Comprehensive Economic Development Strategy (CEDS)
Northeast Ohio Areawide Coordinating Agency
Introduction
The Northeast Ohio Areawide Coordinating Agency (NOACA) serves as the regional and metropolitan planning organization for Greater Cleveland and its surrounding five Counties -Cuyahoga, Geauga, Lake, Lorain, and Medina. Over the past 50 years, the five Counties and their municipalities have worked together on transportation, and both air and water quality issues throughout the Region. This provides a unique opportunity for NOACA’s 48-member Board of Directors to bring public sector stakeholders together on issues of regional significance.
In an effort to further develop its portfolio of services for the Region, NOACA has engaged the business and non-profit communities through its Business, Community, and Rural Advisory councils. The development of the Region's first Comprehensive Economic Development Strategy (CEDS) was built off the success of these various community-driven councils.
This website, or StoryMap, was developed to highlight the Region's CEDS. The full CEDS document is available to view/download here. Questions and/or comments can be directed to noaca@mpo.noaca.org .
Regional Overview
The NOACA Region is located in the northeastern part of Ohio, with the City of Cleveland as its epicenter. Direct access to Lake Erie has historically shaped the regional economy, whose multiple ports support multiple trading clusters in the manufacturing and chemical industries. More recently, economic restructuring has presented challenges as manufacturing employment declined and service industry employment rose. This shift, along with the resulting fiscal challenges and the added stress from a global pandemic, have led to the need for reexamining investment in assets across the NOACA Region.
The NOACA Region - comprised of Cuyahoga, Geauga, Lake, Lorain and Medina Counties and jurisdictions/municipalities under the Northeast Ohio Areawide Coordinating Agency (NOACA) umbrella - has come together to pursue the creation of an Economic Development District (EDD), as defined by the U.S. Department of Commerce’s Economic Development Administration (EDA). Together, they have created the Region's first five-year CEDS.
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Demographic Overview
The NOACA Region is as varied as its landscape.
The NOACA Region's population peaked in 1970 with 2.3 million people calling the Region home. The most recent Decennial Census counted approximately 2.1 millionpeople, up slightly since 2010 by 11,000.
Similar to the State and the nation, the population in the Region continues to age. In 2010 the median age was 40.5 while the 2020 estimates show it has increased to 41.4.
With 31% of the population identifying as a minority, the Region is more diverse than the State (22%), but less than the nation overall which is 40% minority. Blacks/African Americans are the largest minority population in the Region. And, at 19%, the percent of Blacks/African Americans is higher in the Region than in both the State (12%) and the nation (12%).
Geographically, minority populations are mostly clustered around Cleveland, the central portion of the Region.
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Six percent of the Region's population, approximately 123,000 residents, were born outside the U.S. The majority of this population was born in either Asia or Europe.
Socioeconomic Overview
The Region is building its economy through diversification.
32% of the Regions's population age 25 years and over have a college degree. This is a few percentage points higher than the State (29%), but slightly lower than the nation (33%).
Median household income in the Region is $57,263. This is lower than both the State ($58,116) and the nation ($64,994). Compared to the nation, the Region has more households with income below $50,000.
In December 2021, seasonally adjusted unemployment rates for the U.S., Ohio, and the Region were 3.9%, 4.5%, and 5.3%, respectively.
The labor force participation rate for the Region, 63%, is on par with that of both the State and the nation.
The Region has a relatively high poverty rate in the core and areas throughout the Region that saw economic disruption from the decline in the manufacturing and steel industries. These areas are home to higher proportions of Black/African-American residents.
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Taking a closer look at the poverty rate among residents by race and ethnicity shows a disportionate amount of minorities that are in poverty.
Overall, the poverty rate for the Region, 14%, is higher than the State (13.6%) and the nation (12.%).
SWOT Analysis
The Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis is used to evaluate a competitive position, and to develop strategic planning and tools to address goals. The SWOT Analysis assesses internal and external factors, as well as current and future potential. This SWOT Analysis was developed through research and literature review of local, regional, and State strategies, documents, and reports; through the comprehensive interview process of 29 key regional and local leaders; and the collection of data from 15 surveys utilizing 34 questions of stakeholders across the Region.
Strengths
- Community College System
- Cultural Amenities
- Education and Medical Trades
- Foundations / Non-Profit Organizations
- Four Seasons
- Good Freeway System Between Urban and Rural Sections of the Region
- Higher Education
- Lake Erie and Its Tributaires
- Manufacturing Legacy
- Medical Opportunities
- People/Place Enthusiasm
- RacialDiversity
- Relatively Affordable Housing
- Removed from Natural Disasters
- K-12 School Systems
- Sports/Entertainment
- Transit
- Strong Financial/Real Estate Structure
- Cleveland Airport - Connected to the Rapid Transit System
Weaknesses
- Unpredictable Weather Changes
- Aging Infrastructure
- Opportunity Corridor Brand New; Next to Old Infrastructure
- Aging Population
- Isolation for those living in suburban and rural areas; especially for the elder and physically disabled
- Limited Amtrak / Passenger Rail
- Brownfields
- High Poverty Rate
- Concentrations of Poverty
- Housing Stock and Age
- Image Problem / Brand
- Lack of Developable Land in the Core
- Lack of Workforce
- Hopkins International Airport needs updating
- Lost Hub Status
- Population Decline
- Racial Division
- Long-Term Urban Sprawl
- Unequal Tax Structure
- Research Development Sector
- K-12 School Systems
Opportunities
- Aging Population
- Amtrak / Passenger Rail
- Better Rural-Urban Connectivity, i.e., Food
- Climate Change
- Greater Regional Collaboration
- Healthcare
- Hyperloop
- Image / Brand
- Innovation Hubs
- Opportunity Corridor
- Professional/White Collar Work
- Real Estate Collaboration
- Builder/Developer/Planning Collaboration
- Recreation and Parks, Trails (Active Transportation)
- Regional and Local Workforce Development
- Community College
- High School and Trade Schools Pipelines
- Remote Work
- Repurposing of Historic Buildings
- Size of the Convention Center
- Tourism
- Waterfronts
Threats
- Climate Change
- Recruiting Workforce Away from Region
- Rise of Industry Outside of Region
- Declining Population to Colleges Outside Ohio, “brain drain”
- Working Age Population Not Replacing Those Going to College
- Competitive Regions Keeping Up with Infrastructure
- Income Inequities Across the Region
- Increase in Foreclosures Across the Region
- Racial Segregation (Place-Based)
Vision and Goals
Vision Statements define the Region we want to create. This Vision Statement was derived from a variety of sources including interviews, surveys, existing plans, SWOT analyses, and other information available throughout the Region. Often a blend of what is already held in high regard and what we seek, a Vision Statement is a written reminder of what we value.
Vision Statement
We envision a new and vibrant economy that also honors the heritage, history, people, and places that make our Region great. We envision a Region of thriving; resilient communities; built on racially and socially equitable economic investments; efficient and affordable transportation; reliable energy; advanced technology; and education for a broad range of jobs. We envision premier healthcare, education, research, philanthropy, cultural amenities, and a ready workforce. We envision Lake Erie supplying the Region with abundant, clean, fresh water, and commercial navigation. We envision manufacturers making and moving goods on shorter supply chains.
Overarching Goals for the Region
Vibrant, innovative economy with new and growing opportunities for people and business; Premier partnerships in healthcare, research, manufacturing, education, and culture;
Growing population and skilled workforce; Growing intercity travel and tourism exposing more people to the Region’s assets;
Sustainable, well-maintained infrastructure; Resilient communities throughout the Region with equitable investment and affordable housing; Efficient, affordable, transportation to job opportunities; Reliable, renewable energy; Advanced manufacturing clusters with shorter supply chains; Reclaimed Brownfields contributing to their settings; Abundant water resources from Lake Erie and its tributaries attracting visitors and supporting business; and Positive national brand attracting new business.
Key Topic Areas
Key topic areas emerged from review of existing plans, statistical data, stakeholder input from interviews with leaders from NOACA member jurisdictions, surveys, discussions about a Regional economic development vision and goals, and exercises among Steering Committee and Working Group members. These key topic areas, taken together, are an interrelated set of topics to be addressed by the CEDS.
Because these Key Topic Areas are interrelated, they are equally important. Thus, they are presented in alphabetical order.
- Access to Broadband
- Aerospace / NASA Glenn
- Agriculture
- Cultural Amenities
- Education
- Equity
- Healthcare
- Housing
- Immigration
- Innovation and Entrepeneurship
- Institutions - Regional Collaboration and Urban/Rural Connectivity
- Manufacturing
- Parks and Recreation
- Tourism
- Transportation
- Water Resources
- Workforce Development
For a deeper dive into each key topic area, see the full CEDS Report.
Economic Resilience
Resilience is the ability to anticipate, adapt, respond, and recover to unexpected change. Planning for economic resilience includes (1) anticipating potential risks, (2) knowing how those risks might impact your Region economically, and (3) creating a detailed response to protecting those identified risk areas. The resilience section of the NOACA CEDS identifies regional vulnerabilities with the goal of preventing, mitigating, and responding to economic disruptions. Addressing resilience is a key step in expanding economic development strategies to include potential major losses due to natural disasters and other events that disrupt economic activities.
The Regional Economic Resilience Strategy details the following five strategies for use in prioritizing economic resilience activities for the Region:
- Establish a Regional Resilience Council
- Integrate Economic Development and Natural Hazards Mitigation Planning
- Support Business Continuity Planning
- Support Local Government Financial Resilience to Disasters
- Address Regional Food Security and Sustainable Food Production
Complete details of the Regional Economic Resilience Strategy can be found in the full CEDS Report. The Economic Resilience section of the report applies a framework sponsored by a U.S. EDA grant and developed by the Institute for Policy Research & Engagement at the University of Oregon for the Oregon Economic Development Districts.
Evaluation and Implementation
The CEDS Evaluation Framework is used to gauge progress on the goals through measurable outcomes and performance measures during the proposed CEDS performance period. This methodology focuses on measurable outcomes of the goals and strategic actions identified in this document.
The CEDS is implemented and tracked for ongoing plan maintenance, progress reporting, and updating by NOACA, which serves as the Economic Development District (EDD). This CEDS will be reviewed, and progress reported annually in the U.S. EDA required CEDS Annual Performance Report.
Implementation
The NOACA Board approves Regional priorities through the adoption of this CEDS. The NOACA Board provides direction to NOACA Staff who serve as a conduit between the Board and economic development work throughout the Region.
Year 1 Implementation
- NOACA Board will adopt the updated CEDS.
- NOACA Staff will convene CEDS implementation meetings.
- Working Groups may be formed from CEDS implementation meetings, as needed.
- Working Groups may set a schedule for meeting and implementation, as needed.
- NOACA Staff and Member Staff will provide support for Working Groups, as needed.
- NOACA Staff will produce an end-of-year report of CEDS implementation activities, including gathering data on outcomes. The report will be available for public review and comment for further refinement of CEDS as needed.
Years 2-4 Implementation
- NOACA Staff will continue to organize quarterly to semi-annual CEDS implementation meetings.
- New Working Groups will be formed, as necessary, during CEDS implementation meetings.
- NOACA Staff and Working Groups will record successes and challenges.
- NOACA Staff will produce end-of-year reports of CEDS implementation activities, including gathering data on indicators. The reports will be available for public review and comment for further refinement of CEDS as needed.
Year 5 Implementation
- NOACA Staff will convene CEDS implementation meetings, as appropriate.
- New Working Groups will be formed, as necessary, during CEDS implementation meetings.
- NOACA Staff and Working Groups will record successes and challenges.
- NOACA Staff will engage appropriate stakeholders in the CEDS review and plan update process (reserve a full year for the 2027 update).
- NOACA Staff will produce an end-of-year report of CEDS implementation activities, including gathering data on Outcomes. The report will be available for public review and comment for further refinement of CEDS as needed.
Annual Reviews
This CEDS will be reviewed and progress reported annually in the U.S. EDA required CEDS Annual Performance Report. Annual review will include a summary assessment of progress on the Strategies and Outcomes outlined in the CEDS , as well as updates to background statistics describing the state of the regional economy. Opportunity for public comment on revisions will be made available consistent with NOACA public comment policies.
Conclusion
This 2023-2028 Comprehensive Economic Development Strategy sets a course for the economic development of the NOACA Region. It includes an analysis of the Region’s major Strengths, Weaknesses, Opportunities, and Threats. It presents a Vision Statement and goals that respond to input from surveys, interviews, facilitated discussions, and review of existing documents from the Region, State, Federal agencies, and key partner organizations. The CEDS identifies strategic actions that move the Region forward on its goals, and it provides a framework within which to track the progress and outcomes annually over the next five years of the CEDS timeline. The timeline of outcomes depends on numerous factors. Conditions can change overnight. Therefore, the CEDS emphasizes a focus on actions that can be adapted to changing conditions, such as resilient infrastructure, education, and industry partnerships needed to support a strong workforce recovery, and overall progress for a large Region like NOACA's, whose success can signal a better future for the whole country.
Full Report
This overview provides highlights from the NOACA 2023-2028 Comprehensive Economic Development Strategy. For a more detailed version, please refer to the full report, available in PDF format here.
Questions? Comments? Contact us at noaca@mpo.noaca.org
Credits
This CEDS was developed with the assistance of a Steering Committee and Working Group made up of members fom the five NOACA Counties, the City of Cleveland, and partners. NOACA thanks each member and partner for their participation during each step of this process.
CEDS Steering Committee Members
- City of Cleveland - Department of Economic Development, David Ebersole
- City of Cleveland - Planning, Freddy Collier
- Cleveland State University EDA University Center, Iryna Lendel
- Cuyahoga County - Department of Development, Paul Herdeg
- Cuyahoga County - Planning Commission, Mary Cierebiej
- Destination Cleveland, Hannah Belsito and David Gilbert
- Federal Reserve Bank of Cleveland, Emily Garr Pacetti
- Geauga County - Department of Community and Economic Development, Martin Castelletti
- Geauga County - Planning Commission, Linda Crombie
- Greater Cleveland Partnership, Baiju Shah
- Lake County Ohio - Port and Economic Development Authority, Patrick Mohorcic
- Lake County - Planning and Community Development, David Radachy
- Lorain County - Community Development, Robert Duncan
- MAGNET, Ethan Karp
- Medina County - Department of Planning Services & Fair Housing Office, Denise Testa
- Medina County - Economic Development Corporation, Bethany Dentler
- NOACA - Executive Director, Grace Gallucci
- Team NEO, Bill Koehler
CEDS Working Group Members
- City of Cleveland - Department of Economic Development, Cassandra Slansky
- Cleveland State University EDA University Center, Madeline Frantz
- Cuyahoga County - Department of Development, Vaughn Johnson
- Cuyahoga County - Planning Commission, Patrick Hewitt
- Destination Cleveland, Ann Marie Powers
- Greater Cleveland Partnership, Courtney Kishbaugh
- Lake County - Planning and Community Development, Joe Rose
- Lorain County - Community Development, Nathasha Cresap
- MAGNET, Tracy Francescone
- Medina County - Economic Development Corporation, Kathy Breitenbucher
- NOACA - Planning Department, Lawrence Hall
- NOACA - Planning Department, Sam Schweikert
- Team NEO, Christine Nelson
