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4B Sales Tax Corporation Minutes - 08/14/2025 MINUTES OF THE SPECIAL JOINT MEETING WICHITA FALLS 4B SALES TAX CORPORATION (WF4BSTC) AUGUST 14, 2025 PRESENT: Glenn Barham, President § WF4BSTC Members Michael Grassi, Vice-President § Nick Schreiber, Secretary-Treasurer § Craig Reynolds § Stephen Santellana § Steve Garner Darrell Coleman § Tim Short, Mayor § Mayor & Council Jeff Browning, Councilor, District 3 § Mike Battaglino, Councilor, District 4 § Tom Taylor, Councilor, District 5 § Whitney Flack, Councilor, District 1 § Austin Cobb, Councilor-at-Large § Leo Lane, President § WFEDC Members David Toogood, Vice President § Brent Hillery § Reno Gustafson § Craig Lewis § Jeff Jenkins, City Manager § City Administration James McKechnie, Deputy City Manager § Paul Menzies, Assistant City Manager § Blake Jurecek, Assistant City Manager § Kinley Hegglund, City Attorney § Marie Balthrop, City Clerk § Stephen Calvert, CFO & Finance Director § Terry Floyd, Dir. of Development Services § Lindsay Lewis, Marketing & Communication Dir. § Chris Horgen, Public Information Officer § Paige Lessor, Legal Asst I Recording Secretary § Ron Kitchens, CEO § Wichita Falls Chamber of Commerce Gray Swoope, President & CEO § Vision First Advisors Lacy Beasley, President § Retail Solutions 1. Call to Order. Mayor Tim Short called the City Council meeting to order at 2:30 p.m. Mr. Leo Lane called the WFEDC meeting to order at 2:30 p.m. Mr. Glenn Barham called the WF4BSTC meeting to order at 2:30 p.m. Mayor Short led the meeting in prayer and the Pledge of Allegiance. WF4BSTC&WFEDC JOINT MEETING MINUTES 8/14/2025 PAGE 1 OF 12 2. Public hearing regarding a proposed destination retail and sports facilities land acquisition project located at 3111 Midwestern Parkway (Sikes Senter Mall property). Mayor Short, Mr. Barham, and Mr. Lane opened the public hearing at 2:32 p.m., which started with a short video, followed by staff presentations from Ron Kitchens, Gray Swoope, and Lacey Beasely. Mayor Short explained that public comment would follow staff presentations, and each member of the public would have five minutes to speak. Staff Presentations Presentation by Ron Kitchens, CEO, Wichita Falls Chamber of Commerce (Exhibit A) Mr. Ron Kitchens delivered an extensive presentation to the Council, Boards, and community regarding the proposed redevelopment of Sikes Center Mall, framing it as both a necessity and a transformative opportunity. He explained that the mall's current owners made clear they had no plans to reinvest or redevelop, leaving it to the community to take action. He explained that a committee of city, EDC, and chamber representatives was formed over a year ago, which engaged consultants and vetted dozens of private developers before narrowing to a Dallas-based firm with national experience in successful mixed-use redevelopments. Mr. Kitchens emphasized that 87% of U.S. malls are expected to close by 2030 and that Sikes Center, already down to 20% occupancy, is clearly on that path without intervention. He stressed that doing nothing would result in a boarded-up, unsafe, and blighted property, whereas a public-private partnership can reshape the site into a vibrant, walkable village district with retail, housing, green space, and an athletic stadium. He highlighted traffic and infrastructure concerns, noting the site once accommodated far greater holiday traffic, and outlined plans for multiple internal roads and parking solutions. The stadium, he clarified, would occupy only about seven acres of the nearly 60-acre property and would be entirely funded by MSU Texas and Texas Tech, under a lease arrangement with the City to allow for broader public use. Beyond athletics, the stadium would support sports tourism, high school playoffs, and university track programs, while the broader site would include parks, amphitheater-style gathering spaces, and family-friendly attractions that function as a "third place" for community life. Mr. Kitchens outlined funding sources, including investments and loans from the 4A and 4B boards as well as five local banks, stressing that these institutions are participating because they see a sound investment. He projected $150-200 million in private investment once development phases begin, with public dollars serving as the first step. The timeline anticipates property closing in the fall, a 9-12 month master planning process, and phased construction beginning in 2027 through 2031, ensuring leases are honored and current tenants are transitioned gradually. He argued that the project could recapture up to half of the $400 million in retail sales that currently leak outside Wichita Falls, while spurring reinvestment and quality improvements among surrounding businesses. He also emphasized the project's benefits for Sheppard Air Force Base and MSU, envisioning a welcoming environment that encourages airmen, students, and officers to engage in the city and potentially return later in their careers. He underscored that improved athletic facilities are essential for MSU to remain competitive in recruiting athletes. Finally, Mr. Kitchens contrasted the choice between action and inaction: reinvention through local leadership WF4BSTC&WFEDC JOINT MEETING MINUTES 8/14/2025 PAGE 2 of 12 versus decline under absentee ownership or low-end buyers. He urged the boards to seize this opportunity, asserting that "if we build it together, we win; if we do nothing, we lose." Presentation by Gray Swoope, President, Vision First Advisors (Exhibit B) Mr. Gray Swoope, president of Vision First Advisors and former economic development leader for Mississippi and Florida, spoke about the redevelopment project from a site selection and competitiveness perspective. Drawing on decades of experience advising Fortune 500 companies and managing billions in investments, he explained that site selection is often more about "site elimination" — identifying flaws that disqualify communities. He urged Wichita Falls to approach redevelopment with a focus on long-term competitiveness, stressing that economic vitality is not just about jobs or payroll but about creating a holistic environment where businesses, students, military personnel, and families want to stay. Mr. Swoope outlined the key factors companies consider: market proximity, workforce, quality of place, and quality of life. Wichita Falls, he noted, benefits from its location near Dallas— Fort Worth and its established strengths in advanced manufacturing, but it must also ensure it can attract and retain skilled workers — such as engineers — and provide the amenities and community quality that encourage them to stay. He emphasized that 25% of a company's location decision hinges on talent, making it essential to build both educational pipelines and lifestyle assets that support retention. He framed community success around six factors: having a clear vision, mitigating reputational risk, investing in talent, building quality of place, ensuring quality of life, and optimizing assets. Assets, he said, include Sheppard Air Force Base, Midwestern State University, highways, and the airport — all of which must be leveraged to maximize competitiveness. He argued that the mall site is currently an underutilized asset, and that Wichita Falls has unique tools, like 4A and 4B sales tax funding, that other states lack to repurpose such properties strategically. Mr. Swoope closed by stressing that thriving communities are built on partnerships between selfless business leadership and strong elected leadership. He urged Wichita Falls to treat the mall as an opportunity to redefine its value proposition, optimize existing assets, and demonstrate a collective vision that will attract investment, support students and the military, and secure long-term economic vitality. Presentation by Lacy Beasely, President, Retail Strategies (Exhibit C) Ms. Lacy Beasley, president of Retail Strategies and a retail real estate consultant with over 20 years of experience, spoke about the retail sector's critical role in Wichita Falls' economic development and how the Sikes Center Mall redevelopment fits into national trends. Drawing on her background working with major retailers like Costco, Best Buy, and TJ Maxx, she explained that retail site selection, like industrial site selection, ultimately comes down to profitability and competitiveness. However, unlike heavy industry, retail investment decisions are smaller in scale but more visible to the public because everyone shops and eats out. Ms. Beasley emphasized that modern economic development must integrate retail and community development, as people increasingly choose where to live based on lifestyle, amenities, schools, childcare, and shopping options before securing jobs. This shift, accelerated by remote work, means that retail is not just a byproduct of growth but a driver of it. WF4BSTC&WFEDC JOINT MEETING MINUTES 8/14/2025 PAGE 3 OF 12 Ms. Beasley highlighted the economic weight of the retail sector, noting that Texas has over 3 million retail jobs, and within the 13th Congressional District alone, retail generates around 80,000 jobs, $1.3 billion in sales tax, and nearly $100 million in property tax revenue. She stressed that while retail jobs are often part-time or seasonal, the sector's overall scale makes it vital to local economies. Nationally, the retail industry faces a shortage of supply: vacancy rates are at historic lows (around 6%), new construction has been limited by high costs and financing challenges, and as a result, retailers are aggressively looking for redevelopment opportunities— especially in well-located malls. This makes Sikes Center, situated at the heart of Wichita Falls' retail corridor, an attractive redevelopment candidate. Using mobile tracking data and retail trade analysis, Ms. Beasley demonstrated that Wichita Falls has a trade area population closer to 200,000 — larger than its city or MSA population—because shoppers from surrounding towns rely on it as their regional hub. However, the city currently loses nearly $500 million annually in retail "leakage," with residents traveling to Dallas—Fort Worth, Oklahoma City, or Lubbock to fulfill shopping needs. The largest gaps are in groceries, full-service and limited-service restaurants, and online shopping. Every trip outside Wichita Falls, she noted, results not just in the loss of a single purchase but in the loss of an entire day's worth of spending. Ms. Beasley concluded that the key to reversing leakage and growing the city's trade area lies in recruiting quality retail brands and redeveloping the mall through a carefully structured public-private partnership. Such a partnership would allow Wichita Falls to control the quality of redevelopment, attract a mix of retail, dining, and lifestyle uses, and transform the site into a true mixed-use destination that strengthens both the tax base and the community's long-term competitiveness. Public Comments Katherine Smith, 4940 Seymour Hwy, Wichita Falls, Texas Katherine Smith, president emeritus of Smith's Garden Town, spoke about her long history with retail in Wichita Falls and her experience with the Sikes Center Mall. She recounted how her father bought property across from the mall in the 1960s, believing in its future potential even when construction had stalled. Drawing from her background as a local business owner with multiple retail stores in several states, she explained the challenges small businesses face in malls, including rising rents, poor locations compared to national chains, and a lack of long-term support. She urged decision-makers to prioritize and support local entrepreneurs rather than focusing solely on attracting outside industry. Smith also questioned how mall redevelopment efforts might affect the city's downtown revitalization, noting that downtown originally declined when the mall was built. Finally, she emphasized the importance of including women in planning and decision-making committees, as women are the primary drivers of retail shopping. Jackie Hoegger, 901 Indiana, Wichita Falls, Texas Jackie Hoegger, owner of Hoegger Communications and a business entrepreneur in Wichita Falls for 40 years, spoke in strong support of the proposed retail project. With a background that includes 26 years in retail and the remainder in communications, she noted her company's role in handling communications for the initiative. Hoegger highlighted the overwhelmingly positive community response, especially on social media, where over 82% of comments were favorable, more than 250 shares were generated, and news coverage WF4BSTC& WFEDC JOINT MEETING MINUTES 8/14/2025 PAGE 4 of 12 emphasized community excitement. She stressed that modern shopping is about creating experiences, not just transactions, and that this project offers Wichita Falls an opportunity to provide vibrant retail space for both tenants and the community. Reflecting on her decades of business ownership, she described this as a pivotal moment for Wichita Falls to embrace growth. Hoegger closed by encouraging leaders to listen to all citizens' voices while also pushing for "more"—more opportunities for MSU Texas, for Sheppard Air Force Base, and for the community as a whole — because, in her view, Wichita Falls deserves it and the time is now. Sara Schmidt, 4805 Sawmill Lane, Wichita Falls, Texas Sara Schmidt, a Wichita Falls resident and current general manager of Ulta Beauty in Lawton, Oklahoma, spoke about her personal and professional connection to the community and the mall. She explained that as the former general manager of JCPenney in Wichita Falls, she endured the difficult responsibility of closing the store after more than 100 years of service, which displaced many employees, including military families. Schmidt described the closure as a devastating loss, not only of a retailer but of stable, long-term jobs that offered competitive wages and benefits. While she was able to help some employees find local positions, most top-level leaders — herself included — had to leave Wichita Falls, and even Texas, to find comparable employment. She expressed her full support for demolishing the old mall and constructing a new event center with retail space, but stressed the importance of ensuring that such redevelopment brings back high-quality employers who can provide meaningful, well-paying jobs and retain experienced talent within the community. Jean Hall, 4112 Kingsbury Dr, Wichita Falls, Texas Jean Hall, a longtime Wichita Falls resident, shared her perspective as a private citizen, consumer, and parent who has witnessed generational changes in the community. She recalled the central role the mall played in her youth during the 1980s, serving as a hub for shopping and social life, and later as a cherished destination for her own children and grandchildren. Today, however, her experiences as a mall walker reveal a stark decline, noting that she recently counted 52 buckets placed around the building to catch roof leaks, with an entire wing abandoned and left to collect standing water. Ms. Hall criticized the current mall owners for neglecting their "social contract" with Wichita Falls, failing to provide value to businesses, employees, or citizens. She compared the mall's current state to outdated relics like Blockbuster, warning against clinging to nostalgia. Expressing gratitude to community leaders working on a redevelopment plan, she voiced strong support for replacing the mall before it becomes a dangerous and decaying liability in the heart of the city, while also urging that local businesses be included in the new vision. Eboneigh Harris, 1718 McGregor, Wichita Falls, Texas Eboneigh Harris, a four-year resident of Wichita Falls and a staff member at MSU Texas, shared her perspective on the lack of social spaces for students and families in the community. She explained that students living on campus often feel isolated and bored, with few options for activities beyond campus life. Ms. Harris also spoke on behalf of another group — mall walkers — noting that the Sikes Center Mall currently serves as one of the only climate-controlled, indoor public spaces where people can walk, socialize, and spend time with family. She emphasized the value of the small indoor playground, describing how she uses it with her niece and highlighting its importance for families, especially those managing disabilities or heat sensitivity. She praised the simple foam blocks there, noting how they encourage motor skills, creativity, and cooperative play. Ms. Harris advocated that any new redevelopment, particularly the proposed sports WF4BSTC& WFEDC JOINT MEETING MINUTES 8/14/2025 PAGE 5 OF 12 complex, should incorporate inclusive indoor spaces — such as promenades, playgrounds, and family-friendly areas — that serve all ages and create a true "third space" for the community to gather, play, and connect. Cassandra Castro, 1201 Austin St, Wichita Falls, Texas Cassandra Castro, a downtown Wichita Falls resident and MSU graduate, expressed both enthusiasm and concern regarding redevelopment efforts. She noted that while she was inspired by the ideas shared during the meeting, she was also leaving to close down a business — a reminder of the challenges faced by current local retailers. Ms. Castro emphasized that community must remain at the center of planning, particularly in supporting existing small businesses that often feel frustrated or overlooked. Having attended MSU and chosen to remain in Wichita Falls to build her life and family, she voiced strong support for growth initiatives, including new athletic facilities, which she sees as a major asset to the city. However, she stressed that citizens want to be part of the process and urged leaders to ensure that boards and decision- making groups reflect broader community representation. Ms. Castro closed by encouraging planners to keep community voices central as redevelopment moves forward. Kevin Jordan, 13198 Jordan Dr, Frisco, Texas Kevin Jordan, vice president of Nickels and Dimes, Inc., introduced himself as a representative of Tilt Studio, which recently invested significant time, resources, and funding into its Wichita Falls location. He emphasized the company's strong commitment to the community, stating that they have no intention of leaving and plan to remain long-term. Mr. Jordan affirmed that Tilt Studio is dedicated to providing high-quality family entertainment in Wichita Falls and looks forward to continuing to serve residents for years to come. Jeffrey Davis, 2916 S. Shepherd's Glen, Wichita Falls, Texas Jeffrey Davis, a lifelong Wichita Falls resident and MSU alumnus, urged the City Council and Economic Development Corporation to ensure that any redevelopment of the Sikes Center site delivers lasting, community-wide benefits. He emphasized the importance of requiring a written commitment to prioritize local companies, so that the significant investment translates directly into local economic impact and supports blue-collar workers who provide essential goods and services. Mr. Davis also advocated for integrated housing within the project, not just nearby, to create a true 24/7 community that enhances safety, revenue, and long-term success. He recommended incorporating smart parking solutions, specifically a parking garage. to replace large surface lots, maximize space for housing and green areas, and improve walkability and aesthetics. Finally, Mr. Davis called for transparency from developers and urged city leaders to demand that the project go beyond being a retail center, instead becoming a bold, integrated community vision that benefits Wichita Falls for generations to come. Jason Chapman, 5069 Crown Lane, Wichita Falls, Texas Jason Chapman, a recent retiree who moved from Alaska to Wichita Falls to open a small business, spoke on behalf of local entrepreneurs directly impacted by the proposed redevelopment. He shared that his business, Nexus Game Lounge, located in the mall, has grown from just himself and one employee to 20 employees in four years, serving a loyal customer base representing roughly 2% of the city's population, with many visiting over 100 times a year. Mr. Chapman expressed deep concern that demolishing the mall would effectively destroy WF4BSTC&WFEDC JOINT MEETING MINUTES 8/14/2025 PAGE 6 OF 12 businesses like his, which have invested their livelihoods and retirement savings into Wichita Falls. He emphasized that while much discussion has focused on attracting large retail chains and revenue, little attention has been given to the small businesses that already contribute to the community and collect sales tax locally. He urged city leaders to carefully consider the human and financial impact on existing small businesses that would be "bulldozed" in the process, stressing that these businesses represent not just storefronts but the livelihoods of local families, friends, and neighbors. Madison Gerber, 3111 Midwestern Pkwy, Wichita Falls, Texas Madison Gerber, a local business owner and Old High graduate, shared her perspective as a current tenant in the mall. She explained that after experiencing hardships that forced her to temporarily close her downtown business, she relocated to the mall, where she has now operated for over a year. In that time, she has built strong relationships with other small businesses and documented an 84% increase in sales, giving her hope to renew her lease for another three years. Ms. Gerber highlighted the scale of the mall's small business community, noting that around 35 individual businesses operate there, supporting roughly 200 jobs, many of which are now at risk. She emphasized that while larger retailers like Claire's may close due to corporate bankruptcy, the impact on local entrepreneurs and employees should not be dismissed. Ms. Gerber raised concerns about where these small businesses and their workers will go if redevelopment moves forward. She also questioned the project's classification of "primary jobs" under Texas law, pointing out that most mall businesses do not fall into the defined industries such as manufacturing, agriculture, or warehousing. She urged decision-makers to carefully consider how the redevelopment plan addresses the displacement and future of these small businesses and their employees. Kayla May, 612 Park Street, Burkburnett, Texas Kayla May, an employee of Zales at Sikes Center Mall, spoke alongside her supervisor, who has over 20 years of experience working for multiple jewelry retailers in the mall. She emphasized the deep historical connection between Zales and Wichita Falls, noting that the company originated in the city in 1924 at Ohio and 8th Street before moving into the mall in the mid-1980s, where it has continued to thrive. Ms. May expressed concern about the lack of available retail space in the city and questioned whether the City would provide assistance in relocating such a historically significant business if the mall is demolished. She stressed that Zales wants to remain in Wichita Falls to continue serving generations of loyal customers and preserve the company's long-standing local legacy, but uncertainty about where they could relocate is a major concern. Gary McClendon, 5129 Tower Dr, Wichita Falls, Texas Gary McClendon, a longtime Wichita Falls resident, thanked city and board leaders for their work and shared reflections on change, noting that while it often faces opposition, it is inevitable. He recalled fond memories of the mall in its prime, from riding the carousel with his daughters to bustling holiday crowds, but acknowledged that the rise of the internet, the pandemic, and absentee ownership led to its decline. Mr. McClendon criticized the current owners for failing to invest in the property, pointing out their pattern of shuttering malls elsewhere and their eagerness to sell rather than rehabilitate. He cautioned against using public funds to prop up a deteriorating facility that could become another eyesore, like several abandoned buildings along the freeway, but supported the idea of the city purchasing the property and reselling it to a WF4BSTC& WFEDC JOINT MEETING MINUTES 8/14/2025 PAGE 7 OF 12 capable developer as a "win-win"for revitalization. Drawing on examples from other communities, he noted that outside developers have often seen more potential in Wichita Falls than its own citizens, citing successful projects such as Quail Creek and Big Blue. Mr. McClendon expressed optimism that with strong leadership and developer investment, the city could replace the failing mall with a vibrant retail and community hub that generates tax revenue and avoids further urban decay. Gary Silverman, 3006 McNiel Ave, Wichita Falls, Texas Gary Silverman, a Wichita Falls resident, expressed strong support for the redevelopment project, stating he hopes to see it completed in his lifetime. While fully in favor, he cautioned that projects of this scale inevitably create "little holes of pain" throughout the community. He noted that small restaurants and businesses that have recently started, or property owners who have invested in buildings, may suffer if customers and activity are redirected to the new development. Mr. Silverman emphasized that moving or adjusting a business is not cheap, with relocation costs and licensing expenses creating a heavy burden for small operators. He urged city leaders and planners to consider these ripple effects and find ways to support the small businesses that will feel the impact, even as the broader community benefits. He closed by expressing confidence in the intelligence and capabilities of those involved to address these challenges while making the project successful. Andrew Ross, 5210 Tower Dr, Wichita Falls, Texas Andrew Ross, a Wichita Falls resident and self-described mall walker, spoke in support of finding ways to preserve the role the mall has played for both businesses and the community. He emphasized the importance of helping small businesses like Tilt Studio and Access Game Lounge, which have built large customer bases and want to remain in the city. Ross also underscored the value of the mall as an air-conditioned, safe gathering place for families, mall walkers, and young people, suggesting that any redevelopment should include similar features such as indoor walking areas and play spaces. Additionally, he proposed relocating one of the city's two downtown farmers' markets to the Sikes Center area. In his view, this would prevent the two markets from competing with each other and weaken each other, while also creating a new community hub near MSU that provides students with access to fresh, local goods. Ross encouraged planners to integrate these types of community-oriented amenities into redevelopment plans to better support local businesses and residents. Amy Walker, 1800 Huff, Wichita Falls, Texas Amy Walker, a Wichita Falls resident and mother of a current mall business owner, spoke passionately about her concerns with the redevelopment plans. She clarified that while she started the "Save the Mall" petition, she never intended it to mean preserving the mall exactly as it is. Instead, she and many others understood the original plan to be a partial demolition, with current tenants consolidated to the front, long-overdue repairs completed, and a sports complex added to the back. Now, hearing that the entire mall may be bulldozed and replaced with apartments and limited retail, she fears the community within the mall — especially the elderly who socialize there daily—is being overlooked. Ms. Walker questioned whether nearby residents had been asked how a stadium might affect their property values and taxes, and she urged leaders to avoid making a "knee-jerk decision." She highlighted the thousands of petition signatures, including those of residents of surrounding towns who regularly visit the mall. Ms. Walker argued that fixing the neglected roof and HVAC could revitalize the existing structure at WF4BSTC&WFEDC JOINT MEETING MINUTES 8/14/2025 PAGE 8 OF 12 far less cost and asked why 4B funds couldn't be used for renovations rather than demolition. She also expressed skepticism about whether Wichita Falls has the demographics to support the kind of retail being proposed and worried about significantly higher rents pricing out current tenants. Drawing on her past disappointment with downtown's promised revitalization efforts, she cautioned that citizens need assurance this redevelopment will truly deliver meaningful improvements, rather than repeating past mistakes. Darren Young, 1562 Carol Lane, Wichita Falls, Texas Darren Young, a longtime Wichita Falls resident and new father of three young children, shared his perspective as both a professional in the data analytics field and a young parent. He explained that while he has deep roots in the community, he has considered leaving because of the limited career opportunities in his field and the lack of activities for young families. Young expressed excitement about the proposed redevelopment, calling it an excellent opportunity that could make Wichita Falls more attractive for people like him to stay long-term. He emphasized that even beyond personal benefits, the project signals positive movement and leadership in the city—something he feels Wichita Falls has long needed.At the same time, Young voiced concern for existing small businesses, specifically mentioning Nexus Gaming Lounge as an example of a local enterprise he values and wants to see protected. He urged leaders to strike a balance between maintaining and supporting what already exists in the community while also embracing opportunities for growth and change. Boyd Branch, 2915 S. Shepherd's Glen, Wichita Falls, Texas Boyd Branch, a Wichita Falls resident, kept his remarks brief, urging city leaders to ensure that citizens are directly involved in the decision-making process regarding the mall redevelopment. He called for the issue to be taken to a public vote, emphasizing the importance of giving the community a formal voice in determining the project's future. Gonzalo Robles, 4846 Tortuga Trail, Wichita Falls, Texas Gonzalo Robles, a Wichita Falls resident, spoke briefly in support of the redevelopment effort, drawing on his experience working with young people. He explained that while he and his colleagues encourage students to pursue higher education at MSU Texas and Vernon College, it is difficult to persuade them to stay in Wichita Falls because many feel there is little to do in the city. Mr. Robles emphasized that Wichita Falls is a great community with strong institutions, but more opportunities for entertainment and engagement are needed to retain young talent. He praised the City Council and Chamber of Commerce for pursuing redevelopment, noting that while there may be differences in opinion on how best to proceed, there is broad agreement that the community wants to make Wichita Falls stronger, and he urged everyone to work together toward that goal. Council, WFEDC, WF4BSTC, and Staff Questions and Follow-Up Councilor Whitney Flack asked Ms. Beasley to elaborate on comments she had made in a prior retail session about the importance of balancing support for both local and national businesses, noting that many community members are worried about the impact redevelopment might have on small, local entrepreneurs. Ms. Beasley responded by affirming that local businesses are the "heart and soul" of a community, while national chains bring consistency, brand recognition, and large-scale investment. She explained that the two operate very differently: WF48STC&WFEDC JOINT MEETING MINUTES 8/14/2025 PAGE 9OF12 local entrepreneurs often thrive in historic downtown settings where walkability and unique character draw in both residents and tourists, whereas national retailers follow strict site selection criteria dictated by corporate real estate standards and profitability models. For example, many national chains insist on large parking ratios and master-planned tenant mixes, which are only possible on unified sites like malls, not fragmented ownership structures like downtowns. Ms. Beasley emphasized that malls of the 1980s provided a sense of place and community, but shifting consumer preferences and bankruptcies of traditional mall retailers have changed the landscape. Today's shoppers tend to prefer direct access to storefronts rather than walking past multiple businesses, which has driven the growth of power centers and contributed to the decline of malls. She also explained that mall tenants typically pay higher rents because of common area maintenance (CAM) fees — costs tied to shared spaces such as lobbies and hallways — which are often neglected by landlords yet still passed on to tenants. By contrast, retailers in power centers avoid those expenses, making those sites more profitable. Ms. Beasley concluded by stressing that while national brands and local entrepreneurs serve different roles and face different real estate pressures, both are essential to a healthy retail ecosystem. She urged the community to support both, noting that every consumer"vote" —whether spent locally, nationally, or online — shapes the future of retail in Wichita Falls. Councilor Mike Battaglino asked Mr. Kitchens whether businesses like Nexus Gaming Lounge and Withershins were being communicated with regarding possible relocation options. Mr. Kitchens responded by stressing that the community cannot assume the mall will remain open in its current condition regardless of redevelopment plans. He noted that the facility has serious code and safety issues, pointing out the numerous leaks and buckets catching rainwater, which could legally force its closure even without new development. Mr. Kitchens also addressed concerns about mall walkers, acknowledging their presence but clarifying that, technically, walking without shopping is considered trespassing and could be prohibited at any time by the property owners. Regarding small businesses, Mr. Kitchens emphasized that the redevelopment effort is not about pushing anyone out, but rather about helping them transition and "figure out what next looks like." He highlighted that the Economic Development Corporation had already approved additional funding to the Chamber to support repopulating downtown, including evaluating available buildings, improving infrastructure, and working with city leadership to attract businesses. While acknowledging that change is difficult, Mr. Kitchens concluded that the mall's decline was inevitable due to the current owners and market conditions, and that the city's role is to proactively manage that change and provide new opportunities for displaced businesses. City Attorney Kinley Hegglund addressed the Mayor, WFEDC President, and WF4BSTC presidents about formally entering documents into the record. Mr. Hegglund requested that three specific items be included in the official minutes for the City Council, the 4A Board, and the 4B Board. First, he asked that the PowerPoint presentations and related materials shown during the meeting be made part of the record. Second, he submitted nine articles provided by the Chamber of Commerce concerning the economic impact of retail malls (Exhibit D), requesting that they also be included. Third, he noted that one of the speakers had asked him to submit a seven-page document entitled Questions Regarding the Sikes Center Project (Exhibit E) on her behalf, and he presented that for the record as well. All documents were accepted into the record. Glenn Barham, speaking in his capacity as president of the Sheppard Military Affairs Committee, emphasized the critical importance of Sheppard Air Force Base to the Wichita Falls economy, noting that approximately 40% of the community's economy is tied to the base through primary jobs, contracts, and related industries. He warned that if the city does not make itself WF4BSTC&WFEDC JOINT MEETING MINUTES 8/14/2025 PAGE 10OF12 more attractive and enjoyable for both students and permanent party personnel stationed at Sheppard. it could harm Wichita Falls' standing in the event of a future Base Realignment and Closure (BRAG) review. Mr. Barham reminded the boards that during the 2005 BRAC round, Sheppard lost some of its medical training missions to San Antonio, resulting in a $42 million economic hit that took years to recover from. While subsequent missions have helped offset those losses, he stressed that the community cannot afford another setback of that magnitude. He explained that the Shepherd Military Affairs Committee exists specifically to help protect the base's future, and that making Wichita Falls a more desirable place to live and work for military personnel is central to that mission. Mr. Barham concluded by strongly endorsing the redevelopment project as a vital step to strengthen Wichita Falls' economic resilience and safeguard Sheppard's long-term presence in the community. City Manager Jeff Jenkins, who has served in that role for two months, expressed enthusiasm about the redevelopment project and the opportunity it presents for Wichita Falls. He reflected on personal memories of the mall in the 1980s, recalling how it once served as a vibrant community hub, but noted that today it no longer provides the experiences or opportunities that MSU students, residents, and future newcomers need. Mr. Jenkins stressed that the project could serve as a centerpiece of economic revival, particularly in the heart of the community, and create new synergies with Midwestern State University by giving students more to do locally. From a management perspective, he highlighted that increased sales tax revenue from revitalized retail could reduce the city's reliance on property taxes, creating a direct benefit for residents. He also echoed concerns about Sheppard Air Force Base, emphasizing that the city cannot afford to lose ground in quality-of-life measures that might be weighed in future base realignment decisions. Ultimately, Mr. Jenkins framed the decision as one of legacy, urging the boards and community to choose action that will create lasting opportunities and positive memories for future generations rather than allowing the mall to fade into history. Councilor Battaglino spoke from his perspective as an Air Force veteran, stressing how military personnel evaluate and remember the communities where they are stationed. He noted that service members pay close attention to the amenities and opportunities that exist in a community, and he pointed to the restoration of the Hotel by the Falls as an earlier example of a project that helped improve Wichita Falls' image. Councilor Battaglino argued that the proposed redevelopment of Sikes Center Mall could have an even greater long-term impact, shaping how both trainees and instructors at Sheppard Air Force Base view their time in the city. By 2031, he said, the project could create experiences and memories that inspire Airmen to want to return to Wichita Falls later in life, either to work or to retire. He concluded that the redevelopment represents an opportunity to strengthen Wichita Falls' reputation as a true national defense community—a reputation that will influence not only current residents but also future generations of military personnel and their families. Councilor Tom Taylor reflected on his long connection to Wichita Falls, recalling his arrival in 1985 after being assigned here and how he and his family were warmly welcomed into the community. He described how his children attended local schools and MSU, how his family became deeply involved in community and school activities, and how they came to view Wichita Falls as home. Councilor Taylor recounted a memory of returning from Dallas one night after shopping, looking out over the city lights with his wife, and both realizing simultaneously that Wichita Falls was where they belonged. He acknowledged that while the city has always faced challenges and lacked certain facilities, he and his family felt strongly about being part of efforts to make improvements and create positive change. Expressing support for the redevelopment project, he urged community leaders to move forward carefully, recognizing it may be a "slippery WF4BSTC&WFEDC JOINT MEETING MINUTES 8/14/2025 PAGE 11oF12 slope" but emphasizing the need to avoid unnecessary obstacles and to do everything possible to support affected businesses. Councilor Taylor reassured citizens that both he and his fellow council members are committed to acting with integrity and in the best interest of Wichita Falls residents, asking for trust and patience as they work to guide the city through this transition. Councilor Austin Cobb began by thanking the Chamber of Commerce and all those involved in reaching this stage of the redevelopment effort, calling it an exciting milestone. He shared nostalgic memories of the mall's earlier days, recalling Aladdin's Castle arcade and spending time there with friends, and reflected on how the mall once created lasting impressions for his generation. Councilor Cobb echoed City Manager Jeff Jenkins' remarks that this project represents an opportunity to create similar meaningful experiences for the next generation, emphasizing that the mall site sits at the heart of the city and offers a rare chance for Wichita Falls to control how it develops. Acknowledging that the project will take years, with completion projected by 2031, Councilor Cobb noted that other major cities already have similar facilities and challenged the community with the question, "Why not us? Why not Wichita Falls?" He stressed that pursuing the mall redevelopment does not mean abandoning downtown, pointing out that the city is simultaneously working on a master plan for downtown revitalization. Concluding on an optimistic note, Councilor Cobb described this as a very exciting day for Wichita Falls and expressed eagerness to see the future unfold. Mayor Short concluded the public hearing by thanking the presenters and participants for their contributions. He emphasized that the challenges facing the community, particularly with the declining mall, cannot be solved by ignoring them, warning that inaction would only worsen the problem. Short noted that the city is determined to stop"looking in the rearview mirror" and instead focus on moving forward with a clear vision. He highlighted the historic significance of the moment, explaining that for the first time,the City Council, the 4A Board, and the 4B Board would deliberate and vote together immediately following the hearing. Mayor Short closed the public hearing portion of the City Council Meeting at 4:36 p.m. Mr. Lane closed the public hearing portion of the WFEDC Meeting at 4:36 p.m. Mr. Barham closed the public hearing portion of the WF4BSTC Meeting at 4:36 p.m. 3. Consideration of a resolution approving a $3,500,000 performance agreement with the Wichita Falls Economic Development Corporation related to a destination retail and sports facilities land acquisition project located at 3111 Midwestern Parkway, Wichita Falls, Texas. Mr. Barham moved to approve a resolution authorizing a $3,500,000 performance agreement with the Wichita Falls Economic Development Corporation related to a destination retail and sports facilities land acquisition project located at 3111 Midwestern Parkway, Wichita Falls, Texas. Seconded by Mr. Michael Grassi, the motion carried 7-0. 4. ADJOURNED. 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"Economic Impact of Shopping Centers" International Council of Shopping Centers 2014 3. "The Future of Cities — Reenvisioning Retail" National League of Cities 2021 Lean Geraghty, Tina Lee, & Brooks Rainwater 4. "From Vacant to Vibrant: City Projects" U.S. Real Estate Insider 5. "Community Support Essential for Military Installations, DOD Official Says" U.S. Department of Defense 9/12/2019 David Vergun 6. "Economic Analysis: Minot Air Force Base's Impact on the City of Minot" 5th Bomb Wing Public Affairs Airman 1st Class Wesley Davies 7. "The Economic Impact of Military Base Closures on the Surrounding Metropolitan Area" Global Journal of Accounting and Finance 2017 Jamie Amos — Hampton University 8. "Military's Impact on State Economies" NCSL Foundation 4/9/2018 9. "The Defense Dividend and What it Means for Cities" The New Localism 10/19/2023 Bruce Katz, Milena Dovali, and Victoria Orozco 2/5/25,8:41 AM The inclusive economic impacts of downtown public space investments Briefs in this series ■ Introduction Economic Impacts Social Impacts Civic impacts fi m a ,f d w 'tit .'" T r__ _.. II,-„.�py _ �� F. r ir4, ►' ,�i - ♦ •i p i'� Jai 1. ��Cti k � t 7. �c a i' � `, Kf ‘ � �� �' Ally, �:.....:- , ��. MR . 4 ^ �,� i ppp SS�4 n1 ` 1 I. I ii m*Y � � { d it!, 0 r � v i i - - r , � ° The inclusive economic impacts of downtown public space investments Hanna Love and Cailean Kok Editor's note: This brief is part of a three-part series which examines the economic, social, and civic impacts of public space investments in Albuquerque, N.M., Buffalo, N.Y., and Flint, Mich. 003 httpsalwww.brookings.edularticleslthe-inclusive-economic-impacts-of-downtown-public-space-investments/ 2/15 215/25,8:41 AM The inclusive economic impacts of downtown public space investments JULY 27 2021 Introduction Throughout the height of the COVI D-19 pandemic, public spaces provided a refuge for small businesses to safely operate and for people to gather—prompting many cities to rethink the relationship between public space and economic recovery. Now, as public health restrictions ease and a new "normal" emerges, critical questions are arising. Among them: What role should public spaces play as cities strive to recover more equitably?At a time when so many people and small businesses are suffering, what is the value of public space investments, and importantly, who stands to benefit from this value? This brief shines light on these questions using on-the-ground data collection from three cities that have long struggled with economic inequities: Albuquerque, N.M., Buffalo, N.Y., and Flint, Mich. As part of a three-part research series on the holistic impact of public space[i] investments,this brief centers the voices of residents, small business owners, and community-based stakeholders to document the economic impacts that numbers alone cannot capture—providing a more holistic picture of the relationship between public space investments and inclusive economic outcomes. A slippery science: Discerning the economic impacts of public space investments The economic value—as traditionally defined—of public space investments is well documented. Quality public space investments (such as those that provide urban greenery, walkability, and public realm improvements) are correlated with increased land and property values in the surrounding area, including retail, housing, and residential renting values, and are associated with helping areas regain market strength through sale prices and turnover rates of commercial and residential properties.[iil Some evidence also indicates that public spaces can generate fiscal benefits for local governments through long-term infrastructure c636s4t https://www.Brookings,edularticies/the-inclusive-economic-impacts-of-downtown-public-space-investments/ 3/15 215/25,8:41 AM The inclusive economic impacts of downtown public space investments savings.[iii] It is difficult, however,to isolate whether these economic impacts are the direct result of public space investment or of other factors that affect the economies of surrounding areas.[iv] Nonetheless, these traditional economic indicators are commonly accepted and used to advocate for greater public space investment[v] In recent years, however,there has been growing recognition that examining the amount of capital that enters a geography (or the amount of public resources saved) is not sufficient for measuring inclusive economic impact. A substantial body of evidence demonstrates that the higher property values correlated with public space investments may fail to benefit underserved residents and businesses, particularly those renting and leasing.[vi] Additionally, in "hot market" neighborhoods, these higher property values may even cause harm by fueling displacement—disadvantaging longtime residents for whom many park efforts are ostensibly funded to serve.[vii] On the other hand, communities of color and low-income neighborhoods are often left without access to public space or with public spaces that are smaller, poorly maintained, lack programming, and/or have limited play options—leaving them excluded from the benefits that public spaces can bring.[viii] For these reasons, it is important to look beyond traditional measures of economic value and ask the questions: Who is benefitting from the economic value of public spaces?Are the benefits distributed to people of different races, incomes, ability statuses, and tenures in a community?Are there additional economic benefits public spaces produce that traditional measures are not capturing? With growing recognition among public officials that public spaces should be part of intentional place-based revitalization strategies (and many cities explicitly building and programing public spaces as part of downtown revitalization efforts),these questions are increasingly urgent[ix] They can be answered, in part, by using equity-focused metrics: examining trends in employment, poverty, demographics, business, and housing markets, as well as how such benefits are distributed across a population.[x] Several organizations, including Reimagining the Civic Commons and others, are embarking on this important work. Yet numbers alone cannot tell the whole story—particularly,the story of what residents, small businesses, and other community-based stakeholders perceive the value of public spaces to be, and who benefits most from such value. This brief centers on the third question—Are there additional economic benefits public spaces produce that traditional measures are not capturing?—and relies on community and stakeholder voices to find the answer. As the Knight Foundation pointed out, "building public spaces alone does not create thriving downtowns or city centers," particularly if not everyone 005 https:llwww.brookings.edufarticleslthe-incl usive-economic-impacts-of-downtown-pub/ic-space-investments) 4115 215/25,8:41 AM The inclusive economic impacts of downtown public space investments can access, benefit from, or feel attached to the space itself. Methods: Examining the economic impacts of public space investments in Flint, Albuquerque, and Buffalo The Brookings Bass Center for Transformative Placemaking. and Project for Public Spaces conducted on-the-ground research in Flint, Albuquerque, and Buffalo, examining the impact of three downtown public space investments: the Flint Farmers' Market, Albuquerque's Civic Plaza, and Buffalo's Canalside. (For a description of and background on the public spaces, please see the Introduction brief.) Our research consisted of in-depth interviews with 78 residents, small business owners, public sector officials, and other key stakeholders as well as three supplemental focus groups with residents and public space vendors between February and March 2020. Project for Public Spaces had previously conducted placemaking projects in each of the three spaces—which helped facilitate connections to stakeholders on the ground —but had not been involved in the public spaces for a number of years. All 78 interviews and supplemental focus groups were recorded (unless interviewees explicitly requested not to be, in which case detailed notes were taken), transcribed, and coded using a qualitative coding scheme far consistency and quality control. Overall, we examined the impact of downtown public space investments on three key outcomes of community well-being, including economic, social, and civic outcomes. We recognize the interdependence of economic, physical, social, and civic inputs and outcomes—by investing in one class of assets (for instance, physical, through public space investments), there are interrelated effects on others (economic, social, and civic). This brief focuses on economic outcomes. Using the Bass Center's transformative placemaking framework, we examined the extent to which public space investments can help foster downtown economic ecosystems that are: 1.Locally empowering: Supporting local small businesses and local investment priorities 2.Innovative: Fostering creativity and entrepreneurship opportunities 3.Regionally connected: Connecting residents and small businesses to regional markets and networks 006 httpsalwww.brookings.edularticleslthe-incl usive-economic-impacts-of-downtown-pub)ic-space-investments) 5/15 2/5/25,8:41 AM The inclusive economic impacts of downtown public space investments To learn more about the intersections between economic, social, and civic outcomes, please see the other briefs in the series. Findings 0 ur research revealed three multifaceted findings, providing new insights into the role that downtown public space investments play in shifting perceptions of places, in inspiring new infrastructure and private sector development, and in incubating underserved small businesses within the public spaces themselves. Finding#1:Public spaces play a critical role in shifting perceptions of place All three cities invested in their public spaces as part of a larger effort to revitalize their downtown districts. Each city had wrestled with the well-known story of downtown "decline" in the latter half of last century—experiencing depopulation,job shifts to the suburbs, and economic stagnation—but had not yet "come back" as many other big-city downtowns such as Chicago, Seattle, and Dallas.[xi] In Albuquerque, Flint, and Buffalo, it wasn't uncommon to hear from stakeholders that downtown was a virtual ghost town after 5:00 p.m.—impacting the small businesses trying to stay open and the growing number of residents living in the area. Figure 3. Leisure and hospitality businesses in downtown Albuquerque, Buffalo, and Flint make up 4%, 23%, and 18%, respectively, of leisure and hospitality businesses citywide Leisure and hospitality business downtown compared to city, 2019 2,500 •Inside downtown II Outside downtown 2,000 1,500 007 https://www.brookings,edu/articles/the-incusive-economic-impacts-of-downtown-publ ic-space-investments/ 6/1 5 215J25,8:41 AM The inclusive economic impacts of downtown public space investments 1,000 500 214 Albuquerque Buffalo Flint Source.Brookings analysis of Bsri Business Analyst data. fl Metropolitan Policy Program ,�litt[]crtil\c.' Yet at the time of our study,these patterns were beginning to shift and enter what stakeholders called a "momentum" phase. Residents and stakeholders across the cities pointed to a key reason why: Peoples' perceptions of downtown were changing, in part, because public spaces and a diverse activation of these spaces gave them a reason to go downtown and stay there. In Flint and Buffalo,this dynamic largely played out through the Farmers' Market and Canalside, which attracted people from across the region to downtown and gave them a reason to spend their dollars locally. "Some people haven't been downtown in 20 to 30 years," one Flint downtown stakeholder told us. "What the Farmers' Market did is it brought people from the county to downtown Flint...Without the Farmers' Market, I don't think we would have captured the wealth of a lot of that community." "The Farmer's Market was a catalyst project that people needed to see for downtown to be more than just that place where bad things happen and a couple of bars," another resident who worked at a Flint- based nonprofit told us. "They started seeing it as a destination." By virtue of seeing the market as a "destination," these visitors supported the almost 50 small businesses housed there. In Buffalo, respondents reported the same trend; however,they explained that its impact transcended the dollars spent at Canalside and helped give residents confidence in their city's economic health more broadly. "I think the biggest impact Canalside has had is it's demonstrated to us that we can have our downtown back," one university stakeholder told us, echoing the thoughts of many interviewees. "It gave the city confidence in its resurgence." 008 https:Ifwww brookings,edu/a rticleslthe-incl usive-economic-impacts-cf-downtown-pubs ic-space-investments) 7115 215125,8:41 AM The inclusive economic impacts of downtown public space investments In Albuquerque, public sector officials were clear that peoples' perceptions of downtown were still a significant barrier to economic activity in the area. As one city official told us, "People's beliefs and perceptions can be so tricky to change. How do you overcome that? When a place has been ignored for a long time, how do you change people's view about it to actually get people out there to experience it?" Yet through our focus groups, residents indicated that their views of downtown were slowly changing—largely due to programming at Civic Plaza, including concerts, movie nights, and farmers' markets. This provides further indication that a diverse activation of spaces and mixed uses in downtowns can be a critical component of economic resilience. Shifting perceptions of and increasing visitation to downtown was, of course, merely a first step in revitalization—but it arose as a common pattern across all three cities and all 78 interviews as one of the most impactful ways public spaces supported small businesses in the area. This trend, however, also ushered in new dynamics between city and suburban residents—sometimes heightening long-standing social divides, which we discuss in-depth in "Exploring the often fraught relationship between public spaces and social divides." Finding#2:Public space investments can catalyze overdue infrastructure improvements and'pave the way'for additional private sector development More tangibly, our interviews revealed that successful public space investments can help inspire long-overdue public sector infrastructure and private sector development in the downtown area, which in turn can support nearby small businesses. Stakeholders often described the public space as the "catalyst" needed to demonstrate that new private sector investments (outside of solely office space) could be successful in downtowns, or the impetus for the public sector to increase public investment in the area. In Albuquerque in particular, small business owners and residents explained that they had largely felt like the city abandoned downtown until recently, and pointed to the importance of Civic Plaza in encouraging much-needed public investment downtown. "I would say that the changes in Civic Plaza dramatically increased the city investment in downtown up until this point," one downtown stakeholder told us. "We felt so neglected with city improvements, infrastructure improvements. So all of a sudden they're replacing our street trees, they're putting in the bike lanes,they're redoing the fountain." When we spoke to Albuquerque Mayor Tim Keller,this sentiment bore out. He told us he was 009 https:llwww.brookings.edularticles/the-inclusive-economic-impacts-of-downtown-public-space-investments) 8115 215/25,8:41 AM The inclusive economic impacts of downtown public space investments intentionally working to triangulate placemaking efforts downtown to spur economic development, of which Civic Plaza and the new Rail Yards Market were an important part. In Buffalo, stakeholders reported that Canalside helped catalyze new investment that transcended the immediate district and master plan for the waterfront. Many pointed to the nearby Ohio Street Corridor revitalization into a multiuse pathway linking activity centers as an initiative the success of Canalside spurred. "Between Canalside and the river restoration work in tandem, it's provided that springboard and safety net for these other developments," one public sector stakeholder told us. "Now you see the private development that's happening along Ohio Street. It's kind of a chain reaction, one doesn't happen in isolation of another." In Flint, stakeholders repeatedly spoke to the Farmers' Market's critical role in supporting the development of other small businesses within the downtown area by providing the necessary foot traffic and critical mass of people needed to inspire additional success. "The Farmers' Market has just been amazing catalyst in for the city and the rest of downtown," a Flint Farmers' Market vendor told us. "I don't think the rest of downtown, of Saginaw Street,that everything would look the same if the market wasn't here." From the perspective of our interviewees, what was so important about these new developments and public realm improvements was that they benefited small, locally owned businesses and downtowns that had experienced economic stagnation for too long. In other, more "hot market" cities, new development can bring gentrification. But in these cities, they were bringing long-overdue resources and amenities to the area. Finding#3:Public spaces themselves can be powerful incubators for entrepreneurs and small businesses—but achieving that goal requires intentionality Stakeholders in all three cities reported that the public space investments supported the development and success of local small businesses, either indirectly (by increasing foot traffic to the surrounding area) or directly within the public space (by providing vendors and small business owners with a physical, low-barrier-to-entry space to sell their goods). But the Flint Farmers' Market stood out in its ability to incubate underserved small businesses, largely because it embedded small business support into the core of its placemaking vision. 010 https:llwww.brookings.edularticleslthe-incl usive-economic-impacts-of-downtown-pub)ic-space-investments) 9115 215/25,8:41 AM The inclusive economic impacts of downtown public space investments With its relocation to downtown,the Farmers' Market expanded the number of vendors it could house, worked to provide below-market rent, built new commercial kitchens to allow food-based entrepreneurs to create licensed products, and launched formal entrepreneurship training. The ability to operate a low-cost, low-barrier-to-entry small business within a downtown commercial corridor was described as an unprecedented opportunity for many underserved small business owners. As one public sector official explained,the goal was to help entrepreneurs "start their own business—not out of their garage, but out of downtown's Main Street." The Flint vendors we spoke with echoed this sentiment. "I don't know where in anywhere else in the country that you can start with having a place like the market and be able to access so many customers," one vendor told us. "Especially at the low rate...35 bucks a day or something absurd. That's something very unique." To ensure affordability,the market never raised vendors' rents. Market management partnered with Co.Starters for a training course, offered one-on-one consulting through a Flint Food Works program, and offered free use of commercial kitchens to hopefully grow vendors' capabilities to open up their own storefronts downtown. "Flint Food Works and the commercial kitchens there really allowed me to operate my business on a learning curve,"another vendor told us. "I didn't even know half the equipment existed until I finally moved in here and looked at the kitchen." Yet Flint was only able to achieve this kind of inclusive impact for small businesses because they embedded small business development in their placemaking vision from the outset. The other two sites had potential to do so, but witnessed varying level of success. Canalside, for instance, made supporting local small businesses a part of their planning process, adopting a consensus document, "A Public Statement of Principles for High Road Development of Buffalo's Waterfront," after community activists advocated for a legally binding Community Benefits Agreement that the Erie Canal Harbor Development Corporation and other city leaders ultimately declined to enter. While Canalside stakeholders fulfilled some of the goals in this nonbinding consensus agreement (such as hosting minority- and women-owned business enterprise job fairs and seeking local vendors for programming), some residents and interviewees remained unaware of these efforts, and no annual tracking on outcomes for these inclusive economic development goals have been reported to show progress. 011 httpsalwww.brookings.edularticleslthe-incl usive-economic-impacts-of-downtown-pub)ic-space-investments) 10/15 215/25,8:41 AM The inclusive economic impacts of downtown public space investments Civic Plaza also had extensive potential to provide economic opportunity to small businesses, and did so at times through events, movie nights, and markets. But public space managers and the city did not have a coordinated plan or permanent infrastructure to help support Albuquerque's local businesses through Civic Plaza's activation. As one public space manager in Albuquerque told us when reflecting on the economic impact of Civic Plaza, "Do you have a vision in place'? You could light one little fire over here, but how is it connected to a larger vision? I feel like we did an amazing thing with Civic Plaza and everyone is so proud of it, but if we had had a larger downtown vision in place that it was connected to it could light a fire." These findings spoke to the importance of being intentional about inclusive economic impacts from the outset, embedding efforts to support underserved residents and small business within the placemaking vision itself, and regularly re-engaging with residents and small businesses to measure progress and success. Conclusion Throughout the COV1D-19 pandemic, nearly nonstop conjecture about "the future of cities" emerged, with the gloomiest predictions centering on the fate of downtowns. Rather than harping on the plight of "ghost town downtowns," now is the time to think more expansively about the future of downtowns: How can they become more dynamic, inclusive, and mixed-use? How can they better support minority-owned businesses? How can they draw greater connections between prosperity downtown and nearby neighborhoods? Our research reinforces the powerful role that public spaces can play in achieving a more dynamic vision for the future of cities and downtowns, and the importance of embedding explicit inclusive economic development goals within placemaking from the outset. There are plenty of national best practices to choose from to enhance inclusive economic outcomes—from Washington, D.C.'s 1-ith Street Bridge Park's Equitable Development Plan,to the University City District's Green City Works program in Philadelphia, to Chicago's Neighborhood Opportunity Bonus that leverages downtown growth to provide new funding sources for neighborhoods lacking private investment. Now is the time for local leaders to seize these models and intentionally use public space investments to promote inclusive economic recovery in downtowns and beyond. 012 https://www,brookings,edularticiesithe-lncl usive-economic-impacts-of-downtown-public-space-investments/ 11/15 2/5/25,8:41 AM The inclusive economic impacts of downtown public space investments The way we plan, design, and program public spaces has far-reaching impacts for equity-shaping the amenities people have access to, the space available to them to grow a business, and the connections forged between people and places. It is imperative as we look ahead to leverage these impacts to rebuild more equitable downtowns, cities, and regions. Cover photo: Local vendors sell goods at the Flint Farmer's Market. Photo courtesy of Flint Farmers' Market. The authors thank Joanne Kim for her excellent research assistance on this series. They express their sincere gratitude to the community stakeholders who participated in research interviews and focus groups. They also thank Lola Bird, Levee Brachman, Karriane Martus, Steve Ranalli, Nate Storring, and Jennifer S. Vey for their review of various drafts of the series. Any errors that remain are solely the responsibility of the authors. About the Authors Hanna Love Research Associate - Metropolitan Policy Program tt 013 haps://www 12/15 ,. .....„. . . . . .„, . .. . „, ....„ . , . „. ..,.....40 ...„ . . .Ad111....." .00 iiille '' iii AI , _„..,. . ..,. ... , .. : „ . idliall '' '''''''' '''' •..., „„,.. . . ,. ,,. \ ,,,!,., ., ,, i ....ar N ... . ,' .... , ,t,s,,,,,. , •,..., „a _ II .., . . . , . ,• .,,„,-„,,,,. ,, , . 11111111111 ' tV.:4'..t'ttt, •111.,„4., . . ...„‘„,,,., . . •„, . , . . . ., . ..., Li 1 I I I 1 , „,„,,„ i- [ 1 I i .... .,.... - .,..__.....•.,,,, , . , 1 r ' — ''' . . ..... „ . zeFF ' ..... .. -11 I Air' •,.,'" • 1 l' 'l''' Alir :. auw. ' +In•,_ " .. . " .... 411 --4--.•-• 1II. Nlik '- ...1.,.-. .„, 7- .: 01, . :-. ,....;--jr- ' ...... . . 2014 , 1., '‘..., ECONOMIC . . .. ,.1 IMPACT OF f, SHOPPING CENTERS 14$4 icsc .. .. CONTENTS A '0 d IIIIT ur � MIDI ke 0 te, • 1 • %VIP. " % "' i°+ ems^ +'1 . . f, * -. .. , , '„, ,...4. . -, . , ..., , , PIO(' ..1) ,. . . , l: 1 y, , ) , , 1 7 1 +® - ' �� .__.. ICSC Values �- Marketplace Fairness Did You Know? Annual Performance A History of Shopping Centers National Impact Non-Anchor Tenant Sales Shopping Center Definitions Geographic Distribution of GLA U.S. Country Fact Sheet 015 ICSC VALUES EDUCATION Where we've been Recent special classes at the University of Shopping Centers,web Member research resources span an online library,a database based programs and the John T. Riordan schools,have benefitted of more than 14,000 industry statistics,a rich offering of learning, members by looking at redevelopment and retrofitting existing leadership and issues videos,11 industry-leading publications, properties and opportunities to maximize retail productivity. a global shopping center directory and a wide array of special Conferences,books,sessions and ICSC events around the world studies. offer potential to assimilate knowledge,and only ICSC offers global professional certifications:CSM,CMD,CLS,CDP. Strategic alliances with complementary associations and Where we're going industry research providers will bring new range and depth to Conferences such as our NOI+Conference will educate members on our information offerings,especially for new and timely industry asset management priorities and maximizing net operating income at benchmarks. their retail properties. We're also working with like-minded shopping center councils and associations around the globe to encourage innovative thought leadership collaboration on best practices. rider ADVOCACY NETWORKING Where we've been Where we've k.. Recent efforts to champion Marketplace Fairness RECon Las Vegas draws over 30,000 attendees annually. have gained greater traction than ever before in the An additional 300 global events provide local and regional U.S.Congress.A robust public affairs campaign and networking opportunities for 70,000 more industry aggressive advertising have garnered legislative support professionals. Every year a significant share of all retail leasing and raised public awareness. activity is shaped at ICSC events. Where we're going ICSC is working diligently to thwart any attempts We will strengthen our Global RECon and local events to to raise industry-focused taxes,such as on carried interest. provide premier in-person networking opportunities for In the regulatory arenas,we are playing a significant role members in Asia,Europe,Latin America and the Caribbean, in ensuring that international,national and local rules and the Middle East and North Africa. We will also use new reflect the realities of operating in a multi-tenant retail media and technology to create opportunities for online and environment mobile networking. r �f 11 Immo lop lb iv_ . 11111L ■ r MARKETPLACE rAIRNESS ACT Jr1it t Since 2011, ICSC has made enormous strides416 M It in advocating for sales tax fairness. Backed by the investment approved by the Board of _ a Trustees, ICSC put significant resources towards � Rare educating Congressional offices and the public ii fir LP N about sales tax fairness and the outstanding , o{'`rr eRIal~wrr KNUNERETAILERS r tax burden that consumers currently owe on many online purchases. This campaign has translated into myriad media opportunities for Thus far, ICSC's efforts have paid off in early 2013. We ICSC and has created significant momentum for had several resounding bipartisan votes of approval legislation at the federal level. ICSC leads the in the U.S. Senate, culminating May 6 with the Marketplace Fairness Coalition; a unified voice passage of S.743 by that chamber with a 69-27 vote. for the proponents of Marketplace Fairness. The push now continues to the U.S. House for action The members of the Coalition represent and approval there. nearly 3 million businesses, associations, and organizations located in every state throughout the country. DID YOU KNOW? ANNUAL PERFORMANCE • California has the most • Shopping center-related 2013 RETAIL SALES shopping centers-15,160. employment totaled 12.5 Wyoming has the least with million jobs in 2013. 74. • Supermarkets are the most Shoppers have found their way back to the malls; retail sales •At year end 2013 there are common anchor in open-air numbers for 2013 regained their strength, registering nearly 1,511 enclosed malls in the centers. $2.5 trillion in sales, an increase from $2.4 trillion in 2012. U.S. •Apparel and accessories Shopping center—related employment accounted for almost •The average enclosed mall stores account for 57.8%of than 12.5 million jobs for 2013, an increase from 12.3 million contains 875,187 sq.ft. of all non-anchor mall space. jobs in 2012. total floor space. •The last enclosed mall that •The are 398 lifestyle was built was in 2011—City In 2013, there were 227 more shopping centers operating centers operating in the U.S. Creek Center in Salt Lake in the U.S. than in 2012. The total number of U.S. shopping City, Utah. centers increased in 2013 to 114,485, up from 114,258 in • In 2013,shopping center- 2012. inclined sales accounted for •Wal-Mart was the highest $2.5 trillion. grossing retailer in 2012, earning$468 billion in sales. • Shopping center- inclined sales generated $137.2billion in state sales tax revenue in 2012. 017 4 A HISTORY OF SHOPPING CENTERS Shopping centers have existed in some form for more than 1,000 years as ancient market squares, bazaars and seaport commercial districts. The modern shopping center, which includes everything from small suburban strip centers to the million-square-foot super regional mall had its genesis in the 1920s. 1920s Wash.,(two strip centers face-to-face on Michigan Avenue in Chicago.To The concept of developing a shopping with a pedestrian walkway in between) many experts,Water Tower Place with its district away from a downtown is opened in 1950,and Shoppers World stores, hotel,offices,condominiums and generally attributed to J.C. Nichols of in Framingham, Mass. (the first two- parking garage, remains the preeminent Kansas City, Mo. His Country Club Plaza, level center),debuted the following mixed-use project in the United States. which opened in 1922,was constructed year.The concept was improved upon as the business district for a large-scale in 1954 when Northland Center in residential development. It featured Detroit, Mich., used a "cluster layout" The 1980s saw an unparalleled period unified architecture, paved and lighted with a single department store at the of growth in the shopping center parking lots,and was managed and center and a ring of stores around it. In industry,with more than 16,000 centers operated as a single unit. 1956,Southdale Center in Edina, Minn., built between 1980 and 1990.This was outside of Minneapolis,opened as the also the period when super-regional In the latter half of the 1920s,small strip first fully enclosed mall with a two-level centers became increasingly popular centers were built on the outskirts of design. It had central air-conditioning with shoppers. large cities.The centers were usually and heating,a comfortable common anchored by a supermarket and a area and, more importantly, it had Between 1989 and 1993, new shopping drugstore,supplemented by other two competing department stores as center development dropped nearly convenience-type shops.The typical anchors. Southdale is considered by 70 percent,from 1,510 construction design was a straight line of stores with most industry professionals to be the first starts in 1989 to 451 starts in 1993.The space for parking in front,such as the modern regional mall. sharp decline in new center starts was Grandview Avenue Shopping Center in attributed to the savings and loan crisis, Columbus,Ohio,which opened in 1928 which helped precipitate a severe credit and included 30 shops and parking for By 1964 there were 7,600 shopping crunch. 400 cars. centers in the United States. Most of the centers built in the 1950s and 1960s Many consider Highland Park Shopping were strip centers serving new housing Factory outlet centers were one of Village in Dallas,Texas,developed by developments. the fastest-growing segments of the Hugh Prather in 1931,to be the first shopping center industry in the 1990s. planned shopping center. Its stores were 1970s In 1990,there were 183 outlet centers. built with a unified image and managed By 1972 the number of shopping centers Today,there are more than 225 outlet under the control of a single owner. had doubled to 13,174. During the centers in the United States. Highland Park occupied a single site and 1970s,a number of new formats and was not bisected by public streets.And, shopping center types evolved. By 1992,the prevailing trend in the its storefronts faced inward,away from shopping center industry had become the streets—a revolutionary design. In 1976 The Rouse Co.developed the remodeling and expansion of Faneuil Hall Marketplace in Boston, existing projects. In 1992,these 1930s-1940s Mass.,which was the first of the "festival renovations outstripped new In the 1930s and 1940s,Sears Roebuck marketplaces" built in the United States. construction,with 571 additions and &Co. and Montgomery Ward set up The project,which revived a troubled alterations reported. large freestanding stores,with on-site downtown market,was centered on food parking,away from the centers of big and retail specialty items. Similar projects One of the retail formats that became cities. were built in Baltimore, New York City, increasingly popular in the 1990s was the and Miami,and have been emulated in a power center. Power centers are often number of urban areas. located near regional and superregional The early 1950s marked the opening of malls. San Francisco—based Terranomics the first two shopping centers anchored The bicentennial year also marked the is credited with pioneering the concept by full-line branches of downtown debut of the country's first urban vertical at 280 Metro Center in Colma,Calif. department stores. Northgate in Seattle, mall,Water Tower Place,which opened 018 In 1995, with the construction of the Mall of America in t - ' " Bloomington, Minn.,entertainment quickly became an industry°- _,�. " ' buzzword as technological advances allowed shopping ' - i, center developments to foster the same magical experiences - that were once only seen in national amusement parks such a m as Disney World. The Mall of America, currently one of the �f- M b6- ^• 4 ��,r:, largest malls in the U.S., includes a seven-acre amusement �4 ,, r �° " park, nightclubs, and restaurants, and covers 4.2 million square feet (with about half that total devoted to retailing). r om " Since the start of the entertainment wave,retailers have focused r on keeping their presentations exciting, and shopping center - �. 1 • _ " � ,,,,,It0 owners have striven to obtain tenant mixes that draw traffic from 1. ;,. llir the widest audience possible. Under one roof or in an outdoor ' C' i retail format, consumers enjoy children's la sca es, virtual 11 it..'" w " reality games, live shows, movies in multiplex cinemas,a variety '� 1* "' iir� r J of food in either the food court or theme restaurants, carousel oilf ' 1� f i M "�• . �^' " rides, visually stunning merchandising techniques, robotic bz " ur animal displays,and interactive demonstrations. 4 Many shopping centers are also focused on added service- ' + ao ,o ry - : - oriented tenants, which offer today's busy consumer an opportunity to complete weekly errands or to engage in a 1 1 variety of other activities. Among the many services found in • ,. today's malls are churches, schools, postal branches, municipal offices, libraries,and museums. 4L i,` THE SHOPPING CENTER Shopping Center-Inclined Sales INDUSTRY NATIONAL 2013 IMPACT 2012 2011 Economic Impact 2010 Shopping centers have become an integral 2009 part of the economic and social fabric of their communities. In 2013, shopping in 2008 center-inclined sales were estimated at 2007 $2.5 trillion, an increase of 2.6%from 2006 the previous year. In 2012, state sales tax 2005 revenue from shopping center-inclined sales 2004 totaled $137.6 billion, up from the $131.6 billion collected in 2011. 2003 11111111111111111111111111111111111111_ 2002 2001 I i I $1.0 $1.25 $1.5 $1.75 $2.0 $2.25 0142.5 6 Trillions 1\ II ld" ct , off \r, Many hurdles were faced during this decade, which shook o up the shopping center industry and ultimately created a "new normal." The economic downfall hit during the end of this decade and had a strong impact on the way future No business would be conducted. By 2010 there was an all- time high of 112,384 shopping centers in the United States. . w •.. Due to the downturn in the economy, sales took a hit and shopping center development saw little to no activity during the latter half of the decade. Signs of improvement have yyi. , � „,�^ been surfacing and a new era of the shopping center industry , fl is starting to occur. Instead of building new centers, owners s are redeveloping the centers they already have, making them more appealing and driving consumers back into malls. -^,- ', .'• ' ix,,, Green initiatives have made their way into the retail real estate �; rs + �` industry.Developers and mall owners have taken stepsto create 1 •^ sustainable centers by implementing "greener" methods into 1 ... everyday practices. From the land that the centers are built l' o � o to ,- on to the materials used when remodeling or building a new F lool" , center, to putting energy-saving solar panels on roofs, green •Z' S w •` methods can be found in many of today's shopping centers. "- In this process of going "green," a favorable situation has '� o occurred: malls are now more eco-friendly while operating "' ^ ,. more cost efficiently for the owners. Sustainability is a trend „ that will likely stick around for the coming years. `.- :aria Although this decade had its moments of ups and downs,the h shopping center industry proved its strength. THE SHOPPING CENTER INDUSTRY NATIONAL IMPACT Shopping Center-Related Employment 2013 Shopping center-related employment 2012 accounted for 12,476,750 jobs in 2013, nearly 9.2% of the country's workforce. 2011 This figure represents an increase of 2010 1.2% from 2012. At year-end 2013, there 2009 were 114,485 shopping centers, up from 2008 114,258 the previous year, containing 2007 7.49 billion square feet of gross leasable , , area (GLA) in the U.S. 2006 2005 2004 2003 2002 2001 I I 12.0 12.1 12.2 12.3 12.4 12.512.6 12.7 12.8 12.9 13.0 Millions 020 7 2013 MONTHLY DISTRIBUTION OF NON-ANCHOR TENANT SALES Dec° Jan % „ 7.47% Feb 7.56% Mar 8.62% Apr 7.17% May Sep 7.38% 7.45% Aug Jul Jun 8.09% 7.44% 8.09% US SHOPPING CENTER DEFINITIONS Regional [Mall] Super-Regional [Mall] Strip/Convenience [Open-Air] General merchandise or fashion-oriented Similar in concept to regional malls, but Attached row of stores or service outlets, offerings. Typically enclosed with inward- offering more variety and assortment. managed as a coherent retail entity. A facing stores connected by a common strip center does not have enclosed walkway. Parking surrounds the outside [Center Count] 680 walkways linking stores. A convenience perimeter. [Aggregate GLA sq. ft.] 833,812,001 center is among the smallest of the [Share of Industry GLA] 11.1% centers, whose tenants provide a narrow [Center Count] 831 [Average Size sq. ft.] 1,226,194 mix of goods and personal services to a [Aggregate GLA sq. ft.] 488,594,847 [Typical GLA Range] limited trade area. [Share of Industry GLA] 6.5% 800,000+ sq. ft. [Average Size sq. ft.] 587,960 [Trade Area Size] 5-25 miles [Center Count] 68,127 [Typical GLA Range] [Aggregate GLA sq. ft.] 895,849,415 400,000-800,000 sq. ft. [Share of Industry GLA] 12.0% [Trade Area Size] 5-15 miles [Average Size sq. ft.] 13,150 [Typical GLA Range] < 30,000 sq. ft. [Trade Area Size] 1 mile 021 8 2013 GEOGRAPHIC California, Texas and Florida continue to outperform other states in shopping center gross leasable area (GLA). Combined they account for 29.4% of the total GLA. In 2013, California led the nation in GLA, with 895.4 million square feet, or 12.0% . ir., , . _.., of e otal d , up f 892.Eth milliont n Unitei 2012.States Texas centers Alltirl 6,,, 4 have 708.E million square feet, from 706.28 million in 2012. Florida has ; i 594.8 million square feet, up from r 1 Ili rigor 594 million in 2012. The next largest ,r concentrations are in Ohio, Georgia, Illinois, and New York, which all o together have 16% of the total GLA. ti �� imor These seven states contain 45.3% of . the total U.S. shopping center GLA. • In contrast, the sparsely populated ,o w states of Wyoming, Vermont, South 0 �' Dakota, North Dakota, Alaska and Montana are home to less than 1.0% •5-10 million sq.ft. MI 11-40 million sq.ft. 41-95 million sq.ft of the total shopping center GLA. ▪96-165 million sq.ft. 166-250 million sq.ft. 251-750 million sq.ft 750+million sq.ft. US SHOPPING CENTER DEFINITIONS Neighborhood [Open-Air] Community [Open-Air] Lifestyle [Open-Air] Convenience oriented. General merchandise or convenience- Upscale national-chain specialty stores oriented offerings. Wider range of with dining and entertainment in an [Center Count] 32,301 apparel and other soft goods than outdoor setting. [Aggregate GLA sq. ft.] 2,322,119,720 neighborhood centers. The center is [Share of Industry GLA] 31.0% usually configured in a straight line as a strip, or may be laid out in an L or U [Center Count] 398 [Average Size sq. ft.] 71,890 ft. shape, depending on site and design. [Aggregate GLA s q• ] 126,247,790 [Typical GLA Range] [Share of Industry GLA] 1.7% 30,000-125,000 sq.ft. [Center Count] 9,562 [Average Size sq. ft.] 317,206 [Trade Area Size] 3 miles [Aggregate GLA sq. ft.] 1,884,308,441 [Typical GLA Range] [Share of Industry GLA] 25.2% 150,000-500,000 sq. ft. [Average Size sq. ft.] 197,062 [Trade Area Size] 8-12 mile [Typical GLA Range] 125,000-400,000 sq. ft. 3-6 miles 022 UNITED STATES 2013 , COUNTRY FACT SHEET Shopping Center GLA o Total Retail Sales $4.53 trillion Total Retail Space ;�00 w � " � a� Year-on-Year Change in Retail Sales 4.2% IV viti '", p'4, " ,Te All ' Total Retail Sales per Capita $14,339 m I Total Retail Sales % GDP -�., Shopping Center Sales $2.49 trillion = Year-on-Year Change 2.6% 45.4% A. Shopping Center Sales per Capita $7,875 i"I Shopping Center Sales % GDP 14.8% . I ir . i, ,,,,,,, ,i, Total Retail Employees 15.1 million Total Shopping Center Employees 12.5 million Shopping Center GLA F 0 *' P 4 7,487,402,518 sq. ft Total Shopping Center GLA per 100 Inhabitants 1! 2,368 sq. ft 1 lo US SHOPPING CENTER DEFINITIONS Power Center [Open-Air] Theme/Festival [Open-Air] Outlet [Open-Air] Category-dominant anchors, including Leisure, tourist, retail and service-oriented Manufacturers' and retailers' outlet stores discount department stores, off-price offerings with entertainment as a unifying selling brand name goods at a discount. stores, wholesale clubs, with only a few theme. Often located in urban areas, they small tenants. may be adapted from older—sometimes [Center Count] 340 historic—buildings, and can be part of a [Center Count] 2,028 mixed-use project. [Aggregate GLA sq.ft.] 76,259,181 [Aggregate GLA sq. ft.] 827,923,296 [Share of Industry GLA] 1.0% [Share of Industry GLA] 11.1% [Center Count] 178 [Average Size sq. ft.] 224,292 [Average Size sq. ft.] 408,246 [Aggregate GLA sq.ft.] 26,161,261 [Typical GLA Range] [Typical GLA Range] [Share of Industry GLA] .3% 50,000-400,000 sq. ft. 250,000 600,000 sq. ft. [Average Size sq. ft.] 146,973 [Trade Area Size] 25-75 mile [Typical GLA Range] [Trade Area Size 5-10 miles 80,000-250,000 sq.ft. [Trade Area Size] 25-75 miles 023 10 UNITED STATES 2012 COUNTRY FACT SHEET Malls in the U.S. posted Five Largest Retailers Five Largest Shopping their highest sales per Center Owners square foot ($475) ever recorded in 2013. Wal-Mart $328.7 bil. Consumers visited malls $139.2 bil. Simon on average 3.4 times Kroger $92.2 bil. Kimco Realty ,,----- per month. In each Target $72 bil. visit, they spent over costco_$71 bil. DDR $97 for an average of $26.1 bil. nearly $331 per month. The Home Depot 1-$66 bil. General Growth $8.8 bil. Women spent the most, Brixmor averaging $344 per .,\ ,\��,,\ ,\��,°�,\��,,\ month. Men averaged ��o�,Oo6 o ,�°o ,�o °o6,�<o K' K' '' '' less, spending $321 yA yA 5A per month, but actually ° °° ��° °< made slightly more trips . Domestic Sales . Domestic GLA - but those trips were 10 minutes less in duration International Sales Total GLA(including International GLA) than trips made by women. US SHOPPING CENTER DEFINITIONS Airport Retail [Special Purpose] Total Industry ;0-41 Consolidation of retail stores located within [Mall+Open Air+Special Purpose] f' t 1 a commercial airport. [Center Count] 40 [Center Count] 114,485 ' '' °Irl '.114.i GLA s ft. 7,487,402,518 [Aggregate GLA sq. ft.] 6,126,566 [Aggregate q ] 1 ®_ [Share of Industry GLA] .1% [Share of Industry GLA] 100% '` `�° ,." [Average Size sq. ft.] 153,164 [Average Size] 65,401 sq.ft. il! Ni [Typical GLA Range sq. ft] 75,000-300,000 sq. ft. 16 ' . 1 024 s 11 .W.; ABOUT ICSC Founded in 1957, ICSC is the premier global trade association of the shopping center industry. Its more than 60,000 members, in over 90 countries, include shopping center owners, developers, managers, marketing specialists, investors, retailers and brokers, as well as academics and public officials. As the global industry trade association, ICSC is linked to more than 25 national and regional shopping center councils throughout the world. For more information, visit www.icsc.org. [''' ., ,G,Eirvitill,.4_, , : .., gm 1, i 1 'tT ,s„.„ ,, \., OP '1, rit . ..,.. ,,,,,, ,,, ,,„ ,, . Mr mi, i lie C, . iilliL, , 1 it 1:',4)4 o mois .. k h mives ill I, , "�4 ' 025 215/25,8:41 AM The inclusive economic impacts of downtown public space investments Cailean Kok Project Associate - Project for Public Spaces Li] Please see the Introduction for our definition of"public space." [ii] Eldridge, M., K Burrowes, and P. Spauste.lnvesting in Equitable Urban Park Systems. Urban Institute, July 2019: https://www.urban.org/research/publication/investing-equitable-urban-park- systems; Carmona, M. Place value: place quality and its impact on health, social, economic and environmental outcomes. Journal of Urban Design, 24(1), 1-48, 2019: https://doi.org/10.1080/13574809.2018.1472523; Forestry Commission. Benefits of Greenspace, 2015: https://doi.org/10.13140/RG.2.1-2177.6806. bid Robert Wood Johnson Foundation. The Economic Benefits of Open Space, Recreation Facilities and Walkable Community Design Introduction, 2010: https.//activelivingresearch.org/sites/activelivingresearch.org/files/Synthesis_Shoup- Ewing_March2010_0.pdf [lv] Hoyt, L. and D. Gopal-Agge, D. The business improvement district model: A balanced review of contemporary debates. Geography Compass, 2007: 1(4), 946-958. [v] lzmailyan, E. Emphasizing Equity in Economic Impact Analysis. HR&A Advisors: June 2018: https://www.hraadvisors.com/emphasizing-equ ity-economic-impact-analysis/ [vi] Gaynair, G., M, Treskon, J. Schilling, and Velasco, G. Civic Assets for More Equitable Cities. Urban Institute,August 2020: https://www.urban.org/research/publication/civic-assets-more-equitable- cities; Eldridge, M., K. Burrowes, and P. Spauste,Investing in Equitable Urban Park Systems. Urban Institute: July 2019. https://www.urban.org/research/publication/investing-equitable-urban-park- systems [vii] Gaynair, G., M, Treskon, J. Schilling, and Velasco, G. Civic Assets for More Equitable Cities. Urban . 026 Nips 13/15 215/25,8:41 AM The inclusive economic impacts of downtown public space investments Institute,August 2U2U: https://www.urban.org/research/publication/CIVIC-assets-more-equitable- cities; Rigolon, A., and J. Christensen: Without Gentrification: Learning from parks-related anti- displacement strategies nationwide. ULCA Institute of the Environment and Sustainability, 2019: https://www.ioes.ucla.ed u/wp-content/uploads/G reeni ng-without-Gentrification-report-2019.pdf; Eldridge, M., K. Burrowes, and P. Spauste,lnvesting in Equitable Urban Park Systems. Urban Institute: July 2019. https://www.urban.org/research/publication/investing-equitable-urban-park-systems. [viii] Eldridge, M., K. Burrowes, and P. Spauste,lnvesting in Equitable Urban Park Systems. Urban Institute: July 2019. https://www.urban.org/research/publication/investing-equitable-urban-park- systems. [ix] Knight Foundation. Measuring Progress Toward Downtown Revitalization and Engaging Public Spaces: A Review of Existing Research. August 2020: https://kn ig htfou ndation.org/reports/m easu ring-prog ress-toward-downtown-revitalization-a nd- e n g a g i n g-p u b l i c-s pa ces-a-rev i ew-of-existing-research/. [x] Ibid. [xi] Tomer, Adie and Lara Fishbane. Big city downtowns are booming, but can their momentum outlast the coronavirus? Brookings Institution, May 2020: http://www.brookings.edu/research/big-city- downtowns-are-booming-but-can-thei r-momentum-outlast-the-coronavirus/. ©2023 THE BROOKINGS INSTITUTION CONTACT MEDIA RELATIONS TERMS AND CONDITIONS PRIVACY POLICY 027 httpsalwww.brookings.edularticleslthe-incl usive-economic-impacts-of-downtown-pub)ic-space-investments) 14/15 NLCNATIONAL LEAGUE OF CITIES CENTER FOR CITY SOLUTIONS THE FUTURE •1 49, OF CITIES Reenvisioning Retail • • .• • • . 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By implementing innovative designs and strategies, these projects can transform abandoned places into vibrant community spaces. Vacant areas within cities often suffer from neglect,becoming eyesores and magnets for crime. However, city projects offer a solution to this problem by repurposing these spaces. The projects encompass a range of initiatives, including the redevelopment of vacant buildings, the creation of parks and green spaces, and the establishment of community hubs. City projects have gained traction in recent years due to their numerous benefits. Not only do they enhance the aesthetic appeal of the surrounding area,but they also contribute to economic growth. Revitalized spaces attract more visitors, lead to increased property values, and stimulate business activity. Additionally, these projects foster a sense of community pride and cohesion, as residents feel a stronger connection to their neighborhood. One example of a successful city project is the High Line in New York City. This elevated park was created on a historic freight rail line, transforming a disused space into a vibrant destination that attracts millions of visitors each year. The success of the High Line has inspired similar projects worldwide, demonstrating the potential impact of city projects on urban environments. In essence, city projects are essential for revitalizing vacant areas and creating vibrant communities. Through innovative planning and design, these initiatives can transform neglected spaces into thriving urban hubs. By embracing city projects, cities can unlock the potential of their vacant areas and enhance the quality of life for their residents. Transform Your Real Estate Decisions Unlock personalized real estate insights crafted just for you. Get actionable advice designed to amplify your success. Get Started 080 read://https_usrealestateinsider.corn/?url=https%3A%2F%2Fusrealestateinsider.corn%2Fvacant-to-vibrant-city-projects%2F 1/10 20/03/2025,10:42 From Vacant to Vibrant:City Projects Defining vacant areas What constitutes a vacant area A vacant area refers to a space within a city that is unused or unoccupied. Vacant areas can include buildings, lots, or even large sections of land. These areas may have been abandoned or left vacant due to various reasons such as economic decline, natural disasters, or population shifts. Vacant areas can be found in both urban and rural settings. These spaces often lack any productive activity or purpose and can negatively impact the surrounding communities. Types of vacant areas (abandoned buildings, empty lots, etc.) Abandoned buildings These are structures that have been left vacant and are no longer in use. Reasons for abandonment can include financial issues, structural damage, or changing business conditions. Abandoned buildings can be eyesores, attract criminal activities, and create safety hazards. Empty lots These are parcels of land that are undeveloped and currently serve no purpose. Empty lots can be found in both residential and commercial areas. These spaces can become overgrown with weeds and attract illegal dumping or become breeding grounds for pests. Brownfield sites Brownfields are vacant areas that were previously used for industrial or commercial purposes but are now contaminated or perceived as contaminated. These areas may have harmful chemical residues or pollutants present in the soil or groundwater. Brownfield redevelopment projects aim to remediate the contamination and revitalize the site for productive use. Showcase Your Real Estate Business 081 read://https_usrealestateinsider.corn/?url=https%3A%2F%2Fusrealestateinsider.corn%2Fvacant-to-vibrant-city-projects%2F 2/10 20/03/2025,10:42 From Vacant to Vibrant:City Projects Publish your company profile on our blog for just$200. Gain instant exposure and connect with a dedicated audience of real estate professionals and enthusiasts. Publish Your Profile Vacant storefronts These are commercial spaces, usually found in shopping districts, that remain unoccupied by businesses. High vacancy rates in storefronts can negatively impact the overall vibrancy and economic health of an area. The revitalization of these vacant storefronts can include attracting new businesses or transforming them into community spaces. Vacant government-owned properties These are properties owned by government entities that are currently not being utilized. Government-owned properties may include abandoned schools, hospitals, or other public infrastructure. Finding innovative uses for these vacant properties can contribute to the revitalization of communities and provide valuable resources. Vacant residential properties These are homes or apartments that are unoccupied or abandoned. Vacant residential properties can result from foreclosures, evictions, or a declining population. These spaces can attract squatters,become targets for vandalism, and have a negative impact on the neighborhood's stability. Vacant parks and public spaces These are open spaces designated for public use that are currently underutilized or abandoned. Vacant parks and public spaces often lack maintenance, amenities, or programming that could attract community engagement. Transforming these spaces into vibrant parks or recreational areas can enhance community well-being and social cohesion. In fact, vacant areas can be defined as unused or unoccupied spaces within a city. These areas can include abandoned buildings, empty lots,brownfield sites, vacant storefronts, government-owned properties, vacant residential properties, and vacant parks or public spaces. Understanding the types of vacant areas is crucial for developing strategies to revitalize and repurpose these spaces for vibrant community projects. 082 read://https_usrealestateinsider.corn/?url=https%3A%2F%2Fusrealestateinsider.corn%2Fvacant-to-vibrant-city-projects%2F 3/10 20/03/2025,10:42 From Vacant to Vibrant:City Projects Read: Senior Living Facilities: Growing Market Benefits of city projects in revitalizing vacant areas Revitalizing vacant areas through city projects has a multitude of benefits for both local communities and the city as a whole. Economic benefits One of the significant advantages is the economic boost these projects bring. By creating employment opportunities, city projects generate jobs for local residents. This influx of jobs not only reduces unemployment rates but also improves the overall economic conditions in the area. As a result, residents have greater financial stability and the city experiences enhanced economic growth. Additionally, these projects have a positive impact on attracting businesses and investments to the area. Revitalized vacant areas often become attractive locations for new businesses, as they provide a fresh canvas for innovative ventures. The infusion of businesses and investments can further stimulate the local economy, leading to increased prosperity and development. Social benefits Apart from the economic benefits, city projects also contribute to the social well-being of the community. Revitalization efforts improve the quality of life for residents by transforming once dilapidated and neglected areas into vibrant and functional spaces. This includes the development of parks, community centers, and recreational facilities,providing residents with accessible and enjoyable amenities. Furthermore, city projects aimed at revitalizing vacant areas encourage community engagement and cohesion. By creating shared spaces where residents can interact and participate in various activities, these projects foster a sense of belonging and a stronger community bond. This social cohesion not only enhances the overall quality of life but also contributes to a safer and more harmonious living environment. Environmental benefits 083 read://https_usrealestateinsider.corn/?url=https%3A%2F%2Fusrealestateinsider.corn%2Fvacant-to-vibrant-city-projects%2F 4/10 20/03/2025,10:42 From Vacant to Vibrant:City Projects In addition to economic and social benefits, city projects in vacant areas can have significant environmental advantages. Showcase Your Real Estate Business Publish your company profile on our blog for just$200. Gain instant exposure and connect with a dedicated audience of real estate professionals and enthusiasts. Publish Your Profile By converting unused spaces into green areas, these projects contribute to the city's aesthetics and environmental sustainability. Parks, gardens, and green spaces improve air quality,promote biodiversity, and provide recreational opportunities for residents, thereby enhancing the ecological well-being of the entire community. Moreover, these projects play a crucial role in reducing urban blight and pollution. Transforming vacant lots and abandoned buildings into functional and visually appealing spaces reduces the chances of crime, vandalism, and illegal dumping. Additionally, incorporating sustainable practices in these projects, such as energy-efficient designs and green infrastructure, helps mitigate the negative environmental impacts caused by urbanization. In short, city projects focused on revitalizing vacant areas bring numerous benefits to communities, economies, and the environment. From creating jobs and attracting investments to enhancing community engagement and promoting environmental sustainability, these projects play a pivotal role in transforming dormant spaces into vibrant and thriving parts of the city. Read: Small Town, Big Mall:A Study 084 read://https_usrealestateinsider.corn/?url=https%3A%2F%2Fusrealestateinsider.corn%2Fvacant-to-vibrant-city-projects%2F 5/10 20/03/2025,10:42 From Vacant to Vibrant:City Projects iT ,. as, S ;fib, it VII Qf,l i. il �, ym 4/11 .444 �a 1 ja N1 V I _ a a %I ° 4,'''4':"/". ' j :7'411 , °, ' 1141 1 .,4 ' 4; f j Y. A • ill ... ,, ,,,,,i, , r r, . ,.. , r.: IK ` r M +a , y_ . l lc- ._ ... _• A ....ate.. Examples of successful city projects The High Line in New York City 1. Overview of the project: The High Line project in New York City aimed to transform an abandoned elevated railway into a vibrant public space. 2. Transformation of an abandoned elevated railway into a vibrant public space: By repurposing the abandoned railway, the High Line project created a unique elevated park that became a major tourist attraction. Millennium Park in Chicago 085 read://https_usrealestateinsider.com/?url=https%3A%2F%2Fusrealestateinsider.com%2Fvacant-to-vibrant-city-projects%2F 6/10 20/03/2025,10:42 From Vacant to Vibrant:City Projects 1. Overview of the project: Millennium Park in Chicago involved the transformation of an underutilized rail yard into a cultural hub. 2. Transformation of an underutilized rail yard into a cultural hub: The project redeveloped the rail yard into a world-class urban park, featuring iconic landmarks, art installations, and outdoor performance spaces. The Beltline in Atlanta 1. Overview of the project: The Beltline project in Atlanta focused on the transformation of unused railway tracks into a network of trails and parks. 2. Transformation of unused railway tracks into a network of trails and parks: Through careful planning and community involvement, the Beltline project created a revitalized urban corridor with walking and biking paths,parks, and accessible public transit. Read: Waterfront Development: Tide of Success Uncover the Details: Industrial Property Demand in 2024 Challenges and obstacles for city projects Financial constraints and funding issues 1. Limited budget often hinders progress and implementation of city projects. 2. Difficulty in securing funding sources for large-scale urban development projects. 3. Insufficient financial resources to effectively address urban issues and cater to growing needs. Resistance from stakeholders and community members 1. Opposition from local residents and community groups can significantly delay or derail city projects. 2. Disagreements regarding the scope, design, or impact of the project can lead to conflicts. 3. Lack of community engagement and consultation can breed mistrust and resistance. Legal and regulatory hurdles 1. Complex and lengthy bureaucratic processes pose significant challenges to city projects. 2. Compliance with numerous regulations and codes can increase project costs and timelines. 3. Legal disputes and litigation can arise, causing delays and negative financial implications. 086 read://https_usrealestateinsider.corn/?url=https%3A%2F%2Fusrealestateinsider.corn%2Fvacant-to-vibrant-city-projects%2F 7/10 20/03/2025,10:42 From Vacant to Vibrant:City Projects Maintenance and sustainability concerns 1. Ensuring long-term maintenance and sustainability of city projects can be a major challenge. 2. Lack of adequate funding for ongoing maintenance can lead to deterioration and inefficiencies. 3. Balancing economic growth with environmental sustainability requires careful planning and execution. In general, city projects face various challenges and obstacles that can hinder their successful implementation and impact. Financial constraints, resistance from stakeholders and community members, legal and regulatory hurdles, as well as maintenance and sustainability concerns, all contribute to these challenges. However, with proper planning, community engagement, and financial support, these obstacles can be overcome, leading to vibrant and transformative city projects. Read: Rural Healthcare Real Estate: A Surprising Boom Uncover the Details: Mixed-Use Developments: The Future Strategies for successful implementation of city projects Successful implementation of city projects requires various strategies. Below are four key strategies: Collaboration between public and private sectors 1. Cities should establish partnerships with private entities to leverage resources and expertise. 2. Public-private collaborations can help secure funding and access to innovative technologies. 3. Joint efforts can lead to efficient project management and streamlined decision-making processes. 4. Collaboration fosters creativity, diversity, and a shared sense of responsibility for the project's success. 5. Open communication channels between sectors enable effective problem-solving and conflict resolution. Comprehensive planning and feasibility studies 1. Prioritize thorough planning to ensure the project's objectives align with the city's long- term vision. 2. Conduct feasibility studies to assess the financial, environmental, and social viability of the project. 087 read://https_usrealestateinsider.corn/?url=https%3A%2F%2Fusrealestateinsider.corn%2Fvacant-to-vibrant-city-projects%2F 8/10 20/03/2025,10:42 From Vacant to Vibrant:City Projects 3. Consider potential risks and challenges, allowing for proactive measures and contingency plans. 4. Engage urban planners, architects, and engineers to ensure the project's design and functionality meet standards. 5. Integrate sustainable practices and resilient design principles to future-proof the project. Community engagement and participation 1. Involve community members early in the project's development to gather diverse perspectives and ideas. 2. Host public forums, workshops, and online platforms to encourage active participation and feedback. 3. Community engagement builds trust, fosters ownership, and aligns the project with local priorities. 4. Ensure transparency by sharing project updates, milestones, and decisions with the community. 5. Empower citizens to contribute to the project's success through volunteer opportunities or task forces. Adaptive reuse and sustainable design principles 1. Rather than demolishing vacant spaces, explore adaptive reuse options to revitalize them. 2. Consider repurposing abandoned buildings or industrial sites,preserving their historical or cultural value. 3. Encourage sustainable design practices, such as energy-efficient systems and green infrastructure. 4. Create spaces that promote walkability, accessibility, and a sense of community identity. 5. Integrate nature-based solutions, such as urban gardens or rooftop parks, to enhance the urban environment. In addition, successful implementation of city projects relies on collaboration, comprehensive planning, community engagement, and sustainable design. By fostering partnerships, analyzing feasibility, involving communities, and embracing adaptive reuse, cities can transform vacant spaces into vibrant and thriving urban landscapes. Conclusion In a nutshell, city projects play a crucial role in breathing new life into vacant areas. 088 read://https_usrealestateinsider.corn/?url=https%3A%2F%2Fusrealestateinsider.corn%2Fvacant-to-vibrant-city-projects%2F 9/10 20/03/2025,10:42 From Vacant to Vibrant:City Projects These initiatives not only bring economic growth but also enhance the quality of life for residents. It is imperative that communities continue to invest in and support city projects. By doing so, they can create vibrant and sustainable neighborhoods that attract businesses, tourists, and residents, leading to long-term prosperity. Revitalizing vacant areas requires collaboration between the public and private sectors. We must come together to generate innovative ideas, secure funding, and implement effective strategies. Together, we can transform neglected spaces into thriving and vibrant communities. Don't miss the opportunity to be a part of this positive change. Get involved in city projects, advocate for their importance among decision-makers, and contribute your time and resources to support the revitalization efforts. Together, we can make a difference and create cities that are not only functional but also beautiful and inspiring. 089 read://https_usrealestateinsider.corn/?url=https%3A%2F%2Fusrealestateinsider.corn%2Fvacant-to-vibrant-city-projects%2F 10/10 Community Support Essential for Military Installations, DOD Official Says June 12,2019 I By David Vergun You have accessed part of a historical collection on defense.gov.Some of the information contained within may be outdated and links may not function.Please contact the DOD Webmaster with any questions. People in communities across America appreciate having military installations nearby because they provide jobs,tax revenue and support national security,the assistant secretary of defense for sustainment told attendees of the 2019 Defense Communities National Summit in Washington. "If you have a military installation in your community,it's a right,not a privilege,and you have to earn that right every day,"Robert McMahon said yesterday. There's no guarantee that future defense budgets will be as adequate as they are today,he said,and that could mean cuts to installations that affect the surrounding communities.Also,there is always that potential for a future base realignment and closure,where installations are shuttered,as has happened in the past,McMahon noted. Communities that support their installations will fare much better than those that don't do as much,he predicted. Community Support to Installations McMahon provided some examples of community support that benefits installations as well as the communities themselves. it ‘Irp Jr • School quality is a major concern among families,he said.Communities that work to improve learning environments are much welcomed,and sometimes,federal grants are available to do this,McMahon said. 090 Ensuring that the community is a safe place to live is another concern,he said.Not just safe from crime, McMahon said,but with safe drinking water,safe housing and infrastructure safeguards to mitigate natural disasters such as flooding and cybersecurity. ." 0411k4:. , - ..,4_4111.. ,11. '''e;14%,:04.004 4r: - cli" , f � m Po@ a Communication between communities and installations is the key to making this all happen,McMahon said.One of the first steps community leaders can take is to meet with their installation commander and discuss mutual concerns. Communities and their installations are places where service members and their families"live,eat,work, play and pray,'he said.As such,ensuring a high quality of life will help ensure that installations are permanent fixtures. Mark Correll,deputy assistant secretary of the Air Force for environment,safety and infrastructure,noted that it's also important for communities and defense manufacturers to work together to support each other in similar ways. , I , •'� I r ,11 �_. 4 016. Via.- -r - t. ... .._ 4 Examples of Military-Community Cooperation John A.Kliem,executive director of the Navy's Energy Security Programs Office,said Naval Support Activity Mid-South and the city of Millington,Tennessee,collaborated on a win-win project for both.The Navy leased 450 acres to the community for a horse farm and solar farm and the air station received lower 091 rates on their energy bill. A second example,he said,is Joint Base Pearl Harbor-Hickam,Hawaii,which is working with the city of Honolulu to provide reliable energy required to meet the needs of Navy and Air Force missions. , ,. r r P ' �1. 1,4'""''' 'dry.. ---. ru- / i / .Y. .,, / / Ar A third example,Kliem said,is Naval Submarine Base New London,Connecticut,which is working with the community of Groton to get a natural gas backup in case power to the grid goes out as it did in 2012,when Superstorm Sandy swept through. Hosted by Defense Media Activity-WEB.mi I 092 44), MINOT AIR FORCE BASE AN II 40000100001, 111 a� I li l(� PHOTO DETAILS/DOWNLOAD HI-RES Economic analysis:Minot Air Force Base's impact on city of Minot 0 0 Published March 12,2025 By Airman 1st Class Wesley Davies 5th Bomb Wing Public Affairs MINOT AIR FORCE BASE,N.D.-- MINOT AIR FORCE BASE,N.D.—When all factors are considered,the total economic impact of Minot Air Force Base on the city of Minot reaches more than$651,000,000 annually.This economic output reflects not only the direct contributions of military and civilian payroll but also the broader effects of construction,service contracts,procurements,and indirect job creation.Minot AFB's influence stretches across almost every sector of the local economy,enhancing the city's financial stability and growth. Minot Air Force Base plays an essential role in the economic fabric of the city of Minot,North Dakota.The base,home to more than 12,000 personnel, including 5,500 military members,6,300 military family members,and is a place of work for almost 1,000 civilian employees,serves as a major driver of local economic activity.The combined economic footprint of the base creates thousands of jobs,generates significant payroll,and supports various industries in the region,making Minot AFB a cornerstone of the city's economy. "The relationship between Minot AFB and the City of Minot is remarkably strong,and while the impact cannot be measured solely in quantitative terms,the Economic Impact Report truly does highlight the monetary significance of the partnership between the city and the base,"said U.S.Air Force 1st Lieutenant Michael Reissfelder,5th Comptroller Squadron financial analysis deputy flight commander."That bond makes our mission possible,provides opportunities to our Airmen,and helps the City of Minot grow and prosper:' The economic impact of Minot AFB begins with its payroll.The base's military payroll totals$370,000,000 annually,while civilian payroll adds another $81,000,000.Together,the base's personnel account for a total annual payroll of$451,000,000.This sum directly contributes to the local economy by providing income to thousands of individuals,many of whom live in Minot and contribute to the local housing market,retail businesses,and service industries.These payroll expenditures also support local tax revenue,contributing to Minot remaining a vibrant and economically stable community. Minot AFB also impacts the local construction and service sectors.The base has made many construction contracts for operations and maintenance within the city of Minot,totaling up to$18,000,000.These contracts help support local construction companies and workers,ensuring that the base operates effectively while stimulating economic activity in the region.Minot AFB also uses base support service contracts and medical service contracts worth approximately$13,000,000.These contracts help provide essential services,including maintenance,healthcare,and base operations,while also generating revenue for local businesses and creating jobs for civilian employees. 093 Skip to main content(Press Enter). M I N O T AIR FORCE BASE local economy. "Minot is recognized as an exceptional place to live,characterized by a welcoming community that fosters a sense of belonging;'said Leanna Porter, budget analyst for the 5th Comptroller Squadron."The local workforce benefits from employment opportunities,while both children and adults have access to an outstanding education system.These outcomes exemplify the most important effects of the economic contribution made by the Air Force Base,of which we are proud to be a part" The base's presence creates a ripple effect throughout the local economy,with an estimated two thousand indirect jobs created by the base's activities. These jobs are spread across industries such as retail,hospitality,and real estate,and contribute a total dollar value of$118,000,000. 094 Global Journal of Accounting and Finance Volume 1, Number 2,2017 THE ECONOMIC IMPACT OF MILITARY BASE CLOSURES ON THE SURROUNDING METROPOLITAN AREA Jamie Amos, Hampton University ABSTRACT Amidst the decline in defense spending following the end of the Cold War, military base closures have prompted some of the most vocal public concerns. Public expectations of the impact often are very bleak, and economic forecasts of the local effects seem to bolster such fears. When a military base is slated to close, the surrounding community immediately goes into panic mode and thinks it is the start of an economic domino effect that will trickle down to every part of the community. However, economic devastation is not always the case as my research has found that an economic decline is not the probable outcome. The closing of a military base is not as devastating as most predict it would be. The Base Realignment and Closure Commission (BRAC) was created to provide an objective, thorough, accurate, and non partisan review and analysis, through a process determined by law, to create a list of bases and military installations which the Department of Defense recommends to be closed and/or realigned. This study focuses on factors that indicate the economic health of a community and expands the scope to metropolitan areas.A "pre"and `post" closure approach is taken to compare the differences in the economy of the surrounding metropolitan area. The economic factors included in this study are unemployment rate, median home value, population, median household income, real estate taxes paid and K-1281 school enrollment. Of those factors, unemployment rate and population were impacted positively, while median home value was the only factor negatively impacted. The bases closed in the year 2011 as part of the 2005 BRAC round of closure is the focus as this was the last round of closures and provides the latest information on this topic. Depending on the extent to which a military base supports the surrounding community, it could have far-reaching financial implications for that community; however, this research suggests most communities are not impacted as much as the negative predictions seem to be. INTRODUCTION Catastrophic, apocalyptic, and disastrous are words used to describe the impact of military base closures on the surrounding communities. Hooker&Knetter(2001) shows that a closure has a dire initial impact that gets better over time and eventually the community will spring back to some type of normalcy as time progresses. Other studies (Bayly, 2014), (Dardia, et al., 1996), (Nijhawan & Jackson, 2011), (Soresnson & Stenberg, 2015) have viewed the impacts as long lasting at times and the community can never totally recover from the base closure. Both studies have legitimacy, depending on the extent of economic and financial influence the base exerted in that community. The size and location of the base also play a major role in the impact it has on 095 Global Journal of Accounting and Finance Volume 1, Number 2,2017 that community. The effects can be socioeconomic, political, direct, and indirect, along with other significances that come with a major change. The closing and/or realignment of U. S. Military bases nationally and internationally have presented challenges for the Department of Defense(DoD)and the surrounding communities. Past research has brought about varied results, as different variables can influence the outcome of those results (Dardia, et al, 1996). This study will focus on the metropolitan areas of the bases closed in the year 2011 as part of the 2005 BRAC round of closures, with emphasis on six key economic indicators. Those economic indicators include the unemployment rate, median home value, population, median household income, property taxes paid, and K-12th school enrollment. BACKGROUND With the passage of the Base Realignment and Closure Act(BRAC Act. 1998), Congress instituted a new process with which to determine how military bases would be closed and/or realigned (Beaulier, Hall, & Lynch, 2011). The BRAC process can be considered as a two-stage process. Initially, a list of sites is gathered for BRAC scrutiny; then, each site is carefully considered for closure or realignment. There are four possible outcomes of the base closure and realignment process: closure, realignment resulting in a loss of employees and budget share, realignment resulting in an increase in employees and budget share, or no meaningful change (Beaulier, Hall, & Lynch, 2011). Minimum oversight was given to Congress in the closing of military bases by the Department of Defense.Per the Department of Defense(2005),however,in 1977, Congress passed legislation requiring DoD to notify Congress if an installation became a closure or realignment candidate. These and other procedural requirements effectively halted base closures until the last several rounds between 1988 and 2005. By 1988, the Defense budget had declined for three straight years and was predicted to decline further. The Department of Defense has estimated that the four previous BRAC rounds eliminated approximately 21 percent of DoD's 1988 installation capacity. These changes required an up-front investment of $22 billion, and through fiscal year 2001, produced net savings of approximately $17.7 billion, including the cost of environmental cleanup. Recurring savings and cost avoidances beyond 2001 are approximately $7.3 billion annually (Defense, 2005). LITERATURE REVIEW The BRAC Commission was created to provide an objective, thorough, accurate, and non- partisan review and analysis, through a process determined by law, to create a list of bases and military installations which the Department of Defense recommends to be closed and/or realigned (Defense Base Closure and Realignment Commission, 2005). The Commission is required to assess each recommendation to ensure it meets the eight selection criteria set forth by Congress in P.L. 108-375 (Defense Base Closure and Realignment Commission, 2005). Recommendations by DoD that substantially deviate from these selection criteria can be modified or rejected by the Commission by a simple majority vote of the Commissioners. The Commission can also add installations to the closure or realignment list recommended to the President, but only through a 2 096 Global Journal of Accounting and Finance Volume 1, Number 2,2017 process in which seven of nine Commissioners vote to do so, the Secretary of Defense is properly notified in writing 15 days prior to the proposed change, and only after at least two Commissioners physically visit the military installation in question (Defense, 2005). The Commission's assessment of the selection criteria and Force Structure Plan took place in the context of a balance between the goals of realizing savings and rationalizing our military infrastructure to meet the needs of future missions. Table 1 shows United States National defense consumption between the years 2005 —2016. U. S. national defense spending increased each year from 2005 to 2011, then decreased starting in 2012 which coincides with the year after the closing of the bases in this study. Table 1 United States National Defense Consumption United States National Defense Consumption $=billions 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 S608.30 $642.40 S678.70 $754.10 S788.30 S832.80 S836.90 S817.80 $767.00 S746.00 $732.00 S732.20 The Base Realignment and Closure process has been one of the Defense Department's most effective tools to trim excess infrastructure and better align the remaining base structure to the U.S. force structure; and over the years, these effects have provided significant savings that have been redirected to readiness (Sands, 2011). Base closure impacts are registered in job loss, income terms, and may be disaggregated as well into direct, indirect, and induced components (Poppert & Herzog, 2003). Personal income represents the income that households receive from all sources including wages and salaries,fringe benefits such as employer contributions to private pension plans, proprietors' income, and income from rent, dividends and interest and transfer payments such as Social Security and unemployment compensation (econoday.com, 2016). According to Bradshaw (1999), the time lag from closure to reuse of a base typically means that workers cannot wait for new opportunities on the base and will seek employment elsewhere in the area or move to another region. In addition, when bases are reused,the new industries are usually quite different and need workers with different skills and sometimes specialized training; and when laid-off workers do find other work,their income is well below what they received working on the base(Bradshaw T.K., 1999). Many examples of workers affected by base closures reinforce the widespread belief that people taking new jobs often must settle for lower pay (Bradshaw T. K., 1999). One systematic study by Mackinnon (1978) showed that workers in the early waves of a base closure took jobs that on average were lower paying. According to the United States Bureau of Labor Statistics (2016), the unemployment rate is a key indicator of the local economic conditions. Because a base closure creates changes in the population and income, it also impacts the housing market which in turn affects real estate tax 3 097 Global Journal of Accounting and Finance Volume 1, Number 2,2017 paid. Community vulnerability is also sensitive to the presence of a school on the base and the age distribution of the dependent populations; the greater the fraction of the local school population accounted for by military dependents, the greater the loss in government funding after those children leave the district(Dardia, et al, 1996). RESEARCH DESIGN A causal-comparison design is adopted for this study to show the difference between the year prior to closure to the year after.Per Fraenkel and Wallen(2006)causal-comparative research, like correlational research, seeks to identify associations among factors. A causal-comparative research attempts to determine the cause or consequences of differences that already exist between or among groups of individuals (Fraenkel & Wallen, 2006). A Wilcoxon signed-ranks test is utilized to calculate the difference between the year before and the year after the base closure to determine if there is an impact using different factors. Past research has mixed results as to the level of impact to the surrounding communities when a military base is closed if any at all. The six factors used in this study includes median home value, real estate taxes, population, median household income, unemployment rate and K-12th school enrollment; which will serve as the independent variables. The Wilcoxon signed-ranks test used to analyze the impact of base closure is suitable since the sample size is small and does not meet the stringent assumptions of normality required in a similarly paired t-test (Pett, 2016). It is a non-parametric statistical hypothesis test used when comparing two related samples, matched samples, or repeated measurements on a single sample to assess whether their population means ranks differ(Laerd Statistics, 2017). In the 2005 BRAC round of closures there were six bases closed in the year 2011; and although other bases were realigned, this study only focuses on the ones that were closed during that year. It focuses only on those bases that were closed the same year which keeps other factors that could have affected the economy in that year the same, and not cause the data to be slanted by some type of anomaly. The independent variables chosen for this study provide a framework for the economic health of a community. Combining each factor will provide a collective view of the impact that was felt by each metropolitan area. The data for each variable was gathered from the United States Census Bureau and the United States Bureau of Labor Statistics. DATA COLLECTION The data for each variable was gathered from the United States Census Bureau and the United States Bureau of Labor Statistics. The United States Census Bureau is a principal agency of the U.S. Federal Statistical System, responsible for producing data about the American people and economy. The Census Bureau is part of the U.S. Department of Commerce. The U.S. Census Bureau is overseen by the Economics and Statistics Administration (ESA) within the Department of Commerce. The Economics and Statistics Administration provides high-quality economic analysis and fosters the missions of the U.S. Census Bureau and the Bureau of Economic Analysis. The Bureau of Labor Statistics is a unit of the United States Department of Labor. It is the principal fact-finding agency for the U.S. government in the broad field of labor economics and statistics. 4 098 Global Journal of Accounting and Finance Volume 1, Number 2,2017 STATISTICAL ANALYSIS Growth is viewed as essential for a stable and good economy. A strong economy bolsters a strong middle class along with increasing purchasing power for all walks of life. It also allows the government to spend more money on research and spur innovation. This research used that doctrine as a guide to determine the economic variables used in this research. The data was compiled and organized by the years being compared - prior to closing (2010) and after closing (2012) by each variable. It was then loaded into SPSS and analyzed to reveal results for each variable by year. A 0.05 confidence level was used during the testing. The effect size is calculated by dividing the z-score by the square root of the total number of occurrences. In this case, it will be six data points in the year 2010 and in the year 2012,which will be a total of twelve occurrences. FACTORS ANALYZED Impacts of base closure have been assessed by comparing measures of local wellbeing of pre-and post-BRAC statuses. The factors for this study were chosen because they are all key economic indicators of the health of a community. Unemployment rates express the number of people who are out of work and looking for jobs. Household income represents the earnings that households receive from all sources and is a major determinant of spending. Population is one of the most direct indicator a community's vulnerability. Home values are also a great indicator of economic health because it takes other factors like unemployment and income in consideration. In connection to home values, property taxes paid is also a factor that help express the health of a local economy. Lastly, K-12th school enrollment was included as military-connected schools are also impacted by military base closures. DISCUSSION OF RESULTS The impact of the base closures was not as devastating as most would think. Although there is some economic downturn to the community,the catastrophic predictions did not come to fruition in this research. The mean change in the unemployment rate is 1%. With a p-value of 0.01, the test revealed a statistically significant difference in the unemployment rate, with an effect size of 0.70. The unemployment rate decreased, which means more people in the metropolitan area were working after the base closure. The mean change in median home value is $9,567. With a p-value of 0.05, the test revealed a statistically significant difference in median home value, with an effect size of 0.58. The median home value decreased from the year prior to closing to the year after. The mean change in population is 76,988. With a p-value of 0.03, the test revealed a statistically significant difference in population, with an effect size of 0.64. The population increased in the metropolitan areas surrounding the base after closure. The mean change in median household income is $141. With a p-value of 0.96, the test revealed there was not a statistically significant difference in median household income, with an effect size of 0.03. This indicates that there was no economic impact to the surrounding metropolitan area after the base closure on median household income. The mean change in real estate taxes paid is $13,348. With a p-value of 0.07, the test revealed there was not a statistically significant difference in real estate taxes paid, with an 5 099 Global Journal of Accounting and Finance Volume 1, Number 2,2017 effect size of 0.52. This is an indication that there is basically no economic impact on real estate taxes paid for the surrounding metropolitan area after a base closure. The mean change in school enrollment is 1,172. With a p-value of 0.75, the test revealed that there was not a statistically significant difference in school enrollment, with an effect size of 0.09. This is an indication that there is no economic impact in the surrounding metropolitan area on school enrollment after a base closure. UTILIZATION OF VACANT BASE FACILITIES The Department of Defense clearly states that base closures are conducted to improve military readiness and streamline the spending of defense funds (Defense, 2005), but environmental considerations also feature in the process of evaluating and converting sites (Havlick, 2014). When closing a military base, the government looks at the preservation options of the land. According to Havlick(2014), closed military bases are converted to a variety of new uses, ranging from playgrounds or recreational facilities to housing developments, business parks, and university campuses. However, many military lands face limited options for future use due to chemicals hazards, munitions, buildings, or aging infrastructure that remain on site. Due in part to these reasons, more than 15% of the major U.S. bases closed since 1988 have been re-designated as national wildlife refuges managed by the U.S. Fish and Wildlife Service (Havlick, 2014). Although sometimes the reuse of these lands can be made in reaction to the panic of closing the bases,instead of a methodical plan to reuse the land to the best of its ability. When communities find out that one of the major resources in their area is shutting down, they rally together to either stop the process or take the opportunity to create something better. Successful base reuse planning begins before closure; communities with strong leadership and organizational capacity minimize the panic sometimes associated with base closure and also position it for a stronger response (Mayo, 1988). Base closure generally places extraordinary demands on local governments, community organizations and economic development programs; however, it also stimulates and strengthens a community's organizational capacity and its ability to work collaboratively and in innovative ways (Bradshaw, 1999). CONCLUSION This study aimed to determine the economic impact of the bases closed in 2011 as part of the 2005 round of BRAC closures as it pertains to six economic factors. Using the Wilcoxon signed-ranks test, it revealed that of the six factors in the study, only three of them proved to be significant. Employment, population and median home value were all significant factors in the economic impact of the base closures. The impact on employment and population proved to be positive for the local community and the impact on median home value proved to be negative. The mean unemployment rate decreased one full percentage point prior to closing to after closure, which suggests of the people who remained, more of them were working after the base closure. Using a Wilcoxon signed-ranks test to compare the difference between pre and post base closure, all metropolitan areas in the study expressed a negative rank for the unemployment rate showing that 2012 was less than that in 2010. Additionally, the population increased for the 6 100 Global Journal of Accounting and Finance Volume 1, Number 2,2017 surrounding metropolitan areas of these bases. The mean change in population between the year prior to the year after increased over 75,000, which suggests most people stayed and more people came to those metropolitan areas after the bases was closed. The test revealed that the population ranks for all metropolitan areas in the study were positive showing that the population in 2012 was greater than that in 2010 after the base closures. However, this research shows that the housing value in these metropolitan areas declines because of the base closure, with an approximate mean change of a $10,000 price drop in median home values. The test revealed that five of the metropolitan areas in the study expressed a negative rank, while one revealed a positive rank showing that median home value in 2012 decreased from 2010. The median home value was the only factor that proved to be significant and negative, which suggests that base closures are not the "end of the world" predictions that most proposed. The other three factors used in this study, median household income, real estate taxes paid and school enrollment K-12th did not show a significant difference from the year prior to closing to the year after. Although they didn't prove to be significant, they are still important factors to consider when deciding which bases to close. United States defense consumption has fluctuated over time and as part of that fluctuation, military bases were closed and realigned to downsize its force structure and overhead expenses (Kuhn & Akers, 1997) however; with new concerns that threaten our everyday freedoms on a regular basis, these actions must be carefully considered. Bases must be scrutinized to reflect the impact of the military structure along with the impacts to the homeland. REFERENCES Bayly, J. 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Laerd Statistics. (2017, May 1). Retrieved from Laerd Statistics: https://statistics.laerd.com/spss- tutorials/wilcoxon-signed-rank-test-using-spss-statistics.php Liow, K. H. (2010).Firm Value, Growth, Profitability and Ccapital Structure of Listed Real Estate Companies: an nternational perspective. Journal of Property Research, 119-146. Matishak, M. (2016, December 26). The Fiscal Times. Retrieved from The Fiscal Times: http://www.thefiscaltimes.com/2016/03/08/BRAC-Back-Will-Congress-Actually-Close- More-Military-Bases 8 102 Global Journal of Accounting and Finance Volume 1, Number 2,2017 Mayo, P. (1988). Military Base Closure and Community Transformation: The Case of England Air Force Base in Central Louisiana. New Orleans: University of New Orleans. Metcalf, T. (2016, 7 11). Chron.com. Retrieved from Chron.com: http://work.chron.com/job-loss- affect-community-22916.html National Association of Realtors. (2016, December 26). Retrieved from National Association of Realtors: https://www.nar.realtor/ Nijhawan, I., & Jackson, P. (2011). Ecnomic Impact of Base Realignment and Closing On The Fort Bragg Region and The Largest Military Base In The United States. Journal of Economics and Economic Research, 1-12. Pett,M. A. (2016).Nonparametric Statistics for Healthcare Research:Statistics for Small Samples and Unusual Distributions. Thousand Oaks: Sage Publications. Poppert, P., & Herzog, H. W. (2003). Force Reduction, Base Closure, and the Indirect Effects of Military Installations on Local Employment Growth. Journal of Regional Science, 459- 481. Sands, A. (2011). Base Realignment and Closure Dollars and Sense in a Dynamic Environment. The Journal of the American Society of Military Comptrollers, 12-14. Simmons, T., & Kayn, T. (1992). Base Realignment and Closure; The Human Impact of Relocation.Armed Forces Comptroller, 16. Small Business Profit Explosion. (2015, April 30). Retrieved from Small Business Profit Explosion: http://wjb-cpa.typepad.com/wayne_jbelislecpabusin/sales marketing/ Soresnson, D., & Stenberg, P. (2015). The Effects of Military Base Closures on Rural County Economies: An Evaluation of the 1988-1955 Rounds of Cuts. Washington DC: International Atlantic Economic Society. Tadlock, C. (2012). Military Base Closures: Socioeconomic Impacts. Washington D.C.: Congressional Research Service. United States Securities and Exchange Commission. (2015, July 31). Retrieved from United States Securities and Exchange Commission: https://www.sec.gov/investor/pubs/tenthingstoconsider.htm Wilkerson, C. R., & Williams, M. D. (2008, Second Quarter Second Quarter). How Is the Rise in National Defense Spending Affecting the Tenth District Economy? Economic Review, pp. 49-79. 9 103 Report Military's Impact on State Economies Updated April 09,2018 Related Topic: NCSL Foundation The Department of Defense(DoD)operates more than 420 military installations in the 50 states,the District of Columbia,Guam and Puerto Rico. These installations sustain the presence of U.S.forces at home and abroad.Installations located within the United States and its territories are used to train and deploy troops, maintain weapons systems and care for the wounded.They also support military service members and families by providing housing,health care,childcare and on-base educatio The DoD contributes billions of dollars each year to state economies through the operation of military installations. This spending helps sustain local communities by creating employment opportunities across a wide range of sectors,both directly and indirectly.Active duty and civilian employed spend their military wages on goods and services produced locally,while pensions and other benefits provide retirees and dependents a reliable source of income.States and communities also benefit from defense contracts with private companies for equipment,supplies,construction and various services such as health care and information technology. According to an analysis by the DoD Office of Economic AdjustmenCEA),the department spent$408 billion on payroll and contracts in Fiscal Year 2015,approximately 2.3 percent of U.S.gross domestic product(GDP).Spending was highest in Virginia,followed by California,Texas,Maryland and Florida.Virginia has the largest defense spending as a share of state GDP at 11.8 percent,followed by Hawaii at 9.9 percent. Top States by Total Defense Spending(in billions) 60 50 40 imilllVi ie I, III f p'IIIIIIIIII�� J 30 ullllllld 1 Iill I illlllllll�l E I1 II huuuum ul II nVlllllllll PIIP 119PiiiN III � i 20 I I I 1�e III II uuumul up I IIII r i �uiiiii�°I IIIIIIII II ;; 10 �li of Illplllllll �uuumi �r�'"° 4fi9f * �&VI III (1111I I IIMmm m : ii p luuuuuuu `�� Iq�� 00010,111. .I , . �ry a. ; ,. ,,� „,p,41 0a csmocoa jeos Mary,a„d $hoc daRenrsYl�ar�a�ash`r on Geor aa55acha5etts P,aba�a Total Defense Spending 104 Highest Defense Spending as a Percentage of State GDP 2 a i a.� w \j,ce3 HaNI4 A\ 'aCt Columba p\as\ Man,\and ,SA5;pP' �eltucK`1 Ma\�e p0.0113 st ;;:e4i Percent of State GDP The economic benefits created by military installations are susceptible to change at both the federal and state levels.Recent events such as the drawdown of troops in Iraq and Afghanistan,federal budget cuts,and potential future rounds of Base Realignment and Closure have left government officials uncertain of the future role and sustainability of military installations. These trends have been a driving force behind many states'decisions to commission studies that define the military activity and infrastructure that exists in the state and measur the economic impact of military presence.Economic impact studies allow states to better advocate on behalf of their installations and plan for future growth or restructuring. At least 24 states have commissioned their own study to quantify the direct and indirect effects of military presence on a state's economy.Impacts generally include salaries and benefits paid to military and civilian personnel and retirees,defense contracts,local business activity supported by military operations,tax revenues and other military spending.I 2015,for example,military installations irNorth Carolina supported 578,000 jobs,$34 billion in personal income and$66 billion in gross state product.This amounts to roughly 10 percent of the state's overall economy. In 2014,Colorado lawmakers appropriated$300,000 in state funds to examine the comprehensive value of military activities across the state's seven major installations.The state Department of Military and Veterans Affairs released its study in May 2015,reporting a total economic impact of$27 billion. Kentucky has also taken steps to measure military activity,releasing its fifth study in June 2016.The military spent approximately$12 billion in Kentucky during 2014-15.With 38,700 active duty and civilian employees,military employment exceeds the next largest state employer by more than 21,000 Jobs. Even states with relatively small military footprints have reported significant economic gains.Michigan,for example,defense spending in Fiscal Year 2014 supported 105,000 jobs,added more than$9 billion in gross state product and created nearly$10 billion in personal income.A 2016 study sponsored by the Michigan Defense Center presents a statewide strategy to preserve Army and Air National Guard facilities following a future Base Realignment and Closure(BRAC)round as well as to attract new missions. Economic Impact of Military Presence by State DoD Office of Economic Adjustment Study(FY 2015) State-Commissioned Studies Defense %of Defense Personnel(Active, Spending FY State Civilian,Guard/Res) Year Key Findings State 2015 GDP Alabama $12.2 billion 5.9% 52,116 N/A None Found Alaska $3.3 billion 6.1% 27,764 N/A None Found Arizona $10.0 billion 3.4% 42,547 2008 • $9.1 billion in economic output • 96,328 jobs created or supported • Annual state and local tax revenue of$401 million Arkansas $1.4 billion 1.2% 20,229 N/A None Found California $49.3 billion 2.1% 269,540 N/A None Found 105 Colorado $8.7 billion 2.8% 61,294 2015 • $27 billion in total state output from DoD expenditures DoD Office of Economic Adjustment Study(FY 2015) State-Commissioned Studies Defense %of Defense Personnel(Active, Spending FY State Civilian,Guard/Res) Year Key Findings State 2015 GDP • 170,000 jobs,5.2%of total • $11.6 billion in earnings,7.5%of total Connecticut $9.7 billion 3.8% 15,414 N/A None Found Delaware $676.8 million 1.0% 9,959 2011* • The Delaware National Guard paid costs of nearly$67.5 million to employ 759 military personnel and civilian employees as well as$24.2 million to the 2,462 Soldiers and Airmen on drill status. • The DNG spent nearly$33 million in construction District of $6.8 billion 5.7% 25,550 N/A None Found Columbia Florida $17.6 billion 2.0% 126,292 2013 • Total defense spending amounted to$31.3 billion • Defense spending was directly or indirectly responsible for$73.4 billion, or 9.4%of Florida's 2011 Gross State Product • Provided a total of 758,112 direct and indirect jobs. Georgia $12.6 billion 2.6% 129,463 N/A None Found Hawaii $7.8 billion 9.8% 73,487 2012 • Direct and indirect impacts exceeded$14.7 billion • Provided 102,000 jobs Idaho $643.3 million 1.0% 10,436 N/A None Found Illinois $7.0 billion 0.9% 57,078 2014 • $13.3 billion in gross state product • $9.7 billion in earnings and retirement benefits • Provided 150,000 jobs Indiana $3.9 billion 1.2% 31,376 N/A None Found Iowa $1.4 billion 0.8% 12,969 N/A None Found Kansas $3.3 billion 2.3% 41,152 2009 • $7.7 billion per year in gross state product,7%of total • 169,560 jobs supported directly or indirectly(9.4%of total employment) • $393.6 million per year in city/county,region and state tax revenue Kentucky $9.0 billion 4.7% 57,080 2016 • Nearly$12 billion in federal military spending • With over 38,000 full-time employees,it is the largest employer in Kentucky. • About 28,500 military retirees received$637 million in retirement pay. Louisiana $3.8 billion 1.5% 41,250 2013 • $8.7 billion in economic output • 82,700 jobs tied to the military(4.35%of total employment) • $287 million in state and local tax revenue 106 DoD Office of Economic Adjustment Study(FY 2015) State-Commissioned Studies Defense %of Defense Personnel(Active, Spending FY State Civilian,Guard/Res) Year Key Findings State 2015 GDP Maine $2.6 billion 4.7% 11,794 N/A None Found Maryland $20.5 billion 5.7% 93,183 2015 • 15 military installations supported 410,219 jobs • Generates$57.4 billion in total output and$25.7 billion in total wages Massachusetts $12.2 billion 2.6% 24,174 2015 • Military installations total expenditures over$8 billion in 2013 • A total of 57,618 jobs supported directly or indirectly by the military's presence in Massachusetts. • Total economic output of$13.2 billion Michigan $2.9 billion 0.6% 25,689 2016 • Supported over 105,000 job throughout the state • Added more than$9 billion in Gross State Product • Created nearly$10 billion in personal income • Activities supported nearly$8 billion in personal expenditures Minnesota $4.3 billion 1.3% 21,823 N/A None Found Mississippi $5.2 billion 4.9% 37,006 N/A None Found Missouri $10.6 billion 3.7% 43,020 2013 • Created$39.76 billion in total economic impact • Added 275,350 direct and indirect jobs Montana $519 million 1.1% 9,185 N/A None Found Nebraska $1.5 billion 1.3% 16,776 2015* • Nebraska Military Department employed 4,545.5 jobs with a total payroll of about$150 million • Received$22 million in federal appropriations Nevada $2.3 billion 1.6% 20,683 2014 • The DoD budget in Nevada accounted for 53,000 jobs • Increased economic output by$28 billion • Provided$9 billion in increased personal earnings • Created$307 million in increased state taxes New Hampshire $1.4 billion 2.0% 6,350 N/A None Found New Jersey $6.6 billion 1.2% 33,834 2013 • $4.8 billion in DoD military expenditures resulted in$6.5 billion in gross state product • Creation of 73,234 direct and indirect jobs New Mexico $3.1 billion 3.4% 23,539 N/A None Found New York $9.1 billion 0.6% 61,765 2012 In Progress 107 DoD Office of Economic Adjustment Study(FY 2015) State-Commissioned Studies Defense %of Defense Personnel(Active, Spending FY State Civilian,Guard/Res) Year Key Findings State 2015 GDP North Carolina $9.8 billion 2.0% 144,881 2015 • $66 billion in gross state product,roughly 10%of the state's economy • 578,000 direct and indirect jobs • Provided for$34 billion in personal income North Dakota $747.2 million 1.4% 13,296 N/A None Found Ohio $6.9 billion 1.2% 60,224 N/A None Found Oklahoma $4.7 billion 2.6% 57,080 2011 • $9.6 billion in gross state product,7%of statewide total • Supported 133,800 direct and indirect jobs • Average military job paid$41,742 compared to the state average of $38,237 Oregon $1.3 billion 0.6% 13,356 N/A None Found Pennsylvania $12.7 billion 1.9% 57,919 N/A None Found Rhode Island $2.0 billion 3.5% 12,216 N/A None Found South Carolina $5.3 billion 2.7% 65,632 2012 • $15.7 billion in economic activity • 138,161 jobs supported • Since 2000,DoD has distributed over$34 billion to defense contractors, accounting for 2%of gross state product each year South Dakota $456.8 million 1.0% 9,257 N/A None Found Tennessee $2.4 billion 0.8% 71,441 N/A None Found Texas $37.9 billion 2.3% 218,523 2015- • $136 billion in total economic impact 2016 • More than 232,000 personnel at 15 military installations • $16.64 billion in total defense contract funds • $13.8 billion in DoD military expenditures Utah $3.2 billion 2.2% 30,486 2014 In Progress(2014 HB 313) Vermont $295.5 million 1.0% 4,931 N/A None Found Virginia $53.0 billion 11.2% 246,553 2014 • Defense spending was$59.6 billion or 13%of gross state product • Military spending accounts for 44%of federal spending in Virginia Washington $12.6 billion 2.9% 107,341 2010 • $7.9 billion in military installation expenditures and$5.2 billion in contract spending • $12.2 billion in gross state product,4%of total • Supported 191,600 jobs West Virginia $527 million 0.7% 10,204 N/A None Found '1- 8 Wisconsin $2.3 billion 0.8% 18,035 N/A None Found DoD Office of Economic Adjustment Study(FY 2015) State-Commissioned Studies Defense %of Defense Personnel(Active, Spending FY State Civilian,Guard/Res) Year Key Findings State 2015 GDP Wyoming $370 million 0.9% 7,171 N/A None Found American Samoa N/A N/A N/A N/A None Found Guam N/A N/A N/A N/A None Found Northern Mariana N/A N/A N/A N/A None Found Islands Puerto Rico N/A N/A N/A N/A None Found U.S.Virgin Islands N/A N/A N/A N/A None Found Additional Studies Study Year Key Findings Link 50-State 2011 This Bloomberg Government study examines U.S.military spending in fiscal year 2009 and provides a snapshot of Bloomberg Government Study defense spending at the state and local levels for all 50 states and the District of Columbia. Study (2009 Data) For fiscal year 2009,$527.8 billion was spent in the U.S.for the salaries of military personnel and civilian employees, military pensions,contracts for military equipment supplies,construction,services and research,and for grants. The Defense Department operated 4,742 sites,such as bases and office buildings,in the U.S.in 2009. 50-State 2016 State leaders'focus on preserving the presence and economic contribution of military installations has reached an all- State Support for Study time high,with eight states establishing military affairs organizations in the past three years. Defense Installations Budget cuts at the Pentagon have fallen particularly hard on installations,trimming funding for facility maintenance, upgrades and new construction,as well as quality-of-life services for military members and their families At the same time,DOD has urged Congress to approve a new round of base closures every year since 2012. New England 2012 The defense industry is a major contributor to the economy of New England and to each of the six states that New England Defense Study comprise it. Industry (2011 Data) Defense and Homeland Security contracting is responsible for a total of more than 319,000 jobs and a total payroll of more than$22.6 billion across the region. The overall direct,indirect and induced economic activity generated by the resulting work performed in New England exceeds$62 billion Related Resources Updated July 25,2024 Updated February 28,2025 2025 NCSL Legislative Summit Welcome to the NCSL Foundation Prospectus Welcome to the NCSL Foundation!Here's Network effectively with state legislators and what you need to know to take full advantage staff at the 50th NCSL Legislative Summit in of your sponsorship. Boston.Elevate your brand and connect with NCSL Foundation decision-makers from across the nation as an exhibitor,advertiser,or sponsor. NCSL Foundation Updated January 10,2025 NCSL Foundation Board of 109 Directors 2025 Winter Meeting THE NEW LOCALISM BRUCE KATZ•JEREMY NOWAK The Defense Dividend and What it Means for Cities BY BRUCE KATZ,MILENA DOVALI AND VICTORIA OROZCO •OCTOBER 19,2023 SHARE f For the past 30 years,with the fall of the Berlin Wall and the dissolution of the Soviet Union,the notion of a"peace dividend" took hold in the United States. To use an old metaphor,less funding for guns meant more resources for butter. Times have changed.The world has,once again,become a dangerous,polarized place.Russia's invasion of Ukraine,rising tensions with China and the reignited Mideast conflict following the Hamas assault on Israel have meant that defense spending in the United States(and among its allies across the world)is on the rise. The numbers speak for themselves. In FY 2023,Department of Defense Appropriations totaled$797 billion, an almost 10 percent increase over FY 2022.Remarkably,Congress provided$45 billion over what the Biden Administration had initially requested,a product of growing national security concerns as tensions with China worsened during the fiscal year. The expanded spending will advance national security by modernizing the military,developing new technologies,and enhancing the readiness and resiliency of defense facilities. Since the start of our republic,national defense investments have had profound local implications.If history is any guide,a subset of US cities and metros will experience a substantial defense dividend from the current level of spending. At its most basic level,the defense dividend comes from additional spending for contracts and personnel,resources which then get recycled in the metropolitan economy.Yet smart communities can go further,leveraging defense spending to grow quality jobs,equip 110 workers with the skills they need,fund local suppliers,redevelop central business districts with excess office capacity, accelerate the clean energy transition and drive the formation and expansion of innovative technology companies. At the same time,the development of strong metropolitan ecosystems around military-funded bases,production facilities and R&D capabilities has broad national security implications.As recently observed, "Militaries very rarely decisive outcomes,they win battles. [In attritional conflicts such as Ukraine],it's economies that win wars"[1] Compared with other industrial policy achievements of the Biden era(e.g.,the Bipartisan Infrastructure Law,the CHIPS and Science Act and the Inflation Reduction Act),federal defense spending has unique features. • Unlike these other investments,defense spending does not represent a one-time-only surge in expenditures.Rather these are annual appropriations that provide a predictable flow of funding over multiple years and a new floor for future spending. • Unlike most federal agencies,the Department of Defense is not allocating resources through block grants or competitive programs.It is,rather,a super-sized employer and a massive buyer of goods and services. Defense appropriations, therefore,involve direct federal spending rather than being distributed through states,localities and a plethora of public authorities and agencies.It is also a central element of what has been labeled The Procurement Economy, • Unlike many federal programs,defense spending is not allocated across the country based on need criteria and will not affect all areas of the country equally.Rather,as described below,it will disproportionately benefit communities that have distinctive military assets developed over decades if not,in some cases, centuries. Realizing a defense dividend requires local and state leaders to understand their special role and function within the nation's sprawling defense establishment and work to leverage its impact to the maximum extent possible.The military industrial complex,to use an evocative phrase popularized by President Dwight Eisenhower,is spatially distributed in ways that give cities, metropolitan areas and states radically different starting points as the federal government makes its procurement decisions. Fortunately,the Department of Defense is unusually transparent about its spending patterns and procurement decisions.Just last month,for example,the Office of Local Defense Community 111 Cooperation released a report entitled simply Defense Spending by State,FY2022.The report is a treasure trove of information and a starting point for every city,county,metropolis and state trying to understand their role in the defense establishment. As summarized in the report's introduction: "The report's graphs,maps,and tables present a range of findings, such as total spending figures,categories of contracted goods and services,major defense vendors,numbers,and types of defense personnel,and,for the first time,grants awarded by DoD. This snapshot provides public and private leaders with a starting place to assess how defense investments across installations, communities, and the private sector can be optimized by supporting regional innovation,industrial capability and capacity, supply chain resilience,and cultivating a skilled workforce:' Within this report,it is revealed that the Department of Defense's total expenditure across all 50 states and the District of Columbia amounted to$558.7 billion,equivalent to 2.2%of the nation's GDP. Most of these funds, $389.5 billion,were dedicated to contracts, while personnel payroll accounted for$159.4 billion,and grants constituted$9.7 billion. Here is a 5-part typology that might be helpful to communities as they begin to sort out their own,customized defense dividend.This typology is not exhaustive nor totally reflects how the Department of Defense organizes itself. Rather,it is built from the bottom up as a practical guide to enable local communities to recognize different kinds of defense spending,leverage it for maximum local impact and help the Department of Defense take full advantage of the economic ecosystems that communities offer. Military bases:Each of the Armed Services(i.e.,Army,Navy,Air Force,Marines, Space Command)has bases for its personnel across the country.These bases are often vast enterprises that have enormous economic benefits for the communities in which they are located. As a report of the Texas Comptroller concluded: "Texas'military bases aren't just barracks,mess halls and firing ranges.They're more like cities,and in some cases like large cities.Modern military bases include machine shops,garages, water treatment plants,hospitals,wellness centers,hotels, stores,restaurants,day-care centers,movie theaters and more, employing civilians and military contractors as well as service members."[2] El Paso's Fort Bliss,for example,is an army base supporting over 28,400 active duty and civilian employees,ranking 10th in defense personnel nationwide.The DOD report shows that bases yield a 112 dual benefit.In FY 2022,El Paso received over$562.6 million in contract spending(in part related to the operation and maintenance of the base)and$1.9 billion in personnel spending. This direct spending represents 6.4%of the metro's Gross Domestic Product. Command Centers: Some military bases or installations serve broader purposes for either separate Services or the military as a whole.Scott Air Force Base in St. Clair,Illinois,for example, supports close to 8,400 active duty and civilian employees.The base is home to the United States Transportation Command (TRANSCOM),which is responsible for the logistical movement of troops,equipment,munitions and other supplies across the world. The command's role has been on display recently,coordinating and delivering supplies for the war in Ukraine.In FY 2022, St Clair, Illinois received$1.3 billion in contract spending(second highest in the state of Illinois)and over$790.3 million in personnel spending(highest in the state),representing a significant 16%of St Clair County's Gross Domestic Product. Production Hubs:The military is a platform for advanced manufacturing in the United States. Unlike civilian manufacturing, the offshoring and outsourcing of defense related manufacturing has been constrained;the threats to national security are too profound.With enhanced federal spending,the Department of Defense has already declared its intention to build the next generation of fighter jets,drones,nuclear submarines,hypersonic weapons, artificial intelligence,and cybersecurity. This is compelling some rapid shifts in focus and investment. As the Financial Times reported yesterday, "Analysts say the Ukraine war has provided something of a wake-up call for the US defense industry,which had been de- emphasizing production of weaponry needed in traditional land wars and focusing more on technologically advanced surveillance and reconnaissance systems needed for counter- terrorism missions and deterring China in the Pacific."[3] The local implications are significant.Boeing,for example,has a major presence in St.Louis County in Missouri.The company employs about 15,800 people in the area,and it has been a part of the community for nearly 80 years.Boeing's St.Louis operations are focused on advanced manufacturing;the company also has several research and development facilities in the area.In FY 2022,St. Louis County received$5.4 billion in contract spending(equivalent to 6.08%of the County's Gross Domestic Product);Boeing itself received$4.1 billion. 113 Innovation Hubs:Each of the Services have major research and development facilities that enable the testing and development of next generation technologies and weapons.The largest of these facilities include the Naval Undersea Warfare Center in Newport, RI,Wright-Patterson Air Force Base in Dayton,OH, and the Army Research Laboratory in Adelphi,MD. As a result,Newport,RI and the surrounding community received nearly$586 million in contract spending and$753 million in personnel spending. Distributed R&D:Each of the Services as well as other DOD entities such as the Defense Advanced Research Projects Agency(DARPA) have ample research budgets and work closely with networks of researchers at universities,research institutions and industry partners across the country.All this is complemented by additional federal R&D funding to promote business innovation and technology transfer in defense-related areas,such as the SBIR/STTR awards.Massachusetts Institute of Technology,for example,received$1.1 billion in contract spending in FY 2022;the University of Dayton,located near Wright-Patterson Air Force Base in Dayton,OH,received$157.4 million. In some cases,DOD funds special university centers to enable closer collaboration between the military, corporations,start-ups and researchers and accelerate technological breakthroughs and improvements.The National Robotics Engineering Center(NREC) at Carnegie Mellon University,for example,conducts research on a wide range of robotics technologies,including autonomous vehicles,unmanned aerial vehicles, and exoskeletons.These kinds of centers are likely to grow in number and size given the changing nature of warfare and the rise of Defense Tech.In September 2023, for example,DOD announced the award of nearly$240 million dollars to eight regional"innovation hubs" around the United States to help the development of a domestic microelectronics manufacturing industry. As these examples illustrate,the reach of defense spending is far and wide.The economic benefit of these facilities and activities are pronounced,providing cities and metropolitan areas with a steady demand for both talented workers who earn decent wages that recirculate throughout local economies as well as local enterprises that can supply a broad array of quality goods and services to military bases and facilities. For metros that cross state lines,the economic benefits are even more substantial than DOD's report suggests.The St.Louis metropolis,for example,encompasses 15 counties in both Missouri and Illinois.Local stakeholders,therefore,can only ascertain the full impact of defense contract and personnel spending by reviewing information for both states. 114 In many respects,the impacts of defense spending are similar to those of any large employer in a metropolis.But they are only the tip of the iceberg.Local communities,working closely with the Department of Defense, can realize a full defense dividend by acting with intention and purpose. Here are 5 strategies that build upon existing strategies and hold great promise. • Regenerate downtowns:Many central business districts have been hit hard by remote work.In metros with a large military presence,vacant office space can be taken by innovative defense firms as well as defense personnel themselves.In Dayton, Ohio,for example,Infinity Labs,a fast-growing firm in the advanced air mobility sector,has taken space in the historic Dayton Arcade.The potential to move several hundred personnel from"behind the fence"of Wright Patterson Air Force Base to the center of the downtown would have immeasurable benefits,without compromising national security. • Accelerate the clean energy transition:The Department of Defense has a clear mandate and interest to accelerate the transition to reliable and resilient clean energy.The 2021 DoD Climate Adaptation Plan strives to reduce the adverse impacts of climate change by strengthening the resilience of critical supply chains and leveraging DoD's purchasing power.Under this Climate Adaptation Plan, each of the Armed Services has started to release its own climate strategy with specific goals around the reduction of GHG emissions that could have significant implications in regional economies.There is enormous potential for DOD to work with utilities,energy developers and technology firms on accelerating the clean energy transition.In El Paso,Fort Bliss has already worked with the city of El Paso and the local water utility to create the world's largest inland desalination plant,which now provides fresh water for the city and the base. • Boost local businesses:The Department of Defense is one of the largest purchasing entities in the world.The expansion and maintenance of military bases requires the purchase of a broad spectrum of goods and services, a portion of which can be supplied by local and diverse firms.The execution of Intergovernmental Services Agreements,which enable buying decisions to be delegated from the Department of Defense to local governments,has been tested in San Antonio and elsewhere and offers the potential for broader local impacts. • Train workers for quality jobs:The boost in defense-related manufacturing has the potential to create good paying jobs for 115 workers who can obtain the necessary skills and credentials through community colleges.The model for business-led skills training already exists.Since 2007,the St.Louis Community College and Boeing have worked closely together to train and successfully place more than 1200 participants as aircraft assembly mechanics. • Create innovation centers and districts:The design of next generation defense systems will require continuous innovation and close collaboration between university researchers and defense manufacturers.In St.Louis,Boeing has led a successful effort to create an Advanced Manufacturing Innovation Center in partnership with local universities and economic development organizations.The Center,modelled after the Advanced Manufacturing Research Centre in Sheffield,England,is now moving from concept to reality, backed by federal, state,local and corporate funding. These strategies,and others,work best when they are part of larger partnerships between defense installations and the broader economic development ecosystems(e.g., city,county and state economic development organizations,business leadership groups, universities,community colleges,infrastructure and energy utilities)that populate cities and metropolitan areas.A local defense council or consortium could play a crucial role in coordinating these efforts,ensuring effective communication and a unified approach to leveraging defense spending for local growth. The upshot of our analysis is sobering but realistic.As the world enters a new period of sustained geo-political tension and live regional conflicts,a substantial increase in US military spending can be expected for the foreseeable future.A defense dividend will accrue to those US cities,metros and states able to align key policies and strategies to the demands of national security. Bruce Katz is the Founding Director of the Nowak Metro Finance Lab at Drexel University. Milena Dovali and Victoria Orozco are Research Officers at the Nowak Lab. [1] Christopher Miller and Ben Hall, "Lessons from the Summer Offensive,"Financial Times,9/15/2023 [2] Bruce Wright, "Military Installations Worth Billions for Texas;'FiscalNotes, 9/2016 [3] Steff Chavez and Felicia Schwartz, "War tests US defense sector strained by Kyiv demands,"Financial Times, 10/18/2023 116 OLDER NEWER BY BRUCE KATZ AND JACOB FLORES • BY BRUCE KATZ • OCTOBER 26 SEPTEMBER 28 Books for our Times How Cities Navigate the New Economic Order BRUCE KATZ JEREMY NOWAK FOR MEDIA INQUIRIES AND SPEAKING (n brucekatz bruce.katziri thenewlocalism.com JOIN OUR MAILING LIST SHOP ABOUT NEWSLETTERS CONTACT RESEARCH EVENTS PODCASTS MEDIA ©2017-2025 The New Localism.All rights reserved.11. 117 EXHIBIT E QUESTIONS REGARDING THE SIKES SENTER PROJECT WHAT ROLE IS THE CHAMBER PLAYING IN THE OVERALL PROJECT? • Is the Chamber acting as an official representative of the City? • If "yes," please identify the Texas law or laws which allow the Chamber to have such a role. • Are statements by the Chamber considered official statements by the City government? • If "no," then why have most of the public statements and explanations come from the Chamber? • If "no," will more statements and explanations be coming from City offices and officials? WHAT IS THE COST OF ACQUIRING THE SIKES SENTER PROPERTY? • The initial Notice from the City on July 23 says "not to exceed $28,000,000." • Is the price that will be paid by the City $28 million? • If "no," what is the price? • Is it lower than $28 million? • Will the purchase price be the only money the City will spend on the Sikes Senter property before it is sold to a Developer? • If "no," how much money will be spent and for what purposes? • In a July 28 KFDX report, "Kitchens said the first step is to use roughly $27 million in already existing 4-B tax funds to allow the city to purchase the mall and the lot on which it sits." He also said the site is currently worth $27 million. • If the cost is $28 million and the current worth is $27 million, why is the City paying an extra $1 million? • Was an appraisal of the value of the Sikes Senter property done before the July 23 Notice? • If so, what was the appraised value? HOW IS THE ACQUISITION OF SIKES SENTER BEING FUNDED? • According to the Forward Wichita Falls FAQ (published on Facebook on July 31), the funding for acquisition of the 60 acres will come from • Wichita Falls Economic Development Corporation (Type A) • 4B Sales Tax Corporation • A consortium of local banks QUESTIONS REGARDING THE SIKES SENTER PROJECT p.1 • Is this correct? • If the Forward Wichita Falls FAQ is correct, then why did Kitchens tell KFDX on July 28 that "roughly $27 million in already existing 4-B tax funds" would be used to purchase the property? Also, why did Kitchens the same day say "The way we're financing it is using sales tax dollars from the 4A and 4B, the two economic development corporations" in an interview with KAUZ? • If the Forward Wichita Falls FAQ is correct, why does the July 23 Notice strongly imply that all of the funding would come from 4B and WFEDC (Type A corporation) by stating "The Project will be funded from sales tax revenues and other resources of the Corporations"? • Assuming the Forward Wichita Falls FAQ is correct: • What percentage of the total funds will come from 4B? • What percentage of the total funds will come from WFEDC (Type A)? • What percentage of the total funds will come from the local banks? • Will the funds from the local banks be loans? • If the local banks will be loaning the funds, to whom will the loans be made? • 45? • EDC? • Some other City government entity? • If "yes," then who? • Some entity outside City government? • If "yes," then who? • If the funding from the local banks is in the form of loans to the City... • How will those loans be paid? • From where will those payments come? • 4B? • EDC? • Some other City government entity? • If `yes," then who? • Some entity outside City government? • If "yes," then who? • If the funding from the local banks is in the form of loans to the City, is it correct to say that the acquisition will ultimately cost the City more than the purchase price for the Sikes Senter property? QUESTIONS REGARDING THE SIKES SENTER PROJECT O. 2 "ACQUISITION" ELEMENT OF THE FORWARD WICHITA FALLS FAQ PRO3ECT TIMELINE • The Forward Wichita Falls FAQ has a project timeline, and it says that "Acquisition closes: Fall 2025[.j" • Does that refer to the City's acquisition of the property? • If "no," then what does it mean? OWNERSHIP OF THE PROPERTY • Once the City purchases the property, what entity will be the actual owner? • 4B? • WFEDC (Type A)? • Some other entity within the City government? SALE OF THE PROPERTY TO THE DEVELOPER • When will the sale to the Developer take place? • In a July 30 Times Record News article "Kitchens said it would probably take a year for the undisclosed Developer to take control of the project and when that was complete, 'the financial liability and risk will all be on them.' • If for one year after the City's acquisition of the property the Developer does NOT have all of the financial liability and risk, does that mean the sale of the property to the Developer will take place one year after the City buys the property? • In the July 30 Times Record News article, Kitchens said "the intent [is] for the city to get back 100% of its money." • Is the intention to get "100% of its money" back Wrought the sale to the Developer? • Or will the sale to the Developer yield less that 100% and the remainder will come through other means? • The City will keep the land on which the MSU stadium will be built, and according to the Forward Wichita Falls FAQ, that portion is 10 acres. • If the City pays $28 million for 50 acres, and sells 50 acres to the Developer, does that mean the City intends to have the Developer pay $28 million for 50 acres? QUESTIONS REGARDING THE SIKES SENTER PROJECT P. 3 CITY'S CONTROL OF PROJECT ONCE PROPERTY IS SOLD TO DEVELOPER • Once the sale to the Developer closes, will the City retain any control over the property? • If "yes," please describe such control. • Once the sale to the Developer closes, will the City have any control or "say so" in the development of the Project? • If "yes," please describe such control/say so. • For instance, will the City have final approval on the retailers, restaurants, and/or entertainment venues? • Once the sale to the Developer closes, will the City have any responsibilities or duties to the Developer related to the property? • If "yes," please describe those responsibilities or duties. OTHER POSSIBLE PROPERTY • Will there be a need to purchase any property currently adjacent to or adjoining the Sikes Senter property? • If "yes/' will the City be purchasing any of that property? • If "yes," what will be the source of those funds? DEMOLITION OF SIKES SENTER • Who will be responsible for the demolition of Sikes Senter - the City or the Developer? • More to the point, who will pay for the demolition, the City or the Developer? • If it is the City, how much will that cost and from where will the funds come? • The Forward Wichita Falls FAQ has a Project Timeline which does not mention demolition, but does say that "Initial construction" will begin in 2027. • Does "initial construction" include demolition? • If "no," when will demolition start? • Are there any known environmental or health issues with the demolition? • For instance, does the structure contain asbestos? • Are there any groundwater resources which could be affected by the demolition? QUESTIONS REGARDING THE SIKES SENTER PROJECT P. 4 EXISTING MALL TENANTS • The Forward Wichita Falls FAQ says "Our goal is to ensure that every business finds a new home and opportunities to thrive." • How will the City accomplish this goal? • Will this effort include any form of financial assistance? • If "yes," what form? • In a July 25 Times Record News article, Kitchens said the demolition might be done incrementally because some retailers might have to remain in place for up to three years, and in the July 30 TRN article he said that was to accommodate the leases of some of the present businesses. • Will the City in effect be the landlord for those businesses? • Once the City sells the property to the Developer, will the Developer be the landlord for those businesses? • Will the City and/or the Developer take steps to make sure those businesses can still function during the remainder of their leases? ATHLETIC STADIUM • The July 23 Notice said that "The sports facilities are intended for use by area youth of various ages as well as for regional tournaments and are intended to bring sports tourism dollars to the City." On July 24, via a report on KFDX, it was announced that the "sports facilities" would be a football stadium for MSU. • Why was that information not in the July 23 Notice? • Given that the primary functions of the stadium will be for MSU athletics, was the statement in the July 23 Notice that "The sports facilities are intended for use by area youth of various ages as well as for regional tournaments" accurate? • The Forward Wichita Falls FAQ says that the MSU stadium will "Host regional high school sports [and] playoffs." • Who would receive any revenue generated by these events - MSU or the City? • Currently, Memorial Stadium regularly hosts high school playoff games in football and soccer. Would this in effect take away revenue from WFISD? • Who will receive the revenues from concerts and other events - MSU or the City? QUESTIONS REGARDING THE SIKES SENTER PROJECT p. 5 • How much land will be used for the MSU stadium? • Kitchens and Mayor Short have both stated several times that the MSU stadium will require 7 acres; however, the Forward Wichita Falls FAQ says "The stadium will sit on a 10-acre site[.]" • So, is it 7 acres or 10 acres? • If MSU either wants or needs to expand the stadium and/or other facilities, will there be enough space to do that? • If MSU either wants or needs to expand the stadium and/or other facilities, who will pay for that? • Is it possible the City could pay for some or all of such expansion? • Statements from MSU, Kitchens, and Mayor Short have made it clear that 1) MSU is responsible for the construction of the stadium, 2) the City is not paying for the construction of the MSU stadium, 3) the Texas Tech System is not paying for any of the cost, and 4) MSU will have to raise the estimated $35-40 million needed. • Will the City pay for things such as utility access or new ingress and egress for the stadium? • If "yes," how much will that cost and what will be the source of that money? • Given that the stadium "is a cornerstone of the redevelopment," what happens if MSU is not able to raise all the funds needed to complete the stadium and other facilities? + Will the City pay any of those costs? • If "yes," what will be the source of that money? • Will the City be responsible for any of the management or maintenance and cost thereof for the stadium or the property on which it will sit? • If "yes," what will be the source of that money? • If "yes," will City staff be used for these purposes? • Who will be responsible for booking, scheduling, and putting on concerts and other events - MSU or the City? • Will what be the stadium's impact on the MPEC and Memorial Auditorium? • Will the stadium have a negative impact on the MPEC's and Memorial Auditorium's ability to book concerts and events? DESTINATION RETAIL CENTER • The July 23 Notice says that the Project will include a "destination retail center." Please define "destination retail center." QUESTIONS REGARDING THE SIKES SENTER PROJECT P. 6 SHEPPARD AIR FORCE BASE • The July 23 Notice says that the Project will "support the missions of Sheppard Air Force Base." Please explain how the Project will "support the missions of Sheppard Air Force Base." • Does the explanation include more than what is described in the Forward Wichita Falls FAQ? • The Forward Wichita Falls FAQ says that the Project would give Airmen a place to "work out." Given that PT is a regular part of an Airman's routine and the facilities at Sheppard for "working out," will Airmen come t❑ the Project to work out? • Will the shopping, restaurant, and entertainment options of the Project be ones that Airmen can afford financially? PRIMARY JOBS • The July 23 Notice says that the Project will "promote the retention and expansion of primary jobs." Given the definition ❑f "primary jobs" under Texas law, please identify the "primary jobs" which will be retained and expanded. HOUSING COMPONENT • The Forward Wichita Falls FAQ says the Project will include "market rate and student housing." • Why was this not mentioned in the July 23 Notice? • Who will manage the "market rate" units? • Who will manage the student housing? • Is housing in an area that is intended to be as busy as the Project is projected to be really conducive to being student housing? EFFECT ON DOWNTOWN • Given all the proposed activities and features of the Project and that it is being projected as the "heart of the city," how is the Project going to impact Downtown? • Will it have a negative impact on Downtown similarly to what happened when Sikes Senter first opened? • Have either the City or the Chamber considered how to avoid such a negative impact? • If "yes," what actions have been considered? • If "no," why not? QUESTIONS REGARDING THE SIKES SENTER PROJECT p.7