United States
Environmental Protection
Agency
January 2016
www.epa.gov/smartgrowth
Iff i r j
FRAMEWORK FOR CREATING A SMART GROWTH
ECONOMIC DEVELOPMENT STRATEGY:
A TOOL FOR SMALL CITIES AND TOWNS
Office of Sustainable Communities
Smart Growth Program
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Project Contact: Melissa Kramer
Office of Sustainable Communities
U.S. Environmental Protection Agency
1200 Pennsylvania Ave. NW (MC 1807T)
Washington, DC 20460
Tel 202-564-8497
kramer.melissa@epa.gov
All photos courtesy of EPA.
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TABLE OF CONTENTS
I. Introduction 1
II. Getting Started: Smart Growth Economic Development Key Concepts 3
III. Preparing a Smart Growth Economic Development Strategy 6
STEP 1. Select a Focus Area 6
STEP 2. Define the Context 6
STEP 3. Set Goals 7
STEP 4. Identify Existing Assets and Barriers 15
STEPS. Select the Right Tools 15
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I. INTRODUCTION
Many small and mid-sized cities around the United States are struggling because their economies were
built largely on a single economic sector that has changed significantly. For example, at one time jobs
might have been heavily concentrated in industries like logging, mining, or manufacturing, but
technology and market forces have transformed these sectors, and they no longer employ a large
workforce. Changing circumstances, such as those caused by resource depletion, globalization, or shifts
in consumer preferences, can shake the economic foundations of these communities, leaving people
without jobs and cities without a healthy tax base.
Rather than simply seeking to attract major employers to replace these lost jobs, several cities have
tried a different method to anticipate and overcome some of these challenges. This emerging shift
toward place-based approaches to economic development can go by various names. This document
uses the term "smart growth economic development" to refer to a strategy that builds upon existing
assets, takes incremental actions to strengthen communities, and builds long-term value to attract a
range of investments.
This smart growth economic development tool is a step-by-step guide to building a place-based
economic development strategy. The U.S. Environmental Protection Agency (EPA) developed this tool
with the assistance of CH2M Hill and Strategic Economics as part of a Smart Growth Implementation
Assistance project in Kelso, Washington.1 The tool is intended for small and mid-sized cities, particularly
those that have limited population growth, areas of disinvestment, and/or a struggling economy.
This tool begins with an overview of key concepts for a smart growth economic development strategy
(Chapter II). Next, it covers the five steps for preparing a smart growth economic development strategy
(Chapter III):
1. Select the focus area.
2. Define the context.
3. Set the goals.
4. Identify existing assets and barriers.
5. Select the right tools.
This step-by-step process for preparing a smart growth economic development strategy is based on six
principles:
1. Make the distinction between "growth" and "investment."
2. Be tactical and strategic.
3. Be focused.
4. Start where there is already momentum.
5. Find the right partners for specific goals.
6. Communicate and coordinate.
1 For more information about the project and an example of the tool in action, see: EPA. Using Smart Growth Strategies to
Foster Economic Development: A Kelso, Washington, Case Study. 2015. http://www.epa.gov/smartgrowth/using-smart-growth-
strategies-foster-economic-development.
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Creating a robust economic development strategy often takes a concerted effort of multiple partners
coming together around a common goal. Staff from municipal governments and regional economic
development organizations, nonprofit organizations seeking to help revitalize communities, and other
stakeholders could use this tool to help guide their work. It presents a framework for information to
gather, issues to consider, and potential approaches to explore. Every community and place is different,
and communities can modify and refine this tool based on local conditions.
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II. GETTING STARTED: SMART GROWTH ECONOMIC
DEVELOPMENT KEY CONCEPTS
Many communities are finding success cultivating a competitive advantage by using their unique assets
to attract new investment and support existing businesses. These place-based assets might include
residents and their skills; local architecture and infrastructure; academic, technical, and medical
institutions; local and regional business and employment concentrations; cultural, natural, and artistic
resources; and general quality of life. What distinguishes smart growth economic development from
conventional economic development is the emphasis on building on these existing community assets,
rather than pursuing jobs or tax base growth without particular regard for location or synergies among
existing assets.
The three core components of a smart growth economic development strategy are supporting
businesses, supporting workers, and supporting quality of life (Exhibit 1).
Supporting
Businesses
Smart Growth
Economic
Development
Supporting
Workers
Supporting
Quality of
Life
Exhibit 1. The smart growth economic development
strategy has three core components.
• Supporting Businesses. Supporting and
expanding existing businesses and attracting
new businesses contribute to economic
development in several key ways, including
helping businesses create jobs, encouraging
entrepreneurship, enhancing fiscal
sustainability by expanding and diversifying
the tax base, and improving quality of life
with new services and amenities. This
component of a smart growth economic
development strategy focuses on
understanding the current composition and
location of businesses, jobs, and potential
emerging entrepreneurs in the community.
This information can help reveal how well the
businesses serve local residents and contribute to quality of life and which industries have the
most potential to drive economic growth in the future. Targeting key economic sectors for
growth allows city and regional staff to direct their economic development efforts in a strategic
manner, which helps small towns use their limited resources wisely. This part of the smart
growth economic development strategy considers not only the businesses and industries with
the greatest growth potential, but also where these businesses are located and how their
location helps the community meet its economic, environmental, and other goals.
• Supporting Workers. Workforce development is important to ensuring that residents can
successfully compete for employment opportunities and that all residents have the opportunity
to benefit from economic prosperity. The availability of a workforce with a wide range of skills
and education levels can help local businesses grow and attract new businesses. By offering
residents opportunities to learn skills for a wide range of jobs, workforce development efforts
might also reduce the need for residents to commute long distances to find appropriate
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employment, thereby improving quality of life
and reducing pollution from vehicles. This
smart growth economic development
component focuses on how well the skills and
education of the local workforce align with the
needs of existing and growing industries and
provides insight into what the community
could do to help workers better match
businesses' needs.
• Supporting Quality of Life. Residents and
businesses both value a community with a
good quality of life. A variety of factors can
improve quality of life, such as a thriving
downtown or commercial district with
neighborhood-serving shops and restaurants;
green and open space; a variety of
transportation choices, including options for
walking, biking, driving, and public transit;
artistic, cultural, and community resources
such as museums, public art, community
centers, religious institutions, and other
community gathering spaces; and medical,
technical, and academic institutions. Aesthetic
improvements might include green
infrastructure such as trees and other
vegetation that help improve the pedestrian
environment while absorbing rainwater and
improving water and air quality. This smart
growth economic development element also
includes identifying key locations for
development and redevelopment in the city's
core, including brownfields and infill sites.
The step-by-step process for preparing a smart growth
economic development strategy (presented in Chapter
III) is based on six principles that are useful to consider
before beginning:
1. Make the distinction between "growth" and
"investment." Not all communities are
necessarily growing. However, in most cases,
businesses, individuals, and/or public agencies
continue to make investments in the
community even during periods of population
decline. Building on ongoing investment(s),
Exhibit 2. Kelso, Washington.
Kelso, Washington, illustrates how a smart
growth economic development strategy
might build upon and improve conventional
economic development approaches. A
major food processer opened a plant in the
city's industrial area several years ago.
According to city staff, the company has
had trouble retaining workers, in part
because many workers do not have cars
and the factory is not well served by
transit. At the same time, residents of the
adjacent neighborhood struggle with
unemployment.
A smart growth economic development
approach to the workforce retention
problem evaluates ways to more directly
connect people and resources across the
city with businesses and job opportunities
than would be typical with conventional
approaches to economic and workforce
development, neither of which tend to be
"place" or neighborhood based. For
example, conventional economic
development might not consider a full
range of transportation options to address
worker mobility.
Alternatively, a smart growth economic
development strategy might include
establishing a program to recruit nearby
residents to work at businesses in the city's
industrial areas and creating a transit or
active transportation system. For example,
a safe and convenient bike route could let
workers easily get to and from work
without a car.
These actions would improve employee
retention and help Kelso residents reach
much-needed jobs while also making more
destinations accessible without a car,
reducing traffic congestion and air
pollution.
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rather than "growth" as defined by increasing employment, population, or tax base, is essential
to reinvigorate a struggling economy.
2. Be tactical and strategic. A smart growth economic development plan should include broad,
long-term strategies that set overall direction and objectives for any economic development-
related activities and investments. The plan should also identify short-term, tactical actions that
address specific barriers or challenges to attaining the longer-term vision. While the long-term
strategies might not change for several years, tactics should be updated on a regular basis to
reflect changing conditions and opportunities.
3. Be focused. Investments of time, money, and other community resources are most effective
when targeted to an area that is both big enough to offer opportunities for change and small
enough to make tangible, visible improvements that will spur investment. Over time, small focus
areas can be expanded to build on successes.
4. Start where there is already
momentum. Economic
development efforts are most
effective in places where there is
already some private-sector
activity so that public investments
can reinforce and support
investment by individual
homeowners, business owners,
commercial property owners,
and/or banks and other financial
institutions. Once these initial
investments start to show success,
it will be easier to attract
additional investment to nearby
locations, thus spreading the
momentum incrementally over
time.
5. Find the right partners for specific goals. Successful economic development efforts rely on
partnerships across public agencies, especially when different types of funding are involved.
Engaging these partners for specific and mission-appropriate goals is more effective than trying
to seek support for broad or poorly defined initiatives. Communities might also set goals to align
with specific funding sources to improve the odds of securing money for implementation.
6. Communicate and coordinate. Good communication and coordination among groups and
agencies can help ensure that all available resources support the community's vision. For small
cities with limited resources, this coordination can help achieve goals at minimal cost by
avoiding redundancy, conflicting efforts, and/or spreading resources too thin for meaningful
improvement.
Exhibit 3. Traverse City, Michigan. Recognizing that its regional
identity and economy depend on access to Lake Michigan, the city
renovated its waterfront park in 2013, the first project to be
implemented under its comprehensive Bayfront Plan.
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III. PREPARING A SMART GROWTH ECONOMIC DEVELOPMENT
STRATEGY
The decision to create an economic development strategy can arise from a variety of circumstances. For
example, communities might create an economic development strategy:
• In the wake of a crisis, like a major employer shutting down, a natural disaster, or the need to
clean up a site with contaminated soil and/or ground water.
• To help older neighborhoods, including the downtown, that suffer from long-term
disinvestment.
• To take advantage of a specific event or opportunity such as a major infrastructure investment.
Regardless of the reason, communities can benefit by following a defined process to make sure that
economic development efforts will have
the greatest chance of meeting the
community's needs and goals. Preparing a
smart growth economic development
strategy has five key steps:
A. Select a focus area.
B. Define the context.
C. Set goals.
D. Identify existing assets and
barriers.
E. Select the right tools.
STEP1. SELECT A Focus AREA
The initial step in preparing a smart growth
economic development strategy is to pick
the specific location(s), neighborhoods, or
area(s) of focus. Each area will have
distinct goals, indicators, and appropriate tools for implementation. For example, the needs of
businesses in an industrial area are likely to be very different than those of downtown merchants.
Whether a community is preparing a strategy for an entire city or one district or neighborhood, there
are likely to be multiple subareas, each of which are defined by distinct land use patterns and/or
purposes. In fact, the emphasis on specific place-based assets within a community distinguishes smart
growth economic development strategies from more conventional approaches.
Exhibit 4. Harpers Ferry, West Virginia. Sitting at the confluence
of the Potomac and Shenandoah rivers, the city's location has
always been a key asset. Now its National Historic Park leverages
this long history to attract visitors.
STEP 2. DEFINE THE CONTEXT
This step involves a community preparing a description of conditions in the targeted area based on
qualitative and quantitative information. To the extent possible, this description should include the
history of prior initiatives by both public and private-sector actors, indicating which were successful,
which were unsuccessful, and which might prove to be helpful but have not yet had much impact.
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Because economic development
deals with jobs, industries, and tax
revenues, communities sometimes
do extensive data collection and
analysis before defining their
economic development goals.
While data can play a critical role in
defining the existing context and
challenges for a focus area,
extensive data collection and
analysis in the early phases of
developing an economic
development strategy might not be
necessary, especially for small
communities where detailed data
might not exist or be readily
available for the focus area. In
addition, communities might
consider a broader range of
information than traditionally considered in an economic development strategy—information designed
to help identify place-based assets and challenges. Such information might include walkability audits,
cultural inventories, bus route mapping, or community values surveys.
Exhibit 5. St. Michaels, Maryland. The town of just over 1,000 people takes
advantage of its location on the Chesapeake Bay with a waterfront seafood
restaurant and a Maritime Museum on the site of a former seafood packing
house and cannery.
STEPS. SET GOALS
Another step in creating an effective smart growth economic development strategy is identifying clear
goals connected to specific conditions in the focus area. These goals should be aspirational but
achievable. The list of potential goals below is not comprehensive; cities will probably need to either
refine these goals based on local conditions or develop their own, more specific goals. The goals are
divided into three categories—supporting businesses, supporting workers, and supporting quality of
life—based on the components of a smart growth economic development strategy. This section
concludes with a table listing these goals with a data indicator for each that can help the city track its
progress toward achieving that goal and a target direction (i.e., the direction the indicator should move
to signify progress). The table also lists potential data sources for each indicator and links to those
sources where available. Step 5 lists policy tools and actions that can help achieve these goals. Following
each goal is a list of the corresponding policy tools and actions from Step 5.
1. Supporting Businesses
Goals in this section are intended to help local businesses grow and attract new businesses. Actions to
meet these goals can help businesses create jobs, encourage entrepreneurship, enhance fiscal
sustainability by expanding and diversifying the tax base, and improve quality of life with new services
and amenities.
Cl. Retain existing businesses
Existing businesses are the foundation of any economic growth strategy. By building on what
already exists, cities can support current businesses and create a strong foundation on which to
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attract new businesses, residents, and employment. To tailor this goal to the local context, a city
could interview local business owners to learn about their challenges and explore how an economic
development strategy could best support their long-term success. Supporting existing businesses
could include actions like adding or improving infrastructure or encouraging new or redeveloped
housing that would better meet the needs of workers who do not currently live in the community.
Other actions to improve the downtown like streetscape improvements, making biking and walking
more enjoyable and safe, and planning activities that bring people downtown, can help retain
existing businesses by broadening their customer base. (See policies 4, 12, 13, 17, 18, 19, 20, 21, 23,
24, 25, 31, and 34 in Table 2.)
G2. Attract new businesses
Attracting new businesses—particularly in high-priority industries—could help increase local
employment options and build the city's tax base. Attracting new businesses is often most effective
when the effort is tailored to the industries that are best suited to a community's assets and
opportunities and can provide high-quality employment options for local residents or other services
and amenities desired by the community. (See policies 4, 12, 17, 18, 19, 20, 22, 23, 24, 25, and 31 in
Table 2.)
G3. Promote entrepreneurship
Encouraging entrepreneurs to start
businesses gives people power
over their own lives and lets them
build wealth in their own
communities. Business owners
who also live in the community
tend to spend more on local
business services and keep more of
their earnings in the local
economy. They also have a vested
interest in the community and are
less likely to move elsewhere in
response to incentives offered by
other cities. (See policies 4, 12, 17,
and 30 in Table 2.)
Exhibit 6. Lancaster Central Market. Lancaster, Pennsylvania, has the
oldest continuously operated farmers market in the United States. It
sells products from the surrounding Amish farmers that give the area
its regional identity.
G4. Encourage business growth in infill locations
In addition to encouraging expansion of existing businesses and attracting new businesses, the
community can consider where businesses locate within the community. Encouraging business
growth in specific locations, such as historic downtowns or other core activity centers, can help
improve the overall quality of life for existing and future residents, workers, and visitors. This
improved quality of life also translates into a competitive advantage for local businesses and is
critical for strengthening the local economy. (See policies 1, 2, 3, 4, 12, 17, 22, 23, 24, 25, 41, and 49
in Table 2.)
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2. Supporting Workers
Ensuring that local residents have access to employment and the right education and skills to compete
successfully is integral to any economic development strategy. Goals in this section address increasing
access to jobs and workforce development, including K-12 to
advanced and continuing education.
G5. Improve access to local employment opportunities
Improving access to employment opportunities entails
bringing more jobs closer to residents or increasing
access through transportation investments in better
bike, pedestrian, and public transportation facilities. This
goal might include improving the local jobs-housing
balance, but it should also aim to increase access to
regional employment centers. Encouraging businesses to
locate near public transportation and developing better
public transportation service, including local circulators
and/or rideshare programs, would expand commute
options for local workers. (See policies 12, 30, 31, 32, 44,
45, and 46 in Table 2.)
G6. Increase access to advanced education, workforce
development, and job training opportunities
Providing workers with an opportunity to educate
themselves and train for more skilled jobs helps them
compete for jobs in the community now and in the
future. A workforce with the right mix of skills and
education is an important asset for attracting new
industries. Offering local residents the opportunity to
gain skills for a wider range of jobs can also reduce the
need for residents to commute long distances to find
appropriate employment, thereby improving quality of life for workers and reducing traffic
congestion and air pollution. To tailor this goal to local conditions, city staff would need to know the
education and skill levels of their local workforce and the skills that potential growth industries
need. This analysis might result in goals tailored to different industries and types of advanced
education and workforce training, including community and four-year colleges and job training
programs that teach both job-specific technical skills and soft skills such as communication,
teamwork, and time management. Local educational institutions and job training centers can be key
partners in achieving these goals. (See policies 12, 14, 30, and 31 in Table 2.)
G7. Improve the quality of K-12 education
The foundation of a good education begins at a young age; therefore, having a high-quality public
school district is an important component to building a skilled workforce. Specific goals could also be
set to ensure that students receive appropriate training, such as establishing science, technology,
engineering, and math (STEM) programs, which help young people compete for jobs and advanced
education in fields that use these skills. K-12 institutions might also include resume-writing,
Exhibit 7. Napa Valley, California. Nap a
Valley has cultivated its reputation as a
world-renowned wine-growing industry.
Agricultural preserve areas help to protect
this regional asset from new residential and
commercial development.
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internships, and computer classes as part of the curriculum. In addition to preparing local youth for
success, a high-performing school district attracts young families and the businesses that want to
employ them. Good schools could, therefore, help catalyze reinvestment in existing neighborhoods.2
(See policies 9 and 12 in Table 2.)
3. Supporting Quality of Life
This section focuses on improving quality of life and the environment, with the goal of helping
communities compete for new economic growth and better serve residents, businesses, and visitors.
G8. Promote a vibrant downtown or commercial district
A vibrant downtown or commercial district can be a local entertainment and retail destination and a
center for community activities and civic life. If successful, these supporting activities can also lead
to downtown property contributing more to the city's tax base. Revitalizing a struggling downtown
or commercial district can be challenging, especially if broader national and regional trends do not
support local retail growth.
Achieving this goal often requires
ongoing collaboration between
civic leaders, business owners, and
residents, as well as public
infrastructure investments.
Meaningful results can take time.
However, mixed-use, downtown
areas, even in very small
communities, typically contribute
the highest property tax revenue
per acre of any area in a
community, even before
revitalization, making downtown
revitalization a worthwhile
investment for any community's
fiscal health.3 (See policies 1, 2, 3,
4, 7, 8, 12, 13, 24, 26, 42, 43, 44,
and 49 in Table 2.)
G9. Attract stores and services for daily needs to downtowns and residential neighborhoods
Easy access to needed goods and services—in a downtown or in residential neighborhoods—is
important for a high quality of life. This goal focuses on retail and services for daily needs—such as
nutritious foods, medicine, and other essential items—rather than on nonessentials and luxury
goods. Communities could include this goal in their economic development strategy for
neighborhoods without an easily accessible grocery or drugstore. (See policies 1, 2, 3, 12, 16, 36, 43,
44, 46, 47, 48, and 50 in Table 2.)
Exhibit 8. Frankfort, Kentucky. The state capital of Kentucky has been
working to support existing businesses and attract new businesses
downtown through the national Main Street Program.
For information on why and how communities can employ smart growth planning principles to build schools that better serve
and support students, staff, parents, and the entire community, see EPA. Schools for Successful Communities: An Element of
Smart Growth. 2004. http://www.epa.gov/smartgrowth/schools-successful-communities-element-smart-growth.
3 Minicozzi, Joseph. "The Smart Math of Mixed-Use Development." Planetizen. Jan. 23, 2012. http://www.planetizen.com/
node/53922.
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Gl 0. Ensure a wide range of housing types that are affordable to different income levels
High-quality, centrally located residential neighborhoods with homes appropriate for a range of
income levels and family types make it possible for people to live near their jobs and let residents
stay in the same neighborhood even if their income or lifestyle changes. If a city does not have
enough appealing neighborhoods, it might not attract workers and businesses. At the same time, if
lower-income residents cannot afford homes, they might be forced to leave the city, removing
workers and customers from the local economy. A mix of different housing types (e.g., rental and for
sale, multifamily and detached, and large and small) can accommodate people in different life
phases, from starting out in the workforce to raising a family to retiring. (See policies 1, 2, 3, 7, 11,
12, 15, 27, 28, 29, 33, and 37 in Table 2.)
Gil. Increase access to open space, parks, and recreation
Open space, parks, and recreation are important to residents' physical and mental health. Trails,
paths, and on-street bike routes that connect neighborhoods to employment centers could improve
access to jobs and reduce driving
as workers are more likely to walk
or bike to work if it is safe and
convenient. Open space and public
gathering spaces, including
playgrounds and parks, can raise
property values in residential
areas4 and could attract new
residents and workers. A
community could tailor this goal to
specify improving existing open
space or establishing new open
spaces, based on the current
location and condition of its public
spaces. (See policies 1, 5, 12, 35,
38, 44, and 46 in Table 2.)
Exhibit 9. Frederick, Maryland. While Carroll Creek Park began as a
flood control project, its evolution as a cultural and recreational
amenity has helped stimulate economic development. More than $150
million in private investment is underway along the park.
G12. Preserve natural space in the city and surrounding region
Preserving natural areas in the city and surrounding region provides important recreational,
ecological, and economic benefits that enhance quality of life. These areas might be a natural buffer
along a river that keeps pollution out of the water and absorbs flood waters, a park that attracts
residents and tourists, or a field where children can play. Encouraging growth in infill locations and
on already-developed sites helps reduce the pressure to develop these natural areas, making it
easier to protect them. The community could examine projected climate change impacts for its
region to determine the boundaries of land it might want to preserve to help protect against future
floods, wildfires, and other natural hazards. (See policies 1, 5, 12, and 38 in Table 2.)
Shoup, Lily and Reid Ewing. The Economic Benefits of Open Space, Recreation Facilities and Walkable Community Design.
Active Living Research. 2010. http://activelivingresearch.org/node/12477.
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G13. Improve walking and biking facilities
Improved infrastructure for walking and biking provides numerous benefits for residents, workers,
and visitors. Sidewalks, bike lanes, and paths make walking and biking safer and more appealing,
encouraging more people to try it. Traveling to work, school, or stores on foot or by bike lets people
work physical activity into their daily routines, which can improve their physical and mental health.
Creating more transportation options makes it easier for workers to get to more jobs and lets
people choose not to drive, which reduces congestion and pollution. From a business standpoint,
many neighborhood-oriented retail and service establishments also see increased sales when access
by bike or on foot is improved.5 (See policies 1, 2, 3, 12, 44, 46, and 47 in Table 2.)
G14. Maintain character and distinctive community assets
During transitional periods, it is important for a community to maintain the places and institutions
that make it special, such as
religious institutions, public art,
museums, natural landscapes,
gathering places, and historic
buildings. These places, along with
attractive streetscapes and
storefronts, contribute to a sense
of place and neighborhood
identity, which help retain existing
residents and could attract new
residents and businesses. (See
policies 1, 10, 12, 15, 27, and 38 in
Table 2.)
G15. Allow a mix of land uses in
appropriate locations
Districts with homes, stores and
services, civic places, and other
land uses put residents closer to
jobs and their daily needs, allowing
them to walk, bike, or drive shorter distances. This convenience is particularly important for people
who do not have cars. The varied uses create lively neighborhoods with a sense of place. Adjusting
zoning codes to allow mixed-use districts is often a critical first step in developing these areas. (See
policies 1, 2, 3, and 12 in Table 2.)
G16. Ensure compatibility of adjacent land uses
Organic growth sometimes results in incompatible land uses close to one another. For example,
homes might be interspersed with industrial uses or too close to a freeway, which could put
residents' health at risk. Residential complaints could create an inhospitable environment for local
businesses, which might relocate. If an evaluation of current land uses suggests the presence of such
Exhibit 10. Waitsfield, Vermont. Located in the Mad River Valley
between two mountain ranges, one of the town's key assets is its
natural beauty, which attracts snow skiers and summer vacationers.
Protecting parts of its rural heritage like the Great Eddy Covered Bridge
helps preserve what makes the area distinctive.
Leinberger, Christopher B., and Mariela Alfonzo. Walk this Way: The Economic Promise of Walkable Places in Metropolitan
Washington, D.C. Brookings Institution. 2012. http://www.brookings.edu/research/papers/2012/05/25-walkable-places-
leinberger.
12
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issues, city staff might want to establish a goal to work with residents and businesses to address
concerns or to update zoning codes to prevent new development from creating similar problems.
(See policies 1, 12, and 40 in Table 2.)
Gl 7. Prepare for climate change
Many communities are already experiencing effects of climate change. Depending on the region,
impacts might include more severe storms, higher temperatures, more flooding, extended drought,
and rising sea levels. Communities that understand the current and projected impacts of climate
change can plan their economic development to protect their residents, businesses, and
infrastructure from harm and take advantage of new opportunities that climate change might bring.
Because climate change affects every aspect of a community, planning for climate impacts should be
incorporated into economic development, land use, transportation, housing, and other plans. If a
community can show it has considered how the changing climate affects its economy and is
preparing for and adapting to these changes, it could be more attractive to businesses looking for
long-term security and stability. (See policies 6, 12, 38, and 39 in Table 2.)
Table 1 lists the goals describd above. Each goal includes a data indicator that can help the city track its
progress toward achieving that goal and a target direction (i.e., the direction the indicator should move
to signify progress). The table also lists potential data sources for each indicator and links to those
sources where available.
Table 1. Economic development goals and indicators.
Target Key:
Decline
Maintain
Increase
GOAL INDICATOR TARGET SOURCE
Supporting Businesses
Gl
G2
G3
G4
Retain existing businesses
Attract new businesses
Promote entrepreneurship
Encourage business growth
in infill locations
Number of existing businesses
Number of new businesses
Number of new businesses founded
in the city and by city residents
Number of new businesses in
downtown and other core locations
•*
*
*
City business license data
City business license data
City business license data
City business license data
Supporting Workers
G5
Improve access to local
employment opportunities
Number of jobs in the city
Number of jobs in a designated
radius
Average commute time
*
U.S. Census. "LEND OnTheMap."
http://onthema p. ces. census, gov/.
U.S. Census. "LEND OnTheMap."
httD://onthemaD. ces. census, gov/.
U.S. Census. "American FactFinder."
http://factfinder2.census.gov/faces/nav/isf/pages/c
ommunitY facts.xhtml.
13
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G6
G7
Increase access to advanced
education, workforce
development, and job
training opportunities
Unemployment rate
Educational attainment
Improve the quality of K-12
education
State school performance scores
U.S. Department of Labor, Bureau of
Labor Statistics. "Local Area
Unemployment Statistics Map."
http://data.bls.gov/map/MapToolServlet?survev=
la&map=countv&seasonal=u. The Bureau of
Labor Statistics provides county-level
unemployment rates. State agencies
generally can provide city-level
unemployment rates.
U.S. Census. "American FactFinder."
http://factfinder2.census.gOV/faces/nav/isf/pages/c
ommunitv facts.xhtml.
State Achievement Index Report
Supporting Quality of Life
G8
Promote a vibrant
downtown or commercial
district
Retail sales for downtown or
commercial district
Retail and office lease rates for
downtown or commercial district
City sales tax data
Business survey
Number of retail businesses
City business license data
G9
Attract stores and services
for daily needs to
downtowns and residential
neighborhoods
Transit frequency, coverage, and
ridership
Local transit provider
Walk Score for key residential
neighborhoods
Walk Score. https://www.walkscore.c
Presence of full-service grocery store
and drugstore within 1 mile radius
Google Maps. https://maps.google.con
G10
Ensure a wide range of
housing types that are
affordable to different
income levels
Number of homes affordable to each
income group
U.S. Census. "American FactFinder."
http://factfinder2.census.gov/faces/nav/isf/pages/c
ommunitv facts.xhtml
Gil
Increase access to open
space, parks, and recreation
Amount of land dedicated to open
space or parks
City zoning maps
Miles and number of trails and paths
Google Maps. https://maps.google.con
G12
Preserve natural space in
the city and surrounding
region
Percentage of land that is natural
space in the city and region
Local and county land use maps
14
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GOAL INDICATOR TARGET SOURCE
G13
G14
G15
G16
G17
Improve walking and biking
facilities
Maintain character and
distinctive community
assets
Allow a mix of land uses in
appropriate locations
Ensure compatibility of
adjacent land uses
Prepare for climate change
Miles and number of bike lanes and
other bike infrastructure
Percentage of residents who
commute to work by walking or
biking
Number of pedestrian and bicycle
crashes
Inventory or map of community
assets
Presence of districts zoned for a mix
of uses
Presence of compatible adjacent land
uses
Plan detailing strategies to prepare
for climate change impacts
*
*
•+
•
•
•
City staff
U.S. Census. "American FactFinder."
http://factfinder2.census.gov/faces/nav/isf/pages/c
ommunitv facts.xhtml.
Police department
City staff with community input
City zoning maps
City zoning maps
City staff
STEP 4. IDENTIFY EXISTING ASSETS AND BARRIERS
A smart growth economic development strategy should reflect an area's existing assets and the barriers
that impede achieving community goals. Identifying barriers to meeting a goal is an important step
because implementation tools and resources are generally more effective when they are selected to
overcome a specific obstacle rather than achieve a broad goal. For example, if a city has the goal of
making its downtown more vibrant, the potential barriers to meeting this goal are diverse, including:
• Outdated and undersized retail space.
• A lack of nearby residents to support retail demand.
• Absentee property owners uninterested in investing in downtown buildings.
• A lack of wayfinding.
• A need for additional or more convenient parking.
Each of these barriers would need different tools to achieve the goal of a vibrant downtown. For
instance, a facade improvement program is unlikely to help significantly if the major problem is the lack
of nearby residents to support existing businesses.
STEP 5. SELECT THE RIGHT TOOLS
Tools will be most effective when linked to specific barriers. Sometimes more than one tool can help
achieve a particular goal. This section explores policy tools and actions that communities could include
as part of a smart growth economic development strategy. It includes conventional economic
development tools and tools that might not typically be considered part of an economic development
strategy—such as transportation options or infill development—that support economic development.
The more conventional tools, such as streamlined permitting processes or business improvement
15
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districts, could be applied through a "smart growth filter"—that is, to encourage economic development
in places that cities have identified for growth, such as downtowns and infill areas.
Policy tools and actions often support multiple goals across the three components of a smart growth
economic development strategy. A particular tool might support workers, support businesses, and
improve quality of life. The policy tools and actions are, therefore, broken into eight cross-cutting
topical areas:
1. Land use policy.
2. Partnership building.
3. Business development and entrepreneurship.
4. Workforce development and employment.
5. Health and environment.
6. Brownfield and infill redevelopment.
7. Transportation.
8. Infrastructure financing.
The following table describes specific tools and actions in each category, including: a potential program
administrator, an entity that could be a good choice to lead implementation; the smart growth
economic development goals (from Section III.C) that the tool or action could help achieve; and links to
more information, if available. This is not a comprehensive list. It is intended as a starting point for
communities to identify the tools and resources that are available locally and are best suited to the local
context, barriers, and goals. The inventory might also help staff develop new and innovative strategies
and programs as needed.
16
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Table 2. Policy tools and actions.
Policy Tools and Actions
Administrator
Goals
More Information
Land Use Policy. Land use policies could help shape development patterns to help the community get the type of development it wants in the
appropriate location. These policies would have the greatest impact in places where current zoning practices, development standards, and/or
building codes make greenfield development easier and cheaper than infill, redevelopment, or mixed use. Zoning that is flexible enough to react to
changing market conditions helps a community's economy weather downturns and take advantage of opportunities.6
1. Area planning: Areas that are experiencing market stagnation or declines in
value might need planning and investment to stimulate growth. Create a set of
plans for downtown and other infill locations to establish place-specific goals,
identify existing challenges, create policies to guide future development, and
develop implementation strategies.
2. Zoning for mixed-use development: Adjusting zoning codes to allow mixed-use
development helps create walkable, mixed-use places. Review the city's zoning
ordinance to see if existing zoning allows mixed-use development in downtowns
and other central locations, at densities that are consistent with market demand.
If it does not, consider revising the ordinance to allow a mix of uses.
3. Revised development standards: Encourage mixed-use, compact development
by reviewing and revising development standards to allow, encourage, or require
desired building types, land uses, and density. Changes might include reduced
minimum lot sizes, setbacks, or parking ratios, or increased maximum densities or
floor-area ratios.
Planning
department
Planning
department
Planning
department
G4, G8, G9,
G10, Gil,
G12, G13,
G14, G15,
G16
G4, G8, G9,
G10, G13,
G15
G4, G8, G9,
G10, G13,
G15
For more information on codes
and ordinances that support
smart growth development, see
EPA's Essential Smart Growth
Fixes for Urban and Suburban
Zoning Codes7 and Smart Growth
America's Smart Growth
Implementation Toolkit.8
For more information on infill
development incentives, visit
PolicyLink's Infill Incentives web
page.9
For information about local zoning codes that can address the most common barriers local governments face in implementing smart growth strategies, see EPA. "Essential
Smart Growth Fixes for Communities." http://www.epa.gov/smartgrowth/essential-smart-growth-fixes-communities. Accessed Feb. 3, 2014.
7 EPA. Essential Smart Growth Fixes for Urban and Suburban Zoning Codes. 2009. http://www.epa.gov/smartgrowth/essential-smart-growth-fixes-communities.
8 Smart Growth America. "Smart Growth Implementation Toolkit." http://www.smartgrowthamerica.org/leadership-institute/implementation-tools. Accessed Jan. 27, 2015.
9 PolicyLink. "Infill Incentives." http://policylink.info/EDTK/lnfill. Accessed Jun. 27, 2014.
17
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Policy Tools and Actions
Administrator
Goals
More Information
4. Quick-reference zoning handout: Make easy-to-understand zoning handouts
available online and at city hall. Land use and zoning codes can often be difficult
to interpret. Providing a simple explanation of what is allowed and contact
information for further questions can ease the burden of seeking city approvals.
Planning
department
Gl, G2, G3,
G4, G8
See an example of a quick-
reference zoning handout from
Anaheim, California.10
5. Preservation of open and agricultural space: Preserving natural areas in the
city and surrounding region provides important recreational, ecological, and
economic benefits that enhance quality of life. Review the city's zoning
ordinances and make necessary adjustments to preserve agricultural land, open
space, and other environmentally sensitive areas.
Planning
department
Gil, G12
For more information on
protecting open space and
farmland, visit the Municipal
Research and Service Center of
Washington's Web page on
preservation techniques.11
6. Incorporating climate change considerations into land use policies and plans:
Determining which areas of the communities are safer over the long term is
critical to land use planning. Investigate projected climate change impacts and
how they are likely to affect current natural hazards. Integrate the community's
hazard mitigation plan, if one exists, with the land use plan, and ensure that both
use projections rather than historical trends.
Planning and
emergency
management
departments
G17
For more information on
integrating climate change into
hazard mitigation planning, see
case studies and lessons learned
from ICLEI.12 For information on
smart growth policies that also
help prepare for climate change,
see EPA's Using Smart Growth
Strategies to Create More
Resilient Communities in the
Washington, D.C., Region.^
City of Anaheim. C-G Zone (Commercial General) Land Use & Development Standards. 2008. http://www.anaheim.net/documentcenter/view/1191.
11 Municipal Research and Services Center of Washington. "Farmland Preservation Techniques and Sustainable Agriculture." http://www.mrsc.org/subiects/planning/
farmland.aspx. Accessed Jun. 27, 2014.
12 Higbee, Melissa. Integrating Hazard Mitigation and Climate Adaptation Planning: Case Studies and Lessons Learned. ICLEI. 2014. http://icleiusa.org/wp-content/uploads/2015
/08/I ntegrating-Hazard-Mitigation-and-Climate-Adaptation-Planning.pdf.
13 EPA. Using Smart Growth Strategies to Create More Resilient Communities in the Washington, D.C., Region. 2013. http://www.epa.gov/smartgrowth/using-smart-growth-
strategies-create-more-resilient-communities-washington-dc-region.
18
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Policy Tools and Actions
Administrator
Goals
More Information
7. Adaptive reuse of buildings: Development standards and building codes
designed for new construction often make rehabilitating older, historic buildings
prohibitively expensive. Review and revise development standards, zoning,
building, and safety codes to allow adaptive reuse of existing buildings in central
locations, encouraging infill development and reducing environmental impacts
from new construction. Changes to allow adaptive reuse could include reducing
minimum residential unit sizes and commercial or residential parking
requirements or grandfathering in nonconforming building heights; setbacks;
floor plans; and electrical, mechanical, fire, and life safety requirements.
Building and
safety
department, with
assistance from
planning
department
G8, G10
See an example of an adaptive
reuse policy from Los Angeles.14
For more resources on adaptive
reuse, see EPA's Web page on
smart growth and sustainable
preservation of existing and
historic buildings.15
8. Community Code enforcement program: Rehabilitating vacant or blighted
properties in downtowns and other central locations can clean up environmental
hazards and make these locations more attractive to investors and residents. The
program could include reviewing and revising existing codes to more explicitly
address the code violation issues in the community, preparing community code
enforcement guidelines or protocols so that community members are clear about
what they can do to report code violations to the city, and developing a website
or other tools for reporting and tracking progress resolving complaints. Some
communities have hired outside consultants to train all of the actors in the code
compliance process, including community members, city staff, and property
owners.
Building and
safety department
G8
For resources on code
enforcement and other strategies
for improving vacant and blighted
properties, see the Center for
Community Progress' Toolkit.16
For strategies to overcome
barriers to dealing with chronic
nuisance problems, including
blighted properties, see
Enterprise's Solving Chronic
Nuisance Problems." See an
example of a code enforcement
website from the city of San
Diego18 and a local community
organization with a Code
Enforcement and Nuisance
Rental Properties Committee that
works closely with city officials.19
City of Los Angeles. Adaptive Reuse Program. 2006. http://www.downtownla.com/images/reports/adaptive-rescue-ordinance.pdf.
15 EPA. "Smart Growth and Preservation of Existing and Historic Buildings." http://www.epa.gov/smartgrowth/smart-growth-and-preservation-existing-and-historic-buildings.
Accessed Feb. 3, 2015.
16
Center for Community Progress. "Building American Cities Toolkit." http://www.communityprogress.net/toolkit-home-page-pages-292.php. Accessed Feb. 3, 2015.
19
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Policy Tools and Actions
Administrator
Goals
More Information
Partnership Building. Because smart growth economic development encompasses many issues, municipal governments often look for partners
from the public, private, and nonprofit sectors to help achieve community goals. For example, some cities and school districts team up to better
prepare high school students to enter the workforce. In other cases, city staff might simply convene groups to address a specific challenge.
9. City-school district partnership: A high-quality public education system supports
the local economy by helping to ensure the community has workers with needed
skills and better preparing students for jobs. Cities can work more closely with local
school districts to improve public education by supporting school programs and
building connections between government and the education sector. Options could
include regular meetings with administrative staff and school board members or
creating an education task force comprised of representatives from the education
system, business community, and local government. Potential avenues of
exploration might include developing science, technology, engineering, and math
(STEM) curricula in K-12 schools or creating a mentorship program for high school
students to teach them about different educational opportunities and professions
and better prepare them to enter the workforce.
10. Original art mural program: A mural program can bring public art to the
community and enhance the local sense of place. Artists work with the city and
apply for permits. Applicants hold a community meeting to notify the neighborhood
about the proposed artwork and answer questions. This program could help
improve the neighborhood's appearance by adding art and removing graffiti.
City manager
and/or mayor's
office
Planning
department
G7
G14
See an example of regulations for
an original art mural program
from Portland, Oregon.20
Campbell, John H. Solving Chronic Nuisance Problems. 2001. http://www.enterprisecommunitv.com/resources/ResourceDetails?ID=19720.pdf.
18 City of San Diego. "Code Enforcement Home." 2015. http://www.sandiego.gov/ced/index.shtml. Accessed Dec. 16, 2015.
19 College Area Community Council. "Code Enforcement and Nuisance Rental Properties." 2015. http://www.collegearea.org/cacc/index.php/about-us/committees-of-the-
caccffcode enforcement committee. Accessed Mar. 5, 2015.
City of Portland. "Original Art Mural Permits." http://www.portlandoregon.gov/bds/50737. Accessed Sep. 22, 2014.
20
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Policy Tools and Actions
Administrator
Goals
More Information
11. Landlord education program: A landlord education program is intended to
help property owners learn best practices in property management. The program
could educate landlords on complying with codes, applicant screening, fair
housing rules, lease agreements, the eviction process, and other relevant
information. Program benefits could include better property maintenance, safer
homes, a more stable tenant base, and lower city costs for code enforcement.
Code enforcement
department
G10
For more information on working
with landlords, see the Center for
Community Progress' Web
page.21 See an example of a
landlord education program from
Fargo, North Dakota.22
12. Peer city technical assistance program: To help with local economic
development goals, work with a peer city in the same state to learn best practices
in applying for grant money and developing programs that adhere to state laws.
Reaching out to another city's staff members could reveal how that city was
successful in its application and lessons relevant to the local process.
City manager
All
See an example of a peer city
technical assistance program
from Massachusetts.23
13. Unified community events calendar: Create a unified calendar of downtown
events to inform local businesses and potential customers. Designate a point
person to ask businesses and nonprofits about upcoming events and update the
calendar weekly or monthly.
City manager
Gl, G8
See an example of a unified
events calendar from Rochester,
New York.24
14. Student internships: Offer local government internships for high school or
college students. Many students have volunteer requirements and want
professional experience. Students can often help city staff at little or no cost.
Interns need clearly defined roles to ensure students and the city get the most
out of the experience.
City manager
G6
Center for Community Progress. "Working with Rental Landlords and Property Investors." http://www.communitvprogress.net/working-with-rental-landlords-investors-pages-
205.php. Accessed Apr. 9, 2015.
22 City of Fargo. "Landlord Training Program." http://www.citvoffargo.com/Citvlnfo/Departments/Police/CitizenResources/LandlordTrainingProgram/. Accessed Dec. 16, 2015.
23 Commonwealth of Massachusetts. "Peer to Peer Technical Assistance Program." http://www.mass.gov/hed/community/funding/peer-to-peer.html. Accessed Sep. 22, 2014.
24 City of Rochester. "Events." http://www.citvofrochester.gov/events.aspx. Accessed Sep. 22, 2014.
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Policy Tools and Actions
Administrator
Goals
More Information
15. Neighborhood association support: Organizations often need assistance
when starting out. To take advantage of existing resources and experience,
connect neighborhood associations with other local neighborhood associations or
with organizations active in the community, such as churches, service
organizations, and nonprofit organizations.
Economic
development
department
G10, G14
For ideas on how to make a
neighborhood association
successful, see a toolbox created
by Irving, Texas.25
16. Business assistance program: Create a program to provide local businesses
with technical assistance in marketing, accounting, or finance, and low-interest
loans to fund improvements to landscaping, signs, or building facades.
Economic
development
department
G9
See an example of a business
assistance program from
Cleveland, Ohio.26
Business Development and Entrepreneurship. These policy tools and actions are designed to help existing businesses expand and encourage
new businesses. Most of these tools are most effective when targeted to specific, high-priority industries or locations identified for revitalization
and investment such as a downtown. City staff can implement some of the tools and actions, such as the streamlined permit applications and
approvals. Others, such as promoting local hiring, would require city staff to facilitate connections between local businesses and other
organizations.
27
17. Streamlined permitting process: Review existing permit and approval
processes, and give businesses investing in downtown and other infill locations an
expedited permit process to shorten the timeline and reduce development costs.
The city could also help applicants fill out permit applications or reduce permit
fees to encourage more development in central locations.
City manager and
planning and code
enforcement
departments
Gl, G2, G3,
G4
For help evaluating existing
permit processes and ideas on
how to develop an expedited
process, see Local Government
Permitting Best Practices
developed by the state of
Washington.28
City of Irving. "Neighborhood Association Toolbox." http://cityofirving.org/198/Neighborhood-Association-Toolbox. Accessed Feb. 2, 2015.
26 City of Cleveland. "Small Businesses and Retail." http://www.rethinkcleveland.org/About-Us/Our-Services/Small-Business-and-Retail.aspx. Accessed Dec. 16, 2015.
27 The National League of Cities has compiled strategies for local governments to help small businesses and entrepreneurs in two reports: National League of Cities. Supporting
Entrepreneurs and Small Businesses: A Tool Kit for Local Leaders. 2012. http://www.nlc.org/find-citv-solutions/citv-solutions-and-applied-research/economic-
development/small-business-and-entrepreneurship/supporting-entrepreneurs-and-small-business; National League of Cities. Big Ideas for Small Business Report. 2014.
http://www.nlc.org/find-citv-solutions/city-solutions-and-applied-research/economic-development/small-business-and-entrepreneurship/big-ideas-for-small-business.
28 Washington State Governor's Office of Regulatory Assistance. Local Government Permitting: Best Practices. 2008. http://www.oria.wa.gov/Portals/ oria/VersionedDocuments
/Local Government/lgp best practices report.pdf.
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Policy Tools and Actions
Administrator
Goals
More Information
18. Designated economic development staff person: An effective economic
development strategy requires dedicated staff time to implement programs and
build relationships in the community. Assign one person to economic
development activities, including operating programs, pursuing funding, and
tracking results so the city can modify its activities and investments as business
needs change.
City manager
Gl, G2
19. Economic development task force: Ongoing collaboration between the public
and private sectors is an important component of economic development. To
encourage collaboration, form an economic development task force with
representatives from the public and private sectors to discuss how the city could
better facilitate economic development. Representatives from the business
community could include business owners, property owners and developers, or
leaders from the Chamber of Commerce or other business groups. This group
could meet monthly or quarterly.
Economic
development
department, with
participation from
planning, building
and safety, and
transportation
departments,
and/or the
mayor's office
Gl, G2
20. Economic development website: In addition to providing new and expanding
businesses with information and resources, a dedicated economic development
website sends a clear message that a city is "open for business" and available to
help. Create and maintain an economic development website that could be a one-
stop shop to help new and existing business owners with business startup or
expansion. This website could include a step-by-step guide to starting or
expanding a business in the city, links to important contacts and forms, and links
to resources outside the community, such as loan programs from the Small
Business Administration or community development financial institutions or
technical assistance from a regional small business development center.
Economic
development
department
Gl, G2
See a sample economic
development website for
Douglas, Georgia.29
Douglas-Coffee County Chamber and Economic Development Authority. "Economic Development." http://www.douglasga.org/EconomicDevelopment.html. Accessed Jan. 22,
2015.
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Policy Tools and Actions
Administrator
Goals
More Information
21. Regular visits to businesses: Building relationships with local business owners
lets city staff provide responsive, hands-on assistance and sends a message that
each and every business is important to the city. Assign a staff person or team to
build relationships with local business owners in high-priority economic sectors or
locations. Establish contact by visiting local business owners in person, and
maintain relationships through regular check-ins at times and locations
convenient to the business owners. City staff could also participate in the local
Chamber of Commerce, downtown association, business improvement district, or
other business associations.
Economic
development
department; could
also include
participation by
city manager,
mayor's office, or
other
departments
Gl
22. Real estate broker outreach: Developing relationships with local and regional
real estate brokers can help raise the city's visibility as a potential location for
new businesses and development, as well as send a message that the city is
business friendly. Assign a staff member to build relationships with local and
regional real estate brokers and developers interested in investing in infill
locations. The staff person could provide personalized, one-on-one assistance to
brokers seeking to locate new tenants or developers considering a new project.
The city could also host monthly or quarterly breakfast meetings or other events
for the real estate community to alert them to opportunities for new activity in
the city and to encourage investment in downtown and other infill locations.
Economic
development
department; could
also include
participation by
city manager,
mayor's office, or
other
departments
G2, G4
23. Site-selection assistance: Providing site-selection assistance to new or
relocating businesses could encourage businesses to locate in infill locations and
established centers. This could include maintaining a regularly updated inventory
of available commercial spaces as part of the city's economic development
website, as well as suggesting locations and giving site tours to new businesses
looking to locate in the city and existing businesses seeking to expand.
Economic
development
department
Gl, G2, G4
See an example of a database of
available properties, as well as
additional site selection services,
from Newport News, Virginia.30
' City of Newport News." Site Selection Assistance." http://www.nngov.com/668/Site-Selection-Assistance. Accessed Jun. 27, 2014.
24
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Policy Tools and Actions
Administrator
Goals
More Information
24. Business improvement district: A business improvement district can
empower local property owners and businesses to improve the sense of place in
their district, which could give them a competitive advantage. Guide local
property owners and commercial tenants through forming a special business
district (such as a business improvement district), in which businesses in a
downtown or other defined district pay a tax, fee, or levy to contribute to
maintaining, developing, or marketing their district.
Economic
development
department
Gl, G2, G4,
G8
See a sample guide to starting a
business improvement district
from New York City.
31
25. Social media assistance: Help local businesses expand their customer base by
setting up a website or using social media platforms. Bring in a consultant to offer
step-by-step training.
Economic
development
department
Gl, G2, G4
26. Coordinated business hours: Encourage businesses in the downtown or
commercial corridor to maintain common operating hours. Not having common
hours can deter potential customers from shopping in the area since it causes
confusion and frustration not knowing what will be open.
Economic
development
department
G8
27. Business licenses for residential landlords: Ensuring safe, high-quality homes
is important for giving residents a high quality of life and attracting workers for
local employers. Requiring licenses to become a landlord in the city gives the city
contact information for absentee property owners so it can communicate with
them about property owner responsibilities. Revenues from license fees could be
used to help fund code enforcement or small improvements in the neighborhood
or to help offset costs for maintaining certain infrastructure, like parks,
community gardens, or street trees.
Planning
department
G10, G14
See an example of how business
licenses for rental properties
have been implemented from
Tacoma, Washington.32
New York City Department of Small Business Services. Starting a Business Improvement District: A Step-by-Step Guide. 2012. http://www.nyc.gov/html/sbs/downloads/pdf/
bid guide complete.pdf.
32 City of Tacoma. "Rental Business License." http://www.citvoftacoma.org/government/city departments/finance/tax and license/rental business license. Accessed Sep. 22,
2014.
25
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Policy Tools and Actions
Administrator
Goals
More Information
Workforce and Employment. Workforce development and employment tools can help give all residents the opportunity to benefit from
economic development. These policy tools and actions can improve job training and employment opportunities for local residents. These types of
strategies are most appropriate in places where lack of education and job training are barriers to economic development and are particularly
important for transitioning economies in which the education and skills needed to obtain local jobs are changing rapidly.33
28. Community Revitalization Strategy Area: Working with the state to designate
an area as a Community Revitalization Strategy Area would bring many benefits,
including the ability to use Community Development Block Grant (CDBG) money
more flexibly for housing and economic development. The program can help
transform a specific area by coordinating resources for comprehensive
community revitalization.
29. Homebuyer education and down payment assistance: To help residents find
homes they can afford and opportunities to invest in the community, create a
program to educate residents about homeownership and down payment
assistance opportunities. A mortgage payment can sometimes be less expensive
than monthly rent, but many people are unable to meet down payment
requirements. This program would educate would-be homebuyers about real
estate financing and offer grants for the down payment. Financial resources for
this program could come from a federal agency such as HUD.
Economic
development
department
Economic
development
department
G10
G10
For more information about
Community Revitalization
Strategy Areas, including specific
regulatory flexibility the program
allows, see information from U.S.
Department of Housing and
Urban Development (HUD).34
See a sample homeownership
assistance program from Fort
Worth, Texas that is funded by
HUD.35
For more ideas beyond those included here on how local governments could support workforce development, see National League of Cities. Municipal Action Guide:
Workforce Development for Economic Competitiveness. 2010. http://www.nlc.org/documents/Find%20City%20Solutions/Research%20lnnovation/Economic%20Development/
workforce-development-economic-competiveness-gid-10.pdf.
34 HUD. Revitalization Areas. 2012. http://portal.hiud.gov/hudportal/documents/huddoc?id=cdbg bas 10.pdf.
35 City of Fort Worth. "Homebuyer Assistance Program." http://fortworthtexas.gov/neighborhoods/hap/. Accessed Dec. 16, 2015.
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Policy Tools and Actions
Administrator
Goals
More Information
30. Tailored job-training programs: Job-training programs that are tailored to the
needs of local businesses are more likely to successfully prepare workers for local
jobs. Partner with local businesses and community colleges or workforce training
programs to create a tailored curriculum that prepares students for jobs in high-
priority industries. Other potential partners could include local unions or trade
organizations.
Economic
development
department
G3, G5, G6
For best practices and tools to
promote partnerships among
community colleges, the business
community, and local and
regional governments, see the
compendium published by the
American Association of
Community Colleges and the
National Center on Education and
the Economy.36
31. Career resource center: Connecting local workers with nearby jobs would
shorten commute times and improve quality of life for workers, as well as reduce
pollution from driving. Partner with a local community college or job-training
organization to create a career resource center to better connect residents
seeking employment with local businesses. The center could maintain an up-to-
date listing of available jobs and residents seeking employment; connect residents
with appropriate education and training programs, including financial aid
resources; host regular career fairs; connect residents and businesses with
resources from regional or state economic development agencies, such as on-the-
job training or workforce screening programs; and provide one-on-one career
counseling on dedicated days each week or month.
Economic
development
department
Gl, G2, G5,
G6
See an example of a city-hosted
career resource center from
Santa Clarita, California.37
American Association of Community Colleges and National Center on Education and the Economy. Sustaining Partnerships for Regional Economic Growth: A Compendium of
Promising Practices and Tools. 2009. http://www.aacc.nche.edu/Resources/aaccprograms/cwed/Documents/sustainingpartnerships.pdf.
37 City of Santa Clarita. "Santa Clarita WorkSource Center." http://econdev.santa-clarita.com/santa-clarita-worksource-center. Accessed Jul. 1, 2014.
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32. Local hiring: Local-hiring policies typically require that certain government
employees or some percentage of workers on city-funded projects live in the
jurisdiction. These policies increase employment opportunities for the local
workforce, ensure that government spending is invested back into the
community, and reduce commute times for government workers.
City manager
G5
For more information on local
hire programs, see the
Partnership for Working Families'
Making Development Work for
Local Residents.38
33. Housing market study: To ensure that the workers of local employers have
the opportunity to live in the community, conduct a housing market study to
identify what housing types are available and how the city could meet existing
and future housing needs, particularly in central locations near employers.
Planning
department
G10
See a sample housing market
study from Moore, Oklahoma.3
34. Local business purchasing: Purchasing goods and services locally supports
local businesses and workers. Help nearby institutions that have a vested interest
in community development, such as educational and medical institutions, to
acquire goods and services locally, such as food or laundry and janitorial services.
Community or
economic
development
departments
Gl
For more information on working
with institutions to promote local
business purchasing and
economic development, see
Building Healthier Communities:
Embracing the Anchor Mission
published by the Democracy
Collaborative at the University of
Maryland.40
Partnership for Working Families. Making Development Work for Local Residents: Local Hire Programs and Implementation Strategies that Serve Low-Income Communities.
2008. http://www.forworkingfamilies.org/resources/publications/making-development-work-local-residents-local-hire-programs-and.
39 RKG Associates, Inc. Comprehensive Housing Market Analysis: City of Moore, Oklahoma. 2014. http://www.citvofmoore.com/sites/default/files/main-
site/Moore%20Housing%20Final%20Report.pdf.
40 Zuckermann, David. Hospitals Building Healthier Communities: Embracing the Anchor Mission. The Democracy Collaborative at the University of Maryland. 2013.
http://communitv-wealth.org/sites/clone.communitv-wealth.org/files/downloads/Zuckerman-HBHC-2013.pdf.
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Policy Tools and Actions
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Health and Environment. Smart growth economic development strategies recognize the value of a good quality of life and a strong sense of
place. Some are aimed at enhancing quality of life by increasing access to open space or improving street design to encourage walking, biking, and
outdoor recreation. Others help communities ensure that they have high-quality homes affordable to a range of income levels. For example, a
green building program can encourage healthier and more resource-efficient models of construction, renovation, operation, maintenance, and
demolition to achieve multiple environmental, economic, and social benefits. By improving quality of life, these actions create places that help
residents and businesses stay physically and economically healthy and provide a competitive advantage in attracting new residents and businesses.
35. Shared-use playgrounds: Playgrounds and parks are essential to healthy
communities, but cities often have trouble maintaining sufficient park space.
Partner with the local school district to promote physical activity and community
health by creating shared-use facilities that are both school playgrounds and
community parks.
Community
development or
health services
department
Gil
For more information on shared-
use playgrounds, see the Safe
Routes to School National
Partnership's Shared Use of
School and Community Facilities
Web page.41
36. School-based health clinic: Access to community health services is critical to
maintaining public health, particularly in areas with limited public transportation
or existing health care facilities. Partner with the school district and a local
community health organization to open a community health clinic in the school to
promote health and wellness for students and their families.
Community
development or
health services
department
G9
For more information about
school-based health centers, see
the U.S. Department of Health
and Human Services Health
Resources and Services
Administrations' Web page on
School-Based Health Centers.42
41 Safe Routes to School National Partnership. "Shared Use of School and Community Facilities." http://saferoutespartnership.org/state/bestpractices/shareduse. Accessed Jun.
27, 2014.
42 U.S. Department of Health and Human Services. "School-Based Health Centers." http://www.hrsa.gov/ourstories/schoolhealthcenters. Accessed Jun. 27, 2014.
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Policy Tools and Actions
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37. Green building incentive program: A green building incentive program for
downtowns and other infill locations could reduce pollution, water use, and
energy use, while making workers safer, healthier, more comfortable, and more
productive. Green buildings can also reduce ongoing maintenance and operation
costs, which appeals to investors and tenants. This program could include an
expedited permitting process, reduced building and permit fees, and/or tax
credits for developers of green buildings in key locations.
Building and
safety department
G10
See an example green building
incentive program from Arlington
County, Virginia.
43
38. Green infrastructure: Green infrastructure can improve water quality and
supply, reduce flooding risk, save public and private funds, and protect public
health through improved air quality and green spaces, among other benefits.
Develop a plan to incorporate green infrastructure into the community to achieve
multiple environmental, public health, social, and economic goals.
Planning
department
Gil, G12,
G14, G17
For more information on how to
develop a green infrastructure
plan to manage stormwater while
achieving other environmental,
public health, social, and
economic benefits, see EPA's
Enhancing Sustainable
Communities with Green
Infrastructure.44
39. Climate change resilience plan: Climate change is creating challenges for
cities, including greater extremes in temperature and rainfall, sea level rise, and
more frequent natural hazards such as floods and storms. Identify the projected
local impacts of climate change, and create a long-term plan to prepare for those
impacts. The plan can be the basis for incorporating climate considerations into all
community plans and policies.
Planning
department
G17
For more information and tools
to develop a climate resilience
plan, seethe U.S. Climate
Resilience Toolkit.45
Arlington Initiative to Rethink Energy. "Green Building." http://environment.arlingtonva.us/energy/green-building/. Accessed Dec. 16, 2015.
44 EPA. Enhancing Sustainable Communities with Green Infrastructure. 2014. http://www.epa.gov/smartgrowth/enhancing-sustainable-communities-green-infrastructure.
45 Partnership of federal agencies and organizations led by the National Oceanic Atmospheric Administration (NOAA). "U.S. Climate Resilience Toolkit."
http://toolkit.climate.gov. Accessed Feb. 3, 2015.
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Policy Tools and Actions
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Brownfield and Infill Redevelopment. Infill development, especially when it involves the assessment and cleanup of any environmental
contamination, also can encourage reinvestment in nearby properties. However, infill development can be challenging for many reasons, including
small parcel sizes and possible environmental contamination. Even the perception or possibility of contamination can discourage redevelopment
because of unknown costs and additional time that could be required for cleanup.46 Some of these policy tools and actions can help with the
assessment, remediation, and redevelopment of brownfield sites. Others can provide incentives for redevelopment on other types of infill sites.47
40. Establish community goals for brownfields: Community participation is
essential to building broad support for brownfields remediation and ensuring that
future development helps achieve community goals. Engage the community
through advisory committees, public meetings, design workshops, focus groups,
and other methods to learn community priorities for reusing brownfield sites.
41. Citywide brownfields remediation program: A coordinated, strategic
approach to brownfields remediation would use funds more efficiently and
encourage redevelopment of contaminated land. First, inventory local brownfield
sites, then identify high-priority sites for cleanup based on local goals, including
goals in the smart growth economic development strategy. Designate these sites
as eligible for tools that have a targeted focus area and prioritize them for local,
state, and federal funding assistance.
42. Outreach to owners of vacant or underused properties in central locations:
Assign a staff member to contact owners of infill development sites to determine
why new or redevelopment is not occurring and how the city could encourage it.
The staff person could connect the property owner with real estate brokers and
developers, work with property owners to change permitted uses, or conduct a
market study to help owners understand potential uses.
Planning or
economic
development
department
Planning or
economic
development
department
Economic
development
department
G16
G4
G8
For more information on how to
engage the community and
create an area-wide brownfields
program, see EPA's Brownfields
Area-Wide Planning Program
Fact Sheet.4*
EPA. Smart Growth and Economic Success: Investing in Infill Development. 2014. http://www.epa.gov/smartgrowth/smart-growth-and-economic-success-investing-infill-
development.
47 For information on developing an area-wide plan and implementation strategy for brownfield sites, which will help inform the assessment, cleanup, and reuse of brownfields
properties and promote area-wide revitalization, see EPA. "Brownfields Area-Wide Planning Program." http://www.epa.gov/brownfields/types-brownfields-grant-fundingfftab-5.
48 EPA. Brownfields Area-Wide Planning Program Fact Sheet. 2012. http://www.epa.gov/brownfields/brownfields-area-wide-planning-program-factsheet.
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Goals
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Transportation. A well-connected, safe, and reliable transportation network that integrates driving, walking, biking, and public transit has many
economic development benefits. It connects workers to jobs; lets people who cannot or choose not to drive get to stores, services, and amenities;
and disperses users across several modes and routes, which can reduce traffic congestion. These policies can give people more options for getting
around a neighborhood and the larger region. Infrastructure improvements could make walking and biking safer and more appealing, which could
reduce people's transportation costs and leave them more money to spend in the community.
43. Wayfinding signage: Wayfinding signage helps visitors locate landmarks and
businesses in the downtown. An attractive and distinctive system can improve the
appearance and bring visitors to the area, potentially increasing the number of
customers for local businesses.
44. Two-way streets: Where possible, allow traffic to flow in both directions.
One-way streets can encourage drivers to drive faster, which puts pedestrians at
risk. If a goal is to develop a walkable downtown, converting one-way streets into
two-way streets can help make the area safer for pedestrians.
45. Coordinated public transportation: Analyze public transportation service to
determine if it is meeting the community's needs. Work with major employers to
see if service aligns with worker schedules. Making public transportation more
convenient could increase ridership.
46. Multimodal transportation plan: Safe walking, biking, and public
transportation routes protect public health by encouraging physical activity and
reducing pollution from vehicles. Develop a transportation plan that makes
walking, biking, and public transportation safe, reliable options in addition to
driving. The plan would identify assets, challenges, and opportunities for
improving transit, biking, and pedestrian facilities, particularly in downtowns and
other locations identified for infill development.
Planning
department
Transportation
department
Transportation
department
Transportation
department
G8, G9
G5, G8, G9,
Gil, G13
G5
G5, G9, Gil,
G13
For information on the
advantages of two-way traffic,
see an article in /Access Magazine
published by the University of
California.49
See examples of bicycle and
pedestrian plans from Bellevue,
Washington,50 and Eugene,
Oregon.51
49 Gayah, Vikash V. "Two-Way Street Networks: More Efficient than Previously Thought?" Access Magazine. 2012. http://www.uctc.net/access/41/access41-2way.pdf.
50 City of Bellevue. City of Bellevue Pedestrian & Bicycle Transportation Plan Report. 2009. http://www.pedbikeinfo.org/pdf/PlanDesign SamplePlans Local Bellevue2009.pdf.
51 City of Eugene. Eugene Pedestrian and Bicycle Master Plan. 2012. http://www.pedbikeinfo.org/pdf/PlanDesign SamplePlans Local Eugene2012.pdf.
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Infrastructure Financing. Infrastructure improvement and maintenance are important for attracting private investment in redevelopment, but
paying for infrastructure can be challenging for cities as resources for infrastructure financing dwindle. These tools are most applicable in
communities where infrastructure problems are a major barrier to economic development, but local funding for capital improvements is scarce.
For example, some historic downtowns have outdated utilities, crumbling sidewalks, and streets filled with potholes. To bring businesses and
residents back downtown, investments are needed to update utilities and repair streets and sidewalks.52
47. Coordinated infrastructure investments: Encourage coordinated
infrastructure investment across city departments and with outside jurisdictions
to reduce redundant tasks and save money. Wherever possible, improvements to
walking and biking facilities should be made at the same time as larger
infrastructure investments. This process could include establishing an
interdepartmental or multijurisdictional working group, inventorying planned
infrastructure improvements and identifying areas of overlap, and prioritizing
projects and funding sources based on shared infrastructure requirements.
48. Developer impact fees: To pay for infrastructure improvements, such as green
infrastructure, streetscape improvements, and bike lanes, charge new development
projects one-time fees to defray the costs of expanding public services. These fees
are typically collected on a pay-as-you-go basis and used to cover one-time capital
investments rather than ongoing operations and maintenance.
49. Special assessment districts: Work with local property and business owners to
build support for a special assessment district, where property and/or business
owners pay a fee to fund specific improvements in the area. As allowable types of
special assessment districts vary by state, the city would need to research the
legal structure and steps to implementation.
Planning
department; could
also include
transportation
department and
other city agencies
Planning
department
Economic
development
department
G9, G13
G9
G4, G8
See an example of a
multijurisdictional infrastructure
investment framework from the
Central Corridor Funders
Collaborative in Minneapolis/St.
Paul.53
For more information on these
and other local infrastructure
financing tools, see EPA's
Infrastructure Financing Options
for Transit-Oriented
Development.54
For a more comprehensive overview of infrastructure financing tools and mechanisms, see EPA. Infrastructure Financing Options for Transit-Oriented Development. 2013.
http://www.epa.gov/smartgrowth/infrastructure-financing-options-transit-oriented-development.
53 Central Corridor Funders Collaborative. "Investment Framework." http://www.funderscollaborative.org/partners/investment-framework. Accessed Jun. 27, 2014.
54 EPA. Infrastructure Financing Options for Transit-Oriented Development. 2013. http://www.epa.gov/smartgrowth/infrastructure-financing-options-transit-oriented-
development.
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Policy Tools and Actions
50. Tax increment financing (TIP): TIP captures the increase in tax revenues
associated with new investment in areas designated for redevelopment; those
increases are then used to fund additional improvements. In states where TIP is
available, use TIP to fund infrastructure improvements, affordable housing, and
other catalytic development projects.
Administrator
Redevelopment
agency
Goals
G9
More Information
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