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Regularly visiting each business
in the neighborhood to discuss their needs,
problems, and prospects. Following up on issues
with the companies is key to the success of the
Economic Development Committee and its
mission. |
|
Connecting people with resources and
opportunities. This Committee and the
Neighborhood Manager should help people and
projects find the appropriate funding whenever
possible. |
|
Empowering local residents to form
for-profit companies that can offer
property and grounds maintenance, as well as
delivery, handyman, and yard services for the
elderly and others who cannot undertake the work
themselves. Gannon College and the Small Business
Development Center should be able to assist
interested entrepreneurs with these efforts, as
should the Weed & Seed, Micro-enterprise
Program. |
|
Approaching the apprenticeship
program at the Union Hall to undertake
projects such as sidewalk replacements, leveraging
those services with available funds to increase the
overall impact. |
|
Working with Triangle Technical
School for hands-on projects like plumbing
and electrical repairs and/or upgrades in the
neighborhood. |
|
Aggressively pursuing funding for
neighborhood improvement projects. This
Committee should work with the Neighborhood Manager
to be the mouthpiece for the neighborhood,
requesting funds from City, State, and federal
funding sources; completing applications and other
documentation; speaking to foundations and civic
groups on behalf of HLI; publicizing the needs and
activities of the neighborhood, and performing
other activities that will identify and secure
funds for neighborhood projects. |
|
Pursuing innovative and exciting
development or redevelopment
projects. Through the Neighborhood Manager, this
Committee should work closely with the ERA, HANDS,
City of Erie, and local stakeholders to identify
and implement new projects for the neighborhood.
Once identified, the Neighborhood Manager should
strive to keep projects on schedule, find
financing, coordinate various parties, and
otherwise assure successful completion. |
|
Exploring all options to raise
funds for the neighborhood and to expand
the façade and building renovation, housing rehab,
and new construction programs. HLI may be able to
recoup fees for various activities that it
undertakes. |
|
Establishing a local fund for
projects. |
|
Exploring ways for banks to
participate in neighborhood
revitalization, including direct support to
management of Historic Little Italy. |
|
Using third party intermediary
institutions to add financing options to
the local housing market. |
|
At some point after the neighborhood becomes more
economically viable, establishing a
Neighborhood Improvement District (NID) to
generate funds for continued revitalization and
management of Historic Little Italy. |
|
Coordinating with existing agencies’
Retention, Expansion, and Recruitment
efforts. This Committee and the
Neighborhood Manager should work with the Erie
Regional Chamber and Growth Partnership, the ERA,
GEIDC, the City’s Economic & Community
Development Department, Gannon’s Small Business
Development Center (SBDC), and other economic
development organizations to coordinate activities
and to assure that Historic Little Italy is getting
its share of attention and potential
companies. |
|
Promoting financing alternatives and tax
incentives to businesses for expansions,
including LERTA and TIF opportunities. The HLI
Neighborhood Manager should work with providers to
understand existing financing and tax incentive
programs, so that these issues can be presented, as
needed, to local businesses. |
|
Establishing a Lender Commitment
Program with local banks, to provide
lower-interest loans to businesses in the
neighborhood which meet certain prerequisites, such
as new job creation, hiring from the neighborhood,
providing funds to Historic Little Italy, etc. |
|
Starting a small business revolving loan
fund program, or work with an existing
programs, that will place some emphasis on
businesses in Historic Little Italy. |
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