Public Spaces & Other “Hidden” Assets for Economic and Community Development January 9, 2014 – Tipton, IN Scott Hutcheson, Ph.D. Purdue Extension Purdue Center for Regional Development

Goals for Tonight Learn about our community’s “hidden” economic and community development assets Explore the idea of “public spaces” as one of those hidden assets Understand how other communities are developing asset-based economic growth strategies Consider how you could better leverage your unique assets in Tipton County

Our Grandparents Built the Indiana Economy on Our Assets Rich soils Waterways: Lake Michigan and the Ohio River Crossroads of America What were our community’s greatest economic assets 100 years ago?

Our Grandchildren Will Inherit an Economy Based on a New Set of Assets Talent & Brainpower Innovation & Entrepreneurship New Narratives Quality, Connected Places New Ways to Collaborate

Five Asset Networks New Businesses Small Businesses Growing Businesses K-12 Workforce Training Higher Education Capacity for Innovation Storytellers Social Media Heritage Folklore Public Spaces Infrastructure Broadband Incubators Social Capital Partnerships  Strategic Alliances  New Models

Focusing on Assets: A Glass Half Full 1.The Talent of Our People 2.Our Capacity for Innovation 3.Our Fastest Growing Companies 4.Our Most Vibrant Industries 5.Our Skills for Telling New Stories 6.Our Ability to Connect People & Ideas 7.Our Capacity to Collaborate

The Talent of Our People: Occupational Clusters An “Occupational Cluster” is a group of related occupations The Purdue Center for Regional Development has defined 21 basic Occupational Clusters Many communities have a higher concentration than average of one or more clusters Occupational Clusters can be part of an economic development strategy

Occupational Cluster: Ideas in Action Bring together Information Technology professionals to foster new ideas for high tech start-ups

Occupational Clusters: The Talent of Our People LQ = Location Quotient. The US LQ for each cluster is set at Anything above that means there is a greater concentration than the overall US. For example, an LQ of 1.80 means that a cluster had 80% more jobs than the US. ClusterTiptonIndiana Agribusiness, Food Processing & Technology Skilled Production Workers Engineering and Related Sciences Data

Agribusiness & Food Technology Farm, ranch, and other agricultural managersFarm, ranch, and other agricultural managers Farmers and ranchers Purchasing agents and buyers, farm productsPurchasing agents and buyers, farm products Food scientists and technologistsFood scientists and technologists Agricultural and food science techniciansAgricultural and food science technicians Biological technicians Chemical technicians Farm and home management advisorsFarm and home management advisors Veterinarians Pesticide handlers, sprayers, and applicators, vegetationPesticide handlers, sprayers, and applicators, vegetation Supervisors, farming, fishing, and forestry workersSupervisors, farming, fishing, and forestry workers Agricultural inspectors Animal breeders Log graders and scalers Water and liquid waste treatment plant and system operatorsWater and liquid waste treatment plant and system operators

Occupational Clusters: Questions to Consider Did a look at Occupational Clusters give us any new insights? What explanation might there be for our occupational strengths? Do we need to find out more about our Occupational Cluster assets?

The Talent of Our People: Our Capacity for Innovation Capacity for Innovation can provide valuable insights Innovation is defined as the new products, services, processes, and business models that get translated into business growth The Purdue Center for Regional Development has created an Innovation Index The index is a simple way to look at lots of different factors related to innovation.

Innovation Index: Ideas in Action Think of a high ratio of “small firms” as an asset and launch a business growth program

Our Capacity for Innovation Tipton

Our Capacity for Innovation

Innovation Index: Questions to Consider Did a look at Innovation Index give us any new insights? Which of the index factors that showed good capacity did you find most interesting? Do we need to find out more about our innovation assets?

Our Fastest Growing Companies: Second-Stage Firms Most economic growth comes from 2 nd -Stage firms –Privately-held firms –10-99 employees –$750K-10 million in annual revenue –Dealing with growth issues instead of survival issues –Intend and capacity to keep growing

What Do Second-Stage Businesses Need? Help in re-articulating and realigning with their Core Business Strategy Market Intelligence to answer important questions Leadership & management team development to makes sure people are slotted right

Second-Stage Firms: Ideas in Action Littleton, Colorado Littleton, CO developed and began to execute the strategy in 1989 Focused on “wealth” creation not “job” creation Eliminated all incentives and tax breaks for business recruitment Since 1989, more than doubled the number of jobs from 15,000 to 35,000 Sales tax revenue tripled from $6.8 million to $19.6 million

Second Stage Firms in Our Community EstablishmentsJobs Size of FirmIndianaTiptonIndianaTipton Self-Employed29%29.4%3.7%5.1% Stage 1 (1-9)59.3%59.8%23.2%22.9% Stage 2 (10-99)10.5%9.9%35.2%31.2% Stage 3 ( ).1%.7%22.5%13.2% Stage 4 (500+)0.1% 15.5%27.5%

Second-Stage Firms: Questions to Consider What insights do we gain by considering the role of second-stage companies in our local economy? What do we currently offer our second-stage firms? –Companies to Watch –Participation in the Indiana Business Growth Network

Vibrant Industries: Clusters Industry Clusters can be nurtured and supported –Articulated –Activated –Accelerated –Accessing

Industry Clusters: Ideas in Action Appalachian Ohio’s Salsa Cluster 20-plus boutique salsa businesses in the region $700,000 annual sales among new businesses Trains over 200 existing and emerging entrepreneurs annually 350 gallons and 445 lbs of fresh and preserved foods delivered to the region’s food pantries each year

Industry Clusters: Our Community’s Most Vibrant Industries ClusterTiptonIndiana Glass & Ceramics Agribusiness, Food Processing & Technology Transportation Equipment Manufacturing Machinery Manufacturing Forest & Wood Products Number of Establishments (data for 2012)

Glass & Ceramics The glass and ceramics cluster includes industries that transform non-metallic minerals, such as sand, gravel, stone, and clay, into products for immediate or final consumption. The cluster also includes industries that pertain to metal products through heat treating, etching, coating, and the like. Establishments within this cluster often use materials extracted from mining operations.

Industry Clusters: Questions to Consider Did a look at Industry Clusters give us any new insights? What explanation might there be for our industry strengths? Do we need to find out more about our Industry Cluster assets?

New Narratives: Telling Stories: Every community has a “narrative” or a story that is being created. We need to pay attention to the story we are telling ourselves and the one those outside our community are telling about us. We have the power to shape these narratives.

Lots of Ways to Create Stories…

New Narratives: Ideas in Action L.A.’s Sunset Strip The Sunset Strip in LA was in decline The ownership of the famed “Roxy” nightclub began using Twitter Others followed, a new story emerged, and the neighborhood has been transformed

New Narratives: What’s the Buzz “Don’t go the the KFC in Tipton, Indiana. I’ve been waiting in line for 8 years” Why do my parents in *&^% Tipton, Indiana. I *&^%# hate this little town.

New Narratives: What’s the Buzz

Quality Connected Places: Infrastructure Traditional Roads & Interstates Rail Water Electricity Water & Sewer Emerging Public Spaces Sidewalks Trails Bike Lanes Third Places Broadband WiFi

Public Spaces: Creating Economic, Social, and Environmental Value Public space is all around us, a vital part of everyday urban life: the streets we pass through on the way to school or work, the places where children play, or where we encounter nature and wildlife; the local parks in which we enjoy sports, walk the dog and sit at lunchtime; or simply somewhere quiet to get away for a moment from the bustle of a busy daily life. In other words, public space is our open-air living room, our outdoor leisure centre. The Value of Public Spaces: How High Quality Parks & Public Spaces Create Economic, Social, & Environmental Value, Bartlett School of Planning, University College London.

Public Spaces: Ideas in Action Three Oaks, MI Renovated dilapidated downtown theatre to show classic films – Opened in 1996 with a showing of Citizen Kane. Opened art gallery in the lobby Now a ‘fine arts” theatre Averages over 1,000 customers per week Community now hosts film festivals

Public Spaces: Economic Value Job creation through public and private investment for construction, administration, programs, maintenance, etc. Jobs generated through indirect spending of visitors Increased property values for nearby residents and businesses Decreased health care expenditures from healthier lifestyle Non-use values such as conservation Natural system values such as surface water retention, carbon sequestration, etc. Fausold and Lilieholm, (1999).

Public Spaces: Environmental Value One tree, over a 50-year lifespan… Generates $31,250 worth of oxygen Provides $62,000 worth of air pollution control Recycles $37,500 worth of water Controls $31,250 worth of soil erosion Sherer, P. (2006).

Public Spaces: Social Value “When properly designed and cared for, they [public spaces] bring communities together, provide meeting places and foster social ties of a kind that have been disappearing in many urban areas”(Carmona, Freeman, Rose, and Woolley, 2004). Public Spaces build social capital. Shopper at a farmers market will have ten times the number of conversations than they would likely have at the local supermarket (Halweil, 2004). Increasing nearby greenspace by 10% was found to decrease a person’s health complaints in an amount equivalent to a five-year reduction in that person’s age (Sherer, 2006).

Public Spaces

72.4

Public Spaces 83.2

Our Capacity for Collaboration

Collaboration Continuum Turf Trust TIME Sharing Resources Sharing Information Mutual Awareness Co-Execution Co-Creation Acknowledgment Exploration CooperationCollaborationInnovation You have to walk before you run Adapted from Collaboration Continuum from ACT for Youth

The Real Power Is in… Combining Assets in New and Innovative Ways – Linking and Leveraging

Linking & Leveraging: Success Story Medora, Indiana ++ =

Linking & Leveraging: Success Story ++=

Small Successes Add Up No Single Big StrategyMany Modest Strategies

Our Community’s Hidden Assets Strong Occupational Clusters Capacity for Innovation Second Stage Firms Strong Industry Clusters Positive Buzz Great Public Spaces Capacity to Collaborate

Purdue University: Your Partner in Economic and Community Development

Contact Scott Hutcheson, Ph.D (mobile)

More Information Occupational Clusters - Innovation Index - Second Stage Firms - Economic Gardening - Industry Clusters - ACEnet (Salsa Cluster) - Twitter Search - Broadband Data - National Maple Syrup Festival – Purdue Guitar Summer Camp - Ball State Community Assets -

References Carmona, M., Freeman, J., Rose, S., and Woolley, H. (2004). The value of public space: How high quality parks and public spaces create economic, social and environmental value. Commission for Architecture and the Built Environment. Retrieved from value-of-public-space.pdfhttp:// value-of-public-space.pdf Fausold, C. and Lilieholm, R. (1999).“The economic value of open space: A review and synthesis.” Environmental Management. 23(3): Halweil, B. (2004.) Eat here: Hometown pleasures in a global supermarket. W. W. Norton & Co.: New York, NY. Sherer, P. (2006). The Benefits of Parks: Why America needs more city parks and open space. Trust for Public Land. Retrieved from