Kansas State University Libraries, issue 11 (spring 2021) - full issue

This is the full issue of the spring 2021 Kansas State University Libraries magazine

CIRAS News (Vol. 46, Nos. 3, 4)

Contents: CIRAS assistance allows harvest innovations to focus on growth; Cedar Rapids mnaufacturer rebuilds in the aftermath of the 2008 flood; Trinity Fabricators gets a boost with bid match service; Collaborations are key with Innovation Gateway; Hiring trends look bright for Iowa State\u27s College of Engineering students; USDA asks CIRAS to provide training across the countryhttps://lib.dr.iastate.edu/ciras_news/1036/thumbnail.jp

Post-Foreclosure Community Stabilization Strategies: Case Studies and Early Lessons 2008

In the midst of all the foreclosures sweeping the country, and the turmoil on Wall Street, nonprofit housing organizations are quietly going about the work of stabilizing communities hard hit by the crisis. Most have had frontline responsibility for counseling families threatened with foreclosure. With their assistance tens of thousands of families have restructured their budgets, negotiated with servicers to modify their loans, and saved their homes. Other families, too far along in the foreclosure process to stop it from happening, have received help transitioning to new housing arrangements.While the work with distressed homeowners must continue, nonprofits are feeling increased pressure to deal with the growing foreclosed housing stock. These units are causing incalculable harm to neighborhoods, and any hope of housing recovery must ensure that these units are swiftly put back into productive use or demolished. This collection of 14 case studies outlines strategies that nonprofit organizations across the country are using to begin the process of repairing damaged communities.The stakes are enormous. Vacant housing invites vandalism, and becomes a hub for gangs and crime. Virtually all case study subjects reported that, within weeks of housing becoming vacant, thieves break into the units and strip them of their valuable copper plumbing and wiring, heedless of any destruction they leave in their wake. In Phoenix a half-finished, abandoned subdivision was used as an informal "Home Depot" as other homeowners broke in and helped themselves to fixtures and appliances. In Cleveland, vandals remove not just the copper but the aluminum siding from vacant houses. In photos these houses have a desolate, post-disaster look, like the aftermath of a hurricane. When units get demolished the vacant lots soon sprout grass and trash, adding to the community's forlorn appearance.Vacant, deteriorated units place a downward pressure on housing values that puts nearby neighbors in a bind. In order to sell their units they will have to reduce the price, as no one will pay top dollar to live in a blighted neighborhood. Yet their ability to refinance into a more affordable mortgage may be compromised by the drop in property values; in some cases this leads to additional foreclosures and the downward cycle continues.Intervening in these troubled neighborhoods is challenging. In some markets housing prices are still falling, making it hard to determine the value of the units. Bank asset managers and servicers often lack detailed knowledge of the markets, or even of the units they have in their own inventory. This leads them to overvalue their properties and hold out for more than they are worth, delaying the process of acquiring and renovating them for resale to new homebuyers. Finally, the complex ownership structure of mortgages which were rolled into collateralized debt obligations and other investment vehicles makes it very difficult to establish who owns properties and who has authority to negotiate their sale.0

CIRAS News, Spring/Summer 2011, Vol.46, no.3, 4

Center for Industrial Research and Service: CIRAS partners with Iowa manufacturing companies to enhance the performance of Iowa industries with education and technology

CIRAS News, Spring/Summer 2011, Vol. 46, no. 3, 4

CIRAS is to enhance the performance of Iowa industry, and associated entities, through education and technology-based services. This newsletter holds information regarding these services

A Tale of Two Silos: Collaborative School Facility Planning in Post-Katrina New Orleans

Cities and schools are traditionally planned in separate silos by local governments and school boards. Collaborative school facility planning (CSP) unites these two silos and integrates decision-making by city and school entities. This research addresses the relationship between urban planning and school facility planning in New Orleans, Louisiana, where CSP is particularly important in light of rebuilding efforts since Hurricane Katrina. The researcher examines the extent, challenges, and opportunities for CSP in New Orleans. Based on interviews and recent planning texts, little collaboration existed in the past; but the decommissioning of 52 New Orleans public school facilities presents an unmistakable opportunity for improved CSP in the near future. The broader implications of this thesis suggest that an alternative model for CSP is needed for low-growth, urban communities whose primary concern is not new school construction but old facility closure and reuse

The Southeastern Librarian v. 53, no. 4 (Winter 2005/2006) Complete Issue

Complete issue of The Southeastern Librarian, volume 53, no. 4 (Winter 2005/2006)

Urban-Focused Comprehensive Economic Development Strategy (CEDS)

This Comprehensive Economic Development Strategy (CEDS) is the outgrowth of a long running effort by the John S. Watson Institute for Public Policy at Thomas Edison State College (Watson Institute) to support economic and community development in New Jersey with a particular focus on urban areas in need of revitalization. The Watson Institute was previously awarded a United States Economic Development Administration (USEDA) grant to complete an economic analysis of the North Central New Jersey Region. The USEDA approved that analysis and awarded additional funds to continue our work, culminating in this CEDS plan. Several years ago, the Watson Institute recognized that there was an opportunity and need to engage in regional economic development planning and cooperation amongst members of the New Jersey Urban Mayors Association. Rapidly advancing technology and economies necessitate partnerships amongst local governments, non-profits, private firms, and universities to address broad economic development problems and reach long-term goals. Although many of the municipalities participating in the CEDS effort are not contiguous, they nonetheless share histories that have led to their current problems. Allowing geographic boundaries to limit the extent of opportunity is no longer a viable option for regions that want to see broad based and sustainable economic growth. The purpose of a CEDS is to bring together the public, non- profit, and private sectors to establish a comprehensive framework for economic growth and revitalization in a region. In this case, the “Region” is defined as 19 specific municipalities within a seven-county area of the state, including: Asbury Park, Bayonne, Bloomfield, East Orange, Elizabeth, Hoboken, Irvington, Jersey City, Lakewood, Neptune, New Brunswick, Newark, Orange, Passaic, Paterson, Perth Amboy, Plainfield, Roselle and Woodbridge. The geographic composition of this CEDS is unique in that the Region is not strictly speaking contiguous. What binds our Region together are the threads of common issues, opportunities, constraints, and the hope that, collectively, the communities can create solutions that would otherwise not be obtained individually. One of the most significant binding events of this region’s recent history is Superstorm Sandy. Minimizing disruption from natural disaster events is critical to any economic development goals and objectives of a community. There are a wide variety of reports and recommendations available to municipalities in helping them develop resiliency plans that are customized to meet the needs of their community. Discussions regarding resilient infrastructure have been an ongoing theme during this urban focused CEDS, and is reflected in several projects and initiatives focused on resiliency as well as it being a theme in projects that are not necessarily resiliency focused, but incorporate resiliency elements to reduce the stress put on other systems. Two of the more forward thinking projects included as part of resiliency strategies in this CEDS are the City of Hoboken’s flood wall and the Township of Woodbridge’s plan for a township wide microgrid. Although discussion about resiliency in general tends to focus on natural disaster, this CEDS discussion on resiliency also encompassed a wide variety of activities and topics. When at all possible, resilience focused projects should incorporate other resiliency related elements The steering committee met many times over the course of several years, for both the economic base analysis and for this CEDS plan. Steering committee members included representatives and officials from each community; non-profit organizations such as universities, community colleges, libraries and community-based organizations; and representatives of the private sector ranging from Fortune 100 corporations to small businesses. The steering committee’s work culminated in the Action Plan. The Action Plan serves as the roadmap that the Watson Institute, together with the New Jersey Urban Mayors Association and the CEDS steering committee itself, will use to implement sustainable economic development in the Region’s constituent municipalities. The challenges faced by the steering committee in formulating the CEDS plan were commensurate with those faced by each of the communities. The goals and objectives include: Enhancing, preserving and making resilient critical infrastructure assets; Promoting small business development; Addressing persistent and complex workforce issues; Marketing effectively to attract new businesses, residents and tourists; Promulgating best practices in economic development across all 19 communities; Providing adequate implementation assistance to execute the CEDS plan. The steering committee engaged in many planning exercises, including stakeholder and issues mapping, brainstorming, resource assessments, inventorying existing networks and programs, etc. The consulting team brought data, national economic development experience and certain stakeholder engagement techniques to elicit creative, non-linear thinking. The Watson Institute provided a Senior Fellow to meet and communicate with each community individually on multiple occasions to understand specific needs and encourage participation in the process. Following all these efforts, the steering committee agreed that, to be included in the CEDS plan, each action has to meet the following criteria: It must address one of the critical goals/objectives identified above, It must be realistic, clear and actionable, It must either require few local resources to implement or have a funding source identified, It must have a real and sustainable impact, and, It should be relatively short term to show progress and generate enthusiasm, It should be something that, if successful, can be quickly replicated across all 19 communities, It should have performance metrics that can be tracked and reported on. These criteria weighed considerably on the process and the steering committee’s deliberations. Unlike a “traditional” CEDS vested at the County or State level, with existing power structures and funding sources, this CEDS relies on the power of persuasion; the more effective utilization of existing resources; and the ability to realign stakeholders in a truly novel way