The Columbus Compact Corporation
is a catalyst for positive change, and an agent for the growth
and development of central city Columbus neighborhoods and
business districts.
The Compact envisions a healthy, thriving central city filled
with successful and economically upwardly mobile individuals and
families who have chosen to make central city neighborhoods
their homes. To that end, the Compact:
•
Strengthens neighborhoods
•
Creates opportunities for
profitable commerce
•
Enhances the variety and quality
of housing stock
•
Facilitates full employment for
residents in high-quality jobs
•
Supports the fullest possible
development of human potential
•
Identifies and develops catalytic
sites to spur additional private investment
The following
are highlights of the Compact’s strategic plan:
STRATEGIC AGENDA: 2008 – 2011
What are the issues we
have to manage over
the next 3 years for the Compact to thrive?
|
|
Priority
|
Moving From |
Moving To |
|
1. |
A high concentration
of short-term funding sources.
|
Multiple, diverse, and
long-term funding sources, including self-generated
and independent funding.
|
|
2. |
A General Fund balance
projected to grow at a slower rate or decline, which
will be strained to fund both projects and
operations over the long-term.
|
A General Fund balance
projected to increase steadily, while providing
funds for projects and operations. |
|
3. |
An unclear and
lingering identity as an applicant-driven project
funder.
|
A clear identity as an
active catalyst and agent for growth and development
that develops and seeks investment funds and that
provides expert analysis and support.
|
|
4. |
Developing and
supporting initiatives that other entities
implement.
|
Developing and
implementing neighborhood-supported initiatives as
the project principal, or as a project partner.
|
Goal
1 – Central City Real Estate Development: To identify
under-used and under-valued central city real estate,
and increase the activity and the value of those
properties.
SubGoal
1:
To
decrease the retail gap in underserved Columbus markets.
SubGoal 2:
To increase the number of jobs in underserved neighborhoods
that are available to low-income families.
SubGoal 3:
To decrease the number of vacant lots and abandoned
properties in underserved Columbus markets.
SubGoal 4:
To increase the availability of desirable market rate
housing units in underserved Columbus
neighborhoods.
Goal
2 – Community Development Finance. To maintain and grow
Compact loan funds available to support business growth
and real estate development.
SubGoal 1:
To support new small businesses on commercial corridors.
SubGoal 2:
To provide financing to businesses that need to access
non-traditional sources of capital to support their growth.
SubGoal 3:
To support entities seeking to develop real estate in
underserved markets.
Goal
3 –Marketing and Public Relations: To clarify the
corporate identity and increase the visibility,
awareness, and accurate understanding of the agency
among stakeholders, leading to increased visibility and
support from government.
SubGoal 1:
To clarify the Compact’s corporate identity, purpose, and
mission among key stakeholders.
SubGoal 2:
To increase the level of public support for the Compact from
governmental units and elected officials.
SubGoal 3:
To ensure the composition of the Board of Directors
remains aligned with the work of the corporation.
Goal
4 – Leverage Corporate Expertise and Relationships: To
leverage our agency’s expertise and relationships into
revenue-generating activities for the corporation that
help support our central city Columbus redevelopment
focus.
SubGoal 1:
To retain key program and administrative staff, and to
hire high quality staff as is needed
SubGoal 2:
To increase the visibility and recognition for our work.
 |
