Yesterday, I attended an incredibly eye-opening forum.
Its aim was to help shape future legislative efforts to improve opportunities for kids who "age out" of the foster care system. As I explained in an earlier blog, these are the young people who reach majority age (18) as foster kids, because the system was unable to find them a permanent adoptive home. Like all other kids, they face many challenges as they enter adulthood, but they must do so without the benefit of having grown up in a stable, supportive, loving family. And they don't have that family to lean on after 18, either.
Sadly, facing these hurdles, many fall through the cracks. Nationally, 56 percent become unemployed; 27 percent of males end up in jail; and 25 percent end up homeless.
I went to the forum because I want to be sure we are doing all we can to help these kids succeed as they enter adulthood. And at the forum, good ideas to assist them--including college assistance, job training, transportation, and housing--all were discussed.
But these good ideas weren't why the forum was eye-opening. What really made an impact were the handful of foster kids who helped lead the discussion. As the discussion took place, we went beyond just discussing these ideas, to really hearing how they felt. They really laid it out there. And it was sobering:
- they have been bounced around from foster home to foster home, and from case worker to case worker, and as they are, they trust adults less and less, and work less and less hard to build that trust
- one child had not seen a guardian ad litem in years; another had repeatedly not received the bus tokens she needs to get to her job and school
- one child explained that while she works hard to find jobs, her next move to a new foster home can come so suddenly, she will then have to quit that job almost right away
- some said they have experienced foster parents who seemed more concerned in collecting checks than caring for them, and perceived that too few of the dollars are spent on their needs (clothes, food, etc.); one young woman said she did not have shoes for the start of school in a few weeks
- and they expressed one basic desire: to be treated, to be perceived, and to live, as "normal" kids do. To see their siblings, as other kids do. To learn how to drive, as other kids do. To return from college on a holiday and have loved ones to spend time with, as other kids do. And to have real opportunity, in the short and long run, that others kids do.
I am confident that the young people who were in this room will not be the ones who fall through the cracks. They were bright. They were confident. They were direct, but civil.
But if we listen to and act on their input, as we must, perhaps we can create a better system that will help all their peers succeed as well.
Saturday, August 16, 2008
Thursday, August 14, 2008
Our SuperJobs Center: Great Results!
In this tough economic time, nothing matters more than helping people find and be trained for good jobs. We call it workforce development, but what it really is is jobs, jobs, jobs. And in the end, a good workforce development system is not just good for employees, but it's critical to be competitive in attracting good employers as well--because more than anything, those employers' greatest need is good, well-trained and reliable employees.
One of my assigments as a County Commissioner is that I represent the County on the Workforce Investment Board, which guides and oversees our workforce development efforts (which primarily occur at our Super Jobs Center on Central Parkway). And today we received the year-end results of the work done under the WIB Board. Bottom line: we've made huge progress!
From July 2007 to June 2008, the Super Jobs Center met every performance goal we had set, sometimes in dramatic fashion. A few examples:
- Job Center Registrants totaled 25,671—366% of goal
- Total Full-Time Employments totaled 3,539—153% of goal
(Ex-offender Employments, one of our focus areas, totaled 303—three times the goal)
- Employment in High Demand industries (like health care, construction, customer
service) totaled 1,247—328% of goal
- Retention rate for employment was 87.8%--103% of goal
- Total employers served was 1,102—153% of goal
And in case anyone wonders if we set our standards too low, when we look around the state, no other county comes close to our success. Using the state's measuring stick, we had 3,809 job placements in 2007. Summit County was the next leading county, at 1812. Next was Cuyahoga County at 1435, and then Franklin County at 919. We more than doubled the next best performer!
Needless to say, outstanding work led to these results--even in a tough environment. Thanks to the leadership (including Mayor Mallory) and all the staff at the WIB, County, SuperJobs and associated agencies for achieving these results.
Also needless to say, in this tough economy, we can't rest on our laurels. We need to build on our results to help even more citizens find and be prepared for good jobs, and to help even more employers find the best-prepared employees anywhere in the state.
Finally, this is another good example of what happens when the City and County work together.
One of my assigments as a County Commissioner is that I represent the County on the Workforce Investment Board, which guides and oversees our workforce development efforts (which primarily occur at our Super Jobs Center on Central Parkway). And today we received the year-end results of the work done under the WIB Board. Bottom line: we've made huge progress!
From July 2007 to June 2008, the Super Jobs Center met every performance goal we had set, sometimes in dramatic fashion. A few examples:
- Job Center Registrants totaled 25,671—366% of goal
- Total Full-Time Employments totaled 3,539—153% of goal
(Ex-offender Employments, one of our focus areas, totaled 303—three times the goal)
- Employment in High Demand industries (like health care, construction, customer
service) totaled 1,247—328% of goal
- Retention rate for employment was 87.8%--103% of goal
- Total employers served was 1,102—153% of goal
And in case anyone wonders if we set our standards too low, when we look around the state, no other county comes close to our success. Using the state's measuring stick, we had 3,809 job placements in 2007. Summit County was the next leading county, at 1812. Next was Cuyahoga County at 1435, and then Franklin County at 919. We more than doubled the next best performer!
Needless to say, outstanding work led to these results--even in a tough environment. Thanks to the leadership (including Mayor Mallory) and all the staff at the WIB, County, SuperJobs and associated agencies for achieving these results.
Also needless to say, in this tough economy, we can't rest on our laurels. We need to build on our results to help even more citizens find and be prepared for good jobs, and to help even more employers find the best-prepared employees anywhere in the state.
Finally, this is another good example of what happens when the City and County work together.
Wednesday, August 13, 2008
Big Changes To Spark Economic Growth
Today, myself and Todd Portune were excited to join the City in a collective effort that will have positive repercussions for years to come. We are greatly empowering our Port Authority so that it can truly quarterback exciting economic development and job creation efforts throughout Hamilton County--which is the best long run strategy to "grow" out of our current economic and budget doldrums.
Other city/county port authorities throughout the state have been able to forge far more economic and job growth because they have broader authority, and today’s changes take Cincinnati/Hamilton County’s port to the same high level. Under the changes, the Port will now be poised to do $50-100 Million of new development each year. This could include everything from brownfield development to taking back abandoned properties that are blighting our communities.
From my perspective, this is long overdue change that will jump-start economic progress.
There was a good deal of rhetoric from one commissioner (some misleading) as we passed this agreement about eminent domain. Fortunately, the facts differ from the rhetoric: today, we also unanimously passed the most restrictive, transparent eminent domain policy the County has ever had.
Before today, the Port was not required to inform or obtain approval from the Board of County Commissioners for most actions of eminent domain (although it did not proceed in that way, thankfully). Now, the new County policy requires, for any location in the County, a formal request by the Port, public notice, a public hearing, and an affirmative vote by the County Commissioners to approve or disapprove of any such request by the Port Authority. Absent an affirmative vote, a request is deemed denied and the Port can not move forward.
The new policy therefore assures real accountability and transparency, and that the approval ultimately rests with elected officials, as it should.
Overall, this is a big step forward, and once again represents positive City-County collaboration. Thanks to Commissioner Portune and members of City Council for their hard work in this arena.
Here's a story summarizing what we did: http://news.cincinnati.com/apps/pbcs.dll/article?AID=/20080814/BIZ01/808140385/1076/BIZ
Other city/county port authorities throughout the state have been able to forge far more economic and job growth because they have broader authority, and today’s changes take Cincinnati/Hamilton County’s port to the same high level. Under the changes, the Port will now be poised to do $50-100 Million of new development each year. This could include everything from brownfield development to taking back abandoned properties that are blighting our communities.
From my perspective, this is long overdue change that will jump-start economic progress.
There was a good deal of rhetoric from one commissioner (some misleading) as we passed this agreement about eminent domain. Fortunately, the facts differ from the rhetoric: today, we also unanimously passed the most restrictive, transparent eminent domain policy the County has ever had.
Before today, the Port was not required to inform or obtain approval from the Board of County Commissioners for most actions of eminent domain (although it did not proceed in that way, thankfully). Now, the new County policy requires, for any location in the County, a formal request by the Port, public notice, a public hearing, and an affirmative vote by the County Commissioners to approve or disapprove of any such request by the Port Authority. Absent an affirmative vote, a request is deemed denied and the Port can not move forward.
The new policy therefore assures real accountability and transparency, and that the approval ultimately rests with elected officials, as it should.
Overall, this is a big step forward, and once again represents positive City-County collaboration. Thanks to Commissioner Portune and members of City Council for their hard work in this arena.
Here's a story summarizing what we did: http://news.cincinnati.com/apps/pbcs.dll/article?AID=/20080814/BIZ01/808140385/1076/BIZ
Tuesday, August 12, 2008
Criminal Justice Commission Succeeding In Relieving Overcrowding
A story in the Enquirer today highlighted something we have known for quite some time: work being done to deal with our jail overcrowding crisis and reduce recidivism is making a real difference, and "early releases" are way down.
http://news.cincinnati.com/apps/pbcs.dll/article?AID=/20080812/NEWS01/808120315&referrer=FRONTPAGECAROUSEL
As I have often said, the voters gave us a mandate the last two Novembers: they clearly don't support paying for any more jailspace or dollars into the criminal justice system. They want us to more effectively use the resources and space we already have to deal with the issue.
And that's exactly what we're doing. Thanks to the leadership of the Criminal Justice Commission and countless individuals and agencies, it's starting to show results. No early releases of men this year, even with fewer jailspaces available. Just as the voters asked, we are doing more with less--which is in stark contrast to the prior majority.
While, as often happens, the media likes to focus on the surface/politics of a story, the real story regarding this turn-around is in the details--and the very hard and diligent work being done by a lot of people, both within and beyond County government, to get the job done.
The Enquirer listed a number of these efforts:
• The county is billing local jurisdictions for jail beds if the inmate is there solely on a city charge such as Cincinnati's marijuana ordinance.
• Judges are using all available electronic monitoring units (house arrest) as alternatives to jail.
• In cases where an inmate also has charges from another jurisdiction, the court now holds an extradition hearing 10 days before the inmate's release so the inmate can be transferred immediately.
• The county is sending more inmates to River City, a drug and alcohol treatment center.
• If an inmate is charged with both misdemeanors and felonies stemming from one case, the charges are dealt with together to eliminate duplication and save time.
• A re-entry program evaluates inmate needs and directs them to individualized alternative sentencing and treatment programs.Other ideas in the works include:
• Certifying another building as a minimum security jail for DUI offenders.
• Developing a program to measure how well recidivism programs are working.
• Studying ways to reduce the time inmates are in jail for things such as DNA tests.
• Expanding the electronic monitoring program.
• Expanding day reporting and job placement efforts for inmates.
• A mental health summit looked at ways to help the mentally ill who are in jail.
• Creating a certificate of rehabilitation that would help inmates get jobs after release.
These are all efforts stemming from the Criminal Justice Commission's work. And there are many more steps to come.
Someday down the road, my hope is that Hamilton County will become a model County of how you deal with high recidivism and overcrowding the right way--and how to put an end to expensive "band-aids" (like renting jailspace at exorbitant costs) that don't get the job done.
Thanks to all those folks--judges, County court employees, outside agencies, volunteers, law enforcement--who are helping make the difference.
http://news.cincinnati.com/apps/pbcs.dll/article?AID=/20080812/NEWS01/808120315&referrer=FRONTPAGECAROUSEL
As I have often said, the voters gave us a mandate the last two Novembers: they clearly don't support paying for any more jailspace or dollars into the criminal justice system. They want us to more effectively use the resources and space we already have to deal with the issue.
And that's exactly what we're doing. Thanks to the leadership of the Criminal Justice Commission and countless individuals and agencies, it's starting to show results. No early releases of men this year, even with fewer jailspaces available. Just as the voters asked, we are doing more with less--which is in stark contrast to the prior majority.
While, as often happens, the media likes to focus on the surface/politics of a story, the real story regarding this turn-around is in the details--and the very hard and diligent work being done by a lot of people, both within and beyond County government, to get the job done.
The Enquirer listed a number of these efforts:
• The county is billing local jurisdictions for jail beds if the inmate is there solely on a city charge such as Cincinnati's marijuana ordinance.
• Judges are using all available electronic monitoring units (house arrest) as alternatives to jail.
• In cases where an inmate also has charges from another jurisdiction, the court now holds an extradition hearing 10 days before the inmate's release so the inmate can be transferred immediately.
• The county is sending more inmates to River City, a drug and alcohol treatment center.
• If an inmate is charged with both misdemeanors and felonies stemming from one case, the charges are dealt with together to eliminate duplication and save time.
• A re-entry program evaluates inmate needs and directs them to individualized alternative sentencing and treatment programs.Other ideas in the works include:
• Certifying another building as a minimum security jail for DUI offenders.
• Developing a program to measure how well recidivism programs are working.
• Studying ways to reduce the time inmates are in jail for things such as DNA tests.
• Expanding the electronic monitoring program.
• Expanding day reporting and job placement efforts for inmates.
• A mental health summit looked at ways to help the mentally ill who are in jail.
• Creating a certificate of rehabilitation that would help inmates get jobs after release.
These are all efforts stemming from the Criminal Justice Commission's work. And there are many more steps to come.
Someday down the road, my hope is that Hamilton County will become a model County of how you deal with high recidivism and overcrowding the right way--and how to put an end to expensive "band-aids" (like renting jailspace at exorbitant costs) that don't get the job done.
Thanks to all those folks--judges, County court employees, outside agencies, volunteers, law enforcement--who are helping make the difference.
Monday, August 11, 2008
A Second Chance for Dropouts
Today, Todd Portune, I, the President of Cincinnati State, and a team of outstanding agencies announced the kickoff of an initiative we have been working on for some time.
It's called Connect2Success, and it's a comprehensive effort to identify high school dropouts from across the County, and reconnect them to a path of opportunity--either education, or job training, or both. For more details, see: http://www.wcpo.com/news/local/story.aspx?content_id=d30f7d47-8919-4a7c-8265-976776d2f7f3.
We're not reinventing the wheel through new programs--instead, we're undertaking a systematic effort that, working with Cincinnati State, CPS and other partners, will identify as many high school dropouts as we can, and through one-on-one interaction and the best agencies our community has to offer, get them back on the right track. The initial goal is to identify and get on track 700 dropouts.
This is not an isolated approach, but is part of our broader strategy to use County programs and resources to support and complement our schools' critical efforts to educate our children. Along those lines, we have supported more after school programs, early childhood education, and now this effort.
I am confident that the investment we're making in Connect2Succes (not from our general fund, by the way), will be paid back many times over in the positive difference it will make in the lives of the young people affected, and their ultimate contribution to our community. Needless to say, for every child we get back on track, we also avoid the far higher costs our community pays for the problems too often associated with high school dropouts.
It's called Connect2Success, and it's a comprehensive effort to identify high school dropouts from across the County, and reconnect them to a path of opportunity--either education, or job training, or both. For more details, see: http://www.wcpo.com/news/local/story.aspx?content_id=d30f7d47-8919-4a7c-8265-976776d2f7f3.
We're not reinventing the wheel through new programs--instead, we're undertaking a systematic effort that, working with Cincinnati State, CPS and other partners, will identify as many high school dropouts as we can, and through one-on-one interaction and the best agencies our community has to offer, get them back on the right track. The initial goal is to identify and get on track 700 dropouts.
This is not an isolated approach, but is part of our broader strategy to use County programs and resources to support and complement our schools' critical efforts to educate our children. Along those lines, we have supported more after school programs, early childhood education, and now this effort.
I am confident that the investment we're making in Connect2Succes (not from our general fund, by the way), will be paid back many times over in the positive difference it will make in the lives of the young people affected, and their ultimate contribution to our community. Needless to say, for every child we get back on track, we also avoid the far higher costs our community pays for the problems too often associated with high school dropouts.
Sunday, August 10, 2008
Initial Budget-Cutting Survey Results
Last week (http://cincypeptalk.blogspot.com/2008/08/survey-how-would-you-close-20m-budget.html), I asked readers to make choices about how they would balance our budget. So far, 78 people filled out the survey, and the results are interesting, although not altogether suprising.
I'm sure more will trickle in, but of those indicating what neighborhood they were from, more than half were from outside the City of Cincinnati, so there is some geographical balance to the results.
I can't go through every datapoint, but thought I'd share some general trends:
1. Top Cuts: Bureacuracy
The top answers selected for how to save money were generally in the nature of cutting bureaucracy and encouraging efficiency:
- Eliminate all perks and unnecessary spending such as subscriptions, travel and take home cars (72.7%*)
- Managed competition for County vehicle maintenance and repair, and other services (70.1%)
- Eliminate duplicative County/City criminal prosecution efforts (68.8%)
- Eliminate all non-emergency cellphones for County employees (67.5%)
The other item that rose to the top was that 70% chose to ask townships to either pay all, or a greater share of, the Sheriff's patrols they receive. (This one's been in the press lately).
2. More than 50%
After these items, a number of cuts received a majority support:
- Require all elected official and senior managers to pay for parking (53.2%)
- Charge full rate to City for indigent defense costs (53.2%)
- Continue hiring freeze (51.9%)
The next highest was selling County properties at 44.2%
3. Lukewarm response
Respondents seemed more hesitant to select items that appeared to negatively impact employees, but generally did choose these items over direct cuts in services:
- Institute furloughs/unpaid voluntary leaves (40.3%)
- Salary freeze for all County employees (36.4%)
- Eliminate positions across all County departments (36.4%)
- Salary cuts for all top management (32.5%)
- Require elected officials to give back pay raises (33.8%)
- Considerable lower was reducing County employee health care benefits (20.8%)
4. Most protected: safety, direct services, economic development
With a few exceptions, Respondents were most hesitant to cut into direct services, whether they be safety, economic development, or prevention.
- Close county offices/service on Fridays (31.2%)
- Eliminate hundreds of jail beds/replace with EMU (28.6%)
- Close several floors of Queensgate (22.1%)
- Suspend the Home Improvement Program (16.9%)
- Reduce economic development work by 1/2 (15.6%)
- Reduce capacity of juvenile detention facility (10.4%)
- Eliminate all economic development work (9.1%)
- Eliminate courthouse security (9.1%)
- Reduce buildings and inspections/zoning capacity (9.1%)
- Suspend road repair and maintenance (5.2%)
- Reduce juvenile crime prevention/intervention programs (3.9%)
- Reduce snowplowing and pothole maintenance (2.6%)
- Eliminate Project Disarm (prosecution of gun crimes) (2.6%)
On the other hand, 36.4% said they'd be willing to increase fees for certain services.
5. Taxes
Finally, 41.6% said they'd be willing to raise the sales tax 1/4 cent--which alone achieved the $20M savings (but many respondents wanted to make additional budget cuts anyway).
61% said they'd be willing to add a cigarette tax to offset building costs
44.2% said they'd be willing to increase the property transfer tax
It's not too late to send in a survey--and I'll provide an update if anything significant changes.
* The top numbers may seem lower than you'd expect, but that's because for those respondents who chose to increase the sales tax, a number made few or no cuts (pushing down the percentage for all of them).
I'm sure more will trickle in, but of those indicating what neighborhood they were from, more than half were from outside the City of Cincinnati, so there is some geographical balance to the results.
I can't go through every datapoint, but thought I'd share some general trends:
1. Top Cuts: Bureacuracy
The top answers selected for how to save money were generally in the nature of cutting bureaucracy and encouraging efficiency:
- Eliminate all perks and unnecessary spending such as subscriptions, travel and take home cars (72.7%*)
- Managed competition for County vehicle maintenance and repair, and other services (70.1%)
- Eliminate duplicative County/City criminal prosecution efforts (68.8%)
- Eliminate all non-emergency cellphones for County employees (67.5%)
The other item that rose to the top was that 70% chose to ask townships to either pay all, or a greater share of, the Sheriff's patrols they receive. (This one's been in the press lately).
2. More than 50%
After these items, a number of cuts received a majority support:
- Require all elected official and senior managers to pay for parking (53.2%)
- Charge full rate to City for indigent defense costs (53.2%)
- Continue hiring freeze (51.9%)
The next highest was selling County properties at 44.2%
3. Lukewarm response
Respondents seemed more hesitant to select items that appeared to negatively impact employees, but generally did choose these items over direct cuts in services:
- Institute furloughs/unpaid voluntary leaves (40.3%)
- Salary freeze for all County employees (36.4%)
- Eliminate positions across all County departments (36.4%)
- Salary cuts for all top management (32.5%)
- Require elected officials to give back pay raises (33.8%)
- Considerable lower was reducing County employee health care benefits (20.8%)
4. Most protected: safety, direct services, economic development
With a few exceptions, Respondents were most hesitant to cut into direct services, whether they be safety, economic development, or prevention.
- Close county offices/service on Fridays (31.2%)
- Eliminate hundreds of jail beds/replace with EMU (28.6%)
- Close several floors of Queensgate (22.1%)
- Suspend the Home Improvement Program (16.9%)
- Reduce economic development work by 1/2 (15.6%)
- Reduce capacity of juvenile detention facility (10.4%)
- Eliminate all economic development work (9.1%)
- Eliminate courthouse security (9.1%)
- Reduce buildings and inspections/zoning capacity (9.1%)
- Suspend road repair and maintenance (5.2%)
- Reduce juvenile crime prevention/intervention programs (3.9%)
- Reduce snowplowing and pothole maintenance (2.6%)
- Eliminate Project Disarm (prosecution of gun crimes) (2.6%)
On the other hand, 36.4% said they'd be willing to increase fees for certain services.
5. Taxes
Finally, 41.6% said they'd be willing to raise the sales tax 1/4 cent--which alone achieved the $20M savings (but many respondents wanted to make additional budget cuts anyway).
61% said they'd be willing to add a cigarette tax to offset building costs
44.2% said they'd be willing to increase the property transfer tax
It's not too late to send in a survey--and I'll provide an update if anything significant changes.
* The top numbers may seem lower than you'd expect, but that's because for those respondents who chose to increase the sales tax, a number made few or no cuts (pushing down the percentage for all of them).
Saturday, August 9, 2008
Job #1: Keeping Our Young People Here
Both today and yesterday, I spoke to groups of talented, ambitious high schoolers and college kids about what may, in the end, be the most important topic of all the ones that come up -- how do we keep them here?
Amid all the issues that come up day to day in our meetings, on our television sets, in our newspapers, none will make a bigger difference to our community's future than answering that question correctly, and proactively.
We know that today's economy is all about educated and talented people. Don't get me wrong: having a stable of large companies here is an enormous asset and competitive advantage. But the days where that is enough for a community to succeed are over.
Today's rapidly evolving economy is all about talented, educated, cutting edge workers. Companies will start in, and companies will move to, the places where that talent wants to be. If you are a place that produces, attracts and keeps that talent, you will grow economically. If you are not, you will not.
It's no secret, we are not doing nearly as well as we should on this score in recent decades. Too many are moving East and West--not short term, but forever. This is an Ohio problem, and it is a Greater Cincinnati problem. If it continues, we will not succeed on any measure.
What do we do to fix it? Too much to amplify in one entry, but to me, here are five basics:
GENERATE THE TALENT.
1) Education, education, education!! Without an education system generating legions of home-grown talent (from all parts of the community), you will fail. Enough said.
ATTRACT/KEEP THE TALENT.
2) Create a physical space in which young people can live, work and play: the reason why revitalizing our entire downtown basin between the river (Kentucky side and "The Banks") to Clifton, including OTR, is so important, is that if we do our job right, the entire basin is our best "neighborhood" to compete with the Bostons, New Yorks and Chicagos of the world. It is urban cores that look and feel like these that are cleaning our clock when it comes to creating the dynamism and excitement that draws young people to the heart of cities. A safe Over the Rhine, and a completed Banks, will give us the very types of urban neighborhoods teeming with young, diverse residents that we have not had before. Together, these communities can create the type of organic, dynamic, 24/7 environment where people easily socialize beyond their narrow office social circle, or their old friends from growing up. Or where they walk to work . . . or to go out, or just hang out. This is the exact environment that people are flocking to in these other cities. The good news is we're moving forward to create the same type of space here.
3) "Sell" the area while the audience is here.
a) For all those who are raised and being educated in Cininnati, we have 18 years to make the pitch. Stay here. Or if you leave to college, or go see the world a little in your 20s (which is what I did), come back here when you're done and are looking for a permanent home. We want you, the education and passion we gave you while you were here, and all your talents, to be right here in Cincinnati, applied to make our community better. Making this sales pitch means we have to get far more organized in speaking to our young people, educating them about our entire community and its opportunities, helping them build networks amongst themselves and across our many boundaries so they know one another as they get older, and making this a fun enough place to have grown up so they have a reason to stay or come back later. A lot of work to do here.
b) For those who come here to college, or to work at P&G or other companies that drew them here from somewhere else, we have an even shorter time frame to get them to stay. So we have to get to work right away. Trivia question--what do Scott Case (founder of AOL), Meg Whitman (former CEO of Ebay), Steve Ballmer (CEO of Microsoft) all have in common? They all lived in Cincinnati in their 20s (unfortunately, they all left to find long-term success elsewhere). We need to do all we can to reach out and make these folks feel like this is their home, and that we want them here. That if they get antsy and want to start their own business, they should do so here. We are lucky that talented people are passing through our community, but we need to work harder to tap into that stream of talent while it's flowing through. And we need the cooperation of employers if we are to succeed at this (ie. not suggesting they rent a place in Mason, when most young people would prefer an urban setting). The Chamber and other organizations are doing good work in this area.
4) We need a diversified, enterpreneurial economy. This is somewhat of a chicken and an egg issue. But we need to provide a breadth and depth of job opportunities so that we have a place for young people who want to pursue all sorts of economic opportunities, including creatively going out on their own. If they feel they have to leave Cincinnati to pursue the job opportunities they want, we will lose.
5) Finally, we need a social/political environment that is and feels open. That celebrates diversity. That is tolerant of others. That allows people to thrive whatever their age or background. For many younger people, such an environment is a basic requrement as to where they choose to live. A stifling environment will drive them away. The good news is we are making progress in this area on many fronts.
This is a lot to do, and clearly something that is less about government policy than the broader direction of the community and all of its players. But in terms of long-term competitiveness and viability, nothing is more important than achieving this overall goal.
I'd love to hear your thoughts on this . . . .
Amid all the issues that come up day to day in our meetings, on our television sets, in our newspapers, none will make a bigger difference to our community's future than answering that question correctly, and proactively.
We know that today's economy is all about educated and talented people. Don't get me wrong: having a stable of large companies here is an enormous asset and competitive advantage. But the days where that is enough for a community to succeed are over.
Today's rapidly evolving economy is all about talented, educated, cutting edge workers. Companies will start in, and companies will move to, the places where that talent wants to be. If you are a place that produces, attracts and keeps that talent, you will grow economically. If you are not, you will not.
It's no secret, we are not doing nearly as well as we should on this score in recent decades. Too many are moving East and West--not short term, but forever. This is an Ohio problem, and it is a Greater Cincinnati problem. If it continues, we will not succeed on any measure.
What do we do to fix it? Too much to amplify in one entry, but to me, here are five basics:
GENERATE THE TALENT.
1) Education, education, education!! Without an education system generating legions of home-grown talent (from all parts of the community), you will fail. Enough said.
ATTRACT/KEEP THE TALENT.
2) Create a physical space in which young people can live, work and play: the reason why revitalizing our entire downtown basin between the river (Kentucky side and "The Banks") to Clifton, including OTR, is so important, is that if we do our job right, the entire basin is our best "neighborhood" to compete with the Bostons, New Yorks and Chicagos of the world. It is urban cores that look and feel like these that are cleaning our clock when it comes to creating the dynamism and excitement that draws young people to the heart of cities. A safe Over the Rhine, and a completed Banks, will give us the very types of urban neighborhoods teeming with young, diverse residents that we have not had before. Together, these communities can create the type of organic, dynamic, 24/7 environment where people easily socialize beyond their narrow office social circle, or their old friends from growing up. Or where they walk to work . . . or to go out, or just hang out. This is the exact environment that people are flocking to in these other cities. The good news is we're moving forward to create the same type of space here.
3) "Sell" the area while the audience is here.
a) For all those who are raised and being educated in Cininnati, we have 18 years to make the pitch. Stay here. Or if you leave to college, or go see the world a little in your 20s (which is what I did), come back here when you're done and are looking for a permanent home. We want you, the education and passion we gave you while you were here, and all your talents, to be right here in Cincinnati, applied to make our community better. Making this sales pitch means we have to get far more organized in speaking to our young people, educating them about our entire community and its opportunities, helping them build networks amongst themselves and across our many boundaries so they know one another as they get older, and making this a fun enough place to have grown up so they have a reason to stay or come back later. A lot of work to do here.
b) For those who come here to college, or to work at P&G or other companies that drew them here from somewhere else, we have an even shorter time frame to get them to stay. So we have to get to work right away. Trivia question--what do Scott Case (founder of AOL), Meg Whitman (former CEO of Ebay), Steve Ballmer (CEO of Microsoft) all have in common? They all lived in Cincinnati in their 20s (unfortunately, they all left to find long-term success elsewhere). We need to do all we can to reach out and make these folks feel like this is their home, and that we want them here. That if they get antsy and want to start their own business, they should do so here. We are lucky that talented people are passing through our community, but we need to work harder to tap into that stream of talent while it's flowing through. And we need the cooperation of employers if we are to succeed at this (ie. not suggesting they rent a place in Mason, when most young people would prefer an urban setting). The Chamber and other organizations are doing good work in this area.
4) We need a diversified, enterpreneurial economy. This is somewhat of a chicken and an egg issue. But we need to provide a breadth and depth of job opportunities so that we have a place for young people who want to pursue all sorts of economic opportunities, including creatively going out on their own. If they feel they have to leave Cincinnati to pursue the job opportunities they want, we will lose.
5) Finally, we need a social/political environment that is and feels open. That celebrates diversity. That is tolerant of others. That allows people to thrive whatever their age or background. For many younger people, such an environment is a basic requrement as to where they choose to live. A stifling environment will drive them away. The good news is we are making progress in this area on many fronts.
This is a lot to do, and clearly something that is less about government policy than the broader direction of the community and all of its players. But in terms of long-term competitiveness and viability, nothing is more important than achieving this overall goal.
I'd love to hear your thoughts on this . . . .
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