (January 24), we recognized Susan Colbert with the Raymond A. Schindler Excellence in Community Development Extension Award for her ability to develop and deliver multidisciplinary, evidence-based programs in collaboration with colleagues, stakeholders, private industry and state and federal funding partners that empower others to affect positive change. Since joining Ohio State University Extension in 1998, she has truly demonstrated a record of excellence in creative and scholarly work, teaching and service to community and profession.

Click here to learn more about Susan and her work.


Greg Davis

Greg Davis, professor and assistant director, OSU Extension CD.


The content of this site is published by the site owner(s) and is not a statement of advice, opinion, or information pertaining to The Ohio State University. Neither text, nor links to other websites, is reviewed or endorsed by The Ohio State University.

Government shutdowns . . . What about them?

As of the writing of this blog post (1/14/19) we are 24 days into the partial shutdown of our federal government. This is the longest shutdown in U.S. history. The next closest was 21 days in 1995-1996 under President Bill Clinton. I found myself wondering why shutdowns happen, what circumstances lead to them, when have they happened, and how long have they lasted. And, what impact does this have on people, communities, and the economy?

Why do shutdowns happen?

US CapitolGovernmental shutdowns occur when disagreements over programs, policies, approaches, expenditures, etc. between the various elected bodies cannot be resolved. This “deadlock” can result in Congress failing to pass appropriation bills/continuing resolutions or the President refusing to sign such bills or resolutions. Since 1976 there have been 22 “gaps” in federal funding. Shutdowns can also occur at the state, territory, and local level, but this blog post will focus only on the federal government.

A key legislative trigger of government shutdowns is the Antideficiency Act (ADA). Originally legislated by Congress in 1884, the Act has been modified a number of times since. Generally, the ADA relates to Article One of the United States Constitution (the power of the purse) which provides that, “No money shall be drawn from the treasury, but in consequence of appropriations made by law.” In 1980 and 1981, the then Attorney General issued two opinions that were stricter interpretations of the ADA, setting the stage for government shutdowns when funds are not sufficient or available to continue government operations, for example, or an annual appropriation has not been approved. Appropriations are “…the provision of funds, through an annual appropriations act or a permanent law, for federal agencies to make payments out of the Treasury for specified purposes.”

Shutdowns can be partial, as is the case in this current situation. That means that some government departments/agencies are able to continue to operate because their budgets have been approved already and funds have been appropriated.

So, in short, failure to reach agreement on an issue, resulting in the inability to appropriate dollars and pass a temporary or annual budget, or the president’s unwillingness to sign a budget bill or veto what is presented to him, forces “non-essential” governmental agencies and employees to cease operations or “shut down.”

What are the impacts of a government shutdown?

Impacts on Government employees and agencies

Partial government shutdowns impact employees, contractors, agency operations, public services, and the overall economy. The ADA is targeted to federal employee/federal agency actions by prohibiting the authorization or making of expenditures, incurring of financial obligations, and accepting voluntary services before a funding appropriation has been made.

Potential violations of the ADA are investigated by the government (GAO and Inspector General), and the act has consequences for both agencies and individuals who violate it. Although no one has been indicted or convicted in the Act’s 120-year history, changes in agreements and punitive administrative actions against employees have been routinely made.

In 10 of the 22 shutdowns, including this current one, government employees have been furloughed. As of last Friday, there will be no paychecks for approximately 800,000 government employees. Of that number, 380,000 employees who perform emergency work involving the health or safety of human life or protection of property – essential services and public safety fields – are still required to work but will not receive pay. This includes law enforcement, Coast Guard, corrections officers, customs/border protection, forest service firefighters, National Weather Service employees, and TSA. Receiving back pay is not automatic – Congress needs to pass authorizing legislation. Last Thursday Congress voted to approve back pay for furloughed and unpaid government workers. The President indicated that he would sign the bill. (Source: https://www.govexec.com/management/2019/01/senate-unanimously-passes-legislation-providing-back-pay-furloughed-feds/154090/)

Government Departments and Agencies Affected

Nine of fifteen cabinet–level departments and many agencies have been impacted by the current partial shutdown. Those agencies that had already received their appropriations, and are therefore unaffected, include the Defense Department and Department of Health and Human Services. Department/agencies impacted by the shutdown include Transportation, Housing and Urban Development, Agriculture, National Park Service, Homeland Security, IRS, and others.

Impact on Ohio

The impact of the shutdown is being felt by states across the U.S. to greater or lesser degrees. The number of governmental employees furloughed in impacted federal agencies (National Park Service, for example) is often a determining factor. In Ohio, the offices and visitors center of National Historic sites such as William Howard Taft and the interpretive center of the Cuyahoga Valley National Park are closed. In Cincinnati, EPA workers have been furloughed. Home buyers seeking government loans are facing delays. In rural areas, Department of Agriculture loans are not being issued. The Federal District Court and Court of Appeals in Ohio are not operating. While the grounds of National Park sites may be open, there are no government workers to pick up trash, conduct maintenance, or clean bathrooms. Some park sites that are operated by private groups remain open. It is advisable to contact each site before visiting. (Source: http://radio.wosu.org/post/how-federal-government-shutdown-affecting-ohio#stream/0)

History of Government Shutdowns since 1980

Since 1980 there have been 10 government shutdowns that have resulted in employee furloughs and disruptions in government services. They have ranged in length from less than one day (1984 & 1986) to our current shutdown of 24 days. 

Government shutdowns since 1980

Final Thoughts

There have been many instances of government shutdowns over our recent history. They usually arise over disagreements in priorities and budget allocations among Republicans and Democrats and between the President and Congress (or some combination thereof). Gaps in funding occur when disagreements are not resolved before the end of an existing budget cycle. The 1980 shutdown, occurring just days after the Attorney General’s opinion regarding the ADA, was the first time a government agency stopped operations as the result of a funding gap. Since then, there have been nine more that have resulted in funding gaps forcing government employee furloughs and department/agency curtailment of operations. These events have an impact either directly or indirectly on individuals and communities throughout the U.S.

Shutdowns are unique to the U.S. form of government. Most European nations operate under a Parliamentary system in which the executive needs the continued approval of the legislature to continue in power. The failure of budget passage is attributed to the executive and usually triggers an election. In other types of presidential systems, the executive branch of the government has the power to keep the government operating even without a budget.

The ultimate length of this shutdown and the resulting impact remains to be seen. What will be especially interesting is the method by which it is resolved and the structure and conditions reached in what becomes the final compromise.

The following web sites provide further information on the 2018-2019 and other government shutdowns:

http://radio.wosu.org/post/how-federal-government-shutdown-affecting-ohio#stream/0

https://www.vox.com/policy-and-politics/2019/1/11/18177101/government-shutdown-longest-workers-agencies-charts

https://en.wikipedia.org/wiki/United_States_federal_government_shutdown_of_2018%E2%80%932019

https://www.washingtonpost.com/news/wonk/wp/2013/09/25/here-is-every-previous-government-shutdown-why-they-happened-and-how-they-ended/?utm_term=.2623124a5119

https://en.wikipedia.org/wiki/Divided_government_in_the_United_States

https://en.wikipedia.org/wiki/Government_shutdowns_in_the_United_States#1980

https://en.wikipedia.org/wiki/Government_shutdowns_in_the_United_States

https://en.wikipedia.org/wiki/Antideficiency_Act

https://www.senate.gov/reference/glossary_term/appropriation.htm

https://www.gao.gov/legal/appropriations-law-decisions/resources


Myra MossMyra Moss, associate professor and Extension educator, OSU Extension – Community Development


The content of this site is published by the site owner(s) and is not a statement of advice, opinion, or information pertaining to The Ohio State University. Neither text, nor links to other websites, is reviewed or endorsed by The Ohio State University.

Keeping Unity in the Community

Do you know that it is generally recommended that housing expenses shouldn’t be more than 30% of what you earn, leaving 70% of your income for food, clothing, and other necessities?

According to the US Department of Housing and Urban Development, approximately 12 million renters and homeowners are spending more than 50% of their income on housing, including utilities, thereby making it difficult for families to afford other necessities, i.e. transportation, clothes, food, entertainment, medical care, etc. Towards this end, in many American cities middle and upper income people are moving into neighborhoods that had previously suffered disinvestment and decay. These severely “house cost burdened” families want and/or need to move into sustainable neighborhoods accessible to more transportation options, affordable housing, jobs, businesses, services, and social activities.

These new residents renovate housing, stimulate business, and contribute to the tax base. Additionally, you have investors, who are purchasing these properties from low income families and stripping them of their equity, legacy, and property, which they worked hard to obtain and maintain for their children and grandchildren. These benefits of neighborhood revitalization are, in some cases, achieved at a potentially serious cost: the displacement of existing neighborhood residents by eviction, excessive code violations, increased property values/taxes, rent increases, changing demographics, etc.

Unfortunately, this may contribute to divisiveness, animosity, or ill feelings between longtime and new neighbors. This is quite unfortunate because what makes these central city neighborhoods and  residents so special is their “sense of community” which has helped residents survive and thrive throughout the years!

There are strategies that can and/or should be implemented to safeguard longtime renters and homeowners, thereby bringing peace and unity in the community. Some strategies should include the examination of federal, state, and local policies toward neighborhood reinvestment and displacement, including various alternative approaches for dealing with this issue.

I applaud the City of Columbus and Franklin County Board of Commissioners for taking the initiative to be proactive in bringing unity in the community by preserving some stability in up-and-coming neighborhoods by:

  • Establishing a Community Land Trust, which will contribute to the preservation of mixed income neighborhoods.
  • Working with Developers to make sure a percentage of their housing development and employment opportunities are set aside for residents of various socio-economic strata!
  • Offering the Homestead Tax Exemptions for low income senior citizens or disabled, who own and occupy their properties.

An example of another innovative strategy implemented in other major cities includes:

  • Longtime Owner Occupancy Program (LOOP) – reducing or freezing property taxes to promote neighborhood stability and provide a dividend of sorts to those families who remained in the neighborhoods through the years of high crime, population loss, disinvestment, and declining property values (Washington, Boston, Pittsburgh, and Philadelphia).

Lastly, on a neighborhood level, there are strategies residents themselves are implementing to make a difference, including but not limited to the following:

For example, some of the activities Weinland Park residents have been involved in:

  • Community Connectors – resident leaders, who advocate; market programs; organize events and bring diverse residents together, i.e. Rally in the Alley
  • Community Clean-Ups – neighborhood focused beautification and clean-up efforts
  • Community Civic Association – a group of residents and stakeholders who meet monthly and make decisions about the community, i.e. housing, safety, youth, etc.
  • Community Zumba – a Latin inspired dance fitness class offered weekly for area residents, thereby affording children, youth, and adults of diverse backgrounds an opportunity to get acquainted and have fun with one another
  • Community Gardens – residents, who use gardening as an opportunity to interact and get acquainted with other children, youth, and adults in the neighborhood

Weinland Park

Planting tree

To learn more about OSU Extension – Community Development and what they’re doing to bring unity in your community, county, or throughout the State of Ohio, feel free to visit our website.


Susan Colbert Susan Colbert is the Franklin County Extension Program Director for Expansion and Engagement.


The content of this site is published by the site owner(s) and is not a statement of advice, opinion, or information pertaining to The Ohio State University. Neither text, nor links to other websites, is reviewed or endorsed by The Ohio State University.

Community Economics Programs for Ohio (and beyond!)

The economy is humming. You may have heard recently in the news, the U.S. Department of Labor announced the addition of 250,000 new jobs in October, topping the 118,000 jobs created in September. More likely, you have seen the “help wanted” and “now hiring” signs posted in your community and throughout your travels.

Even better, the Labor Department reported that average hourly earnings increased again in October, from 2.8 percent in September and to 3.1 percent on the year. This is the largest quarterly wage gain in ten years.

David Civittolo and Eric Romich discuss the Business Retention & Expansion program as a community economics tool

Serving as a model for the world, the U.S. economic system was the subject of study during a recent three-week, multi-state visit coordinated by the U.S. Department of Commerce International Trade Administration’s Special American Business Internship Training (SABIT) program. The SABIT program builds partnerships and provides technical assistance through training Eurasian business leaders in U.S. business practices.

The SABIT visit involved a 19-member delegation from many of the former Soviet bloc countries such as: Georgia, Ukraine, Moldova, Kazakhstan, Azerbaijan, Kyrgyzstan, Tajikistan, Uzbekistan, and Russia. The individuals represented academic institutions, regional/state/local governments, and national business associations (e.g. ‘chambers of commerce’).

As part of the SABIT program, Ohio State University Extension CD professionals were invited to share more about the ways Extension partners with communities, agencies, and organizations in pursuit of local and regional strategies for economic development. The delegates were particularly interested in learning more about our role in:

  • Cultivating and facilitating regional collaboration and partnership frameworks (e.g. advisory/planning committee approach)
  • Identifying and supporting industry clusters
  • Community and organizational strategic planning
  • Workforce development
  • Business incubators, and
  • Building capacity of elected officials

    Myra Wilson and Eric Romich discuss Extension’s involvement in workforce development

Working through interpreters, we discussed the land-grant system, Extension, and shared recent examples of how we engage others through the application of a wide variety of community economics programs and tools. After spending a couple of hours together, they were particularly interested in learning more about how they could strengthen their partnerships with academic institutions to inform research, teaching, and engagement efforts.

Despite the language barrier, there were many questions and the discussion was lively. Some of the delegates even inquired about returning to the U.S. to study and learn more. Others were eager to extend invitations to visit them in their home countries. Collaboration truly knows no boundaries!

In short, no matter where you are, we serve to partner with you and your community to share, learn, and identify ways to strengthen the local and regional economy.

You can learn the numerous ways we might work with you throughout these blog pages. To better understand the range of what is possible, take a look at the ‘Tags’ which highlight the content found here and feel free to contact the post’s author for more info. Or contact me directly at davis.1081@osu.edu or 614-292-5942.


Greg DavisGreg Davis is a Professor and Assistant Director, OSU Extension – Community Development.

The Relevance of Community Strategic Planning in Corporate Location Decision-Making

In recent years, many communities have been encouraged to invest in “greenfield” development sites as a way to attract large manufacturing and distribution operations. This is also taking place at a time when such businesses are changing the way they make decisions about where to locate and expand. These business decisions have far-reaching implications for communities. Some businesses may decide to visit and negotiate for community incentives; others may want to know what communities are doing to improve the business climate. However, these incentives alone may not secure a relocation or expansion project for the community. It is becoming apparent that businesses are also interested in the contents of a community’s strategic plan.

A community’s strategic plan might not seem important. However, when it considers things such as a community’s workforce, business attraction and retention approaches, and an integration of economic and community development, the plan can be very helpful in expediting the site selection process.

How can strategic planning help businesses decide where to locate?

Companies look for employees with experience in cutting-edge manufacturing, robotics, and other fields. A strategic plan enables community leaders to bring existing key business and educational institution leaders together to discuss each other’s needs and find solutions for them.

Community members participate in community strategic planning process

Community members share in the community strategic planning process.

Although attracting new businesses is a common economic development strategy, research indicates that about 80 percent of all new jobs in a community come from existing businesses. A strategic plan that takes into account the need to retain and expand a community’s existing businesses may indicate to potential new businesses that the community is dedicated to assisting its businesses to become more competitive.

Companies want to see how communities foster social and economic integration by the way they plan to address local issues such as housing, education, healthcare, and cultural diversity. They also want to see how all stakeholders — residents, community-based organizations, public agencies, and the private sector — work together to promote residents and community quality of life.

Fayette County, Ohio recently revised and updated its strategic plan to provide a vision and a vehicle for creating short- and long-term community and economic growth for residents and businesses in the community. The vision considered all the vital elements: workforce, business attraction and retention, and importance of integration of economic and community development. The community’s workforce plan involves implementing youth workforce programs, including a Manufacturing Day Tour and a Career Expo for high school students.

The community’s business retention and expansion strategies support and develop existing businesses. This pro-business attitude can add to the attractiveness of the community as an excellent environment for new businesses. Most importantly, the community has nearly 1800 acres of “greenfield” development acreage (1,600 acres for the county and 200 acres for the City of Washington Court House). These “greenfield” development sites have infrastructure, including utilities and water, available on site for investors seeking a business location.

Community strategic planning has helped in Fayette County. How might it help in your community?

Reference:

http://www.areadevelopment.com/corporate-site-selection-factors/Q4-2017/importance-of-community-strategic-planning-location-decision.shtml


Apaliyah, GodwinGodwin Tayese Apaliyah is an Extension educator in Fayette County.

Successful Collaborations: Three Rules and Lessons Learned from a Lima, OH Project

Definition of "collaborate"Few community development projects can succeed without funding support and—ideally, successful collaboration. In Lima OH, a group of university and public/private sector partners had been loosely formed based on a two-year pilot research project led by Knowlton School working with OSU Lima and the City of Lima Land Bank. By fall 2017, the group had expanded to include Extension among a team of university researchers representing three academic departments and a dozen community-based organizations, including the City of Lima Land Bank. The groundwork had been laid to move beyond the research phase of the project with the group coalescing behind a general plan to utilize vacant city-owned land for a food systems intervention project.

Collaborators

With a loose collaboration and a general project in mind, the group decided to seek out an OSU Connect and Collaborate grant to design and implement the project. The challenge had begun to organize and formalize a successful collaboration behind one project with very specific parameters. The research team started by inviting stakeholders back to the table to begin writing the grant and planning the implementation project. Over the next year, with the aim of congealing a collaborative group to reach consensus on the project, a location, and partner commitments, researchers followed three rules resulting in (mostly) success. Our general rules and lessons learned follow.

Rule #1:  Establish a communications plan.

At an initial October 2017 stakeholder meeting, we set the stage by establishing a communications plan, and sticking to it. After a review of the existing research project and an overview of the grant expectations, a communication plan was discussed and agreed to. The communications plan included regularly scheduled or as-needed face-to-face meetings that would be announced by e-mail at least a week ahead of time. The meetings would keep partners up to date with the grant process but also provide ample opportunities for input. They would be scheduled in the evening, include food and generally last two hours. An e-mailed summary of the meeting discussion and action steps would follow shortly after the meeting took place. One-on-one time was frequently needed with some partners to work through tasks or answer questions. Finally, partners expected full transparency about issues or concerns.

Rule #1 helped to build and retain trust among the collaborators. Trust was essential for partners to reach a consensus on the project. Lesson learned:  Partners are on the hook to attend every meeting, or send a representative. When one stops showing or communicating, anticipate a problem, then reach out to find out what it is and work to correct it. In one instance, our response to a no-show was slow, and we almost lost an important partner!

Rule #2:  Clarify expectations up front.

Anyone who has been involved with the Connect and Collaborate Grants Program knows that the program leverages university teams aligned with public/private sector partners to address challenges, and the partners have to be all in. So, rule #2, which applies to this grant or any successful collaborative project, requires teams to clarify expectations up front. Partners are expected to do more than just meet; they need to come up with what their organizations can commit to, whether it be matching funds, in-kind time, or other resources, and then put it in writing. This expectation is easier said than done. Partners need to know what is expected up front and be reminded along the way. No surprises!

Rule #2 kept everyone accountable and on task. Lesson learned: Verbal commitments can be different than written commitments, and the written ones are usually not as exciting! Get written commitments in draft form so they can be reviewed and agreed on before formalizing the final commitment. That is, give development of commitment letters more than a couple days at the end of a project…allow for at least a week or more.

Rule #3:  Be flexible, prepare for change and potentially, difficult discussions.

Even the most well laid out plan can (and will!) change, so teams must be flexible. 30 research team conference calls, 8 stakeholder meetings and 4 community events later, our project looked different, was located on a different site, included a new partner, and involved an entirely new component that took us down a new funding path.

Rule #3 made possible an improved project, stronger commitments and greater potential for sustainability. Lesson learned: Change doesn’t have to be a negative, it can actually help strengthen a project. In order to get there, though, difficult discussions had to take place and one partner was almost alienated entirely.


Nancy Bowen is an Associate Professor & Extension Field Specialist, Community Economics.

The Truth about the National Debt – Part III and Final Part of a Series

This is the third and final blog in a series I have done on the topics of the federal debt/deficit and why money in modern economies has value. I covered a lot of ground in the previous two blog entries.

In the first, which you can read here, I explained why politicians and some economists were wrong to throw up barriers to raising the deficit and the national debt in times when the economy is operating well below capacity, particularly in the years immediately following the Great Recession of 2007-2009.

In the second, which you can read here, I focused on the fact that taxation is what gives value to money that is not backed by something tangible like silver and gold (fiat currency).

The National Debt is Essential

To pause for a conclusion here, I want to emphasize that the national debt is actually essential to a modern economy. Every dollar that you have in your possession is a dollar that the US government has spent into existence and has not yet taxed. But that means it is federal debt, by definition.

So, all the savings that you and everybody else has, denominated in dollars, adds up to the national debt. Talk of eliminating the national debt is not only misguided, it is entirely foolish, because if we did that, all the savings you and everybody else had (denominated in dollars) would simply vanish! Those dollars in your wallet – checking account, or wherever – whoosh, gone instantly. There would be no modern monetary economy at all.

Okay, So Why Borrow to Finance the Deficit?

So if government spending exceeds the amount taken in by way of taxation, why does the government have to finance the cumulative difference (the debt) by selling bonds? Wouldn’t it be less stressful if we did not owe all that money to China or pension funds or to banks or to anyone? Why not just spend the money into existence without borrowing it?

Well probably the most obvious answer to these questions is that many of the ways that government officials and even economists think about money is a holdover from the gold standard era. Back then, governments were truly limited in what they could spend based on how much gold they had in reserve, because people could literally exchange their currency for government gold. In order to prevent people from doing this to the point that it ran out of gold reserves, a government would “soak up” extra currency by selling bonds to finance its debt. This would take currency out of the system for the time being with a promise to pay in the future, when presumably, there would be more gold on hand or the value of the currency would change.

But this is not necessary now because no one has the right to obtain government gold for their currency, since the gold standard is long gone everywhere.

But there is another, more practical reason the government finances its debt by selling bonds – and that is to create a market for them for the express purpose of manipulating interest rates.

Fractional Reserve Banking

When you deposit your money in the bank, that bank does not put your money in a safe and wait for you to come and retrieve it. The bank loans it out. But banks cannot lend out all the money they have on deposit, or they would be broke. They are required to maintain a fraction (about 10%) on hand. This number is called the reserve requirement ratio. Let’s say that at the end of a certain day, a bank is short on its reserve requirement. What should it do?

The first thing it does is consult other banks, because some of them may be over their reserve requirement. In this case the bank that is below would obtain an “overnight loan” from the bank that is above. The interest rate the bank pays on the loan is the overnight loan rate, also known as the “federal funds rate.” Its value fluctuates daily and you can easily obtain its current value by an Internet search. Many interest rates that you pay, including mortgage rates for a home or for a loan on a car, are related to the federal funds rate. So it is a very important item!

Where Bonds Come In

In the presence of a federal bond market, the US government, or its monetary representative the Federal Reserve, can influence the value of the federal funds rate by selling bonds (which takes money out of the system, raising rates) or by purchasing them (which puts money into the system, lowering rates). Normally, these practices are called “open market operations.”

Remember all the quantitative easing policies: QE1, QE2 and QE3? These were unprecedented levels of open market operations of Federal Reserve purchasing of bonds (and other assets before QE3 ended). These policies were undertaken to keep interest rates very low in order to stimulate the economy (making it easier for people to borrow to finance business loans, mortgages, auto loans).

Without the bond market, the federal government would not have that kind of control over interest rates. Some economists have argued that this would be a good thing. Some argue that the result would be a federal funds rate of zero permanently. Some claim that this in turn might very well lead to runaway inflation. But then again, many critics argued that the increasing government debt and quantitative easing would lead to hyperinflation – and that did not happen. However, we will probably never know because it does not seem realistic at the present moment to believe that the government of the US or any other entity that issues its own currency will ever give up the practice of issuing bonds to finance its debts. And, as I think I have shown in this series, there are bigger fish to fry than debating whether or not to abandon bonds.


Tom Blaine is an Associate Professor for OSU Extension.

The Ripple Effect of Personal Finances on a Community

Do you have a family member, friend or neighbor who recently lost his/her job; had to reduce their number of hours at work due to health issues; pay more than 30% of their income on housing; or lost 50% or more of their income due to the death of a spouse, divorce or unemployment? If so, most of them will probably be evicted, face foreclosure, miss housing and utility payments, receive public assistance, etc. Obviously, it’s important for residents to know that these results not only affect the households of their families, but the community at large.

These problems contribute to an inordinate high number of evictions; food insecurity; infant mortality rates; inability to get prescriptions and medical attention; mental, emotional, social and physical ills; and community development. Revenue from property taxes will decrease if families fail to make their mortgage payments. Neighborhoods will suffer with blight, disinvestment, and crime when properties are left vacant and abandoned, and public assistance budgets will surge.

It’s important that we address these community-wide problems with community-wide solutions. Towards this end, leaders from communities, corporations, colleges/universities, civic organizations, and churches need to unite and help families avoid these issues by developing innovative programs and unique partnerships to strengthen the lives of families and, subsequently, communities.

OSU Extension understands the correlation between personal finances and community development. Towards this end, we work diligently to strengthen the lives of families and build strong communities by educating and empowering residents with the knowledge, resources, and skills essential in helping them take control of their finances and future! To see what OSU Extension is doing to make a difference in the lives of children, youth and families in Columbus, visit franklin.osu.edu.


Susan Colbert is the Franklin County Extension Program Director for Expansion and Engagement.

BR&E Program Focuses on Perrysburg, Ohio Local Economy

Perrysburg remains Wood County’s most economically diverse and thriving community and is one of Northwest Ohio’s best magnets for economic and business growth. It remains one of the best places to own real estate in the county and region. When it comes to “economic gardening,” no other community in Northwest Ohio is as successful in providing residents, business owners, and entrepreneurs with innovation-based economic development tools. Downtown Perrysburg Inc. and the Perrysburg Chamber of Commerce help to ensure the City’s B2B (business to business) networks thrive.

The City of Perrysburg sign

The City of Perrysburg – Wood County’s most economically diverse and thriving community.

The facts that support this claim are:

  • Perrysburg’s residential growth has increased 21.7% since 2000, and is the fastest growing community in the region. State average for residential growth in the last ten years was 1.7%.
  • According to a recent study, Wood County was ranked as one of America’s Top Ten Small-Sized Counties (FEC Inc., 2012.). The ranking considers several measures within five areas: Investment, Talent, Sustainability, Place, and Diversity. These five areas serve as a foundation for future economic success.
  • According to Stats America, Wood County has a 10-year per capita personal income (PCPI) growth of 7.3%, the highest in the region.
  • Residents spend $3,500 more per capita on retail items than state average. According to the US Census, per capita income is $37,813, a 32% increase from the state average.
  • Median household income from 2008-2012 averaged $69,341, a 30% increase from the state average, and one of the highest household incomes in the region.
  • Median value of owner-occupied housing is $192,600, a 30% increase from the state average; Perrysburg has one of the highest housing values in the region.
  • Over the last two years, Perrysburg has had more multi-family housing units under development than any other community in the region. This type of housing is extremely important in attracting young professionals and providing businesses with a diverse base of employees¹.

Recognizing the importance of its growing community, the Ohio Sea Grant College Program and Ohio State University Extension collaborated with the City of Perrysburg to conduct a Business Retention and Expansion (BR&E) Program. Because of this applied research effort, local leaders are better equipped to assist business needs in the city to achieve their growth objectives and to improve the overall business environment for the City of Perrysburg’s business community.

The seal of Perrysburg.

As a result of the BR&E program, the City of Perrysburg learned that:

  • Forty businesses plan to expand, modernize or renovate their businesses with firms planning to add jobs within the next 12 months. These firms will add between 58-177 new full-time equivalent jobs.
  • 177 new jobs are estimated to represent $101,063 in additional income tax revenue and would contribute an estimated $6,737,505 in personal income to Perrysburg’s local economy.
  • Jobs are projected as being added in the professional services, retail and commercial service sectors. 116 businesses plan to retain up to 2,880 full-time equivalent jobs.

The BR&E program in Perrysburg aims to:

  • Identify and address concerns and issues of existing businesses by creating a value-chain of partners, including local and state government as well as private organizations and enterprises.
  • Identify opportunities to stimulate local job growth, and establish and maintain long-term relationships among public and private entities associated with the Perrysburg local economy.

To learn more about the City of Perrysburg BR&E program, see the final report. Click here to learn more about the Ohio BR&E Program.

 

¹City of Perrysburg website: https://www.ci.perrysburg.oh.us/index.php/economic-development


 

Joe Lucente is an Associate Professor for the Ohio Sea Grant College Program and Ohio State University Extension.

Battling Blight by Tackling Vacancies in Lima, Ohio

Vacant parcels and abandoned properties are a big problem for many of Ohio’s cities, some that have been shrinking for decades as a result of sustained population loss. Blighted properties that litter the urban landscape can cost cities millions in lost property taxes, foreclosures and demolition costs, not to mention opportunity costs to local economies. A report by Greater Ohio Policy Center (GOPC) in 2008 on eight shrinking cities in Ohio estimated annual costs of city services to these properties at 15 million dollars, and lost property tax revenues from demolitions and tax delinquencies at over 49 million dollars.

Abandoned property

Abandoned property

Lima, the Allen county seat, is an example of a city facing the challenge of hundreds of vacant and abandoned properties. Over the past two years, faculty and students from OSU’s Knowlton School, in collaboration with OSU Lima and the City of Lima Land Bank, have piloted a program, the Ohio Land Exchange (OH/LEX), to address the vacancy problem in Lima. They have surveyed and mapped hundreds of tax delinquent parcels, which, according to Lima’s Mayor Berger, has “provided Lima vacancy patterns and demotion needs, as well as detailed maps of locations, flood plains, and potential reuses” (link). The team also engaged over a dozen local non-profits who have been meeting regularly to explore beneficial ways to reuse the properties.

Reaching a consensus

Reaching a consensus on land reuse priorities

In the past year, Knowlton School expanded the partnership to include OSU Extension, holding a workshop in May 2017 to introduce the program to Extension Educators statewide. Extension is providing the boots on the ground needed to take the initiative from mapping and data collection to project implementation. Data has helped to inform stakeholders about property locational assets or liabilities, including soil conditions or proximity to bus stops, to determine potential forms of reuse and appropriate locations. One of these stakeholders is Activate Allen County, a non-profit organization formed in 2012, tasked with improving the health and well-being of Lima and Allen County residents. The organization conducted a food system assessment which found that 53% of Lima citizens reside in a food desert, the region has the second highest obesity rate in Ohio, and almost 11% of its residents suffer from diabetes. The proposed implementation project is the result of numerous meetings with local stakeholders to reach a consensus on land reuse priorities, including food system improvements.

Funding support has come from a 2017 Connect and Collaborate grant that supported increased and strengthened stakeholder engagement and formulation of a plan for Lima. Another grant, currently under review, would provide support for a phased food systems implementation strategy, to create a temporary “food and entrepreneurship lab” and to conduct a market analysis for a permanent food hub. The second phase, dependent on the outcome of the first phase, is the development of a permanent food hub. The food and entrepreneurship lab includes the design and build of a model urban garden and community space on vacant land near the city center. Concurrently, a market analysis will be conducted to identify the impact, needs and potential uses for a permanent food hub based on existing retail sales data, data gathered at the lab, and surveys of local residents.

As a pilot location, Lima will demonstrate the costs and benefits of the OH/LEX program and its potential value for other cities in Ohio. Do you see a need in your city?


Nancy Bowen is an Associate Professor & Extension Field Specialist, Community Economics.