Transcript Document

LORAIN COUNTY
COMMUNITY COLLEGE
WELCOMES
OUR EMPHASIS TODAY
Context for your day in Lorain County
Conditions & Trends
Lorain County compared to the 12 County
region of NEO
Creating a Vibrant NEO
Lorain County contributions to regional
sustainability
QUALITY
CONNECTED
PLACES
Conditions & Trends
in Lorain County
Changing Land Use Patterns
% of developed
land (residential,
commercial,
industrial) has
increased at a
rate of 69% in
Lorain County

Rising from
16% of all land
in 1982 to 27%
in 2007
Population Growth
Lorain County Population Change, 1930-2010
284,664
274,909
271,126
1980
1990
256,843
301,356
217,500
148,162
109,206
112,390
1930
1940
1950
1960
1970
2000
2010
Unlike the
12 county
region;
Lorain
County
continues
to grow in
population
While NEO’s population was 7% smaller than it was in 1970; the
Lorain County population increased by 17.3% from 1970 – 2010
Our People Spreading Out Too
Population Growth:
Avon, Avon Lake,
North Ridgeville,
plus townships
Population Loss:
Lorain, Elyria,
Sheffield Lake City
CONNECTIONS
Conditions &
Trends in Lorain
County
Plus Initiatives to create a
vibrant and sustainable
NEO
Greater Distance Between
Where Residents Live & Work
 Like
37% of Lorain County
residents commute
outside of the county
for work
the region,
Lorain County
residents are
commuting further
to work
 = greater travel
cost burden
Connectivity Among
Jurisdictions a Priority

Lorain County Community Alliance



Formal Council of Government (COG) for Lorain
County since 1996
Host of Annual Transportation Day in partnership
with NOACA
West Shore Corridor Transportation Project
Commuter Rail
 Partnership among NEO lakeshore communities
 Federal funds attracted
 Working with rail companies to bring to fruition

Asset Preservation: Lorain
County Transportation Center


Restoration and preservation of historic New
York Central Train Station built in 1926
Amenities:





Passenger waiting room, vending, Internet
services, ticketing and baggage handling
Administrative offices of Lorain County Transit
Railroad/transportation museum
Ten bus “pulse” area of Lorain County Transit
buses where all northern and southern routes
converge
Civic hall for community use
Enhanced Connections
Through New Fiber Network
Spreading Out of Population
Affecting Housing Market
 Age
of Housing Stock
Lorain County
Lorain City
1969
1958
Median Year Structure Built
2010 American Community Survey
 Housing
Vacancy Rate
Lorain County
Lorain City
Vacancy Rate
8.5%
12.4%
Homeowner Vacancy Rate
2.4%
3.6%
11.6%
13.2%
Rental Vacancy Rate
2010 Decennial Census
HOUSING &
COMMUNITIES
Conditions &
Trends in Lorain
County
Plus Initiatives to create a
vibrant and sustainable
NEO
Poorer Residents Relegated to
Inner Cities
 As
2005-2009 American Community
Survey
people and
jobs have
moved out of
urban areas,
poorer
residents are
left behind
because they
can’t afford to
move
Segregation Still An Issue
African American and
Hispanic families in
Lorain County
experience much
higher poverty rates
Families in Poverty by Race, 2000
25.0%
18.6%
4.5%
White
African American
Hispanic
Neighborhood Vitality a Priority
for Local Governments
Oberlin 2020
STRATEGIC PRIORITY:
F. Create One Oberlin that is a
Model for Social Justice & Race
Relations
Lorain County Land Reutilization
Corp Taking Shape
 Lorain
County Land Bank Partnership:
 Lorain
County Commissioners
 Mayors/City Manager
 Lorain County Port Authority

County qualifies for $2.08M through Ohio
AG office for demolition of rundown homes
ENVIRONMENTS
Conditions &
Trends in Lorain
County
Plus Initiatives to create a
vibrant and sustainable
NEO
Denigration of “Built”
Infrastructure
 Aging
Roads, Bridges, Water Lines, Sewer
Lines, Septic Systems while additional
infrastructure needed to support new
areas of development
 Two Initiatives:


LORCO: Lorain County Rural Wastewater
District serving 12 townships, 3 villages, and
Lorain County Commissioners
Mayors/Managers Storm Water
Management Initiative
Execution of Storm Water
Management Plan Under Way

Lorain County among only 15 communities state-wide to
receive a Local Government Services and Regional
Collaboration Grant from Ohio DOD in 2009






Understand extent/nature of the current conditions
Analyze local government spending on storm water
management
Identify alternative governance/financing options for
coordinated, collaborative storm water control
Identify best management practices to inform solutions
Develop a storm water implementation plan
Mayors/Manager Association currently working with
County Commissioners to execute intergovernmental
plan
Enhancing Government
Collaboration: PSI
 Deliberately
bringing people together to
plan and problem solve
 Informing the conversations with factual
information
 Facilitating community work in a neutral
manner
 Quality process design to help find
common ground and achieve results
 Building local and regional capacity to
make all this happen
City of Oberlin Paving Way on
Carbon Emissions
Oberlin 2020: STRATEGIC PRIORITY:
 Climate
Action
Plan developed
 The Oberlin
Project under
way
ECONOMIC
DEVELOPMENT
Conditions &
Trends in Lorain
County
Plus Initiatives to create a
vibrant and sustainable
NEO
Economic Development requires
Building Talent and Growing Jobs
Technology Access:
Addressing Inequalities
A Recent Initiative: Connect Your Community
Partners














Boys & Girls Club
Lorain City Schools
Elyria City Schools
Lorain County JVS
YWCA
Employment Network
Vermillion City Schools
Lorain County Growth Partnership
13 Local Churches
7 Local Senior Centers
Avon Lake Public Library
The Gathering Hope House
Zion CDC
LaGrange School District
Internet and Computer
Training




Enrolled 2,180 residents
Graduated 1,984
Connected 1,767 residents
to broad band
Overall success rates:
 91% graduation rate
 81% broadband adoption
rate
Educational Access: Close to
where people live and work
Outreach Centers Helping Expand College Access
Residential
location of LCCC
students
Fall 2011
Lorain County
●
1-9 Students
●
10-99 Students
●
100-299 Students
●
300-800 Students
●
Lorain City: 2,511
Elyria City: 2,439
University Partnership offers
access to advanced degrees
Including Graduate Degree
Attainment
Affordability is key
Tuition,
Room &
Board for
4 years
(Actual costs
may vary by
program)
Cost of
Bachelor’s
Degree
Completion at
LCCC’s
University
Partnership
Cost
savings by
pursuing
degree
through
University
Partnership
Ashland University, B.S. in Education
$148,024
$36,979
$111,045
Bowling Green State University, B.S. in
Biology
$70,952
$20,171
$49,781
Cleveland State University, B.A. in
Psychology
$81,256
$22,059
$59,197
Kent State University, Bachelor of
Business Administration
$72,704
$22,656
$50,048
The University of Akron, B.S. in Sport
Studies
$72,429
$21,342
$51,087
University of Toledo, B.S. in Computer
Science & Engineering
$72,174
$30,663
$41,511
Youngstown State University, B.S. in
Applied Science, Major in Allied Health
$61,405
$17,891
$43,514
College/University
** LCCC’s in county tuition is $2,877 per year for a full-time student
Strategies to Grow Jobs
Grow
Our
Own
Grow Our Own Strategy
Essential Ingredients
1. Coaching, Teaching Mentoring
2. Access to Capital
3. Innovative Environment
4. Specialized Equipment & Expertise

A partnership between LCCC, Lorain
County Chamber of Commerce, Lorain
County Commissioners. (2001)

Designated as an Edison Center
Technology Incubator (June, 2006); only
one on a college campus in Ohio

Partner in Regional Economic
Development Priorities

Focus: To support and grow
entrepreneurs and companies to create
and retain good jobs in Northeast Ohio.

Comprehensive Business Support System
across the Innovation Continuum.
 Helps wrap good
business growth
strategies around
technology ideas
 Led by
Accomplished
Business
Professionals and
Serial
Entrepreneurs
 Synergistic
support
relationship
created by being
located on a
community
college campus
Measurable Impact
2,600
105
• Entrepreneurs Assisted
• Client Companies of which 94 are still succeeding
50
• Companies physically incubated
21
• Currently incubating inside Entrepreneurship Innovation Center
700
• Jobs created by GLIDE client companies
$48,000
• Average Salary
$60 Mil
• Revenue Growth
$81 mil
• Follow-on Investments
Provides financial support to entrepreneurs and
emerging businesses to turn good technology
ideas into viable businesses, while creating
entrepreneurial educational opportunities for
students and faculty.
Funding Levels:
• Grants up to
$25,000 –
Imagining Stage
• Awards up to
• Contributions to Innovation Fund are tax-deductible
$100,000 –
Incubating Stage
• Located in Northeast Ohio 21-county region
• Involved in development of new technology in highgrowth industries
• Business/Technology is at Proof of Concept / Start-up
Phase
• Provide Educational Experience for Student(s)
• Receive professional mentoring through GLIDE/NEO, Inc.
• Agree to a Fund Replenishment Right if business is
successful
Impact
Activity
inquiries
follow-on funding
applications
internships
awards
jobs
companies
value of awards
average
salary
Vision 2.0
Emerging Strategic Priorities
1
2
3
4
5
6
•Drive Student Completion and Success
•Cultivate Market-Driven Educational Program and Delivery Systems
•Accelerate Commercialization to Grow Industries and Jobs
•Ignite Entrepreneurial and Innovative Action
•Stimulate a Vibrant, Connected Community
•Build Resource Capacity to Support Vision 2.0