COLUMBUS REGION COMPREHENSIVE ECONOMIC … · Columbus’ brand identity has strengthened and as...

COLUMBUS REGION COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY UPDATE

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Table of Contents

Table of Contents ................................................................................................................................................................................................................... 1

Columbus 2020 Board of Directors ................................................................................................................................................................................... 2

CEDS Strategy Committee ................................................................................................................................................................................................... 3

Executive Summary ................................................................................................................................................................................................................ 6

Section 1: Regional Profile ................................................................................................................................................................................................ 14

Section 2: SWOT Analysis................................................................................................................................................................................................. 51

Section 3: Regional Priorities, Objectives, and Actions ................................................................................................................................................ 59

Section 4: Performance Measures and Resources ......................................................................................................................................................... 66

Appendix I: Strategic Projects, Programs, & Activities ................................................................................................................................................ 70

Appendix II: Environmental Considerations .................................................................................................................................................................... 72

Appendix III: Disaster & Economic Recovery & Resiliency Strategy ........................................................................................................................ 79

Appendix IV: Past & Present Economic Development Investments ............................................................................................................................. 90

Appendix V: Community & Private Sector Participation ............................................................................................................................................. 98


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Columbus 2020 Foundation Board of Directors

Name Organization Position

Alex R. Fischer The Columbus Partnership President and CEO

Eric Phillips Union County Economic Development Partnership Executive Director

Marilyn Brown Franklin County Franklin County Board of Commissioners

Michael B. Coleman City of Columbus Mayor, City of Columbus

John C. Fisher Ohio Farm Bureau Executive Vice President

Michael Keller Nationwide Insurance Executive

Michael W. Louge OhioHealth Executive Vice President

Gregory R. Overmyer Overmyer Hall Associates Chief Executive Officer

Mark Patton JobsOhio Managing Director, Information Technology and Logistics

Ellen Power Boeing Center Director, Heath, OH

Dr. Mark Smith Ohio Christian University President

Pablo A. Vegas American Electric Power (AEP) President and COO, AEP Ohio

Dr. David Williams The Ohio State University Dean and Presidential Professor, College of Engineering

Jack Partridge Columbia Gas of Ohio President


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CEDS Strategy Committee

Private Sector Representatives

Name Organization Position

Darnita Bradley Columbia Gas of Ohio Manager, Government Affairs

Ron Lovell IBM Client Center: Analytics Solutions Lab Vice President

Jim Clark Duke Realty Senior Vice President

Don DePerro Columbus Business First Publisher

Bill Ebbing The New Albany Company President

Doug Kridler The Columbus Foundation President and CEO

John McEwan Deloitte Managing Partner, Deloitte Chairman, Columbus Chamber Board of Directors

Rick Platt Heath-Newark-Licking County Port Authority President and CEO

Caroline Ramsey Honda of America Manufacturing, Inc. Manager, Government Relations

Richard Schuen Colliers International CEO and Principal

Kurt Tunnell Bricker and Eckler

Managing Partner

Pablo Vegas American Electric Power (AEP) President and COO, AEP Ohio

Tim Wells American Electric Power (AEP) Manager – Economic & Business Development, AEP Ohio

Neil Mortine Fahlgren Mortine President and CEO

Mike Pettit Lancaster Municipal Gas General Manager


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Jeff Sprague Transportation Research Center Interim President

Pam Springer Entrepreneurial Executive

Mark Smolik Exel Vice President, General Counsel and Compliance Officer

Ted Graham Marion Intermodal Center President

Mark Patton JobsOhio Managing Director, Information Technology and Logistics

Courtney Hodapp JPMorgan Chase Vice President|Global Philanthropy|Ohio

Curtis Stitt Central Ohio Transit Authority CEO

Michael W. Louge OhioHealth Executive Vice President

Representatives of Other Economic Interests

Name Organizations Position

Elaine Roberts Columbus Regional Airport Authority President & CEO

Ryan Scribner Pickaway Progress Executive Director

Tom Walker TechColumbus President and CEO

Tim Hansley Delaware County Delaware County Administrator

Pat Davies Morrow County Development Director

Dana McDaniel City of Dublin Deputy City Manager – Director of Economic Development

Eric Phillips Union County Economic Development Partnership Executive Director

Jim Schimmer Franklin County Director, Economic Development and Planning


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Steve Schoeny City of Columbus Director, Department of Development

Michelle Mills Columbus City Council Chair, Economic Development Committee

Dr. David Williams The Ohio State University Dean and Presidential Professor, College of Engineering

Dr. David Harrison Columbus State Community College President

Chuck Speelman Tri-Rivers Career Center Superintendent

Bruce Fawcett PolymerOhio Executive Director

William Murdock Mid-Ohio Regional Planning Commission (MORPC)

Executive Director

Jean Carter Ryan Columbus-Franklin County Finance Authority President

Calculations Number Percent

Private Sector Representatives (at least 51%) 23 59%

Representatives of Other Economic Interests (no more than 49%) 16 41%

Total Committee Membership 39 100%

Applicable Regulations

13 CFR Part 303.6(a):

The Planning Organization must appoint a Strategy Committee. The Strategy Committee must represent the main economic interests of the Region and must include Private Sector Representatives [as defined above] as a majority of its membership. In addition, the Planning Organization should ensure that the Strategy Committee includes public officials, community leaders, representatives of workforce development boards, institutions of higher education, minority and labor groups, and private individuals.


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Executive Summary

Columbus 2020 and the Columbus 2020 Foundation

Hundreds of private sector employers, public entities and economic development allies have come together to create a comprehensive strategy to grow the Columbus Region’s economic base and create the conditions necessary for decades of prosperity.

Columbus 2020 is a not-for-profit organization established for the purpose of promoting economic development in the Columbus Region. The Columbus 2020 Foundation is a nonprofit organization established as a 501(c)(3) to support the economic development programs of Columbus 2020.

Funding is received from private companies and public entities that have chosen to invest in Columbus 2020 economic development strategy and believe it is critical for the Columbus Region to expand its economic base.

The Columbus Region Comprehensive Economic Development Strategy is administered through the Columbus 2020 Foundation, for the purposes of supporting the regional growth strategy that is led by Columbus 2020.

Mission

Columbus 2020’s mission is to generate opportunity and build capacity for economic growth throughout the 11-county Columbus Region. Columbus 2020 works with regional partners to:

Retain and expand the economic base through outreach to existing businesses in the 11-county Columbus Region

Conduct outreach to growing companies around the world in order to attract new employers to the Region that will diversify the economic base

Create the environment required for high-growth companies, entrepreneurs and technology commercialization to thrive

Improve the civic infrastructure required for economic base growth by providing a platform for the open exchange of ideas, aggregating information for policy makers, and working to enhance the human and physical infrastructure necessary for economic growth


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Columbus 2020’s services include:

Industry Intelligence - Columbus 2020 team members and a cadre of local workforce and economic development organizations work together to gather information, better understand the economic base and seek additional opportunities for the Region. This work is conducted by speaking to companies within the Columbus Region and around the world.

Customized Location Analysis - For companies considering expanding in or relocating into the Columbus Region, Columbus 2020 provides customized research, locally generated data, and the expertise required to navigate state and local networks and programs that can assist expanding businesses. Services include customized site and building tours, workforce analysis, peer to peer interviews with similar companies, and the facilitation of meetings with local and state officials who administer tax and business incentive programs.

International Business Services – The Columbus 2020 team works with international companies, both existing and prospective, guiding international business executives through a myriad of issues and considerations that are specific to foreign-owned enterprises.

Startup and High-Growth Company Assistance – Start-ups and high-growth companies are an integral part of the Columbus Region’s growth plans. The Region has a rich history of successful entrepreneurship and has ample industrial, technological and medical research capabilities through colleges and universities, private sector research organizations and area medical facilities. A strong network of organizations is in place to assist entrepreneurs, facilitate venture or angel investment and nurture innovative partnerships, and Columbus 2020 serves to facilitate these interactions.

Tax Structure and Business Incentives - Businesses in the Columbus Region benefit from a strong business climate, a favorable tax environment and business incentives designed to reduce cost and risk for companies that invest within the Region. Local and state programs are described in Appendix 4 of this Strategy.

Columbus 2020 Regional Growth Strategy

The Columbus 2020 Regional Growth Strategy, which was completed in 2010, identified five core challenges impacting the Columbus Region’s economic development potential: brand awareness and external perception, growing low-wage job base, lower than average wage levels, low levels of venture capital and other entrepreneurial resources, and low growth in high tech industry sectors.

To inspire economic development efforts and signal significant progress in addressing the Region’s core challenges, the strategy established four aspirational goals to achieve by the year 2020,:

Generate 150,000 net new jobs


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Generate $8 billion in new capital investment.

Raise personal per capita income by 30 percent

Be recognized as a national leader in metropolitan economic development

At the time of this CEDS Update, the Columbus Region is well on its way to accomplishing these goals:

As of July 2014, 92,083 net new jobs have been created in the Region since January 2010.

As of July 2014, more than $4.33 billion of new capital investment has been announced since January 2010.

As of 2012, personal per capita income in the Region has increased 11 percent since 2010.

Columbus’ brand identity has strengthened and as evidenced by dozens of awards, hundreds of rankings and inquiries from other communities looking to learn from Central Ohio’s success, the Columbus Region is becoming known as a national leader in economic development.

The original topline goals will continue to drive the Columbus Region’s economic development activities through the second five years of the initiative.

Columbus Region Economic Sectors

The following economic sectors have been the primary focus of Columbus 2020’s economic development activities:

Headquarters and Business Services – The Columbus Region is home to 15 Fortune 1000 headquarters, a large number of significant back-office operations, especially in insurance and finance, and a diverse group of service and support operations typically found in much larger metropolitan areas.

Science and Technology – Consistently ranked as a hub of technology and with great institutional and academic assets to leverage, the Columbus Region is well-positioned to accelerate its science and technology base, including healthcare and health services innovation, advanced energy, and information technology services.

“I think Columbus and the

Midwest is the best place

in the country to grow the

next great companies…

There’s no way a meeting

like this would happen in

Silicon Valley!”


9

Manufacturing – The Columbus Region has a broad manufacturing base that includes advanced manufacturing operations in automotive, food and beverage, metalworking, polymers and chemicals.

Logistics – The Columbus Region has four intermodal hubs and is a highly competitive logistics and distribution center for nearly all consumer goods. The geographic position of the Region allows for easy transport to nearly 50% of the U.S. population within a one day drive.

Agbioscience – The Columbus Region has a strong agricultural sector that includes farming, agricultural research, food and beverage manufacturing and logistics, and ag-bio technology and services.

International Business – More than 450 foreign-owned firms make up the international business community in the Columbus Region. Japanese companies make up the highest percentage followed by the United Kingdom, Canada and Germany.

About This CEDS

This project serves as a catalyst to refine and focus regional economic development efforts throughout the 11-county region. The planning and strategy process brings local communities together around cohesive goals and helps prioritize the action items and projects necessary to move the Columbus Region forward.

This 2014 CEDS Update is broken into five sections and five appendices with findings summarized below:

Section 1: Regional Profile

The Regional Profile summarizes a range of demographic, economic, and workforce trends within the Columbus Region. The Columbus Region is growing rapidly and in direct contrast to population losses across the State of Ohio, reflecting the strong economy, attractive lifestyle, and overall success of the Region. This success is supported by the Region’s relative youth, high concentration of universities and colleges, well-educated population, innovative startup community, and strong public and private leadership. Wages remain lower than national averages in the Region, but a dollar goes much farther due to relative affordability, keeping poverty levels low and household incomes high.

Section 2: SWOT Analysis

The SWOT builds on the findings from the regional profile and interviews throughout the Columbus Region. The SWOT tables summarize identified strengths, challenges, opportunities and threats in the Region, focused on five major topic areas that align with the Columbus Region’s goals. This section also includes a list of regional partners and investments and an industry cluster analysis.

“There’s a willingness

to build from our

history.”


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Strengths outweigh challenges throughout the Columbus Region, which is home to strong corporate leadership, a growing and nourishing entrepreneurial environment, top-tier universities, globally connected distribution infrastructure, and rising foreign investment and trade. Some challenges identified include recruitment and training for technology jobs, lower than average wages in many industries, and limited national awareness of local strengths. Opportunities abound throughout the Region, particularly through greater collaboration to foster innovation, coordinate education and training, and increase logistical connectivity and exports.

Section 3: Regional Priorities, Objectives, and Actions

Section 3 identifies a clear set of strategic goals and objectives to enhance economic development efforts in the Columbus Region. This section lists strategic actions for Columbus 2020 and all partner organizations. All goals and objectives are intended to promote economic development while also protecting the environment, promoting the use of technology, fostering transportation access, supporting workforce development, and working within realistic budgets and local capabilities.

The five goals identified for the Columbus Region are:

Meet the Workforce Challenge: Demographic changes and demand for new skillsets and talent areas have created a dynamic workforce environment within the Columbus Region and around the United States. To strengthen the Columbus Region’s economy and increase the competiveness of area companies, collaborative partnerships must be enhanced or created to develop the talent necessary within the 11-county area.

Increase Global Trade and Investment: In an increasingly global economy it is important for the Region to increase foreign investment, increase the amount of goods and services exported from the market, and cultivate a business culture that values global standards and best practices.

Develop Competitive Infrastructure: A growing economy requires that communities within the Columbus Region keep pace with the needs of growing companies. Developing infrastructure that allows for the movement of goods around the world via road, rail and air is critical, as is the movement of people for employment, education, and recreation. Equally important is the need to develop infrastructure to provide secure, reliable and robust public utilities to employment centers and communities, and to enhance the availability and supply of energy and water resources.

Generate High-Growth Opportunities: To have a high-growth economy it is important to increase new company formation, accelerate early-stage companies, increase commercialization success and attract technology driven companies. The Columbus Region is home to companies such as Abbott Laboratories, Chemical Abstracts, OCLC, dozens of ventured-backed enterprises, the country’s largest private research organization (Battelle), and one of the largest public universities in the world.


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Increase Manufacturing Competitiveness: Manufacturing is critical to the Columbus Region economy and the nation. Preparing communities within the Region for success in retaining and attracting manufacturing investment requires that strategic investments be made to prepare physical sites, maintain energy advantages and develop the manufacturing skills within our workforce that will assist manufacturers.

Section 4: Performance Measures

Section 4 presents tools for tracking and evaluating the success of these economic development strategies. The EDA requires the completion of an Annual Progress Report for all federally funded CEDS. The purpose of the Annual Progress Report is to provide the agency with an update on the progress made towards implementing the goals and objectives identified in the initial CEDS. Columbus 2020 already has a stellar research team, and the metrics suggested in this section are designed to help gauge the specific success of items and targets in the CEDS.

Appendices

I: Strategic Projects, Programs, & Activities

Appendix I describes projects that support economic development throughout the Columbus Region. Projects address a range of regional needs from infrastructure to education.

II: Environmental Considerations

Appendix II describes the primary environmental features and concerns in the Columbus Region and how economic development recommendations would minimize impact on these features.

III: Disaster & Economic Recovery & Resiliency Strategy

Appendix III outlines the role played by Columbus 2020 and regional partners in mitigating and recovering from disasters.

IV: Past & Present Economic Development Investments

Appendix IV describes existing economic development programs and investments in the Region, including local and state incentives available to businesses and communities, incubators, and other programs.

V: Community & Private Sector Participation

Appendix V lists the public and private partners engaged in development of this strategy and overall regional economic development efforts. This section also describes the 30-day public input process required by the EDA.


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Regional Priority Opportunities: 2015-2020

Through proactive public-private partnerships, the Columbus Region can even better position itself to take advantage of state and regional game changers. The recommendations in this CEDS are comprehensive, covering a full range of economic development improvements that should be made over the next five years. Among these recommendations, the following five areas of opportunity surface as priorities for the Region:

Meet the Workforce Challenge: The Columbus Region is home to dozens of major universities and colleges, but higher education institutions need to be better integrated into economic development. Educators, employers, and leaders must increasingly come to the table to identify gaps in the workforce supply chain, R&D assets that can become seeds for growing the Region’s next great industries, and opportunities to further align educational programming with the needs of target industries. Retention of Ohio graduates and attraction of new, highly-skilled workers should be supported through a strong communications campaign, continued expansion of quality of life assets, and targeted talent recruitment strategies.

Increase Global Trade and Investment: The Columbus Region must continue to become a more global community. This includes increasing foreign direct investment as well as regional exports. Columbus 2020 should increase international marketing. This means telling the Region’s story to business leaders at home, across the U.S. and around the world. There are numerous opportunities to build on public-private partnerships, alumni networks, and export partners to expand international interest in the Region.

Develop Competitive Infrastructure: As local transportation infrastructure ages and older manufacturing and other facilities become obsolete, the Columbus Region must invest in modern infrastructure development and redevelopment of aging sites and brownfields. Modern infrastructure investments will include working towards greater energy independence, installing high-speed fiber optic networks, investing in multimodal transit, leveraging key regional assets in logistics, enhancing regional passenger and freight airports, and increasing distribution networks to technology hubs and trading partners.

Generate High-Growth Opportunities: Technological research and innovation continue to be primary drivers of economic growth across the world, and with The Ohio State University, Battelle, and numerous other technology firms, the Columbus Region is well positioned to create new products and business models at the forefront of emerging markets. As with education, entrepreneurship and innovation must be encouraged through increased public-private partnerships, particularly with The Ohio State University, one of the nation’s largest research universities. The Ohio State University must become an increasingly engaged partner in economic development and commercialization efforts, working with local companies and leaders to identify new possibilities for company creation and business development from research. This will include looking for ways to increase investment in university research as well as supporting expansion of private sector venture capital and other funding.

“Columbus is a national lab

for strategy and planning.”


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Increase Manufacturing Competitiveness: The development of existing natural energy resources in the United States helps drive the current economic recovery, and research and development of new energy production technologies play and ever-increasing role in the national and global economy. The Columbus Region must look for ways to support domestic shale and oil production, through research into new technologies, component manufacturing, and professional services. The same entrepreneurial and innovation resources must also be tapped to explore new technologies, energy production capabilities and improvements through energy efficiency and reuse that will power economic growth in coming years.


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Section 1: Regional Profile

Regional Overview

The 11-county Columbus Region is a diverse and thriving metropolitan region in Central Ohio. The City of Columbus, the center of the Region, is the state capital and largest city in Ohio, and the 15th largest in the U.S. More than two million residents are spread across the 11 counties of the Columbus Region:

Delaware County

Fairfield County

Franklin County

Knox County

Licking County

Logan County

Madison County

Marion County

Morrow County

Pickaway County

Union County

The following pages examine demographic and economic characteristics of the Columbus Region.


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Regional Analysis

Population

As the State of Ohio continues to lose population, the Columbus Region attracts new residents each year and is growing more quickly than the U.S. From 2008 to 2013, the Columbus Region grew 5.1 percent, adding more 100,000 new residents, while the State of Ohio only grew by 0.5 percent.

Regions experiencing high population growth tend to be hubs of economic activity. New residents directly drive growth in financial and service industries. Companies also often seek locations with a large and growing workforce, which offer more options for hiring employees immediately and in the future.

With more than two million residents, the Columbus Region is a highly attractive location from a population perspective. Especially significant for the Columbus Region is that recent growth is in contrast to stagnation in the State of Ohio, which continues to lose many residents to out-migration. This clearly demonstrates the economic and social vitality of the Region.

TOTAL COLUMBUS REGION

POPULATION

2003 - 2013

1.86 1.90 1.95 2.00 2.03 2.07

0.0

0.5

1.0

1.5

2.0

2.5

2003 2005 2007 2009 2011 2013

Mil

lio

ns

Source: US Census

ANNUAL POPULATION

GROWTH

2003 - 2013

4.0%

0.5%

5.1%

0% 2% 4% 6%

USA

Ohio

Columbus Region

Source: US Census

TOTAL POPULATION

GROWTH

2008 - 2013

0.6%

0.8%

1.0%

1.2%

1.4%

2003 2006 2009 2012

Columbus Region USA

Source: US Census

(Mill

ions

)


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Franklin County is by far the largest in the Columbus Region, but Delaware County is the fastest growing in recent years. In 2013, the largest counties in the Region were Franklin County (1,212,000 residents), Delaware County (185,000), Licking County (168,000), Fairfield County (149,000), and Marion County (66,000). The City of Columbus, capital of Ohio, and The Ohio State University are located in Franklin County, leading to its high concentration of regional population.

From 2008 to 2013, the fastest growing counties in the Columbus Region were Delaware County (11 percent population growth), Franklin County (6 percent), Union County (5 percent), Fairfield County (3 percent), and Licking County (3 percent). Two counties (Madison and Morrow) had no growth over this period, and two counties (Logan and Marion) lost 1 percent of their population.

POPULATION GROWTH

BY COUNTY

2008 – 2013

POPULATION BY

COUNTY

2013

53K

56K

35K

66K

43K

45K

168K

61K

149K

185K

K 150K 300K

Union

Pickaway

Morrow

Marion

Madison

Logan

Licking

Knox

Franklin

Fairfield

Delaware

5%

2%

0%

-1%

0%

-1%

3%

1%

6%

3%

11%

-2% 2% 6% 10%

Source: US Census Source: US Census

1,212K


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The Columbus Region is relatively young compared to the State of Ohio and U.S. averages, primarily due to the large concentration of college students and young adults in the City of Columbus. In 2012, the median age in the Columbus Region was 35.9, much lower than the State of Ohio (39.3) and the US (37.4). Interestingly, nine out of the Region’s 11 counties had median ages above the U.S. average. Franklin County’s relatively large population with a median age of 33.7 is the largest contributor to the Region’s youth. The lower median age in Franklin County is largely due to the significant college student and recent graduate population associated with The Ohio State University and Columbus State Community College.

The Columbus Region’s age demographics largely mirror the U.S. averages, but with a slightly higher concentration of residents age 25 to 44 and a slightly lower concentration of residents above 65 years old. In 2012, 28 percent of the Columbus Region’s residents were age 25 to 44, compared to 26 percent in the U.S. This demographic is important from a site selection perspective. Many companies seek locations with a high concentration of 25 to 44 year old residents, who are considered “young professionals.” A high concentration of young professionals demonstrates the strength of a local workforce pipeline and attractiveness of a location for younger, college-educated residents.

As the home of numerous universities and the state capital, the Columbus Region is a youthful and growing area, which stands in contrast to the State of Ohio, whose out-migrating residents tend to be younger, contributing to a higher median age in the state.

POPULATION BY AGE

2012

14%

26%

26%

7%

14%

13%

12%

26%

28%

7%

14%

14%

0.0 0.1 0.2 0.3

65+

45 - 64

25 - 44

20 - 24

10 - 19

Under 10

Columbus Region US

Source: US Census

37.7

39.2

33.7

39.1 39.4 39.9 39.4

40.9 40.0

38.8

36.9 35.9

39.3

37.4

30

32

34

36

38

40

42

Delaw

are

Fairf

ield

Fran

klin

Knox

Licking

Loga

n

Mad

ison

Mar

ion

Mor

row

Pick

away

Union

Colum

bus R

egion

Ohio

USA

Source: US Census

MEDIAN AGE BY COUNTY

2012


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The Columbus Region is more diverse than the State of Ohio but less than the national average. In 2012, the Columbus Region’s population was 79 percent white, 15 percent black, 4 percent Asian, and 2 percent other races. In comparison, the U.S. is 74 percent white, 13 percent black, 6 percent Asian, and 7 percent other races. The Columbus Region is only 4 percent Hispanic, slightly higher than the State of Ohio (3 percent), but much lower than the U.S. (17 percent).

Many businesses seek locations with a diverse workforce, offering different backgrounds, perspectives and skillsets. Diversity has also been directly linked to innovation in communities and businesses. Cultural diversity also helps with attracting talented professional workers, who frequently seek locations with a variety of dining, art, and entertainment options.

Although the Columbus Region is less diverse than the national average, minority populations are growing much more quickly, which will increase regional diversity over time. From 2007 to 2012, the white population of the Columbus Region grew only 4 percent. During the same period other races grew 26 percent, the Asian population grew 25 percent, and the black population grew 21 percent. At the same time, the Hispanic population grew the fastest at 43 percent, compared to only 7 percent growth among the non-Hispanic population.

POPULATION BY RACE

2012

74%

83%

79%

0% 25% 50% 75% 100%

USA

Ohio

Columbus Region

White Black Asian Other

POPULATION BY ETHNICITY

2012

83%

97%

96%

17%

3%

4%

0% 25% 50% 75% 100%

USA

Ohio

Columbus Region

Not Hispanic Hispanic

GROWTH IN POPULATION BY RACE

2007 - 2012

7%

43%

26%

25%

21%

4%

0% 20% 40% 60%

Not Hispanic

Hispanic

Other

Asian

Black

White

Source: US Census Source: US Census Source: US Census


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The Columbus Region also benefits from relatively high international diversity and is growing more diverse with time. In 2012, foreign-born residents made up 7 percent of the Columbus Region’s population, above the State of Ohio average (4 percent) but below the national average (13 percent). This relatively high international diversity within the state is indicative of the Columbus Region’s greater cultural and ethnic diversity.

The foreign-born population in the Columbus Region is growing nearly three times more quickly than the overall population, making the Region more diverse with time. From 2007 to 2012, the foreign-born population in the Columbus Region grew 21 percent, compared to 7 percent in the U.S. and 8 percent in Ohio. This is also more rapid than the overall regional population growth, which was only 7 percent over the same period.

FOREIGN BORN POPULATION

2012

13.0%

3.9%

6.6%

0% 10% 20%

USA

Ohio

Columbus Region

Source: US Census

GROWTH IN FOREIGN BORN POP.

2007 - 2012

7.3%

7.6%

21.1%

0% 5% 10% 15% 20% 25%

USA

Ohio

Columbus Region

Source: US Census

“Columbus has a little

bit of everything, lots of

opportunity, that

appealed to my parents

who were from

Scotland.”


20

Economy

Like most communities, the Columbus Region suffered sharp job losses during the recent recession, but the recovery has been strong. Unemployment levels are significantly lower than the national average. The recession hit a year early in the Columbus Region. From 2007 to 2010, the Columbus Region lost a total of 52,500 jobs. In 2009, the year of greatest job losses, the Columbus Region actually lost a lower share of jobs than the U.S. average. This kept unemployment below national levels; unemployment peaked in the Columbus Region in 2010 at 8.8 percent, below the U.S. level of 9.6 percent.

Since 2010, employment in the Columbus Region has steadily grown, creating 49,500 new jobs, nearly all those lost during the recession. The recovery in the Columbus Region has been slightly stronger than the U.S. Employment in the Columbus Region grew at an average annual rate of 1.7 percent from 2010 to 2013, compared to 1.5 percent nationally. The recovery slowed slightly in 2013, leading to a slight uptick in unemployment from 6.2 percent in 2012 to 6.3 percent in 2013.

As with population growth, companies often seek communities that are creating jobs. Steady job creation indicates the strength of a local economy and the desirability of a community as a business location. In particular, strong recovery from an economic recession demonstrates a location’s resiliency. The Columbus Region is outperforming the U.S. as the national economy recovers, and unemployment remains steadily below the nation through this process, demonstrating the Columbus Region’s resiliency and continued strength as a business location.

TOTAL COLUMBUS REGION

EMPLOYMENT

2003 - 2013

947K 962K 980K 933K 943K 977K

K

200K

400K

600K

800K

1000K

1200K

2003 2005 2007 2009 2011 2013

Source: US BLS, QCEW

ANNUAL EMPLOYMENT GROWTH

2003 - 2013

4%

5%

6%

7%

8%

9%

10%

2003 2005 2007 2009 2011 2013

Columbus Region USA

Source: US BLS, LAUS

UNEMPLOYMENT RATE

2003 - 2013

-5%

-4%

-3%

-2%

-1%

0%

1%

2%

3%

2004 2007 2010 2013

Columbus Region USA

Source: US BLS, QCEW


21

Most counties in the Columbus Region have shared in the continuing recovery. Since the recovery began in 2010, nine out of the 11 counties in the Columbus Region have created jobs, nearly all at a faster rate than the State of Ohio and many faster than the U.S. The counties with the highest job growth rates from 2010 to 2013 were Delaware County (11.1 percent job growth), Madison County (9.6 percent), Union County (8.2 percent), Logan County (5.6 percent), and Franklin County (5.2 percent).

Above average job growth since 2010 has pushed unemployment below the state and national averages in most counties in the Columbus Region. The only two counties to lose jobs from 2010 to 2013 were Marion County (1.5 percent decline) and Pickaway County (0.5 percent decline). These two counties are also the only in the Columbus Region with unemployment rates above the state and national average. In 2013, the unemployment rate was 7.7 percent in Marion County and 7.6 percent in Pickaway County, compared to 6.3 percent in the Columbus Region and 7.4 percent in the State of Ohio.

JOB GROWTH

2010 - 2013

UNEMPLOYMENT RATE

2013

7.4%

7.4%

6.3%

5.6%

7.6%

7.2%

7.7%

6.6%

6.5%

6.8%

6.8%

6.2%

6.2%

5.1%

0% 5% 10%

USA

Ohio

Columbus

Union

Pickaway

Morrow

Marion

Madison

Logan

Licking

Knox

Franklin

Fairfield

Delaware

4.6%

3.6%

5.4%

8.2%

-0.5

%

2.8%

-1.5

%

9.6%

5.6%

3.3%

4.3%

5.2%

3.8%

11.1

%

-5% 0% 5% 10% 15%

Source: US BLS, LAUS Source: EMSI

“People are engaged –

that’s an exciting feeling

– only in Columbus

could something like this

come together.”


22

The Columbus Region has a diverse economy, with employment spread across many industries and steady growth in nearly all sectors since 2010. In 2013, the largest industries in the Columbus Region were Trade, Transportation, & Utilities (188,000 employees); Professional & Business Services (160,000); Government, which includes public universities, such as The Ohio State University, (154,000); Education & Health Services (145,000); and Leisure & Hospitality (129,000).

Since 2010, all industries have grown in the Columbus Region, except Information and Government, which have also declined nationally. The fastest growing industries in the Columbus Region from 2010 to 2013 were Natural Resources & Mining (17 percent growth regionally vs. 13 percent nationally); Professional & Business Services (11 percent vs. 11 percent); Education & Health Services (10 percent vs. 6 percent); Leisure & Hospitality (10 percent vs. 7 percent); and Construction (9 percent vs. 5 percent).

Strong job growth across industries, often higher than U.S. rates, demonstrates the resiliency and diversity of the Columbus Region’s economy. This is one factor companies consider when making location decisions, as it demonstrates the long-term viability of a community’s economy and capacity to support businesses.

GROWTH BY

INDUSTRY

2010 - 2013

EMPLOYMENT BY

INDUSTRY

2013

154K

129K

145K

160K

68K

16K

188K

82K

31K

3K

K 100K 200K

Government

Leisure &

Hospitality

Ed. & Health

Svcs.

Professional &

Biz. Svcs.

Financial

Activities

Information

Trade, Transp. &

Utilities

Manufacturing

Construction

Ntrl. Rsrcs. &

Mining

-3%

7%

6%

11%

2%

-1%

5%

4%

5%

13%

-3%

10%

10%

11%

2%

-5%

4%

5%

9%

17%

-20% -10% 0% 10% 20%

Columbus Region USA

Source: EMSI Source: EMSI


23

The average wage in the Columbus Region is above the Ohio average but slightly below the U.S. Wages are lower than the national average in all industries except Government, which is bolstered by high-paying jobs associated with the capital and university. The industries with the highest average wages in the Columbus Region in 2013 were Information ($67,000 annually); Financial Activities ($65,000); Professional & Business Services ($59,000); Manufacturing ($58,000); and Government ($56,000).

Wages vary across the Columbus Region, and many counties have average wages below the state level. Union County is the only in the Region with an average wage ($52,000) above the U.S. average ($50,000). The counties with the next highest wages are Delaware ($49,000) and Franklin ($49,000). All other counties have wages below the State of Ohio average ($44,000), with the lowest in Morrow County ($33,000) and Fairfield County ($34,000).

Lower than average wages can raise challenges when recruiting and retaining talented employees, who may prefer locations that offer higher salaries. Differences in wages, however, can be offset by cost of living and lifestyle amenities, such as housing affordability, entertainment and dining options, and quality of schools. Companies also may prefer communities with lower wages and cost of living, as this reduces the overall cost of doing business. High relative affordability in the Columbus Region gives relatively lower wages much stronger real value compared to many locations.

AVERAGE WAGES BY

COUNTY

2013

AVERAGE WAGES BY

INDUSTRY

2013

$50K

$23K

$45K

$64K

$81K

$84K

$42K

$61K

$53K

$57K

$56K

$20K

$41K

$59K

$65K

$67K

$40K

$58K

$53K

$38K

$K $100K

Government

Leisure &

Hospitality

Ed. & Health

Svcs.

Professional &

Biz. Svcs.

Financial

Activities

Information

Trade, Transp.

& Utilities

Manufacturing

Construction

Ntrl. Rsrcs. &

Mining

Thousands

Columbus Region USA

$50K

$44K

$48K

$52K

$39K

$33K

$37K

$39K

$41K

$37K

$39K

$49K

$34K

$49K

$K $30K $60K

USA

Ohio

Columbus

Region

Union

Pickaway

Morrow

Marion

Madison

Logan

Licking

Knox

Frannklin

Fairfield

Delaware

Thousands Source: EMSI Source: EMSI


24

Similar to GDP, per capita personal income is a measure of the average gross income produced in a region and reflects overall productivity and economic vitality. As with wages, per capita personal income in the Columbus Region is above the State of Ohio average but slightly below U.S. levels. Income growth is higher locally than both benchmarks. In 2012, the Columbus Region had a per capita personal income of $42,500 compared to $40,100 in Ohio and $43,700 nationally.

In recent years, per capita income grew more quickly in the Columbus Region than the U.S. and Ohio, showing that earnings and productivity are on the rise regionally. Higher and growing incomes in the Columbus Region are even stronger considering the relative affordability in Central Ohio. From 2007 to 2012, per capita income grew 19 percent in the Columbus Region, compared to 13 percent in Ohio and 15 percent nationally.

PER CAPITA PERSONAL INCOME

2012

$43,735

$40,057

$42,500

$32,000 $40,000 $48,000

USA

Ohio

Columbus Region

Source: US BEA

PER CAPITA INCOME GROWTH

2007 - 2012

15%

13%

19%

0% 5% 10% 15% 20%

USA

Ohio

Columbus Region

Source: US BEA

“Columbus punches

above its weight.”


25

Industry Cluster Analysis

Location Quotients (LQs) compare the relative concentration of an industry in a local economy with the average concentration seen at the national level. An LQ of 1.5 indicates that the local economy has 50 percent more jobs per capita in that industry than witnessed at the national level. An LQ of 1.0 indicates parity, and an LQ below 1 indicates a below-average concentration.

The “bubble chart” in the following section shows LQ by industry on the vertical axis. The horizontal axis shows the 5-year percentage growth for the industry, and the size of the bubble indicates the relative number of jobs in the industry.

The graph’s quadrants each tell a different story. While sectors in the top-right quadrant are viewed as competitive and should be priorities for talent development, sectors to the bottom-right (which are growing, but have below-average concentrations) are emerging sectors for the Region. These sectors typically require special attention such as entrepreneurial assistance or new workforce training programs.

Top-Left (Strong but Declining)

Contains clusters that are more

concentrated in the region but are

declining (negative growth). These clusters

typically fall into the lower quadrant as

job losses cause a decline in concentration.

Top-Right (Strong and Advancing)

Contains clusters that are more

concentrated in the region and are

growing. These clusters are strengths that

help a community stand out from the

competition. Small, high growth clusters

can be expected to become more

dominant over time.

Bottom-Left (Weak and Declining)

Contains clusters that are under-

represented in the region (low

concentration) and are also losing jobs.

Clusters in this region may indicate a gap

in the workforce pipeline if local industries

anticipate a future need. In general,

clusters in this quadrant show a lack of

competitiveness.

Bottom-Right (Weak but Emerging)

Contains clusters that are under-

represented in the region but are growing,

often quickly. If growth trends continue,

these clusters will eventually move into the

top-right quadrant. Clusters in this

quadrant are considered “emerging”

strengths for the region.

The graph’s four quadrants each tell

a different story for each cluster: Highly Concentrated

Low Concentration

Negative

Growth

High

Growth


26


27

The bubble chart above is also summarized in the table below with the addition of relative salary levels and comparable national trends.

Examining the bubble chart and table, the Columbus Region’s immediate strengths stand out in Financial Activities and Professional & Business Services, which are the two most concentrated industry clusters locally, both with an LQ of 1.2. Financial Activities lost jobs in the Columbus Region from 2008 to 2013, which included the recent recession that severely affected financial jobs. During this period, Financial Activities employment declined 2.6 percent in the Columbus Region, which was less than the national decline of 4.8 percent. Professional Services, however, grew 4.3 percent from 2008 to 2013, slightly below the U.S. rate of 4.5 percent. Both of these industries pay salaries significantly above the Columbus Region average: $64,900 in Financial Activities and $58,700 in Professional & Business Services, compared to $47,200 regionally. However, both of these salaries are below the U.S. rate for their industries.

Trade, Transportation, & Utilities is the largest industry regionally, with nearly 190,000 jobs and an LQ of 1.0, but the industry declined 4.4 percent from 2008 to 2013 and average salaries are only $40,400, below the regional average but comparable to the U.S. industry average.

The fastest growing industry in the Columbus Region from 2008 to 2013 was Education & Health Services, which grew 19.7 percent during this period, double the U.S. industry growth of 9.9 percent. Education & Health Services also pay below average salaries in the Columbus Region and nationally, at $40,900 regionally compared to $45,500 nationally.

The smallest and least concentrated industries in the Columbus Region are Natural Resources & Mining and Information. Natural Resources & Mining only employs 3,000 regionally, with an LQ of 0.2 but saw rapid growth of 15.9 percent over the past five years, nearly double the U.S. rate. Regional salaries in this industry

Industry Cluster Trends

Columbus Region, Ohio

Industry 2013

Employment

Columbus Columbus US Columbus US

Ntrl. Rsrcs. & Mining 3,000 0.2 15.9% 8.2% $38,352 $57,008

Construction 30,538 0.7 -15.2% -19.4% $52,597 $52,549

Manufacturing 82,259 0.9 -10.5% -10.5% $58,030 $60,697

Trade, Transp. & Utilities 188,256 1.0 -4.4% -1.3% $40,430 $41,512

Information 16,338 0.8 -12.6% -10.5% $66,680 $83,952

Financial Activities 68,004 1.2 -2.6% -4.8% $64,875 $80,875

Professional & Biz. Svcs. 159,901 1.2 4.3% 4.5% $58,677 $64,435

Ed. & Health Svcs. 144,603 1.0 19.7% 9.9% $40,895 $45,465

Leisure & Hospitality 129,262 1.0 5.9% 3.5% $20,055 $22,857

Government 154,144 1.0 -3.7% -2.8% $55,509 $49,991

Total 976,305 - 0.4% -0.8% $47,162 $49,546

Source: Avalanche Consulting using EMSI Data

LQ = Location Quotient: Per capita concentration of the industry as % of US concentration

The Columbus Region consists of Delaware, Fairfield, Franklin, Knox, Licking, Logan, Madison, Marion, Morrow, Pickaway, and Union Counties

Columbus

2013 Recent Trends, 2008-13 2013

LQ Employment Growth Average Salary


28

are the lowest.

Information, on the other hand, is a larger industry, with 16,300 employees and LQ of 0.8, but declined at an above average rate of 12.6 percent over the past five years. Information also pays the highest average salary in the Columbus Region, $66,700.


29

Workforce Development and Use

Educational attainment is an important indicator for economic development, usually reflecting the presence of a talented workforce and strong educational assets, both of which help businesses and communities succeed. The Columbus Region is better educated than the state and country, and continues to become even more educated than both over time. This makes the Region a highly attractive location from a talent and education perspective, offering a large and well-educated workforce.

According to the most recent Census data from 2012, 32 percent of the Columbus Region’s population over 25 years old has a bachelor’s degree or higher and another 7 percent have an associate degree. Comparatively, only 25 percent of Ohio residents have a bachelor’s degree or higher and 29 percent of U.S. residents. From 2007 to 2012, the number of residents with a bachelor’s degree or higher grew 14 percent in the Columbus Region compared to only 7 percent in the State of Ohio and 12 percent in the U.S.

A higher share of Columbus Region residents has graduated from high school than state and national levels. In 2012, 90 percent of Columbus Region residents had a high school degree or equivalent, compared to 89 percent in Ohio and 86 percent nationally.

EDUCATIONAL ATTAINMENT

2012

8%

8%

7%

18%

16%

21%

11%

9%

12%

0% 20% 40%

USA

Ohio

Columbus Region

Associate Bachelor's Graduate+

Source: US Census

GROWTH IN BACHELOR’S+ POP.

2007 - 2012

12%

7%

14%

0% 10% 20%

USA

Ohio

Columbus Region

Source: US Census

HIGH SCHOOL GRADUATES

2012

86%

89%

90%

84% 86% 88% 90% 92%

USA

Ohio

Columbus Region

Source: US Census


30

Education levels are highly varied across the Columbus Region, with many counties below state and national levels. Only two counties in the Region have education levels above the national average: Delaware County (49 percent bachelor’s or greater) and Franklin County (37 percent).

Almost all counties in the Columbus Region have a higher percentage of residents with high school degrees than the national average, but the majority of them have below average bachelor’s and higher degree attainment. This reveals the underlying strength of local secondary school systems throughout the Region that leads many residents to finish high school, despite low post-secondary degree attainment in some more rural counties.

The Columbus Region is highly educated, but the geographic distribution of educated residents is uneven. A large majority of regional residents with bachelor’s degrees and higher live in the largest counties, including Franklin, Delaware and Fairfield.

% HIGH SCHOOL

GRADUATE BY COUNTY

2012

% BACHELOR’S+

BY COUNTY

2012

29%

25%

32%

26%

17%

13%

10%

17%

16%

21%

20%

37%

26%

49%

0% 25% 50%

USA

Ohio

Columbus

Union

Pickaway

Morrow

Marion

Madison

Logan

Licking

Knox

Franklin

Fairfield

Delaware

86%

89%

90%

93%

85%

87%

87%

85%

86%

91%

87%

90%

92%

95%

70% 80% 90% 100%


“I fit in in Columbus; there’s

a lot of opportunity.”


31

In addition to a significant education levels among the overall population, the Columbus Region has a high concentration of college students. Over 140,000 students attend more than 60 college and university campuses in the Columbus Region. In 2012, the Columbus Region counted 7.9 college students among every 100 residents, above the state (7.4) and national (7.6) averages. Recently, growth in students far outpaced overall population growth. From 2007 to 2012, the number of college students in the Columbus Region grew 13 percent, slightly below the U.S. rate of 15 percent but well above Ohio’s 9 percent.

College students are considered a major regional workforce asset. They represent a tremendous pipeline of new employees for regional businesses with training in the latest skills. College students also frequently contribute to the cultural offerings of a community, from sporting events to art shows and dining. The Columbus Region’s college student population and number of educational institutions make it a very young and culturally attractive region.

The Region’s numerous colleges and universities themselves are a tremendous asset. Post-secondary educational institutions draw new residents to the Region, introduce thousands of skilled graduates to the workforce each year, and provide opportunities to tailor training and research programs to the needs of local businesses. The largest educational institutions in the Columbus Region include:

The Ohio State University

Columbus State Community College – Main Campus

Franklin University

DeVry University – Columbus

Central Ohio Technical College

Capital University

Ohio Christian University

Otterbein University

Marion Technical College

Ohio Dominican University

Denison University

Ohio Wesleyan University

Kenyon College

COLLEGE STUDENTS PER 100

RESIDENTS

2012

7.6

7.4

7.9

7.0 7.5 8.0 8.5

USA

Ohio

Columbus Region

Source: US Census

GROWTH IN COLLEGE STUDENTS

2007 - 2012

15.0%

8.8%

12.8%

0% 5% 10% 15% 20%

USA

Ohio

Columbus Region

Source: US Census


32

The Ohio State University (OSU) and Columbus State Community College (CSCC), the Columbus Region’s two largest post-secondary educational institutions produce thousands of skilled graduates each year in a diversity of fields. Although not all graduates remain in Columbus, many would like to if they find the right jobs. These graduates and those of other local universities present hiring opportunities for new and existing businesses.

The top degree areas awarded at CSCC in 2012 were Health Care (1,070); Liberal/General Studies (810); Business, Finance, Economics (460); Engineering (360); and Family Development (210).

The top degree areas awarded at OSU were Business, Finance, Economics (2,770); Engineering (2,760); Health Care (2,740); Government, Social Work (1,630); and Liberal/General Studies (1,430).

These degree areas support growth and hiring in a number of significant industries, including Health Care, Headquarters and Professional Services operations, and a diverse range of technical and engineering fields.

Software & Computer Science degrees were notably low at both schools, particularly in light of the thriving technology sector in the Columbus Region. Employers throughout the Region also noted low availability of software and information technology workers. In 2012, CSCC only awarded 89 Software & Computer Science degrees, and OSU only awarded 115.

TOP DEGREE AREAS – THE OHIO

STATE UNIVERSITY

2012

TOP DEGREE AREAS – COLUMBUS

STATE COMMUNITY COLLEGE

2012

82

89

103

109

143

213

363

460

811

1,071

0 800 1,600

Legal

Software &

Comp. Sci.

Personal Svcs. /

Hospitality

Mechanics &

Machine Repair

Media &

Communications

Family

Development

Engineering

Business, Finance,

Economics

Liberal /

General Studies

Health Care

462

868

986

992

1,054

1,430

1,628

2,738

2,756

2,770

0 1,500 3,000

Creative Arts &

Design

Agriculture

Media &

Communications

Education

Family

Development

Liberal / General

Studies

Govt., Social

Work

Health Care

Engineering

Business, Finance,

Economics

Source: IPEDS Source: IPEDS


33

Household income levels, more than wages, are a strong indicator of the overall prosperity in a community. Communities with higher household income levels tend to also have lower poverty levels and put less strain on local government resources. The Columbus Region is relatively prosperous, particularly within the Midwest, with above average household incomes and below average poverty levels. These conditions make the Columbus Region a highly attractive community for new residents and businesses.

Average wages in the Columbus Region are slightly below U.S. levels, but regional median household income is above the national and state levels and growing quickly, despite a high concentration of non-working college students locally. This trend indicates that more than one person works in many Columbus Region households. In 2012, the Columbus Region had a median household income of $54,100, above both Ohio ($46,800) and the U.S. ($51,400).

The median household income is also growing more quickly in the Columbus Region. From 2007 to 2012, the local median household income grew 4.2 percent in the Columbus Region, compared to only 0.5 percent in Ohio and 1.2 percent nationally.

Poverty levels are also lower in the Columbus Region than the state and nation. In 2012, only 15.3 percent of the Columbus Region’s population was below the poverty line, below both Ohio (16.3 percent) and the US (15.9 percent).

MEDIAN HOUSEHOLD INCOME

2012

$51,400

$46,800

$54,100

$40K $50K $60K

USA

Ohio

Columbus Region

Source: US Census

GROWTH IN MEDIAN HH INCOME

2007 - 2012

1.2%

0.5%

4.2%

0% 5%

USA

Ohio

Columbus Region

Source: US Census

% OF POPULATION IN POVERTY

2012

15.9%

16.3%

15.3%

14% 15% 16% 17%

USA

Ohio

Columbus Region

Source: US Census


34

Poverty levels everywhere rose significantly during the recent recession, but after briefly passing national levels, poverty levels in the Columbus Region for all ages fell below the U.S. in 2011 and 2012. Before the recession, in 2007, the Columbus Region had 13.4 percent of the overall population in poverty, slightly above the U.S. rate of 12.8 percent. That same year, 17.8 percent of children in the Columbus Region were in poverty, just below the U.S. rate of 18.0 percent.

Overall poverty rose to a high of 15.7 percent in the Columbus Region in 2010 and 2011 but has since fallen to 15.3 percent in 2012. Childhood poverty has fluctuated slightly in recent years, but has remained below the US average since 2010, falling to 21.7 percent in 2012.

COLUMBUS REGION – POVERTY LEVELS

2007 - 2012

13% 13%

14% 15%

16% 16%

18% 18% 20%

22% 23% 23%

13% 13%

15% 16%

16% 15%

18% 17%

22%

21% 22% 22%

10%

15%

20%

25%

2007 2008 2009 2010 2011 2012

% All - US % Under 18 - US % All - Columbus Region % Under 18 - Columbus Region

Source: US Census


35

Household income levels are varied across the Columbus Region. However, most counties have household income levels above both the state and national averages. The highest median household income levels in the Columbus Region in 2012 were in Delaware County ($85,500), Union County ($62,600), and Fairfield County ($60,600). The only counties with median household incomes below the state and national averages were Marion County ($43,000) and Logan County ($44,900).

Poverty levels follow similar trends to incomes. Those counties in the Columbus Region with higher incomes tend to have lower poverty levels, and most counties have poverty levels below state and national averages. In 2012, the lowest poverty levels in the Columbus Region were in Delaware County (4 percent in poverty), Union county (7 percent), Fairfield County (11 percent), and Madison County (11 percent).

The regional counties with poverty at or above state and national levels were Marion County (19 percent), Franklin County (18 percent), Logan County (18 percent), and Knox County (16 percent).

% OF POPULATION IN

POVERTY BY COUNTY

2012

MEDIAN HOUSEHOLD

INCOME BY COUNTY

2012

$51K

$47K

$54K

$63K

$54K

$52K

$43K

$55K

$45K

$52K

$50K

$50K

$61K

$86K

$K $50K $100K

USA

Ohio

Columbus

Union

Pickaway

Morrow

Marion

Madison

Logan

Licking

Knox

Franklin

Fairfield

Delaware

16%

16%

15%

7%

14%

15%

19%

11%

18%

15%

16%

18%

11%

4%

0% 20% 40%



36

Alongside income and poverty levels, homeownership rates and the cost of owning or renting a home can reflect a community’s overall prosperity and also offer insight into cost of living. High home ownership rates can indicate overall economic strengths in a community, showing that residents have the financial means to buy and are committing to remaining in their community. High median home values, while a positive source of tax revenue and sign of prosperity in a community, can indicate barriers to home ownership for younger and less wealthy residents, depending on income levels. High rents can have a similar effect on young and low-income workers.

Employers often consider these factors when assessing their ability to retain and attract talented workers, and workers take them into account relative to salaries when considering relocating to a community for work. Home ownership in the Columbus Region is slightly below the state average, primarily due to the large college student population, and home values and rents are higher than the state but below national averages. These are highly affordable housing statistics relative to many large cities across the U.S. and should make it relatively easy for the Columbus Region to support talent attraction and retention from a housing perspective.

In 2012, 64 percent of Columbus Region residents were homeowners, slightly below the Ohio level of 66 percent and even with the U.S. The same year, the median home value in the Region was $156,000, above the Ohio level of $128,000 but below the national level of $172,000. Similarly, median rent in the Columbus Region was $788 compared to $700 in Ohio and $884 nationally.

HOME OWNERSHIP RATES

2012

64%

66%

64%

0% 20% 40% 60% 80%

USA

Ohio

Columbus Region

Source: US Census

MEDIAN HOME VALUE

2012

$172K

$128K

$156K

$K $100K $200K

USA

Ohio

Columbus Region

Thousands Source: US Census

MEDIAN RENT

2012

$884

$700

$788

$0 $500 $1,000

USA

Ohio

Columbus Region

Source: US Census


37

The Columbus Region also offers significant variety in housing prices and home ownership. This diversity of housing stock is important for communities and businesses, indicating that there are housing options for workers at many levels of income, from executives to custodial staff.

Home ownership rates are well above average in most counties in the Columbus Region, but the overall regional rate is made my lower by the large number of college students in Franklin County, most of whom do not own homes. The highest regional home ownership rates are in Union County (93 percent), Madison County (92 percent), Pickaway County (91 percent), Morrow County (89 percent), and Knox County (88 percent).

Most regional counties have median home values above the state level but below the national level. The only county with a median home value above the nation in 2012 was Delaware County as $242,000. The only counties with median home values below the state average were Marion County ($99,000) and Logan County ($117,000).

MEDIAN HOME VALUE

BY COUNTY

2012

HOME OWNERSHIP RATE

BY COUNTY

2012

64%

66%

64%

93%

91%

89%

66%

92%

73%

71%

88%

54%

73%

81%

0% 50% 100%

USA

Ohio

Columbus

Union

Pickaway

Morrow

Marion

Madison

Logan

Licking

Knox

Franklin

Fairfield

Delaware

$172

$128

$156

$171

$146

$135

$99

$149

$117

$147

$134

$148

$161

$242

$K $100K $200K $300K

Thousands Source: US Census Source: US Census

K

K

K

K

K

K

K

K

K

K

K

K

K

K

“I can’t think of another place

I’d rather be. Columbus is a

perfect picture of what a

childhood should be like.”


38

Workforce Movement

Across the nation, many workers travel from their residence into another city or county each day for work. The Columbus Region is no different, and there is a significant daily flow of workers within the Region and outside the Region. This indicates the size and mobility of the local workforce, which draws from a broad labor shed.

According to the U.S. Census Longitudinal-Employment Household Dynamics (LEHD0, in 2011, the Columbus Region had 753,800 residents that both lived and worked in the Region. An additional 152,300 residents (17 percent) with jobs worked outside of the Region. 209,200 (22 percent) of jobs in the Region were filled by non-residents.

Additionally, within the Region, 46 percent of all workers crossed a county line each day during their commute.

COLUMBUS REGION - COMMUTING PATTERNS

2011

% OF RESIDENTS WORKING OUTSIDE

THE COLUMBUS REGION

2006 - 2011

17% 18% 18% 17% 17% 17%

0%

5%

10%

15%

20%

25%

2006 2007 2008 2009 2010 2011

Source: US Census

% OF JOBS FILLED BY NON-RESIDENTS

OF THE COLUMBUS REGION

2006 - 2011

23% 22% 23% 23% 22% 22%

0%

5%

10%

15%

20%

25%

2006 2007 2008 2009 2010 2011

Source: US Census

% WORKERS CROSSING A COUNTY

LINE EACH DAY

2006 - 2011

44% 45% 45% 46% 45% 46%

20%

25%

30%

35%

40%

45%

50%

2006 2007 2008 2009 2010 2011

Source: US Census


39

Commute Trends

Commute patterns in the Columbus Region vary significantly from county to county, with larger, centralized counties such as Franklin having less in and out flow of workers and more suburban counties such as Delaware, exchanging many of their residents and workers each day.

The regional counties with the highest share of residents commuting outside of the county for work each day are Morrow County (85 percent of working residents out-commute), Pickaway County (81 percent), Madison County (77 percent), Delaware County (75 percent), and Fairfield County (73 percent). Franklin County (24 percent) was the only county where less than half the residents work in another county, but because it is the largest it draws the regional average to 43 percent.

The regional counties with the highest share of jobs filled by residents of another county were Delaware County (75 percent of local jobs filled by non-residents), Union County (73 percent), Madison County (66 percent), Pickaway County (64 percent), and Fairfield County (56 percent).

% OF JOBS FILLED BY

NON-RESIDENTS OF THE

COUNTY

2011

% OF RESIDENTS

WORKING OUTSIDE THE

COUNTY

2011

43%

65%

81%

85%

52%

77%

62%

63%

55%

24%

73%

75%

0% 50% 100%

Columbus

Region

Union

Pickaway

Morrow

Marion

Madison

Logan

Licking

Knox

Franklin

Fairfield

Delaware

46%

73%

64%

49%

51%

66%

52%

49%

41%

40%

56%

75%

0% 50% 100% Source: US Census Source: US Census


40

Within a community, traffic levels and availability and quality of public transportation are important considerations for quality of life. Long commute times due to traffic and limited transportation options can make a region less attractive to workers and businesses.

Although a high share of Columbus Region commuters drive or carpool to work, regional commute times are much lower than the national average. In 2012, 91 percent of commuters in the Columbus Region drove or carpooled to work, the same as the Ohio average and only slightly above the national average of 86 percent. This higher automobile ridership means that a lower share of Columbus Region residents use public transportation, 2 percent of commuters – also the same as the Ohio average but below the national average of 5 percent.

The average commute time in the Columbus Region was 22.9 minutes in 2012, below the Ohio average of 23.2 and significantly below the U.S. average of 25.7. This reveals the relative ease of commuting in the Columbus Region despite a higher share of drivers on the roads.

% OF COMMUTERS DRIVING OR

CARPOOLING TO WORK

2012

86%

91%

91%

50% 75% 100%

USA

Ohio

Columbus Region

Source: US Census

% OF COMMUTERS TAKING PUBLIC

TRANSPORTATION TO WORK

2012

5%

2%

2%

0% 5%

USA

Ohio

Columbus Region

Source: US Census

AVERAGE COMMUTE TIME (MINUTES)

2012

25.7

23.2

22.9

20 22 24 26

USA

Ohio

Columbus Region

Source: US Census


41

The share of commuters driving or carpooling to work and commute times varies throughout the Columbus Region. Many counties have commute times above the state average; the lower regional average time is made much lower by the relatively short commutes for the large population in Franklin County.

The regional counties with the highest share of commuters driving or carpooling to work are Morrow County (95 percent), Fairfield County (94 percent), Marion County (94 percent), Pickaway County (94 percent), and Union County (93 percent). Those with the smallest share of drivers were Knox County (88 percent), Delaware County (90 percent), Franklin County (90 percent), and Logan County (90 percent).

Three regional counties have average commute times above the national average: Morrow County (30.5 minutes), Pickaway County (27.5), and Knox County (27.2). In contrast, four counties have commute times below the state average: Franklin County (21.6), Marion County (22.3), Madison County (22.9), and Logan County (23.1).

AVERAGE COMMUTE

TIME (MINUTES)

2012

% OF COMMUTERS

DRIVING OR

CARPOOLING TO WORK

2012

86%

91%

91%

93%

94%

95%

94%

92%

90%

90%

88%

90%

94%

90%

80% 90% 100%

USA

Ohio

Columbus

Union

Pickaway

Morrow

Marion

Madison

Logan

Licking

Knox

Franklin

Fairfield

Delaware

25.7

23.2

22.9

24.4

27.5

30.5

22.3

22.9

23.1

23.2

27.2

21.6

25.1

25.4

0 20 40



42

Transportation Access

The Columbus Region is located at the population center of the U.S., within a one-day drive or one-hour flight of nearly half of the U.S. population. Local domestic logistics infrastructure is incredibly strong: eight major interstate highways cross the Region, rail lines connect the Columbus Region to the largest U.S. ports, and air cargo capacity is well connected to Asia, Europe and South America.

Port Columbus International Airport is undergoing an $80 million terminal renovation and modernization program that will increase and improve already strong transportation capacity. Cargo-dedicated Rickenbacker International Airport has supported global cargo distribution of goods from the Region’s numerous manufacturers for decades. The Columbus Regional Airport Authority also holds a Foreign Trade Zone designation that serves 25 counties. The Foreign Trade Zone helps exporting companies by offering tariff and tax relief to businesses engaged in international trade.


43

Foreign Trade

Exports are an important measure of economic vitality; by their very nature, exports represent the value of goods and services produced in a region and bring an influx of new income from outside a region. The importance of foreign trade and foreign investment in the Columbus Region can be seen in the recent selection of Columbus as one of six metropolitan areas participating in a foreign investment strategy program led by the Brookings Institution. Brookings is helping Columbus collect and better understand data on foreign trade and investment and develop a strategy to attract more investment and increase exports. Traditional export measures from the U.S. International Trade Administration (ITA) do not include services, but the newly generated data from Brookings will examine the full spectrum of exports, which include professional services, education and other fields.

Based solely on traditional export data, the Columbus Metropolitan Statistics Area (MSA), which contains different counties from the Columbus Region, has fewer exports per employee than the State of Ohio and U.S. averages, but exports are growing rapidly in Columbus and foreign investment in local firms is strong. In 2012, exports in the Columbus MSA represented approximately $7,000 per employed resident, compared to $11,200 in the State of Ohio and $14,000 in the U.S. These lower than average export numbers only reflect physical goods and not the high exports of professional services and education from the Region’s numerous headquarters, professional operations and universities.

Traditional exports are growing rapidly in Columbus, with 57 percent growth from 2007 to 2012, compared to only 14 percent in the State of Ohio and 35 percent nationally. Additionally, 4.8 percent of private employment in the Columbus MSA was in foreign-owned establishments, only slightly below the national average of 5.0 percent. This reflects the strong presence of foreign investment in the Region and logistical connectivity to foreign markets.

EXPORTS $ PER EMPLOYEE

2012

$13,970

$11,216

$6,986

$0 $10,000 $20,000

USA

Ohio

Columbus MSA

Source: US ITA

EXPORT GROWTH

2007 - 2012

35%

14%

57%

0% 20% 40% 60%

USA

Ohio

Columbus MSA

Source: US ITA

% OF PRIVATE EMPLOYMENT IN

FOREIGN-OWNED ESTABLISHMENTS

2011

5.0%

4.8%

4.6% 4.8% 5.0% 5.2%

USA

Ohio

Columbus MSA

Source: Brookings

n/a


44

Innovation

Increasingly, a region’s capacity for innovation and entrepreneurship are recognized as major components of economic growth and new job creation. Innovation is driven by the private sector, as entrepreneurs with new service and product ideas strive to grow their ideas into real business lines. Private innovation can be supported and encouraged through public sector policies and investments, including public university research activities, a supportive business climate, entrepreneurial advice and assistance, subsidized office space, and numerous other programs.

University research activities are especially important to innovation and economic development. Public university research can often lead to private sector business development, as new technologies and scientific knowledge translates to business practices and products. This process can be assisted and accelerated through strong university technology commercialization programs and supportive local economic development policies.

The Ohio State University is one of the nation’s largest research universities, conducting research in a diverse range of fields, but in recent years, research funding has grown more slowly than other schools and could be better leveraged in conjunction with economic development activities. In 2007, OSU had the 9th highest research funding among all US research universities, but by 2012, the university fell to 19th. Research only grew 4 percent at OSU over this period, compared to 33 percent total research funding growth nationally.

Within the Big 10 Conference, The Ohio State University is ranked 5th in total research funding, below the University of Michigan, University of Wisconsin, University of Minnesota, and Penn State University.

BIG 10 UNIVERSITIES

TOTAL RESEARCH

NATIONAL RANKING

2012

Source: NSF

Michigan

Wisconsin

Minnesota

Penn State

Ohio State

Northwestern

Purdue

Illinois

Michigan State

Maryland

Iowa

Rutgers

Nebraska

Indiana

#2

#3

#14

#18

#19

#28

#32

#33

#36

#37

#42

#45

#83

#105


45

It is important to examine research by field to fully understand the connectivity of local innovation assets to business development. The Ohio State University has large and highly concentrated research activities in a variety of fields important to economic development.

The largest total research fields at The Ohio State University in 2012 were Medical Sciences ($262 million), Biological Sciences ($84 million), Agricultural Sciences ($65 million), Mechanical Engineering ($57 million), and Education ($39 million).

The most concentrated research fields relative to the U.S. average were Mechanical Engineering (3.1 LQ or three times the U.S. average), Materials Engineering (2.8 LQ), Education (2.7 LQ), Agricultural Sciences (1.7 LQ), and Computer Sciences (1.6 LQ). These highly concentrated fields can be considered specialties of the university.

Among all research fields, Education is the only field in which The Ohio State University has the greatest funding in the Big 10. The university has the 2nd highest research funding in the Big 10 in Mechanical Engineering and Materials Engineering. Computer Sciences, an important sector for the Columbus Region, is ranked 4th in the Big 10 at The Ohio State University.

In addition to the many universities, colleges and private businesses conducting research locally, the Columbus Region is also home to a wide range of business incubator and other entrepreneurial support organizations, some of which are seen in the map on the following page.

MOST CONCENTRATED RESEARCH

FIELDS – OHIO STATE UNIVERSITY

2012

LARGEST RESEARCH FIELDS – OHIO

STATE UNIVERSITY

2012 ($ MILLIONS)

$20

$21

$24

$30

$34

$39

$57

$65

$84

$262

$0 $150 $300

Social Sciences

Misc. Sciences

Materials Eng.

Electrical Eng.

Computer

Sciences

Education

Mechanical Eng.

Agricultural

Sciences

Biological

Sciences

Medical

Sciences

Millions

1.1

1.1

1.1

1.4

1.6

1.6

1.7

2.7

2.8

3.1

0 1 2 3 4

Electrical Eng.

Medical Sciences

Math

Communication

Misc. Sciences

Computer

Sciences

Agricultural

Sciences

Education

Materials Eng.

Mechanical Eng.

Source: NSF Source: NSF


46

The Columbus Region’s Business Incubators


47

Patents are another strong indicator of innovation within a region, demonstrating the ingenuity of businesses and individuals in a community. The Columbus Region has a strong concentration of patents despite being slightly below the state and national averages. Despite slightly lower concentrations, the number of patents issued in the Columbus Region has grown more rapidly than the state and nation in recent years. From 2006 to 2011, the Columbus Region produced a total of 2.7 patents per 1,000 employees in the Region, compared to 2.9 in Ohio and 3.9 nationally. Over the same period though, patents grew 39 percent in the Columbus Region, compared to only 21 percent in the State of Ohio and U.S.

The organizations receiving the most patents over this period in the Columbus Region were:

Honda Motor Company – 136 patents

The Ohio State University – 41 patents

Owens Corning Intellectual Capital LLC – 27 patents

Battelle Memorial Institute – 24 patents

Liebert Corporation – 17 patents

Nike Inc. – 14 patents

TOTAL PATENTS PER THOUSAND

EMPLOYEES

2006 - 2011

3.9

2.9

2.7

0.0 5.0

USA

Ohio

Columbus Region

Source: USPTO

PATENT GROWTH

2006 - 2011

21%

21%

39%

0% 50%

USA

Ohio

Columbus Region

Source: USPTO

“I love the community’s

support of tech companies… I

love the willingness of large

companies here to work with

small companies.”


48

Forecast Growth

Businesses prefer locations with growing populations, indicating that the community will continue to thrive and supply workers and consumers far into the future. Population forecasts help determine whether a community will continue to grow and gauge the amount of growth to help local leaders prepare with proper infrastructure, services, and lifestyle amenities.

According to projections from the Ohio State Demographics Office, the Columbus Region population growth is forecast to slow and roughly match U.S. growth rates over the next thirty years, still greatly outpacing the rest of the State of Ohio. With some variation over the years, both the Columbus Region and the U.S. populations are forecast to grow at an average annual rate of 0.7 percent from 2010 to 2040, while State of Ohio growth is forecast to remain flat at 0 percent. Continued forecast growth in the Columbus Region despite stagnation in the state is a strong indicator of the economic strength and community viability.

COLUMBUS REGION – FORECAST AVERAGE ANNUAL POPULATION GROWTH

2010 - 2040

0.7%

0.8% 0.7%

0.7% 0.7% 0.7%

0.0% 0.0% 0.0% 0.0% 0.0%

0.1%

0.8%

0.8% 0.7% 0.7%

0.6% 0.6%

0.0%

0.2%

0.4%

0.6%

0.8%

1.0%

2015 2020 2025 2030 2035 2040

Columbus Region Ohio US

Source: US Census, Ohio State Demographics Office


49

Forecast growth is varied throughout the Columbus Region, but in the immediate future, the Region’s jobs are projected to grow nearly twice as fast as the population, a sign of strong economic recovery. From 2013 to 2023, the Columbus Region’s population is projected to grow 6 percent while employment grows 11 percent. Similar trends are forecast in the State of Ohio and the U.S., with job growth outpacing population growth as the economy recovers and makes up for significant job losses from 2008 to 2010. The State of Ohio’s employment is projected to grow 8 percent, while the population remains stagnant, and U.S. employment is projected to grow 13 percent with population growth at only 6 percent.

Within the Region, the counties with the highest forecast population growth rates from 2013 to 2023 are Delaware County (16 percent), Union County (14 percent), and Fairfield County (13 percent). The lowest population growth is forecast for Logan County (0 percent), Marion County (2 percent), Franklin County (3 percent), and Pickaway County (3 percent).

The counties with the highest forecast employment growth rates from 2013 to 2013 are also Delaware County (38 percent), Union County (27 percent), and Fairfield County (22 percent). The lowest employment growth rates are forecast for Morrow County (3 percent) and Franklin County (6 percent).

The only county in the Region with higher forecast population growth than employment growth is Morrow County. Morrow County’s population is projected to grow 7 percent from 2013 to 2013 but employment is only projected to grow 3 percent.

FORECAST EMPLOYMENT

GROWTH

2013 - 2023

FORECAST POPULATION

GROWTH

2013 - 2023

6%

0%

6%

14%

3%

7%

2%

6%

0%

8%

8%

3%

13%

16%

0% 10% 20%

USA

Ohio

Columbus

Union

Pickaway

Morrow

Marion

Madison

Logan

Licking

Knox

Franklin

Fairfield

Delaware

13%

8%

11%

27%

10%

3%

10%

15%

10%

15%

14%

6%

22%

38%

0% 50%



50

When looking at forecast, it is important to consider net growth in addition to growth rates, because some counties, such as Franklin, with lower forecast growth rates, will actually see the highest absolute numbers of new jobs and residents. These net forecasts can help leadership and planners prepare for coming growth.

The counties in the Columbus Region forecast to gain the most net new residents from 2013 to 2023 are Franklin County (32,600 new residents), Delaware County (29,100), Fairfield County (19,200), Licking County (14,100), and Union County (7,300).

The counties in the Columbus Region forecast to gain the most net new jobs from 2013 to 2023 are Franklin County (43,100 new jobs), Delaware County (30,700), Fairfield County (8,800), Licking County (7,700), and Union County (7,500).

These forecasts show that although growth will be spread across the Columbus Region over the next ten years, population and employment will remain highly concentrated in the largest counties, particularly Franklin, Delaware, Fairfield, Licking and Union.

FORECAST NET

EMPLOYMENT GROWTH

2013 - 2013

FORECAST NET

POPULATION GROWTH

2013 - 2023

7,282

1,928

2,569

1,249

2,561

41

14,075

4,642

32,569

19,183

29,111

0 20,000 40,000

Union

Pickaway

Morrow

Marion

Madison

Logan

Licking

Knox

Franklin

Fairfield

Delaware

7,490

1,373

155

2,455

2,194

1,855

7,654

2,762

43,079

8,779

30,662

0 50,000

Source: US Census, State of OH Source: EMSI


51

Section 2: SWOT Analysis

The following section provides a summary of the Columbus Region’s strengths, weaknesses (challenges), opportunities and threats (SWOT). The SWOT Analysis draws conclusions from the data analysis in the Regional Profile, tours of the Region, outside advisors’ national perspectives and expertise, Columbus 2020 staff observations, the Steering Committee, and extensive input from regional representatives who participated in discussions and interviews. The SWOT focuses on the regional priorities noted earlier in this document:

“Today, we are a wonderful place. The collegiality of the

community, fabulous public-private partnerships, terrific

elected officials, very supportive environment… one of the

best-run communities you could find.”


52

Priority: Meet the Workforce Challenge

Strengths Challenges

The Columbus Region offers a large (estimated 1 million), and growing workforce. It is the fastest growing MSA in Ohio.

The Columbus Region is home to 62 college and university campuses and a large body of young, recent graduates, as well as an adult population that is more educated than the national average.

The Ohio State University is one of the largest public universities in the nation, offers a wide range of programs, and graduates thousands of students each year. OSU has a strong relationship with Battelle and major corporations.

There are innovative partnerships being formed (Columbus Compact) that are aimed at creating a work-ready workforce aligned with the Region’s needs.

The State of Ohio is taking aggressive steps to address this issue (workforce training programs and program reforms).

There is a common perception that the K-12 education system is not meeting the needs of employers (regionally and nationally).

Demographic changes are impacting employers. Skilled knowledge and manufacturing workers are retiring at a fast pace, and there are fewer potential workers to fill these positions.

Employers are demanding a more skilled worker, a trend that is increasingly true regardless of industry or vocation.

Recruiting talent is a greater challenge because of the modest population growth in Ohio.

There is often a misalignment of incentives between employers, workforce programs and academic programs.

The skills and wage gaps between impoverished (rural and urban communities/neighborhoods) and affluent areas of the Region are increasing.

Opportunities Threats

There is a strong proven correlation between education and earnings potential. With so many educational institutions and a well-educated population, Columbus has opportunities to drive wage growth.

Continuing to improve the local K-12 school system, including adopting the recent committee recommendations such as downsizing the administration, increasing diversity of leadership, and developing an internal mentoring system, will advance the Region’s economic development and talent recruitment.

Greater affordability in Columbus helps employees stretch their dollar further than they can in many other cities, while employers can stay cost-competitive with wages.

There are several well-regarded workforce programs that can be scaled and/or offered regionally if resources are made available.

A lack of skilled workers could create a competitive disadvantage for the Columbus Region as is seeks to secure additional investment and jobs from existing companies and those considering the area for new facilities.

Attrition of skilled workers threatens existing companies’ plans to expand and grow (some employers have an especially high number of skilled workers that are near retirement).

The limited availability of graduates in science, technology, engineering and math could threaten the area’s competitiveness.

The gap between communities that are thriving and those that are impoverished within the Region threatens regional cooperation.


53

Priority: Increase Global Trade and Investment


The Columbus Region has a very diverse economy and hundreds of companies that conduct business around the world. The area exports more than $9 billion of goods and services annually.

The Columbus Region is home to several hundred foreign-owned firms that employ thousands within the Region.

The Ohio State University is highly diverse and has a large number of foreign-born students as do other colleges and universities in the Region.

Columbus is a well-known inland port with a large foreign trade zone and excellent connectivity to east coast port facilities via Norfolk Southern and CSX rail lines.

Columbus 2020 has worked with the Brookings Institution to create Columbus Global Connect, a regional plan to increase exports and foreign direct investment.

The Columbus Region does not have direct flights to Europe or Asia.

The Columbus Region ranks below its size for exported goods and services.

There is a lack of awareness of the companies and institutional assets that the Region offers foreign employers.

Immigration policies limit the region’s ability to capture the value of the talented international student population within the area over the long-term, especially STEM graduates.


The Columbus Global Connect program offers specific goals and a network of support for the area to increase global trade and investment.

As the Columbus Region continues to grow economically, its air service within the U.S. and internationally will likely improve.

Increased inbound air cargo traffic (Cathay Pacific and Cargolux) creates an opportunity to build international supply chain linkages and brand awareness.

Consistent outreach to international companies and networking globally enhance the opportunity to attract and retain foreign investment and provide opportunities for local businesses to export to those markets.

Programs like the Ohio Export Internship Program offer a great opportunity to accelerate exports within the Region.

Rickenbacker International Airport’s continued expansion is essential to retain and attract more air cargo capacity to the Region. Major investments will be required to retain and attract additional flights (on and offsite infrastructure and buildings).

Lack of funding to scale exciting programs like Ohio’s Export Internship program.


54

Priority: Develop Competitive Infrastructure


The Columbus Region has four intermodal rail facilities and excellent rail connections within the eastern half of the United States.

The Columbus Region has an ample water supply that could be used to attract industries that require this in their processes.

Traffic is minimal for a metropolitan area and commute times are below state and national averages.

Port Columbus International Airport has undergone significant expansion and renovations, improving its ability to serve growing air passenger demand.

Rickenbacker International Airport (LCK) is still largely undeveloped and has substantial capacity to expand air cargo service.

Area telecommunications infrastructure is adequate for the needs of the existing business base.

Increasing demand for industrial facilities has created a short supply of marketable buildings for manufacturers and logistics operations to expand.

The need to repair and maintain existing road infrastructure competes with significant new investments that need to be made to keep pace with demand created by a growing population and economic base.

Despite adequate water resources, forecasted population growth will put demand on the system and require expensive expansions. Depletion of groundwater remains a major concern.

Additional telecommunications investments are required to level the playing field between urban and rural communities.

Public transportation across the Region and within the urban core is in great demand.


Strategic investments at LCK could serve as a catalyst for substantial growth in both air cargo service and logistics jobs and investments.

Strategic investments rural communities could help to level the playing field with more urban areas and increase opportunities in those communities to attract industry and the self-employed.

Mass transit growth could spur new economic development corridors and allow for greater connectivity between residents and employers.

Investments in the Region’s public utilities (water, wastewater and waste disposal) could serve as an economic catalyst.

Investments to redevelop dated facilities in partnership with the local, state and JobsOhio programs could spur capital investment and jobs.

Investments in energy efficiency technology and alternative energy sources could spur additional demand and capital investment.

Columbus needs to ensure that state funding for infrastructure projects can keep up with growth.

The Region must continue to invest in conservation of water and expansion of water resources to serve residential and industry needs.

If planning is not careful and effective, future growth could lead to the loss of significant amounts of agricultural land and threaten natural resources. Growth beyond the existing developed footprint should thoroughly consider economic, social and environmental benefits and drawbacks.

Without funding and prioritization of interstate highway and other infrastructure projects, the Columbus Region’s logistical networks may become outdated and uncompetitive with newer facilities in other regions and countries.

Investment in both public and private utility infrastructure is critical.


55

Priority: Generate High-Growth Opportunities


The Columbus Region continues to outperform the U.S. and Ohio economies. There is a strong economic base in several key sectors of the economy.

The Region has several notable institutional assets that it can leverage (Battelle, Ohio State, EWI, and nearby Wright Patterson Air Force Base).

The Ohio State University is a powerful partner of the community for research in nearly every science and technology-driven industry.

The Columbus Region and the State of Ohio have proven, well-funded programs such as the Ohio Third Frontier and TechColumbus that help to accelerate new enterprises.

The Region has a strong talent base in information technology, science and math to fuel technology-driven opportunities.

There is a need to develop more sites and/or business parks that are well-prepared for a technology manufacturing operation.

Venture capital to carry a company throughout a start-up lifecycle is in relatively limited supply within the Region.

It is difficult to retain the very best information technology talent (both students and experienced professionals).

Immigration policies make it difficult to retain foreign STEM graduates for more than a few years.

The Columbus Region does not possess a university research park that would allow for significant growth or a major operation.

Technology commercialization at Ohio State ranks below its competitive set of research universities.

There is limited involvement in corporate venture capital by the largest corporations in the Region and state.


Growing industries of advanced analytics and cybersecurity are big business, and the Columbus Region has proven ability in both areas. (Battelle, the Columbus Collaboratory, and the IBM Client Center: Analytics Solutions Lab are three examples).

University and college assets can be better leveraged to spark economic development (for example, aligning R&D and corporate relationships with industry needs). This is most notable in agricultural science, neuroscience, retail technologies, analytics, and advanced materials.

Ohio’s tax structure, the availability of water and wastewater capacity, and reliable, competitively priced energy are all ingredients that need to be leveraged to attract businesses in data storage, management, cloud computing and other high-technology manufacturing.

Without increases in venture capital, commercialization and the engagement of corporations in startups, the likelihood of creating a major new high-growth employer is diminished.

Major companies increasingly seek to be located within communities that have an impressive start-up scene and defined areas where large and small companies can collaborate and innovate.

University research parks are increasingly important to attract and retain faculty and attract business investment.

Regions with well-prepared “certified” sites for technology manufacturing are in a better position to attract major investments.

The Ohio Third Frontier program may not exist in just a few short years.

If economic development support of high-growth opportunities does not stay strong, new projects and programs could be threatened and result in the loss of some of the Region’s best entrepreneurial talent.


56

Priority: Increase Manufacturing Competitiveness


Ohio is a known manufacturing center and has a large concentration of aerospace, automotive and advanced materials companies.

The manufacturing talent base within Ohio and the Columbus Region has traditionally been very strong (e.g., skills, culture).

The Columbus Region has a robust water supply.

The Columbus Region has abundant and competitively priced electricity and natural gas resources.

The Region has the physical capacity to accommodate manufacturing.

The metro area has areas that are in “attainment” for air quality.

Ohio’s tax structure is very favorable for manufacturing.

Manufacturing is a priority for the Columbus Region.

The Region is in proximity to a large, low-cost natural gas supply.

Because of the success of attracting investment, there are a limited number of sites that are “certified” or “shovel-ready” for manufacturing facilities.

The increasing need for skilled employees has created pressure on employers to raise wages.

There is a skills mismatch and a short supply of qualified workers seeking employment within the manufacturing sector.

Ohio is a deregulated state for electricity, which can make it difficult to understand long-term electric costs – an important factor in location decisions.


The unique combination of technology companies, logistics and headquarters make Columbus a competitive location for advanced manufacturing operations that are sensitive to shipping costs.

Development of statewide and local site-readiness initiatives will help create new opportunities for attracting manufacturers.

The development of a customized workforce training program statewide will help the Columbus Region become more competitive.

The ability to leverage the OSU’s role in the NMMI initiative is critical to develop and attract advanced materials companies in a number of industries.

The Columbus Region is in a competitive position to attract downstream and mid-stream energy industry suppliers and those companies reliant on low-cost natural gas.

Energy generation must keep pace with the potential growth of the Region’s energy users – including energy intensive manufacturing operations.

A lack of well-prepared, competitively priced sites with excellent road and utility infrastructure will create a disadvantage for the Columbus Region unless aggressive programs are put in place.

The lack of a customized workforce training program within the Columbus Region or the state creates additional pressure and cost on employers and the academic institutions to meet demand in both the short and long-term.


57

Strength: Regionalism

Regionalism is critical to the success of an economic development strategy, particularly for a place with assets as diverse as those found in Columbus. Columbus 2020 acts as the primary regional economic development organization in the 11-county Columbus Region, conducting extensive economic development work and helping coordinate the efforts of local communities and the State of Ohio. Columbus 2020 works with local businesses, organizations, and communities to understand their needs, markets the Columbus Region, conducts and maintains research on regional assets and makes strategic economic development investments through partnerships. A full list of nearly forty public sector partners is included in Appendix V.

Columbus 2020 works with local partners through numerous avenues, including the Mid-Ohio Regional Planning Commission (MORPC) and the Mid-Ohio Development Exchange (MODE). MODE is a membership organization of local economic development organizations from throughout the Columbus Region, and provides programming to increase awareness of industry issues and best practices.

JobsOhio, the state-level economic development organization, believes that there is no better state in the U.S. for business investment and works with communities and businesses across the state to help them grow and create jobs. JobsOhio has identified the following target industries that are in line with those of Columbus 2020:

Advanced Manufacturing

Aerospace & Aviation

Agribusiness & Food Processing

Automotive

Biohealth

Energy

Financial Services

Information Technology

Polymers & Chemicals

Business Functions

Within state government, the Ohio Development Services Agency (DSA) offers a range of services that support Columbus 2020 efforts. Programs from the Ohio DSA include:

Business Services & Assistance

Advanced Energy & Efficiency Programs

Business Grants, Loans, Tax Credits, & Bonds

Community Grants, Loans, Tax Credits, & Bonds

Ohio Third Frontier (funding for technology companies & research)

Workforce Programs

Ohio Film Office

TourismOhio

Site Selection & Certification

Affordable Housing Programs

Training & Technical Assistance Programs

Community & Economic Development Programs

Entrepreneurship & Business Assistance Centers

COLUMBUS REGION – COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY UPDATE

58

These numerous partners and programs throughout the Columbus Region and State of Ohio create a highly supportive environment for economic development, workforce training, innovation and entrepreneurship. Few communities have the same collection of partners and resources.


59

Section 3: Regional Priorities, Objectives and Actions

The following section provides an overview of the primary goals for the Columbus Region Comprehensive Economic Development Strategy. The CEDS goals are aligned with other regional and statewide planning organizations and are designed to most effectively utilize public and private resources. They also reinforce the vision and mission of Columbus 2020.

Columbus 2020 Vision

In 2020, Columbus will be recognized as a vibrant and successful region where emerging innovation, thriving talent and a collaborative culture generate the fastest growing economy in the country and one of the nation’s leaders in economic

development.

Columbus 2020 Mission

Generate opportunity and build capacity for economic growth throughout the Columbus Region.


60

Topline Goals of the Columbus 2020 Regional Growth Strategy

The Columbus 2020 Regional Growth Strategy, completed in 2010, identified five core challenges impacting the Columbus Region’s economic development potential: brand awareness and external perception, growing low-wage job base, lower than average wage levels, low levels of venture capital and other entrepreneurial resources, and low growth in high tech industry sectors.

The strategy established four aspirational goals to achieve by the year 2020, to inspire economic development and signal significant progress in addressing the Region’s core challenges:

Generate 150,000 net new jobs by 2020.

Generate $8 billion in new capital investment by 2020.

Raise regional personal per capita income by 30 percent.

Be recognized as a national leader in metropolitan economic development.

At the time of this CEDS Update, the Columbus Region is well on its way to accomplishing these goals:

As of July 2014, 92,083 net new jobs have been created in the Region since January 2010.

As of July 2014, over $4.33 billion of new capital investment has been announced since January 2010.

As of 2012, personal per capita income in the Region has increased 11 percent since 2010.

Columbus’ brand identity has strengthened and as evidenced by dozens of awards, hundreds of rankings and inquiries from other communities looking to learn from Central Ohio’s success, the Columbus Region is becoming known as a national leader in economic development.

The original topline goals will continue to drive Columbus 2020’s economic development activities through the second five years of the strategy. Through proactive public-private partnerships, the Columbus Region can even better position itself to take advantage of state and regional game changers. The recommended regional priorities described in the following pages are comprehensive, covering a full range of economic development improvements that should be made over the next five years.


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Priority: Meet the Workforce Challenge

The Columbus Region is experiencing rapid growth within its economic base at a time of great demographic changes in our country, as well as an economic era that requires a more skilled workforce within every sector of the economy. This calls for greater cooperation and alignment of employers, academia, government, and the entire economic development network of state, regional, and local entities.

The Columbus Region is known as a location with a diverse and skilled talent base for manufacturers, logistics operations, information technology workers, and those engaged in corporate and academic research and development. Employers from throughout the Region have found it increasingly difficult to recruit and hire employees with the necessary skills in specific fields. Skilled manufacturing and information technology workers are among the hardest positions to replace and fill within the Region. The need for seasonal employees among our largest logistics operators is also a challenge.

The Region has formed several unique partnerships to address this need. The Central Ohio Compact is a regional strategy for college completion and career success with the goal that by 2025, 60 percent of the Region’s adults will have earned a postsecondary certificate or degree. Leaders have formed unique partnerships such as Robotics & Advanced Manufacturing Technology Education Collaborative (RAMTEC), which has partnered with the Tri-Rivers Career Center in Marion and The Ohio State University at Marion, as well as dozens of regional employers to secure state funding through Ohio’s Straight A Fund. This grant will allow Tri-Rivers to partner with eight additional career centers to expand and continue the vision of RAMTEC in order to address the skills gap by preparing high school and adult students with advanced manufacturing and engineering skills. Area logistics employers and the Columbus Region Logistics Council helped to launch the LogisticsART program, which was designed to Attract, Train and Retain (ART) qualified individuals in the field of logistics. Fully funded by a $4.6 million Department of Labor grant, the program provided training tailored to meet the workforce needs of businesses at entry- to mid-level positions within Warehouse, Distribution, and related Logistics positions. This program remains critically important to meeting the demand of the Region’s logistic employers. Additionally, The Ohio State University is helping to meet the demand in the growing field of big data, or data science, by launching an undergraduate degree and several other partnerships through their colleges of business and engineering.

Objectives related to meeting the Columbus Region’s workforce challenges in 2015-2020 are:

To align the needs of employers with educational institutions, workforce programs and economic development activities

To facilitate and support existing and new partnerships that help to retain and attract talent to the area, fill in-demand jobs associated with economic base businesses, and create a competitive advantage to the 11-county Columbus Region


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Priority: Increase Global Trade and Investment

The Columbus Region must compete and engage globally to continue to grow and diversify its economy. The 11-county area has a significant presence of foreign-owned companies, most notably Honda, which is both the Region’s largest foreign owned company and its largest exporter. The Columbus Region exports more than $9 billion dollars of goods and services annually, which is below other metropolitan regions of its size. In response, the Region has redoubled its efforts to attract foreign investment in the past four years.

In 2014, Columbus 2020, along with several partners, launched Columbus Global Connect, a global trade and investment strategy. The effort focuses on assisting private sector companies with expansion into markets around the world, and boosting foreign direct investment in order to create jobs within the Columbus Region. Columbus 2020 has also supported the Ohio Export Internship Program, which matches students who have taken export-focused coursework with companies looking to begin or increase exports...

Objectives for increasing global trade and investment in 2015-2020 are:

To facilitate and support efforts that accelerate the exporting of goods and services from the Columbus Region.

To facilitate action in order to attract foreign direct investment in the Columbus Region.

To align Columbus Global Connect with local, state and federal programs in order to develop infrastructure that facilitates global trade and investment.

To leverage The Ohio State University’s alumni network and brand around the world to open markets and attract investment.

To continue to increase the dialogue about the value of global trade and investment to build a more globally fluent workforce.

To support investment made by public and private entities in regional infrastructure that improves the ability of Columbus Region companies to conduct global business.


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Priority: Develop Competitive Infrastructure

As the fastest growing metropolitan area in Ohio and the home of the fastest growing major city in the Midwest, the Columbus Region needs to invest in infrastructure that maintains and helps to expand economic opportunity. New initiatives can build upon recent and current investments such as the $80 million Port Columbus terminal modernization program; introduction of cargo air service from Cathay Pacific, Cargolux and Amerijet; and the Heartland Corridor and National Gateway freight railroads. Investments in transportation infrastructure, public utilities, energy systems, mass transit and airport infrastructure are all necessary to maintain the flow of goods and people within the Region. These investments are critical to maintain new job creation opportunities and economic competitiveness.

As an inland port and a notable center of advanced manufacturing, logistics and a growing number of e-commerce companies, the convergence of transportation and broadband infrastructure is also increasingly important. The Columbus Region’s ample water supply must be maintained and extended to serve a growing region and water-intensive manufacturing processes. It is important to level the playing field throughout the 11-county area. Broadband and transportation infrastructure are necessary components to retain and attract both small and large businesses and to serve the self-employed. Rural areas and our most poverty stricken neighborhoods must have high-speed Internet access in order to compete for jobs.

The development of a program to perform proactive due diligence on strategic individual sites, as well as general and specific use business parks is considered an important element of competitiveness. Thoughtful analysis of development and land use patterns coupled with the evolving needs of employers requires that the regional planning group MORPC, local and state governments, and the Columbus Region’s economic development network work in concert. Current work on insight2050 will result in a common platform for discussions on regional growth by introducing an objective tool for analysis of different growth scenarios and their impacts.

Objectives for developing competitive infrastructure in 2015-2020 are:

To develop state and local partnerships to help catalyze investments in the Columbus Region’s transportation and communications networks serving a growing population and mix of business locations.

To work with local and state partners to identify and support due diligence on sites and business park locations in the Region to proactively prepare for economic base development opportunities.

To identify and help prioritize investments in public/private infrastructure and transportation projects that create economic opportunity.

To become a leader in the partnership between economic development and regional transportation planning.


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Priority: Generate High-Growth Opportunities

The Columbus Region is a highly attractive area for entrepreneurs, private sector and academic research, information technology and advanced manufacturing. All of these components provide the environment necessary for small and large enterprises to scale operations within the Region. It is important that the Region continue to support and fund existing programs and ongoing activities that nurture this environment and the companies that reside here.

A number of recent activities mark a potential turning point for the Columbus Region and its capability to support new high-growth businesses. Newly established venture capital firm Drive Capital, based in Columbus, raised a $250 million fund focused on Midwest startups, bringing scale and expertise more commonly associated with Silicon Valley. The First Connect Network launched three years ago by TechColumbus and Columbus 2020 has connected startup businesses with major customers, especially in the health industry. More recently, several of the Region’s major employers supported the formation of the Columbus Collaboratory, a company that will focus on driving solutions in big data, analytics and cyber security. More can be done to leverage these activities in venture capital, customer access and spinoff operations.

As with workforce initiatives, entrepreneurship and innovation must also be encouraged through public-private partnerships, particularly with The Ohio State University and other colleges, universities and technical institutions in the area. The Ohio State University is well positioned to become a powerful partner in economic development through both basic research and its commercialization efforts.

Objectives for generating high-growth opportunities in 2015-2020 are:

To increase engagement in public/private partnerships that accelerate business formation and entrepreneurship.

To increase high-growth opportunities by facilitating the interaction between our region’s incubators, business accelerators, venture and angel capital networks, and economic base companies with significant growth opportunities.

To leverage the research relationships at The Ohio State University and translate them into economic base opportunities for the Columbus Region.

To attract high-growth, technology-driven enterprises to consider investing in facilities and talent within the Columbus Region.

To ensure that the Columbus Region’s business incubators and technology commercialization efforts are aligned.

To support the creation of one or more formal innovation districts within the 11-county Region.

To increase the Columbus Region’s reputation as a destination for entrepreneurs, research faculty and high-growth enterprises.


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Priority: Increase Manufacturing Competitiveness

Manufacturing is critical to the Central Ohio economy and the nation. While manufacturing in the Columbus Region does not make up a large percentage of overall employment (8 percent), it does account for much of the Region’s capital investment and innovation. Manufacturers also pay above average wages and are a cornerstone of the Region’s exports and foreign investment.

Great manufacturing brands like Honda, Worthington Industries, Siemens, Boeing, DuPont and other big companies contribute substantially the standard of living in Columbus Region communities. They add even more in some of the smaller communities in the Region where they are responsible for a majority of jobs. Most manufacturing companies are small to mid-sized firms that serve a large supply chain in the Midwest and around the world. More than 40 percent of active projects worked on each year through Columbus 2020 are manufacturers.

To maintain and enhance its manufacturing advantages, the Columbus Region must prepare its communities for success in retaining and attracting manufacturing investment. This will require strategic investments to prepare physical sites, maintain regional energy advantages, and develop the manufacturing skills within our workforce. Research and innovation are also a critical part of manufacturing and increasingly what makes the Columbus Region and the U.S. competitive with lower-cost production countries. Institutions such as The Ohio State University (which houses the Ohio Manufacturing Institute, Center for Automotive Research and other related programs and organizations) and Battelle provide critical resources and talent that support the growth of the Region’s manufacturing base.

Objectives for increasing the Columbus Region’s manufacturing competitiveness in 2015-2020 are:

To help Columbus Region communities prepare for manufacturing investment through the proactive development of properties that are well-served by both public and private utilities and transportation infrastructure.

To support workforce partnerships between employers, academic institutions and the regional economic development network.

To provide reliable, cost-competitive sources of power to serve growing manufacturers.

To foster manufacturing entrepreneurship through the support of facilities and programs that encourage new company formation.


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Section 4: Performance Measures and Resources

Introduction

The Economic Development Administration requires the completion of an Annual Progress Report for all federally funded Comprehensive Economic Development Strategies. The purpose of the Annual Progress Report is to provide the agency with an update on the progress made towards implementing the goals and objectives identified in the initial CEDS.

Columbus 2020 currently maintains up-to-date demographic and economic data on the Columbus Region and provides research services for prospects and partners throughout the Region. In addition to general economic health metrics, Columbus 2020 should continue to track the progress towards the goals of the economic development strategy.

Economic Health Metrics

The Columbus Region Factbook and other printed and customizable data reports from Columbus 2020’s research team currently cover the spectrum of data on the Region’s economic health. These reports not only thoroughly catalog the Columbus Region’s economic and demographic diversity but also provide benchmarks to other regions and the U.S., profiles by industry and county, details on cost of doing business, and much more. The primary metrics of economic health include:

Total population and growth Total employment and growth Unemployment rate and change Employment by industry and change Average wage by industry and change

Economic Development Campaign Metrics: Topline Goals

The primary goals identified for the Columbus Region to achieve by the year 2020 are:

Create 150,000 net new jobs


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Increase per capita income by 30 percent

Generate $8 billion in capital investment

Be recognized as a national leader in regional economic development collaboration

The success of the Columbus 2020 Regional Growth Strategy can be measured by tracking progress towards these goals. In addition, Columbus 2020 and regional partners should focus on tracking project activity for business retention, expansion, or relocations. Basic information to collect on projects includes:

Number of jobs created Real and physical property dollar investment Incentive reward received (whether grant, loans, or program support and dollar value) Target industry of the project

The interacting group should attempt to understand the reasons for every project’s success or failure. Hearing directly from companies about strengths or weaknesses is one of the best ways to receive feedback on the strategy and identify areas that need to be addressed, whether in workforce, infrastructure, or business climate. This feedback will help supplement regular surveys of regional business needs.

Additional metrics worth tracking for each primary objective area in the CEDS include:

Business Climate Metrics

Increased foreign direct investment

Increased exports as a percentage of regional GDP

Increased applications for new business licenses (business formation)

Increased participation in local economic development initiatives

Increased capital investment in greenfield and redevelopment projects

Increased applications for incentives, training programs and other economic development assistance

Talent and Education Metrics

Increased student engagement and retention of college-educated residents


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Increased participation of students in internship and other employer-based skills development programs

Increased graduates with STEM degrees at local colleges and universities

Increased immigration/migration into the 11-county Region

Increased number of entertainment and leisure amenities

Improved rankings in quality of life listings

Entrepreneurship and Innovation Metrics

Increased number of startups and high-tech companies located in the Columbus Region

Increased investment in research and development activities at OSU

Increased collaboration with the technology commercialization office at OSU

Increased number of venture capital deals and fund values in the Columbus Region

Increased local corporate engagement in venture capital and angel investments

Infrastructure Metrics

Increased number of direct flights to targeted destinations

Increased passenger traffic at Port Columbus International Airport

Increased air cargo traffic at Rickenbacker International Airport

Increased intermodal activity at multiple rail facilities in the Region

Increased construction and performance of of high-speed fiber optic networks

Increased rural connectivity

Increased home ownership and housing diversity

Increased energy availability and efficiency of the Region and its businesses

Marketing Metrics

Increased awareness within the national business community


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Increased project leads and visits

Increased traffic to and engagement with the regional economic development websites

Increased awareness of the corporate travel and tourism industry

Increased number of media mentions and rankings


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Appendix I: Strategic Projects, Programs and Activities

The following examples of qualifying projects, programs and activities are listed below under each of the related regional priorities. A list of the major transportation projects from around the Columbus Region is provided from the Mid-Ohio Regional Planning Commission.

Meeting the Workforce Challenge

- Support for initiatives such as the Columbus Compact, a regional collaboration with the goal that 60 percent of Central Ohio adults will complete a postsecondary certificate or degree by 2025.

- Support for innovative workforce training programs (such as mobile laboratories) that both create awareness of career opportunities and help to provide the equipment to train individuals for in-demand positions.

- Support of a customized workforce training solutions within the Columbus Region and the State of Ohio. - Support of innovative public/private partnerships that enhance the competitiveness of the workforce within the Columbus Region.

Increase Global Trade and Investment

- Support Columbus Global Connect, a regional program to increase the value of goods and services exported from the Columbus Region and increase foreign direct investment into the Columbus Region.

- Support for programs that help build business and cultural understanding of other countries and cultures. - Support for regional EB-5 programs that help to attract foreign investment in community economic development projects.

Develop Competitive Infrastructure

- Support public/private partnerships that enhance infrastructure that enables the movement of goods, people and ideas within the Columbus Region.

- Support for additional telecommunications infrastructure in underserved urban and rural areas of the Columbus Region. - Support for public/private partnerships that diversify and enhance the reliability and availability of electricity and natural gas

to area businesses and employment centers. - Support for the development of infrastructure that enables global commerce (air cargo, rail, etc.) - Support for the redevelopment and reuse of facilities and sites that enable job creation.

Generate High-Growth Opportunities


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- Support for area programs, activities and facilities that accelerate entrepreneurship and new business formations. - Support for business incubators that serve both rural and urban neighborhoods. - Support for programs that accelerate innovation and commercialization at our colleges and universities and local public/private

partnerships.

Increase Manufacturing Competitiveness

- Support for community-preparedness programs, such as SiteOhio, that enhance a community’s ability to retain and attract manufacturing jobs and investment.

- Support for advanced energy programs that increase the reliability, availability, and diversity of electricity and natural gas - Support for public/private partnerships that enhance the competitiveness of the regional workforce for in-demand

manufacturing careers. - Support for public/private partnerships focused on manufacturing entrepreneurship. - Support for the programs that enhance manufacturing exports. - Support for programs that enhance manufacturing competitiveness through Ohio’s Manufacturing Extension Programs (MEP).

A list of suggested projects for the Columbus Region has been submitted with this CEDS Update as a supplementary document.


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Appendix II: Environmental Considerations

Environment

Natural Landscape Overview

Waterways and fertile soil define the landscape of Central Ohio. The area is relatively flat except where ripples from the Allegheny Mountains wrinkle the land in the southeast and easternmost edges of the Region.

Prime Farmland: The U.S. Department of Agriculture rates most of the undisturbed soil in Central Ohio as prime farmland. Agriculture currently represents approximately 39 percent of the land area in the planning area. In Central Ohio, of the 450 square miles currently in agricultural production, current long-range local land use plans identify over 270 square miles for some use other than agriculture. However, there is a growing propensity to retain agricultural lands at both the state and local levels. Many communities are starting to include policies in their land use plans to encourage continuance of agricultural uses as it adds to the economic bottom line and reduces the costs of providing services to developments located at points distant from where the services originate.

Wetlands: Wetlands are located throughout the Region because the water table is relatively high and the soils tend toward wet. Development pressure in this case comes from agriculture as much as urbanization, because much of the soil in the Region is considered prime farmland when drained. Wetlands are important for species diversity and water quality. They function as filters, collectors of storm water, and purifiers of high-nutrient agricultural runoff. They are also habitats of many waterfowl. While wetlands are regulated, there is often a wide difference between the quality of a natural wetland pond and the abundance of species it supports and manmade wetlands formed through mitigation regulations.

Floodplains: Floodplains are generally adjacent to the rivers and streams. However, the deeper banks along streams in the northern parts of the area are generally narrow compared to the flat lowland topography downstream where the floodplains are broad. While discouraged, development in floodplains is possible. The watersheds and major streams generally lie in a north-south alignment. Efforts to preserve their banks as regional greenways are working to create a unique identity for Central Ohio. There is also a growing understanding that healthy stream banks can serve the community as natural buffers for flood control, reduce costs associated with purifying water from storm water run-off, protect habitat corridors and provide aesthetic value. The waterways are also becoming corridors for recreation.

Bio-Diversity: Bio-diversity is the abundance and density of different species found in a given location. It is a measure of environmental health because various plants and animals are adapted to, and depend on each other for habitat, food sources and natural population


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control. The removal of one species, regardless of how insignificant they may seem, can cause a cascade effect through the ecosystem. The Big and Little Darby Creeks that divide Franklin County and Madison County carry both state and national scenic river designations due to the extent of their bio-diversity. This watershed has over 80 types of fish, including populations of five endangered species, such as a federally listed fish called the Scioto Madtom. Plans are in place on a multi-jurisdictional level to protect the Darby watershed.

Historic Preservation: Central Ohio has a rich history of prehistoric and historic habitation. Before European settlement, the indigenous people also farmed and hunted on the fertile land. Evidence of their habitation is apparent in mound structures that sprinkle the landscape. Most noticeably, these structures remain preserved along the waterways in Licking County, Delaware County and Pickaway County. In addition, there are many noteworthy historic sites from early colonial settlements. Many communities are approximately 200 years old. They have preserved their historic heritage by placing a number of sites on the National Historic Register.

Parklands and Green Spaces: Green spaces are considered open land, and, for the purposes of this report, cemeteries and parks are included as green spaces. While any of these could be transformed from their present use, it happens infrequently. While not all of these uses are public domain, they do present a vista of open land, or green space for the residents of Central Ohio. Institutional public spaces around government or university campuses are also green spaces. For example, the campuses at Ohio State in Columbus, Ohio Wesleyan in Delaware, Otterbein in Westerville, Capital in Bexley and Ohio Dominican in northeast Columbus all grace those communities with an open space asset that should not be overlooked. Similarly, the Ohio Statehouse grounds are a treasured green space in downtown Columbus.

Public parks are lands set aside for active recreational uses, as well as to preserve areas of environmental significance. Most communities maintain their own municipal park systems and regulate parkland dedication through their individual development processes. The regional metropolitan park system and several state parks supplement community and neighborhood parklands. There is no comprehensive regional park plan, but rather a collection of parks under various jurisdictions including local, county and state parks.

In a number of areas, the greenways that flank the banks of streams and rivers have been transferred to public holdings in concert with public water utilities. Dams on the Scioto River, Olentangy River, Alum Creek and Walnut Creek have created reservoirs that are used as recreation areas and public water sources. The City of Columbus maintains parklands along Hoover Reservoir created from Big Walnut Creek in southeast Delaware County, the O‘Shaughnessy Reservoir in southwest Delaware County, and Griggs Reservoir on the Scioto River in central Franklin County. In addition, park districts are actively working with public utility partners such as the City of Columbus and the Delco Water to maintain protected public areas around up-ground water reservoirs. Collaborative planning between other entities, such as the Franklin County Metro Parks, the City of Delaware and Preservation Parks is an example of coordination of capital investment and maintenance between partners.


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Issues of Concern and How They Are Being Addressed

Stormwater Run-off: Stormwater runoff is a primary concern for Central Ohio. Flooded roads and overflows from aging infrastructure that include combined storm and sanitary sewers are potential disasters. Several projects and plans are underway to address flooding caused from storm water run-off.

Storm Water Management: A number of plans are being developed and implemented to address storm water management. The City of Columbus is embarking upon multiple efforts. The Wet Weather Management Plan incorporates Blue Print Columbus, a program to utilize green infrastructure to reduce run-off and eliminate combined storm and sanitary sewer overflows, and a Stormwater Strategic Plan. The banks along the Scioto River through downtown Columbus are being returned to a natural state as both an attractive amenity for the city, and to restore flood plain capacity. Low head dams along the Scioto and Olentangy Rivers are also being removed to improve flow.

Water Quality: Most of the watershed areas in the Columbus Region have watershed action plans. Voluntary and staffed organizations monitor streams and are working to implement actions outlined in the plans. The City of Columbus is also developing a Watershed Master Plan that will engage the farming community to reduce agricultural based pollutants into streams to protect drinking water supplies.

Land Development Policies: Many communities have endorsed balanced growth plans. These plans incentivize communities to consider impacts of development on nature by providing reductions in interest rates on public investments and allowing extra credit on grant applications.

Climate Change: Climate change is expected to have potentially dramatic impacts on the Columbus Region’s infrastructure. Rare and extreme weather events are becoming more common. Over the past few years, the Region has experienced record-breaking heat, unprecedented flooding and prolonged periods of drought. For example, 2011 was the wettest year on record for many locations in Ohio, 2012 had 75 record-breaking heat, rainfall and snow events in Ohio, and 2013 had Ohio’s third wettest July on record. These storms are often accompanied by high winds that disrupt power.

Sustaining Scioto: A large scale project titled Sustaining Scioto is underway by MORPC. This proactive, science-based study includes developing adaptive strategies to manage water quality and quantity during extreme drought or flood. The project includes partnering with the USGS to develop a computer model for projecting the impacts of changing weather patterns on water resources, specifically for the Upper Scioto watershed.


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Air Quality: Central Ohio does not have a significant amount of point source pollutants. Rather, concerns over air quality are primarily tied to the transportation system. As availability of federal transportation funding is tied directly to air quality conformity regulations issued by the USEPA, air quality is monitored through actions of two Metropolitan Planning Organizations, and the Ohio Department of Transportation. Currently, the area is in non-conformity for ozone.

Public education: The Columbus Region is striving to reduce pollution brought on through transportation through a series of public awareness efforts. Air quality alerts are issued on days when the air quality is projected to be unhealthy. The projections are prepared through an extensive modeling process that uses data collected from air quality monitors that are stationed throughout the Region.

No idling zones: Educational emphasis on ‘no idling’ by school busses, freight services and at the Port Columbus International Airport are being implemented.

Transportation Demand Management: Currently, the Region has an 83 percent single occupancy commuter rate. Motorists are being encouraged to reduce single occupancy driver rates by participating in car pools and vanpools. As an incentive, registered car pool members are issued vouchers for car rides in emergency situations. In addition, planners are working with local communities to include infrastructure for pedestrians, transit services and bikeways when planning their road networks.

Farmland Preservation: Much of the Region’s land is in agricultural production, however Central Ohio’s most important agricultural resource, agricultural land, is in dwindling supply. In the last 10 years for which data are available, the Region lost 230,231 acres of farmland, more than two-thirds of it between 2002 and 2007, before the housing slump hit. While the number of very large farms has increased, the number of mid-sized farms has decreased.

Transfer of Development Rights Legislation: Planners are working with politicians to strengthen Ohio laws to allow for transfer of development rights. This is one way of allowing farms to operate without debasing the farmers of their property rights.

Local foods: A strong local food consortium is coalescing to connect agricultural producers with processors and distributors.


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Appendix III: Disaster & Economic Recovery & Resiliency Strategy

Disaster Management

The following disaster management information provides a framework for the Columbus Region to proactively and efficiently navigate disaster management efforts and ensure regional economic health. It is not intended to replace or supersede any adopted, approved emergency management, hazard mitigation, evacuation or response plans currently in place at the county level, but is designed to complement existing plans with the goal to provide an overarching regional context.

There are four key areas of emphasis in the Columbus Region’s overall disaster and emergency management strategy: mitigation, preparedness, response and recovery. Each phase defines a focus area in detail and assists in building a connection between existing local government efforts, Columbus 2020 and economic development in the Region.

Current Resources

Federal Emergency Management Agency (FEMA)

FEMA is the federal authority on emergency management practices. Its core mission is to support disaster management efforts and provides leadership, strategy, policy and resources to improve local capacity for preparation in disaster and emergency situations.

Community Emergency Response Team (CERT)

CERT is a FEMA program that educates people about disaster preparedness in their community by providing training and education in basic disaster response skills. CERT members can be supportive of local emergency response agencies as an additional resource in their community.

Citizen Corps

Citizen Corp is a FEMA coordinated program to organize people through training, education and volunteer efforts to strengthen communities and be better prepared for emergencies.


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Ohio Emergency Management Agency (Ohio EMA)

Ohio EMA is the state agency overseeing emergency management with the mission to coordinate mitigation, preparedness, response and recovery from natural and man-made disasters in Ohio. Ohio EMA collaborates closely with local, state and federal agencies to educate and reinforce capabilities in the state.

National Weather Service

National Weather service is a national supplier of weather, forecasts and warnings. It provides critical information needed to prepare and respond to weather hazards.

Red Cross

Red Cross provides relief and recovery efforts during disasters. It works in partnership with government agencies and effected communities to respond and provide recovery assistance to impacted areas. Assistance includes critical services such as food, shelter, and mental health services until a community is able to get back on its feet.

Mid-Ohio Regional Planning Commission (MORPC)

MORPC is a voluntary association of over 50 local governments and organizations throughout the 11-county Columbus Region which serves to improve the Region's economic and environmental prosperity with planning and programming in transportation, energy, data, local government, housing and community development. MORPC has created an Evacuation of the Transportation Needs Populations of Central Ohio plan for use as a guide in local emergency response plans related to evacuations and transportation systems. MORPC is also in partnership with Columbus 2020 to develop insight2050, a suite of tools and forecasts to prepare the Columbus Region for significant growth by 2050.

County Level Emergency Management Agencies

The Columbus Region consists of 11 counties in central Ohio including Delaware, Fairfield, Franklin, Knox, Licking, Logan, Madison, Marion, Morrow, Pickaway and Union. Each county has its own emergency management agency and respective emergency operations plans in place. The following table lists the current director contact information and website for each respective county emergency management agency. Many of the websites provide links to established emergency plans, resources, tool kits and procedures. Resources are also available from other disaster agencies.


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Emergency management division contacts at the county level

County Emergency Management Contact

Delaware

Sean Miller 10 Court St Delaware, OH 43015

[email protected]; http://www.delcoema.org/index.php

Fairfield

Jon Kochis 241 W Main St Ste 100 Lancaster, OH 43130

[email protected]; http://fairfieldema.com/aboutus.html

Franklin

Michael Pannell 5300 Strawberry Farms Blvd Columbus, OH 43230

[email protected]; http://www.franklincountyohio.gov/emahs/

Knox

Mark Maxwell 11540 Upper Gilchrist Rd Mount Vernon, OH 43050

[email protected]; http://www.co.knox.oh.us/offices/em/

Licking

Sean Grady 155 E Main St Newark, OH 43055

[email protected]; http://www.lcounty.com/ema/

Logan

Helen Norris 1855 SR 47 West Bellefontaine, OH 43311

[email protected]; http://www.co.logan.oh.us/EMA/

Madison

Roger Roberts 271 Elm St London, OH 43140

[email protected]; http://co.madison.oh.us/ema/

Marion

Harry Burdick Marion County Courthouse Marion, OH 43302

[email protected]; http://www.marionpublichealth.org/emergency-preparedness/

http://www.delcoema.org/index.php

http://fairfieldema.com/aboutus.html

http://www.franklincountyohio.gov/emahs/

http://www.co.knox.oh.us/offices/em/

http://www.lcounty.com/ema/

http://www.co.logan.oh.us/EMA/

http://co.madison.oh.us/ema/

http://www.marionpublichealth.org/emergency-preparedness/


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Morrow

Joseph Edwards 140 S Main St Mount Gilead, OH 43338

[email protected]; http://www.morrowcounty.info/www/index.php/2013-01-11-19-24-05/emergency-mangement-agency

Pickaway

David Conrad 139 W Franklin St Circleville, OH 43113

[email protected]; http://www.pickaway.org/EMA/ema.htm

Union

Brad Gilbert 233 W 6th St Marysville, OH 43040

[email protected]; http://www.co.union.oh.us/GD/Templates/Pages/UC/UCDetail.aspx?page=239

Each county within the Columbus Region has created and adopted an Emergency Operations Plan (EOP) that addresses a planned community response to emergency and hazardous situations. It is a statement of local policy that assigns tasks, roles and responsibilities to elected officials, various agencies, organizations and the community during, before and after emergencies. EOPs provide the foundation to manage and coordinate resources to reduce the immediate impact of an emergency on the community and economy.

Components of emergency management and respective phases

Phase 1: Mitigation

Phase 2: Preparedness

Phase 3: Response

Phase 4: Recovery

Emergency Operation Plan X X X X

Overview

Risk Identification X

Hazard Mitigation X X

Identify Stakeholders X

High Risk Areas & Population X

http://www.morrowcounty.info/www/index.php/2013-01-11-19-24-05/emergency-mangement-agency

http://www.pickaway.org/EMA/ema.htm

http://www.co.union.oh.us/GD/Templates/Pages/UC/UCDetail.aspx?page=239


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Shelter & EOC Designation X X

Training, Exercises and Outreach

X X X

Operations

X

Communication Plan

X X X

Warnings - Signals

X X

Plan Activation

X

Coordinate with Partners

X X X

Organization and Responsibilities

X X

Risk Assessment X X

Define Duties of Stakeholders

X

Engage Stakeholders X X X X

Direction and Control

X

Resources

X

Information Collection and Dissemination X X X X

Continuity of Government

X X X


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Phase 1: Mitigation

Mitigation is the initial phase of pre-emergency and disaster management efforts. It is defined as an ongoing action to eliminate or reduce the degree of long-term risk to life and property from any type of hazards. Examples of mitigation planning within the Columbus Region include risk-area mapping, building standards, disaster insurance, statutes/ordinances/codes and public education. Hazard mitigation planning is a proactive, individualized, and primary phase to identify risk areas in a community. It lays the groundwork for risk-based decision-making and determining strategies to reduce damages to lives, property, infrastructure and the economy from future disasters. Core areas assessed include:

Risks and vulnerabilities (hazard identification, natural and man-made) – identify and rank likelihood of hazards most likely to result in damages. Natural hazards prevalent in the Columbus Region include flooding, severe winter weather, tornadoes, and high winds. Once hazards are assessed and prioritized, strategies and resources can be developed.

Business continuity planning – preparation for unforeseen emergencies and events is critical for recovery and continuity of local business operations in the event of an emergency. Data and resource collections, contact identification, communication planning are examples of continuity planning steps provided by counties. Resources such as brochures, presentations and checklists serve as tools to educate businesses planning for unexpected situations.

High-risk areas and populations – appropriate responses to emergency management include an awareness of local citizen needs. Jurisdictions with volunteer organizations such as CERT or medical reserves are trained to help locate and provide assistance to special need populations. These areas are identified and documented to assist in strategy development and efficiency in outreach.

Shelters – identify existing locations and procedural plans are determined and maintained for each identified hazard. Emergency management coordinators at public places and major facilities have plans, checklists and guidelines in place for hazard-associated risks.

Emergency Operation Centers (EOC) – designation of a centralized location to carry out task coordination and execution of plans. Local officials can use this to better plan and coordinate response and recovery initiatives.

The importance of comprehensive planning at the Region level to address natural and man-made disasters is important in coordination between partner agencies in promoting an integrated approach to minimizing damages. Regional level involvement assists the local communities in building partnerships between organizations, area businesses and community residents. Alignment of risk reduction with community objectives within each jurisdiction can aid in minimizing human, economic and property loss within the Region during an emergency situation.


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Phase 2: Preparedness

Preparedness is defined as any activity taken in advance of an emergency that facilitates the implementation of a coordinated response. Preparedness comprises of the strategies and plans resulting from findings during the mitigation stage. Preparedness includes hazard risk identification, emergency exercises, emergency operation’s plans, emergency operations’ centers and emergency broadcast systems communications.

Local jurisdictions use their findings from the hazard identification to determine which hazards are most likely to occur in their respective communities. Historical hazard occurrences are monitored to understand patterns, threat levels and appropriate courses of action. Emergency operation’s plans are derived from the hazard likelihood and estimated impacts to the communities. Operations plans define stakeholders such as involved government officials and their responsibilities during an emergency.

Elements covered in the operation’s plans and important to pre-emergency preparedness include:

Define responsibilities and functions of key stakeholders. Stakeholders include government departments such as law enforcement, public organizations, area businesses and utility companies. As part of the disaster management plan, each stakeholder fills a certain roll in the event of a disaster. Stakeholders are responsible for anything from damage assessment, emergency response, restoring services or coordination across multiple agencies.

Create evacuation plans and training exercises around each type of hazard. Adopted plans are coordinated based upon the hazard assessment and distributed to the community and stakeholders appropriately.

Establish a communication plan and identify relevant alert and warning systems. As part of the EOP, many counties provide newsletters and brochures about communication methods used during disasters. CodeRED and mobile device communications are increasingly utilized to quickly transmit information to the community.

Understand recovery activities as part of the operations plan. Recovery activities typically are ranked by priority – immediate, short-term, intermediate or long-term.

Outline recovery partners, what assistance they offer and what resources they have at their disposal. Also note how recovery partners work with government agencies and the community as part of the overall emergency strategy. Recovery partners are often part of local EOPs for quick reference to critical resources and contacts.

Develop local CERTs and volunteer organizations to assist in disaster management efforts, community education, involvement and awareness.

Engage community participation in preparation exercises and communicate the action plan processes, procedures and the need for response and recovery efforts. Seminars, presentations and trainings offered by local agencies and organizations only strengthen awareness and help further prepare the community in event of a disaster. Many communities post links to these recourses on their websites or provide links to other partner agency documentation.


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FEMA funded volunteer programs coordinated at the local level

Volunteer Organizations

Columbus Region Counties

Delaware Fairfield Franklin Knox Licking Logan Madison Marion Morrow Pickaway Union

CERT Program X X X X X

Citizen Corps X X X X X X

Selection of preparedness activities at the county level

Columbus Region Counties

Delaware Fairfield Franklin Knox Licking Logan Madison Marion Morrow Pickaway Union

Community Newsletter X X X

Community Meetings X X X X

Community Training & Education X X X X X X X

Warning & Notifications X X X X X X X X X X X

Community Partners & Links X X X X X X X X X X X

Special Needs Registry X X

Online Citizen Preparedness Guides (Online) X X

Emergency Supply Kit Checklist (Online)

X X

X


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Phase 3: Response

Response is defined as any action taken right before, during or after an emergency or disaster occurs, which saves lives, minimizes damage to property and improves the effectiveness of recovery efforts. Examples of response include activation of the Emergency Operations’ Center (EOC), evacuation, emergency medical assistance, law enforcement response, sheltering, fire and rescue response, and communication of status announcements.

The response phase relies upon efforts put forth during the mitigation and preparedness phases. It determines the necessary courses of action leading up to, during or immediately following an emergency. Response procedures are tailored and adjusted to the type and scale of hazard or emergency as appropriate. Initial steps necessary to determine the appropriate response and recovery plan include:

Evaluate the type and scale of the disaster.

Evaluate the impact on persons in the local and surround community – identify people and groups of special need and factor into response.

Evaluate the impact on the economy - identify if particular businesses or industries are in particular need of response or assistance due to location or sector. Determine if the impact is localized, regional, state or federal as appropriate. Evaluate the impact on transportation and public infrastructure (roadways, bridges, utilities).

Assess the impact on property (health care facilities, schools, housing and available resources) to determine possible evacuation efforts or temporary relocation needs.

As part of emergency management and the response phase, the community ensures continuity of operations planning (COOP). COOP assures that regardless of the type or significance of a disaster, essential functions continue with minor disruption to operations. Continuity of operations sustains essential functions when normal operations are not possible and provides a framework to return to normal operations as able. Main objectives of a COOP plan may include:

Maintain employee and public safety

Maintain performance of essential functions and operations during an emergency

Protect essential facilities, records and crucial assets

Dull the impact of disruption to operations as much as possible


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Conform any legal specifications, requirements and standards

In preparation for any necessary recovery efforts, COOP and response efforts set the relevant course of action into effect. Based on response assessments and documentation conducted, stakeholders can engage appropriate channels and resources from local, regional, state or federal government. Roles and responsibilities of government, economic development organizations, businesses and the general public are identified. If recovery activities are necessary, the response phase also includes formation and implementation of a recovery timeline. Timelines are established based on urgency and immediate need to prioritize recovery procedures.

Phase 4: Recovery

Recovery is defined as an activity to return essential systems to minimum operating standards (short-term) and return society to safe and normal levels of activity (long-term). Examples of recovery include damage assessment, sanitization, debris clearance, disaster assistance, rebuilding, services and temporary housing solutions. Recovery efforts are documented, reported and benchmarked to monitor progress and adjust efforts as needed. Generally local government and response workers are responsible for immediate needs of a community following an emergency or disaster; depending on the type and scale of the emergency, access to additional resources can be initiated as needed. Recovery resources for each activity are identified in the EOP or in other plans to outline contacts points for resource assistance.

After the scope of a disaster is determined and the situation is stabilized and assessed, local communities – government and local organizations – in partnership with state (Ohio EMA) and federal planning agencies (FEMA) set benchmarks for long term recovery plans. Long term recovery initiatives may include:

Engage in workforce initiatives and rebuild of the economy

Determine if federal, state, and local resources and funding programs are available

Description and documentation of recovery plans to most effectively use federal, state, local and private sector funds

Re-assessment of future community needs

Adjustment to the disaster strategy plan(s) and/or EOP as needed

The recovery procedure is based on the response assessment and prioritized by severity and urgency. Recovery includes the development, coordination of rebuilding plans; return of normal government operations and services; governmental and public assistance programs; long term support and treatment of impacted people; processes to restore economic, social, political and


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environmental systems; education exercises; post-disaster reporting; and improvement of initiatives to mitigate impact of future incidents.

FEMA and Ohio EMA provide numerous templates, guidelines, worksheets and forms to local jurisdictions to assist in assessment, documentation and reporting efforts and provide a standardized, consistent reporting system. Counties in the Columbus Region have access to these resources and can utilize them for use during response and recovery coordination and procedures.


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Appendix IV: Past & Present Economic Development Investments

Resources

Columbus 2020 was originally developed as a regional growth strategy that leverages both public and private resources to provide a platform for economic development collaboration. The organization was planned and established by representatives from several organizations, including the Columbus Partnership, City of Columbus, Franklin County, the Mid-Ohio Development Exchange (MODE), the Columbus Chamber of Commerce, the Mid-Ohio Regional Planning Commission, Battelle, and others. A nonprofit organization, Columbus 2020 is funded by over 200 private sector companies and 26 public/nonprofit entities across 11 counties. Over 70 percent of Columbus 2020’s funding is provided by the private sector, and the Board of Directors consists of regional leaders, the majority of whom are from the private sector.

The U.S. Economic Development Administration (EDA) and U.S. Department of Housing and Urban Development (HUD) are also strong partners for funding projects throughout the Columbus Region. The main funding programs within these organizations are the EDA’s project grants consistent with the local Comprehensive Economic Development Strategy and HUD’s Community Development Block Grant (CDBG) program.

In addition to Columbus 2020’s business and location services described in the Executive Summary, the following local and state programs are available to businesses and communities in the Columbus Region:

Job Creation Tax Credit

The Job Creation Tax Credit is a refundable tax credit to companies generally creating at least 10 new jobs (within three years) with a minimum annual payroll of $660,000 that pay at least 150 percent of the federal minimum wage. The tax credit is measured as a percentage of the state income tax withholdings for all new employees hired under the program, and is applied toward the company’s commercial activity tax liability. Should the amount of the credit exceed the company’s commercial activity tax liability for any given year, the difference is refunded. A business must apply for the credit before committing to the project. Applicants must be approved through the Ohio Tax Credit Authority before hiring begins.


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Ohio Enterprise Zone Program

The Ohio Enterprise Zone Program provides real property tax incentives for businesses that expand or relocate in Ohio. To establish an Enterprise Zone, a municipality or county must apply to the Director of Development for certification. To secure benefits, businesses must apply to the local community. Certain qualifying businesses may be eligible for additional benefits.

Community Reinvestment Areas

The Community Reinvestment Areas provide companies locating in a designated Community Reinvestment Area an exemption of up to 100 percent of improvement value for up to 15 years on real property taxes. To be eligible, a company must make an agreement with the local community prior to going forward with the qualifying project.

Financing

Research and Development Investment Loan

The Research and Development Investment Loan Fund provides loan financing between $500,000 and $5 million for projects primarily engaging in research and development activity. Rates are fixed (at- or below-market rates) with other loan terms similar to those of commercial bank financing. Companies receive a dollar-for-dollar, non-refundable Ohio commercial activity tax credit for principal and interest payments made during the year up to $150,000 during the loan term.

Research and Development Investment Tax Credit

The Research and Development Investment Tax Credit provides a non-refundable tax credit up to seven percent for qualified research and development expenses. Qualifying expenses fit into two categories: in-house research expenses and contracted research expenses. Any unused portion of a tax credit may be carried forward for up to seven years.

Ohio Enterprise Bond Fund

The Ohio Enterprise Bond Fund provides revenue bond financing through an S&P rated fund, whereby proceeds from the sale of bonds are loaned to companies for fixed-rate, long-term capital asset financing. Rates are market-driven and fixed prior to funding. Loan terms range between seven to 10 years for equipment and 15 to 20 years for real estate. Up to $10 million in financing is available through the program.


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166 Direct Loan

The 166 Direct Loan provides loans for land and building acquisition, construction, expansion or renovation, and equipment purchases for eligible businesses. The program provides low-interest loans up to 40 percent not to exceed $1.5 million.

Regional 166 Direct Loan

The Regional 166 Direct Loan provides loans for land and building acquisition, construction, expansion, or renovation, and equipment purchases for eligible businesses. Regional economic development agencies administer the program. It provides low-interest loans up to 75 percent collateral value, not to exceed $500,000.

Innovation Ohio Loan Fund

The Innovation Ohio Loan Fund provides loans for acquisition, construction and related capital costs of technology, facilities and equipment purchases. The fund was created to assist existing Ohio companies in developing next-generation products and services within the state’s industry sectors up to 75 percent ranging from $500,000 to $1.5 million.

JobsOhio Growth Fund

The JobsOhio Growth Fund provides capital for expansion projects to companies that have limited access to capital and funding from conventional, private sources of financing. JobsOhio will consider loans to companies that are in the growth, established or expansion stage, and that have generated revenues through a proven business plan. The JobsOhio Growth Fund’s loan decisions are based on a number of project factors, including but not limited to job creation, additional payroll, fixed-asset investment commitment, project return on investment and project location.

Grants

JobsOhio Workforce Grant

The JobsOhio Workforce Grant was created to promote economic development, business expansion and job creation by providing funding for the improvement of worker skills and abilities in the State of Ohio. Grant decisions are based on a number of project factors, including but not limited to job creation, additional payroll, fixed-asset investment commitment, project return on investment and project location.


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JobsOhio Economic Development Grant

The JobsOhio Economic Development Grant was created to promote economic development, business expansion and job creation by providing funding for eligible projects in the State of Ohio. Grant decisions are based on a number of project factors, including but not limited to job creation, additional payroll, fixed-asset investment commitment, project return on investment and project location.

Roadwork Development (629)

Roadwork Development (629) funds are available for public roadway improvements, including engineering and design costs. Funds are available for projects primarily involving manufacturing, research and development, high technology, corporate headquarters and distribution activity. Projects must create or retain jobs. Grants are reimbursable and provided to a local jurisdiction and require local participation.

Other

JobsOhio Revitalization Program

The JobsOhio Revitalization Program is focused on helping revitalize sites in preparation for end-users that support future job creation opportunities for Ohioans. The program, comprised of both loans and grants, is available to public and private entities seeking to cleanup and redevelop sites across Ohio.

Brownfield Revolving Loan Fund

The Brownfield Revolving Loan Fund offers below market rate loans to assist with the remediation of a brownfield property to return the property to a productive economic use in the community.

Volume Cap

Volume Cap provides a federal tax benefit by allowing eligible issuers to issue tax exempt Private Activity Bonds up to a state limit known as the "Volume Cap." The State of Ohio's allocation of Volume Cap is determined annually by the Internal Revenue Service on a per capita basis, and may be used for projects consisting of multi-family housing, single-family housing, exempt facilities, manufacturing and student loan bonds.


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Local Business Incentives

Additional incentives may be available at the local municipality or county level. Such incentives include performance based incentives, workforce training assistance and loan programs. Each local incentive is determined on an individual project basis, considering such facts as job creation, payroll and capital investment.

Startups and High-Growth Companies

Entrepreneurs are critical to the Columbus Region and the state and local governments offer a variety of programs to assist entrepreneurs. Columbus 2020 can help startups by identifying financial partners, providing industry research and facilitating introductions to larger businesses and potential customers.

Resources for entrepreneurs and startups include:

The 44 Center

Located in Delaware County's historic downtown Powell, The 44 offers a spacious lobby and conference room, a kitchen area and office space for up to four startup businesses. Tenants receive professional mentoring and training opportunities, phone and Internet, shared administrative staff and more.

Bellefontaine Entrepreneurial Center

The BEC in Logan County provides spaces, resources and contacts for business startups. Incubated businesses boast an 87 percent survival rate.

CCAD MindMarket

MindMarket, located on the Columbus College of Art & Design's downtown campus, is comprised of three functions, including an incubator created to provide the mentorship, business coaching and professional services needed for art- and design-based ventures to launch.

Columbus Idea Foundry

The Columbus Idea Foundry offers a community workshop space committed to teaching people who want to learn and providing tools and technology to people who want to make. Available tools include a woodshop, metal-working, welding, and blacksmithing stations, CNC ShopBot, laser cutter and engraver, 3D printers and fine-art stations.


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Conway Center for Family Business

The Conway Center offers monthly educational programs, networking events, peer interactions and recognition programs delivered from a family businesses perspective.

C|Suites Executive Offices

Located in Franklin County's Gahanna, C|Suites offers virtual and office packages that can be tailored to fit the specific requirements of a client.

Dublin Entrepreneurial Center

DEC provides services to support startup ventures in Dublin and the surrounding area, and promotes an environment that increases deal flow for potential entrepreneurial and technology development.

Economic and Community Development Institute (ECDI)

The Economic and Community Development Institute addresses the needs of very small business owners in the creation and expansion of microenterprises. The Institute fills a gap in the credit industry by offering loans ranging from $500 to $150,000 to underserved entrepreneurs through its revolving microloan fund program.

E.V. Bishoff Co.

Bringing a combination of elegance and affordability in downtown Columbus, a variety of traditional and nontraditional office spaces are available including executive suites, team spaces, studios and more.

Founders Factory

Founders Factory was established to help early stage companies rapidly become viable and sustainable businesses. They provide a blend of expedited pre-seed funding, agile technology development, lean acceleration and world-class mentors.

The Horton Building

The 45,000+ square foot Horton Building is on the campus of the Central Ohio Aerospace & Technology Center in Licking County's Heath. The LEED-certified, environmentally controlled clean rooms have easy access to Boeing capabilities including 3D prototyping and virtual manufacturing lab.


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INC@8000

INC@8000 is a business incubator in New Albany that boasts more than 16,000 square feet dedicated as a hub for startups and entrepreneurial activities, designed to create a flow of ideas and interconnectivity.

Marysville Entrepreneurial Center (MEC)

The MEC is Union County’s center for innovation and entrepreneurial development. The MEC is available for those looking to develop a business concept, business plans, marketing techniques and business strategies. The MEC also provides office space and flexible workspace and is the location of a number of educational seminars, programs, Jellies and networking events.

Ohio Business Gateway - 1st Stop Business Connection

1st Stop Business Connection provides free state-level information needed to start a business in Ohio or continue on your entrepreneurial journey.

Ohio Small Business Development Center at Columbus State Community College (SBDC)

The SBDC provides entrepreneurial development assistance and high-end business consulting to startup and emerging business owners free of charge.

The Ohio State University Technology Commercialization Office (TCO)

TCO serves faculty, researchers, students and clinicians by turning their inventions, ideas, technologies and research into business opportunities and products that make an impact in the local and global marketplace.

Ohio TechAngel Funds (OTAF)

The top angel investor network in the country, OTAF supports early-stage companies. The Ohio TechAngel Funds are interested in engaging qualified entrepreneurs who are developing promising, high-growth Ohio businesses, predominantly in the life sciences, information technology and physical sciences market sectors.

Qwirk Coworking & Collaboration

Qwirk is a coworking space that offers office and meeting space as well as networking and educational events. Located in Columbus' German Village, Qwirk is free to the public on Fridays.


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Sandbox Gahanna

Sandbox Gahanna in Franklin County offers affordable shared office space as well as event space.

Southern Gateway Economic Innovation Development Center

Ohio Christian University in Pickaway County has been awarded a $2.5 million competitive grant to establish the Southern Gateway, which will provide training and technical assistance to local entrepreneurs and develop small businesses.

SunDown RunDown

SunDown RunDown brings entrepreneurs, investors, mentors and talent together through educational programming, monthly workshops and quarterly venture showcases. It also partners with New Albany's INC@8000.

TechColumbus

TechColumbus helps startups by providing expert advice, access to capital and connections to resources that put entrepreneurs on a faster track. They focus on industries that reflect Central Ohio’s strengths: information technology, biosciences and advanced materials.

Women's Small Business Accelerator

The first-of-its-kind organization dedicated to helping women business owners develop concepts and launch their business models to thrive and grow, WSBA provides office space, education and mentoring.


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Appendix V: Community & Private Sector Participation

Widespread local support and enthusiasm are critical to the success of an economic development strategy. Effective economic development strategies align goals, policies, and actions across government, educators, employers, and private citizens. A critical component of alignment comes from soliciting public and private input from across the community. Community participation insures that everyone’s story is heard and often reveals assets, challenges, opportunities and visions not outwardly visible in the data or from government alone.

In updating this comprehensive economic development strategy, Columbus 2020 sought public and private stakeholder input from communities throughout the 11-county Region. Input included the Columbus 2020 board of directors, MODE membership, businesses, educational institutions, non-profits and many more organizations. The Steering Committee helped guide the process, providing feedback and offering strategic advice.

Public Sector

Columbus 2020’s state and local partners include:

JobsOhio

The Ohio State University

Ohio Development Services Agency

Columbus Chamber

The Columbus Partnership

Mid-Ohio Regional Planning Commission (MORPC)

Mid-Ohio Development Exchange (MODE)

Delaware County, OH

City of Delaware, OH

City of Powell, OH

Fairfield 33 Development Alliance

City of Canal Winchester, OH

City of Pickerington, OH

City of Reynoldsburg, OH

Violet Township, OH

Franklin County, OH

City of Bexley, OH

City of Columbus, OH

City of Dublin, OH

City of Gahanna, OH

City of Grandview, OH

City of Grove City, OH

City of Groveport, OH

City of Hilliard, OH

City of New Albany, OH

Village of Obetz, OH

City of Upper Arlington, OH

City of Westerville, OH


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City of Whitehall, OH

City of Worthington, OH

Area Development Foundation of Knox County

City of Pataskala, OH

Licking County Chamber / Grow Licking County CIC

Logan County Community Improvement Corporation

Madison County CIC

City of London, OH

Marion CAN DO!

Morrow County Development Office

Pickaway Progress Partnership

Union County Economic Development Partnership

Private Sector

Columbus 2020’s private sector partners include:

Ohio Farm Bureau

Nationwide Insurance

OhioHealth

Overmyer Hall Associates

Bricker and Eckler

Boeing

American Electric Power (AEP)

The Battelle Memorial Foundation

Central Ohio Transit Authority (COTA)

Colliers International

Columbus Regional Airport Authority

Deloitte

Duke Realty

Exel

Fahlgren Mortine

Honda of America Manufacturing

IBM

JPMorgan Chase

Lancaster Municipal Gas

Marion Intermodal Cente

PolymerOhio

TechColumbus

The Columbus Foundation

The New Albany Company

Transportation Research Center

Tri Rivers Career Center

For a complete list of all Columbus 2020 private sector partners visit columbusregion.com.

Public Comment

The draft Columbus Region CEDS Update was posted to columbusregion.com for 30 days for public comment. Meetings were also held with partners and stakeholders throughout the Columbus Region to solicit input. Input received consideration and when appropriate was incorporated into this document.

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