Our Greater University Circle Initiative is creating jobs, building wealth, and encouraging reinvestment in seven low-income neighborhoods.
An ambitious strategy to stimulate reinvestment in this vital urban area.
GREATER UNIVERSITY CIRCLE STRATEGIES
Institutional Partnership
Strong Coalition of Partners
Physical Development
Priority Development &
Infrastructure Projects
Inclusive Growth
Live Local Buy Local
Hire Local Thrive Local
LIVE LOCAL
Community Engagement
EUCLID
CORRIDOR
WEST DISTRICT WEST CAMPUS
E. 105th / MLK
UPPER CHESTER
UPTOWN MAYFIELD
TRANSIT STATION
CEDAR HILL BUS & RED LINE
TRANSPORTATION
(Southeast
Gateway)
PRIORITY PROJECTS: MIXED USE AND TRANSPORTATION
GUC FUNDING
COLLABORATIVE
TRANSPORTATION DESIGN FUNDING
Mayfield RTA Station $115,000
E.105th/ MLK $450,000 (to deliver construction documents)
Cedar Hill (Phase 1 Design) $450,000
TOTAL $1,015,000
SOURCES OF FUNDS
GRTA $215,000
CWRU $105,000
University Hospitals $100,000
The Cleveland Clinic $100,000
UCI/ Holden Parks Trust $100,000
NOACA $75,000
Cleveland Foundation $310,000
TOTAL $1,015,000
FUNDING COLLABORATIVE
1. Demonstrates the power of local philanthropy to serve as a convener & catalyst
2. Demonstrates the power and potential of collaborative leadership (to expedite and garner funding)
3. Created new ways of working with government such as RTA
4. Used the entire “tool box” of the foundation leadership, grants (early risk funding), PRI’s & fundraising ourselves
GREATER UNIVERSITY CIRCLE INITIATIVE
Physical Development Impact
E
ast 105
th
Euclid Ave
Mayfield Rd
Circle North
(Wade Park)
Little Italy
GREATER UNIVERSITY CIRCLE: NEIGHBORHOOD STABILIZATION
UPTOWN
Wade Park Ave
Economic Inclusion Management Committee
Established in 2011 to help implement broad goals of Greater University Circle Leadership
Co-chairs: Aparna Bole, UH; and Jon Utech, Cleveland Clinic
Members are leaders and senior team members from anchors:
The Cleveland Foundation/Cleveland State University
Cleveland Clinic
University Hospitals
Case Western Reserve University
The City of Cleveland
And leadership from critical partnering organizations: Neighborhood Connections, BioEnterprise, Towards Employment, Midtown, Cleveland
Neighborhood Progress, Greater Circle Living, University Circle, Inc., ECDI.
251 Anchor Employees in
Greater University Circle
450 New Residents
$2.8 million of
incentives;
$13.8 million
leveraged
78 homes
purchased; 135
apartments rented in GUC
neighborhoods
193% Increased program usage since June
2012
Live Local
Greater Circle Living
Employer-assisted housing program in Greater University Circle
Improve access to affordable housing, assist employees in
wealth building, reduce commute times and costs, and enhance
quality of life - an opportunity to live and work close to
world-class cultural institutions and services
Targeted Employer-Assisted Housing Program $ 4 Million Pool
Anchor Home Buyer Forgivable Loan: $20,000
Foundation Forgivable Loan: $10,000 ($150k income restriction for Foundation loan only)
Total homebuyer benefit available = up to $30,000
$8,000 available for exterior home repair $1,400 available for rental
Forgivable loan for down payment/closing costs for the purchase of an owner-
occupied home Matching funds for exterior renovations One month’s rental payment in Greater University Circle
Eligible for use in parts of Buckeye/Shaker, Fairfax, Hough, Glenville, Little Italy, University Circle, including a portion of the City of East Cleveland
Program Use – since inception, 251 employees have used the program, including family members 450 new residents
Home purchase prices range from $16,000 to $549,000
Household income ranged from $17,500 to $486,000
Average Income is $93,000
Increased program usage by 193% since re-launch in 2012
80.4
19.6
Dollars Leveraged Amount of GCL Incentives Invested $2.8
Total Amount Leveraged $13.8 million
512 Jobs created/retained
in the Health Tech Corridor
$67 million
invested;
$38 million leveraged in the Health Tech Corridor
100 gigabit project; 15 supply chain leads; 10 NextStep graduates;
2 RFPs (MailHub/Sterilization)
85% Occupancy
Rate in Midtown;
450,000 SF high quality post incubator and lab space
Buy Local
$288 million private investment raised by
companies in last 3 years
50,000+students
50,000+med/tech employees
1 million SF new/renovated commercial space
2,640 new or retained jobs since 2008
$4 Billion invested
$1 Billion planned
INVESTMENT IN HTC
6,818 Total New Hires by Anchors first three
quarters 2014
451 Total New Hires
by Anchors first three quarters 2014 from
GUC (6.6%); 18.3% of new hires from
Cleveland
61 Step Up to UH
GUC graduates; 75% retention 24 months.
50 new GUC hires per year Clinic goal
15 average
monthly attendance of UH GUC Employee
Resource Group
Hire Local
1,500 NeighborUP!
members
$175,000 Neighborhood
Connection grants in GUC
100 average
monthly attendance at GUC Network
Nights
750 acts of
mutual support facilitated during Network Night’s
Marketplace program
Community Engagement
(Connect)
Largest grassroots grant-making program in the country
Award $650,000/annually; over 2000 grantee groups
$7 million awarded to-date
2011, joined the GUC community wealth building initiative
Doorways and Practices in the Network
NC Grants
City Repair
Race Space
Peaceful Neighborhoods
Communication
GUC
Wealth
Health
Living Rooms
Commodore
Circle North
Neighbor Circles
Network Nite
Neighbor Nite
Marketplace
Celebration Event
Story Collection
Small Group
One on Ones
Linking Residents to Employment
Anchors, other Employers,
Apprenticeships
Neighborhood Residents
Transportation
Supports for Success
Building Skills
Child Care
Legal
Housing Stability
GED/Basic Literacy
Softskills
Technical Training
Work Experience
Professional Networks
Career Coaching
Job leads Qualifications Application process
Health care
Job Search skills
Orientation
,
Assessme
nt,
Screening
for Career
Paths
Outreach &
Recruitment
Incumbent Workforce Development Programs
GED Class
Bridge to your Future
-- Bridge to College program for employees
-- Over 200 employees have participated
Pathway to Patient Care Assistant (PCA)
– Current UH service employees trained to become PCAs, first rung on health care career ladder
– Outcomes: 100% completion and retention at 6 mos; 80% retention rate after one year
Career Coaching
– Over 250 employees coached annually, 57% successfully obtain new jobs
Step Up to UH – backfilling jobs with GUC residents
• UH and Towards Employment
– Identify jobs, screening criteria, timeline for recruitment
• Neighborhood Connections and community development corporations
– Outreach and meeting convening
• Towards Employment
– Recruitment, coordination, screening, pre-employment soft-skills training, wraparound supports
Outcomes since July 2013:
• 61 hired to date; 50 in pipeline
• Significantly reduced interview to hire ratio, enhancing efficiency for UH and creating new opportunities for residents.
• 5rd cohort in training
• 85% retention since inception of the program
Greater University Circle Jobs Pipeline:
Step Up to UH
Change the environment. Change the
assumptions.
People are capable of extraordinary things."
--Bill Strickland, inspiration for NewBridge, and founder of
Manchester Bidwell in Pittsburgh and author of “Make the
Impossible Possible”
Inspiring Minds. Launching Careers.
42
4Our Goals
• Promote wealth-building for residents of
specific Cleveland neighborhoods
• Anchor capital so it doesn’t leak out of NE
Ohio
• Launch new Green, cooperatively-owned
companies
• Stabilize and revitalize Cleveland
neighborhoods via innovative job creation
• Develop a model for national impact
43
4Where and Why?
• 6 specific neighborhoods were identified
• Of 50,000 residents, 40% live below
poverty line
• Median household income less than
$18,500/year
• Previous attempts at economic
development failed
• “A job alone is not enough.” – We
decided to try something new…
45
4Brief History • “All Hands on Deck” Strategy: City,
Philanthropy, Business leaders, and
Residents
• ECL and E2S: started in 2009
• Evergreen Cooperative Corporation
incorporated as 501c3: 2011
• GCG: started in late 2012
• Successful home and auto ownership
programs underway
• First profit-sharing event in 2014
47
4 Other Updates
• 114 Employees
• Living in GUC: 45%
• Living in CLV: 90%
• Minorities: 83%
• Prisoner re-entry: 38%
• Home ownership: 20
• Car ownership: 8
• Total payroll since inception: $5.5mm
• Annual Property Tax: $150,000
• ECL and E2S with positive Net Income for
2014
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